Despite ongoing concerns about high expatriate attrition rates companies do not seem to be paying a lot of attention to the repatriation phase. A similar observation can be made in HRM journals; whereas expatriation has been researched extensively during the last decades, repatriation has received scarce attention in literature. The purpose of this article is, therefore, to highlight the relevance of repatriation management in the earliest stages of expatriate management.

Recent research indicates that successful expatriation assignments rely on four elements: the selection of the candidates, pre-arrival preparation for both expatriate and family, the provided support and possibility to keep in touch with the home organization while on an expatriate assignment, and the repatriation arrangements after completion of the assignment (Baruch and Altman, 2002). That appropriate attention to repatriation arrangements is important follows out of various observations: (1) Valuable personnel frequently leave the organization relatively shortly after repatriation. Research findings from 2002 showed that about 50% of personnel left a financial services company within a few years following the return to their home country (Baruch & Altman, 2002). As well, it has been found that 30% to 40% of expatriates leave their companies within two years of repatriation compared to 5-10% of non-expatriate employees. (2) More than 30% of overseas assignments fail, resulting in similar premature return rates of expatriates. Expatriate failure rates are generally unrelated to aspects of functioning that were relevant in domestic organizational settings.

Although a lengthy discussion of underlying reasons for expatriate failure is unfortunately out of scope for this article, it can be argued that companies benefit from managing this repatriation process in order to exploit the knowledge and skills of returning expatriates. (3) High attrition rates have been found to be primarily related to organizations’ difficulties to effectively reposition their repatriated employees. This observation is a strong argument to stress repatriation management in HR departments. (4) Organizations may experience difficulties in finding candidates for expatriate positions when potential candidates see what will happen to expatriates once they return. (5) Ogberg, who coined the term ‘culture shock’ in 1960, also considered a reverse culture shock that expatriates experience when returning home. Proper preparation for this future shock may prepare expatriates for the transition to domestic work and family settings. (5) Research in 2005 showed that repatriation adjustment was the strongest predictor of intent to leave the organization (Lee & Liu, 2005).

Retention and career management, therefore, should be central to planning expatriate positions. Positions should be gradually more challenging in order to challenge valuable employees and be part of a long term career path. Long term career planning foresees in building on previous assignments; assigning repatriates unchallenging positions once back home may be regarded as an invitation to apply for positions elsewhere. Sound expatriate management will therefore consider repatriation arrangements as good practice.

In reality, however, organizations often seem to have forgotten who these expatriates are. HR departments fail to build on expatriates’ skills and experience because they do not know well what they have accomplished during the years. Expatriates experience frustration once their expatriate benefits and status will be lost upon repatriation. They will have to get used to ‘normal’ levels of pay and taxation again. Their children will have to attend national curriculum schools, private school tuition fees will not be covered upon return to the home country. Establishing a mutual understanding and a clear definition of successful repatriation could help repatriates establish correct expectations before returning home. A proper preparation towards the end of expatriate assignments may ease the transition and avoid costly turnover for the organization. An ongoing lack of attention to repatriation management will likely continue to fuel high attrition rates. The question is: do we really want valuable personnel to leave the organization after costly assignments abroad or should we take action?

References

Baruch, Y. and Altman, Y. (2002). Expatriation and repatriation in MNC: A Taxonomy. Human Resource Management, 41(2), 239-259.
Lee, H. and Liu, C. (2005). An examination of factors affecting repatriates’ turnover intentions. International Journal of Manpower, 28(2), 122-134.

By: Ben Van Den Anker

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In the financial job market, there are many obstacles for graduates seeking to rise quickly in their professional lives. Financial organizations, ranging from banks to international stock-brokers, adopt high standards for their middle and upper management professionals. Indeed, the delicacy of the marketplace and the attitudes of individual clients towards their financial situation requires a high level of experience and good aptitude for a management position. The financial graduate who is just leaving university to find a job, however, can accelerate the process of rising quickly in the field of finance by choosing the right entry-level finance job.

The first consideration for professionals looking for entry-level finance jobs is their short term goals. If a graduate is concerned with making a good salary immediately, working with an international company or a larger bank may be the wisest move. However, those who want to build experience and rise through the ranks may wish to consider smaller organizations, such as financial planning firms, where there is more contact between executives, managers, and entry-level workers. This is an important consideration, as it can set you off on the right or wrong foot immediately.

Another important thought on entry-level finance jobs concerns the amount of upward mobility available for exceptional finance graduates. The graduate, who works for an international bank, can certainly rise to prominence within the company and the industry in general. Indeed, there is plenty of opportunity for such a professional to rise to local, regional, national, and international positions. For the graduate who works with a smaller company, mobility may be more difficult because of the relatively fewer positions between president and entry-level worker.

A third consideration on entry-level finance jobs is the nature of the job that a graduate accepts. Indeed, the chances of rising through the ranks decrease if a professional doesn’t enjoy their job and bring the same level of effort day in and day out. A professional who wants to help people directly may wish to work as a financial planner or advisor and rise to departmental management after years of commitment to client success. Another professional that thinks of finance in terms of larger companies, or even governments, may desire to make their way as a stockbroker or corporate financial professional, rising through the ranks by networking with prominent clients. All these considerations are important when thinking of the best entry-level finance job for a particular graduate.

By: Stephen Trigg

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Graduates leaving the university setting throughout the UK often look for more than a paycheque and benefits from their first employer. Many graduates, stifled by the long hours of studying behind them, want a challenging job that allows them to spread their wings and experience new things. As well, graduates are often willing to move away from home or familiar surroundings in order to experience a new type of job or environment during their professional life. Jobs in the travel industry can be great for graduates in any number of fields, as it allows them to see new places while earning a paycheck.

There are a number of great graduate travel jobs available through UK businesses. One of the most obvious choices for graduate travel positions is in the airline industry. Airline hostesses, flight crew professionals, and pilots get to see the world from above the clouds and travel to new places on a regular basis. Graduates who want to live in an exotic location and get to know their customers can work with a vacation charter in places far away from their hometown. Airline and flight jobs offer a steady source of positions for the adventurous UK graduate.

Graduates often work in field sales positions with international companies to mix their personal and professional desire to travel. Field sales positions with telecommunications firms, automotive companies, and other businesses can lead to national and international travel to fulfil job requirements. While these positions often don’t require travel too far from home, they do offer opportunities to attend conferences and sales meetings in new places.

The tourism industry in the UK allows graduates to help their clients find new places to go while enjoying the fruits of their labor. Many travel agencies send their agents and employees to destinations provided free or heavily discounted by resorts and airlines. These promotional efforts are meant to familiarise agents with new destinations while selling them on a particular vacation spot for their clients. In addition to work related capacities, travel agents often get great discounts for flights and accommodations through their agencies. These types of jobs are perfect for enthusiastic graduates who want to talk about and explore the world.

Travel jobs in the UK are plentiful for the graduate who knows where to look. While the airline industry offers a wide variety of jobs, some graduates may want to use their skills in other ways. Ranging from engineering firms to non-profit organisations, there are many ways to explore the world through a graduate position.

By: Scott Deane

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