Unit 4- International industry relation

The concept of industrial relations means the relationship between the employees and management in the day to day
working of an industry. The Indian IR scenario has been rapidly changing with the opening up of the liberalized economy
and the subsequent inflow of Multinational Corporations (MNCs).

This has brought a shift in the attitude towards the relationship. This entry of MNCs has shifted the focus from a labour
economy to a human economy .An extensive linkage between economy, politics and history has always characterized
Indian IR. The changes that are taking place are primarily due to endogenous forces embedded within India’s political
economy.

There has been a major effect on the macro economic aspect on the structure of the labour market (productivity,
employment and wages), also on the structure of IR (number of unions, collective bargaining, labour legislation,
industrial conflict and state intervention).These transformations have brought in changes on the growth pattern of the
economy.

The concept of industrial relations means the relationship between the employees and management in the day to day
working of an industry. The Indian IR scenario has been rapidly changing with the opening up of the liberalized economy
and the subsequent inflow of Multinational Corporations (MNCs).

This has brought a shift in the attitude towards the relationship. This entry of MNCs has shifted the focus from a labour
economy to a human economy .An extensive linkage between economy, politics and history has always characterized
Indian IR. The changes that are taking place are primarily due to endogenous forces embedded within India’s political
economy.

There has been a major effect on the macro economic aspect on the structure of the labour market (productivity,
employment and wages), also on the structure of IR (number of unions, collective bargaining, labour legislation,
industrial conflict and state intervention).These transformations have brought in changes on the growth pattern of the
economy.

Industrial Relations Definition

Industrial relations deal with either relationship between the state and employers’ and workers organizations or the
relations between the occupational organizations themselves. “International labor
organization

Industrial Relations refers to the relationship between management and employees, or employees and their
organization that arise out of employment. “ Dale Yoder

Nature of Industrial Relations

 Industrial relations are concerned with the relationship between management and workers.

 Industrial relations safeguards the interest of employees.

 Industrial relations are concerned with the system, rules, and procedures used by unions and employees
to determine the reward for effort and other conditions of employment, safeguard the interests of the
employees and their employer and regulate how employers treat their employees.

 Industrial relations maintain a balance with employee expectations, employer associations, trade unions,
and other social and economic institutions of societies.
  Industrial relations help in resolving disputes, conflicts, and controversies between labour and
management.

 Approaches to Industrial Relations

Systems Approach

Unitary Approach

Pluralist Approach

Marxist Approach

Sociological Approach

Gandhian Approach

Psychological Approach. Human Relations Approach

 Systems Approach

John Dunlop gave the systems theory of industrial relations in the year 1958. He believed that every human being
belongs to a continuous but independent social system culture which is responsible for framing his or her actions,
behaviour and role.

Actors: By actors here we mean that the individuals or parties involved in the process of developing sound industrial
relations. This variable is denoted by ‘A’.

Contexts: The contexts refer to the setup in which the actors perform the given tasks. It includes the industry markets
(M), technologies (T) and the power distribution in the organization and labour unions(P).

Ideology: The similar ideas, mentality or beliefs shared by the actors helps to blend the system. It can be expressed by
the initial (I)

 Unitary Approach

As the name suggests, the unitary approach can be seen as a method of bringing together the teamwork, common
objective, individual strategy and mutual efforts of the individuals.This theory believes that the conflicts are non-
permanent malformations, which are a result of improper management in the organization.

To create a productive, effective and harmonious work environment;

to develops a trustworthy, open, fair and transparent work culture;

to create a cordial work environment;

 Pluralist Approach

The pluralist theory also called the ‘Oxford Approach’, was proposed by Flanders in the year 1970. This approach
explained that the management and the trade unions are the different and robust sub-groups which
unanimously form an organization.
The organization should appoint personnel experts and industrial relations specialists to act as mediators between the
management and trade unions. They need to look into the matters of staffing, provide consultation to the managers and
the unions, and negotiate with both the parties in case of conflicts.

The organization should ensure that the trade unions get recognized and the union leaders or representatives can
perform their duties freely.

In the case of industrial disputes, the organization can avail the services of the external agent for settlement of such
issues.

 Marxist Approach

Lenin came up with the concept of a Marxist approach in the year 1978, where he emphasized the social perspective of
the organization. This theory perceived that the industrial relations depend upon the relationship between the workers
(i.e., employees or labour) and the owners (i.e., employer or capital). There exists a class conflict between both the
groups to exercise a higher control or influence over each other .Industrial relations are a significant and never-ending
source of conflicts under capitalism which cannot be avoided. However, cases of open disputes are quite unusual.

