Repatriation Strategies for Managing Global Workforce - Report

This report delves into the critical process of repatriation within the context of global workforce management. It examines the challenges and considerations that multinational companies face when bringing expatriated employees back to their home countries. The report emphasizes the importance of pre-repatriation programs, highlighting the need to address cultural and social challenges, career-related issues, and financial planning. It discusses the impact of repatriation on employee job descriptions, the potential for demotivation, and the importance of providing adequate support and counseling. Furthermore, the report underlines the significance of financial planning, including wage rates and taxation, to ensure a smooth transition for repatriated employees. By addressing these key aspects, organizations can improve the success rate of repatriation and retain valuable talent.

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Managing a global workforce
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Managing global workforces entails various procedures and repatriation is one of them.
Multinational companies are involved in relocation personnel from one country to another to
facilitate the productivity of the organization. Nonetheless, there comes a time when these staffs
are repatriated to their home nations. Research shows that forty percent of the repatriated
employees end up leaving the organization. Therefore, during the preparation of the repatriations
process, some aspects should be considered.
The re-entry phase of the expatriation process has personal and career-related issues. It needs
adequate preparation on the various aspects of the pre-repatriation program. The first element
involves collecting sufficient information on the culture and social challenges that the expatriate
will face. Once an individual is relocated to a different nation, they experience social and cultural
gaps (Hyder, and Lövblad, 2007, p. 270). It is essential that this aspect of the pre-repatriation
program be covered thoroughly especially through counseling, both for the employee and the
family.
Secondly, repatriation affects the job description of a staff member. It is the case because,
irrespective of a corporation being multinational, different branches do not similarly classify the
tasks. What’s more, the job description affects the op position and authority ranking. This career-
related aspect is part of the pre-repatriation program. The expatriated should be thoroughly
prepared on the job position he/she will be holding in the home country branch. Otherwise, it
would lead to demotivation and eventually result in the firm losing expert employees (Scullion,
and Collings, 2011, p. 98).
Thirdly, the pre-repatriation process should involve financial planning and other related
activities. Various aspects such as wage rate and taxation affect the disposable income for
personnel differently in multiple nations. Besides, the living conditions also change. Employees

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are unwilling to take a lower wage rate (Noe, et al. 2003, p. 132). Therefore, the pre-repatriation
program should consider the financial status of the expatriate before the process.

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Bibliography
Hyder, A.S. and Lövblad, M., 2007. The repatriation process–a realistic approach. Career
Development International, 12(3), pp.264-281.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2003. Gaining a competitive
advantage. Irwin: McGraw-Hill.
Scullion, H. and Collings, D., 2011. Global talent management. Routledge.