Repatriation: a challenge as big as the expatriation itself

In an increasingly globalized world, new business projects arise. In this sense, little by little, terms are emerging that are settling in our ears. The word “expatriation” (and derivatives) is already more than known in the field of internationalization, undoubtedly one of the most familiar. However, little is said about “repatriation”, that is, the return of the employee to his country of origin.

The transfer of the company’s own employees to international destinations can be an expensive process, but at the same time it entails a series of advantages such as the transmission of the company’s know-how and the opportunity of growth for both the worker and the company. The worker feels valued given that the company trusts him to carry out this project. However, distancing oneself for a long period of time from the environment to which s/he is accustomed, can lead to difficulties of intercultural adaptation and originate the effect out of sight, out of mind. However, the worker will experience an improvement in their economic conditions, in their professional career and in their intellectual wealth (new culture, languages, knowledge, customs, exiting from the comfort zone, etc.).

It is important that the company monitors  the adaptation of the person and their family in the assigned country. As the process does not end when the employee is already settled in the country of destination.

In general, it is not normal to think that there may be problems when returning to the country of origin, but obstacles may arise when adapting to the return in the company itself and even to the country itself. If it is observed from the point of view of the employee, it is even a new process of adaptation with the consequent difficulties of leaving behind a life already built. Therefore, it is essential to plan the repatriation so that the company can benefit from an adequate retention of talent.

The worker’s performance, motivation and permanence in the company, are at stake in the process and can be harmed if not managed in an appropriate manner. A study carried out by E & Y in 2011 shows that 1 out of every 5 employees leaves their company in the following years once the expatriation process has ended. If the return is not managed correctly, the final result is the inability of the company to benefit from the project in which it has invested. We must bear in mind that repatriation is not simply about returning a company’s capital back to its origin, but it is repatriating people along with their families, experiences, experiences, and the most valuable, acquired knowledge.

The reasons may be different; the lack of flexibility, excessive standardization of the process and lack of communication between the worker and the company are some of the most common reasons that justify the results obtained in the study.

Sometimes, the returnees do not know the tasks to develop in their new position. Other times, the functions are minor or represent a setback in their responsibility and activity, since the position to perform is of less authority than they had as expatriates. This can happen because at the time of returning to the country of origin, the company has not developed a position for the employee, nor a possible projection of it. As a consequence, the position occupied prevents the application of the knowledge acquired abroad.

The development of the employee’s career plan falls on the Human Resources Department, who have the responsibility of following up on the evolution of the worker (conducting personal interviews, analyzing what problems they experience in the new work environment, in their social relationships and with with respect to the general environment). It is essential to detect the obstacles when adapting.

It is important to create an adaptation program that minimizes the different disadvantages in a social, work and emotional way. The ideal would be to create a policy and a detailed procedure on the processes to be followed so that the repatriation is carried out successfully, that is, planning in advance on the job and the functions that the employee will perform. The knowledge of expectations will give the company a vision of what the worker expects in terms of work environment, general environment and economic conditions. In this sense, it is essential to have a good flow of communications during the process to avoid misunderstandings and clarify the situation from the beginning.

Carry out an emotional and social management through videoconferences or periodic meetings to know their current situation, communicate the changes that have occurred in the company and in the country during their absence, analyze and observe their evolution, the problems they experience in the new field of work, etc.

If the evolution is not favorable or the position to occupy does not adapt to the situation of the employee, it would be necessary to anticipate a series of alternatives such as, for example, opening a new process of expatriation to a different third country, involving him/her in a new project, the extension of the stay or other professional options that will help you to continue with your international career.

If the return of the employee to the country of origin is properly managed, the process will culminate successfully and both parties will benefit. The knowledge that expatriates obtain in their international experience can be a source of competitive advantage for the company.

Keep in mind that for an employee, repatriation can be as big of a challenge as the expatriation itself. Planning is totally necessary and what is important is that the returnee feels valued and rewarded for the work carried out in his assignment.

By: Carlota Flores – HR Department – Expat Advisors