Understanding the conceptions of capitalized society, capital accumulation process and the pertaining social relations,
give a better overview of the industrial relations. The Marxist theory assumed that the survival of the employees without
any work is more crucial than the survival of the employer without the labours.

 Sociological Approach

The industries comprise of different human beings who need to communicate with the individuals of other
organizations.

Due to the difference in their attitude, skills, perception, personality, interests, likes and dislikes, needs, they are
usually involved in one or the other conflict. Even the social mobility and other aspects including transfer, default,
group dynamics, stress, norms, regulations and status of the workers influence their output and the industrial relations.

 Gandhian Approach

The Gandhian approach to industrial relations was proposed by the father of our nation, Mahatma Gandhi or Mohandas
Karamchand Gandhi, who was also a well-known labour leader. Gandhi Ji perceived that every organization is a joint
venture, and the labour should be treated as associates or co-partners with the shareholders. Moreover, the workers
should have proper knowledge of all the business transactions as it is their right. He focussed on increasing the
production and believed that the gains should be shared with the employees because of whom it has been possible. He
also emphasized that the industrial disputes and conflicts between the parties should be resolved healthily through
interactions, arbitration and bilateral negotiations.

 Psychological Approach

The psychologists perceived the problem of the industrial relations as a result of the varying perception and mindset of
the key participants, i.e., the employees and the management.

The ‘thematic application test’ was conducted by Mason Harie to understand the behaviour, mindset and perception
of the two significant workgroups, i.e., executive and the union leaders, in a particular situation.

The general belief of a management representative is entirely different from that of a labour representative.
Both the management and labour do not consider each other to be trustworthy.

Even each of these groups considers that the other one lacks emotional and interpersonal attributes.

 Human Relations Approach

The person behind the concept of the human relations approach is Keith Davis. The organization and the society
comprise of human beings who vary in various aspects as their behaviour, emotions, attitude, mindset and personality.
But, they have come together to achieve common organizational goals and objectives.

The concept of human relations approach underlines the need for making the individuals familiar with the work
situations of the organization and uniting the efforts of the workers. The purpose is to meet the social, psychological
and economic objectives, by enhancing the overall productivity.

 to ensure cooperation by promoting the mutual interest of the organization;

 to enhance the productivity of the individuals;
 to satisfy the psychological, social and economic needs of the employees.

Strategic issues

Cross culture communication and negotiation

Cross-cultural communication theory explores how people of different countries, ethnicities, and cultures can work
together to communicate most effectively. This means overcoming language differences, understanding multicultural
nonverbal cues, and working together to understand how to best convey ideas across cultural divides. Given the
prevalence of remote work and the continued globalization of the economy, cross-cultural communication is likely to
become more important than ever in the years ahead.

Cross-cultural communication allows people to avoid miscommunication and misinterpretation, instead opening up the
possibility of fruitful relationships across previously daunting cultural barriers. This form of multicultural communication
enables the free exchange of information among people of vastly different backgrounds, empowering everyone to profit
from the flow of valuable data.

In cross-cultural negotiations, above and beyond the issues of personal negotiation styles and techniques, one must
consider the impact of cultural difference. This impact will often be tied to communication issues, increasing the
possibilities of misunderstanding. Things that are said, left unsaid, or unclearly said can all create an extra layer of
difficulty on top of the substantive issues to be discussed.

In cross-cultural negotiations, we also often bring a certain amount of baggage to the table based on our personal and
group history, with all of the stereotypes and assumptions that may go along with that history. What makes it
particularly challenging is that cultural difference is a two-way street, potentially making both sides of the table feel
awkward. In a potentially adversarial negotiation, that awkwardness could easily become distrust and fear.

1. Etiquette/Protocol Issues

Simple issues we take for granted can make a difference in cross-cultural settings. How do you greet someone; with
what level of formality? First name jocularity may work wonderfully in Los Angeles, but fall flat in Beijing where formality
is more the norm (at least in the absence of longstanding relations). How should you dress to meet a senior government
official in the heat of a Trinidadian summer? Are there gender issues to consider that may impact on how to behave?
Are gifts appropriate? Required? Have we considered the impact of some of the issues set out below, such as personal
space norms? Are certain topics acceptable, and if so when can they be raised comfortably?

2. Body Language Issues

While in Western (North American and European) cultures, eye contact is often seen as a good thing (a sign of
confidence, honesty, etc.), even in those cultures, it can be misinterpreted. In other cultures, such as some aboriginal
cultures and Japanese culture, eye contact can be seen as rude or inappropriate or uncomfortable.

One must be careful in reading too much or too little into body language signals, as they can be so easy to misinterpret
and so dependant on personal history. As individuals, we are the product of many micro-cultures, all of which play a role
in our interactions with others. A Japanese businessperson, for example, is the product of his family upbringing, his
education, his gender, his religion, his work experience, his geographic history, his age, etc.

