Repatriationafter Global Assignments
Human resource management has been revolutionized by the phenomenonof international expansion. In this regard, many companies haveestablished foreign operations to increase their market share andbuild the brand. Consequently, some employees have been forced toaccept global assignments (Bailey & Dragoni, 2013). Temporaryrelocation into foreign offices presents various challenges. Forexample, workers are burdened with unfamiliar responsibilities(Bailey & Dragoni, 2013). In some cases, the enhanced scope ofwork becomes overwhelming. Besides, some staff members experiencepredicaments while working across different cultures (Bailey &Dragoni, 2013). Managers may be required to override existingprograms in overseas offices. Formulating and implementing strategicchanges may not garner local support. Notwithstanding thedifficulties of global assignments, repatriation seems to pose agreater challenge.
A human resource manager has to deal with several concerns pertainingto repatriate employees. For example, expatriates need to receiveadequate support to help them integrate into the company’sprocedures and activities (Bailey & Dragoni, 2013). It is alsoimportant to facilitate the transfer of knowledge from expatriates toother staff members (Bailey & Dragoni, 2013). Besides, jobplacement issues arise when employees return to claim either formeror advanced roles (Bailey & Dragoni, 2013). Consequently, humanresource management requires an individual to possess advanced skillsthat will ensure smooth adjustment during repatriation.
I have the necessary experience and determination to succeed in anorganization that oversees expatriation after foreign assignments. Infact, my education has enabled me to learn various methods that canbe used to support repatriate employees. For example, expatriatesneed to be updated on any changes in organizational policies andstructure. Furthermore, setting up an international human resourcedepartment will facilitate the performance of periodic talentreviews. Moreover, it is important to organize regular trips back tothe parent company so that expatriates can benefit from mentorshipprograms.
Bailey, C. & Dragoni, L. (2013). Repatriation after GlobalAssignments: Current HR Practices and Suggestions for EnsuringSuccessful Repatriation. People and Strategy, 36(1), 48-57.Retrieved fromhttp://www.thefreelibrary.com/Repatriation+after+global+assignments%3A+current+HR+practices+and…-a0334486294