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Search inside document. Patrick Cho. Ajith Kannoth. Neguma Oljira. Neti Kusumawati. Shrikant D. Reena Essaias. Mar Tagudin. Bhairav Thakur. Leoniel L. Repats should have a similar mind-set when they return home. They should approach it as another new adventure. Make sure that repats set realistic goals, are aware of changes in their home offices, and reflect on personal changes and new priorities. Review their international experience and discuss the challenges of repatriation both personally and professionally.
Discuss with the repats how their business has changed and how to capitalize on their global experience. Workforce , July , pp. With custom BI reporting and demand-driven scheduling, we help our customers reduce labor spend and increase profitability across their business.
It's as simple as that. Information and support for HR, global mobility managers, global teams and those relocating, operating in or setting up new operations overseas. Expatriate support — when mentoring matters most Sue Shortland explains how mentor and sponsor arrangements can provide a crucial element within expatriate support initiatives. Relocate Editorial. Employers selecting assignees to live and work abroad are increasingly coming to recognise the importance of seeing the posting as a cycle one that requires attention to competency identification and development, underpinned by training, from selection stage through to repatriation.
Efforts to select and train assignees appropriately can be undermined if support is not provided throughout the posting. The aim here should be to enhance productivity, develop individuals and improve their career prospects within the sending organisation upon return home. Expatriates are concerned as to whether or not there will be a future for them on repatriation either within their own organisation or another that values their newly-acquired or developed international competencies.
For the sending organisation, the preferred option is surely to retain their expensively deployed international human resources. For example, such arrangements may develop naturally within organisations between colleagues, or there may be arrangements via professional bodies whereby willing individuals may contact likely partners. In this way, networking opportunities can be exploited usefully by individuals within and across organisations and institutions.
But is this enough to retain international assignees on repatriation? Mentors versus sponsors To evaluate the role that mentoring plays within international assignments, the starting point is perhaps to consider drawing a distinction between mentoring and sponsoring, as the terms are frequently interchanged, but mean different things.
A sponsor may be defined as one who vouches for or who is responsible for a person, whereas a mentor is a wise and trusted counsellor. In the international assignment cycle, where support is crucial to maintaining links, communications and successful repatriation, the voluntary nature of mentoring may be thought to leave support rather to chance.
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