3. Language Issues

In certain circumstances, language differences will require interpretative services on one or all sides. It is worth exploring
the degree of language issues early on to prepare accordingly, before substantive discussions begin. Will there be a
similar standard for verbal and written communications?

Recognize that, when translation is required, you will need to at least double the time required to accomplish a goal.. In
using translation, you will want to ensure that you are getting accurate and timely translation, so set clear ground-rules
for your interpreters. Are they to summarize or to repeat word for word? Nothing is more disturbing than to hear a
three minute speech translated with one short sentence.

4. Relationship Issues

In Western culture, there may be varying degrees of comfort with personal relationships in a negotiation. Some people
are inherently relationship builders by nature and want to get to know the other party before getting down to business.
Others are more rational and “cut to the chase” by nature, and may see personal relationships as external to or even
dangerous in a business deal.

Other cultures can approach relationships in different ways. South Americans, for example, are more likely to want to
get to know you as a person before getting down to business. The same would be true of many Asian cultures.

5. Timing Issues

Different cultures deal with time in very different ways. In Western cultures, punctuality is generally seen as a positive,
though in the extreme it can actually be seen as nitpicky behaviour. In Japan and China, a failure to appear on time may
be a serious breach of etiquette. In the Caribbean, the Arctic, South America or the Middle East, however, time is often
seen as more fluid. Many a conflict at a hotel desk in the Bahamas has arisen because, “I am getting to it” in Nassau does
not mean the same as it does in New York City.

6. Trust and Information Issues

North American culture generally values a rational, analytical, straight-forward approach to information, but at the same
time, many North Americans typically keep their cards close to their chests and are reluctant to disclose. The adage of
“I’ll show you mine, if you show me yours first” would not be uncommon. The approach to information often varies with
the parties’ personalities and their relationship at the time, as well as other factors. The greater the level of trust, the
more likely that fuller disclosure will occur.
7. Legal Issues

Where foreign law is an issue, advice from counsel adept in the appropriate jurisdiction is a must. The parties will need
to determine what law is to apply to any contract, both procedurally and substantively. Be aware that legislation in one
or more countries may trump what is written in the contract if there is a conflict. As a result, it is imperative to have
someone who knows the legal framework in the relevant jurisdictions. If contracts are drafted in more than one
language, what will happen in the event of a conflict?

.8 Authority Issues

Depending on the culture (and other issues), true authority for decision-making may rest in various hands. In North
America, it would be normal for a representative to attend with authority to make decisions, but there may be practical
or strategic reasons for them to attend with limited or no authority to commit their principal. The boss may be out of
country, or unwilling to make a final decision, for example.

9. Political/Procedural Issues

When dealing with a foreign culture, you need to educate yourself and be aware of the political and practical realities of
getting what you want in the applicable environment. Are there channels that must be followed? If so, what are they,
and what is the best route through them that is compatible with the ethical issues in both cultures. Gift giving (and
receiving), for example, may be the norm in China, but may run afoul of Government of Canada or company regulations
on conflict of interest. This is a political issue. On the practical and procedural side, if giving a gift, what would be
appropriate, and how should it be done?

10. Gender Issues

One of the most common and deeply felt value clashes that can occur between cultures is triggered by gender issues. In
Saudi Arabia, for example, most Western companies will use male personnel in negotiations, out of concern that female
negotiators will not be heard and respected in the same way by the Saudi Negotiators. Companies do this despite (at
least in some cases) having their own internal codes of conduct which rule against gender discrimination. Important
values and traditions on either side of the negotiation come head to head with stressful results on both sides.

11. Expectation Issues

It may help to clarify the expectations of the parties early on. What one side sees as the logical goal of a negotiation
(getting a contract) may not be the goal of the other side (getting to know you/making contacts for future business). It
never hurts to have a shared understanding of the goals. Clarify the shared purpose of the negotiation early on.

Communication Process

Barriers in Cross-Cultural Communication

In business, cross-cultural communication is crucial to successfully conduct business with teams and
stakeholders from around the world. Everyone benefits from greater bandwidth, institutional knowledge, and
competitive advantage when communication is effective. Ineffective communication, on the other hand, can
offend, confuse, or deliver the wrong message, resulting in strained relationships with customers, partners,
vendors, and staff. The following are some of the most common cross-cultural barriers:

1. Language
Those from different cultural and linguistic backgrounds confront communication obstacles because
miscommunication is widespread among people who speak the same language. Misunderstandings can result
from anything from a mispronunciation of a word to a lack of specificity. Despite the fact that English is the
most widely used international business language, not every company in the world utilizes it on a regular basis.
Employees may struggle to communicate in English, which can lead to misconceptions when it comes to
receiving directions, determining the level of urgency, and addressing difficulties or concerns.

