1. Table of Contents
1. Table of Contents Page 1
2. Executive Summary Page 2
3. Introduction Page 3
4. Brief description of the firm and its industry context Page 4
5. Summary of the IHRM issues/problems Page 5
6. Relevant IHRM theory and research Page 7
6.1. Lack of Repatriation Management in Companies Page 7
6.2. Career Anxiety and Expectations Page 7
6.3. Devaluation of the International Experience Page 9
6.4. Coping with new Role Demands Page 9
6.5. Loss of Status and Pay Page 10
6.6. Social Factors Page 10
7. Solutions to the Repatriation Problem Page 11
7.1. Preparation prior to the expatriate's return Page 11
7.2. Mentor System Page 12
7.3. Support during reintegration process Page 13
7.4. Use of expatriate's experience Page 14
8. Conclusions and Recommendations Page
9. Bibliography Page
2. Executive Summary
This report assesses the IHRM issue of repatriation and how it affects Scania, a Swedish multinational company that manufactures heavy trucks, buses, industrial and marine engines.
Scania has to deal with the problem that some employees leave the company shortly after they return from international assignments. This is an acute problem for Scania as the cost of a single lost repatriate can be as high as US$ 1.2 million and Scania's competitors benefit from that investment because many repatriates tend to walk off to competitors.
The potential causes for repatriates leaving Scania are lack of proper repatriation management and the devaluation of the repatriate's international experiences on the part of Scania. Causes on the repatriate's part are career anxiety and expectations, coping with new role demands, a loss of status and pay and social factors.
Based on our research and analysis we recommend that Scania implements the following strategies to decrease their repatriate turnover rate.
Scania should implement...