2. Stereotypes

These are generalizations about a group of people that are ascribed to individuals regardless of their personal
traits due to their membership in that group. Positive, negative, or neutral stereotypes exist. Many stereotypes
are negative or even hostile, and they create a severe communication barrier in the workplace. The stereotype is
a concept that is utilized in a variety of situations. The uniqueness of Chinese cultural characteristics, for
example, has been recognized in various ways. Chinese people are frequently described as emotionally
reserved, introspective, serene, exceedingly courteous, socially cautious, self-restrained, and so on.

3. Body Language

Body language is a term that refers to all non-verbal communication. This includes how we welcome people, sit
or stand, our facial expressions, clothes, hairstyles, tone of voice, eye movements, how we listen, how we
breathe, how near we stand to others, and how we touch others. Body language exerts a strong influence in
emotional situations, where body language frequently takes precedence over words. Kinesics is the scientific
study of body language. Around the world, eye contact, posture, and facial expressions have distinct
connotations.

4. Emotional Display

From culture to culture, what constitutes an appropriate display of emotion varies. In certain nations, expressing
wrath, fear, or irritation at work is deemed improper in the workplace. People from these cultures keep their
feelings to themselves and simply talk about the facts of the problem. Participants in various cultures are
expected to disclose their feelings during a talk. You can imagine the misconceptions that can occur when a
businessperson expresses significant emotion in the presence of coworkers who believe that such behavior is
inappropriate.

5. Ethnocentrism

It is a tendency to criticize other groups based on one's own standards and ideals. Ethnocentric values not only
operate as a barrier to communication, but they can also affect a student's mood and productivity. Ethnocentrism
is the belief that one's own group's culture is good, right, and rational, whereas other civilizations are inferior. 

6. Prejudice

Prejudice emerges when someone's characteristics are 'prejudged' simply because they are classified as
belonging to a certain group. It's frequently linked to negative attitudes about that particular group. This mental
barrier can be disastrous for organizational communication since it can prevent entire groups of employees from
receiving critical information.

Effectiveness
In today’s diverse workplace, communication issues can take on an added dimension of complexity. Every
culture has its own set of tacit assumptions and tendencies when it comes to face-to-face interactions, and trying
to get your point across effectively can sometimes be difficult. Even when a language barrier doesn’t exist,
cross-cultural communication can be challenging. Here are our top ten tips for effective cross-cultural
communication:

1. Maintain etiquette  

Many cultures have specific etiquette around the way they communicate. Before you meet, research the target
culture, or if time allows, do some cross cultural training. For example, many cultures expect a degree of
formality at the beginning of communication between individuals. Every culture has its own specific way of
indicating this formality: ‘Herr’ and ‘Frau’ in Germany, reversing family and given names in China and the use
of ‘san’ in Japan for men and women etc. Be aware of these familiarity tokens and don’t jump straight to first
name terms until you receive a cue from the other person to do so.

2. Avoid slang 

Not even the most educated non-native English speaker will have a comprehensive understanding of English
slang, idioms and sayings. They may understand the individual words you have said, but not the context or the
meaning. As a result you could end up confusing them or at worst, offending them.

3. Speak slowly

Even if English is the common language in a cross cultural situation it’s not a good idea to speak at your normal
conversational speed. Modulating your pace will help, as will speaking clearly and pronouncing your words
properly. Break your sentences into short, definable sections and give your listener time to translate and digest
your words as you go. But don’t slow down too much as it might seem patronising. If the person you’re
speaking to is talking too quickly or their accent is making it difficult for you to understand them, don’t be
afraid to politely ask them to slow down too.

4. Keep it simple

In a cross cultural conversation there’s no need to make it harder for both of you by using big words. Just keep
it simple. Two syllable words are much easier to understand than three syllable words, and one syllable words
are better than two syllable words. Say “Please do this quickly” rather than “Please do this in an efficacious
manner.”

5. Practice active listening

Active listening is a very effective strategy for improving cross cultural communication. Restate or summarise
what the other person has said, to ensure that you have understood them correctly, and ask frequent questions.
This helps build rapport and ensures that important information doesn’t get missed or misunderstood.

6. Take turns to talk

Make the conversation flow more freely by taking it in turns to speak. Make a point and then listen to the other
person respond. Particularly when people are speaking English as their second language it’s better to talk to
them in short exchanges rather than delivering a long monologue that might be difficult for them to follow.

7. Write things down

If you’re not sure whether the other person has understood you properly, write it down to make sure. This can
be particularly helpful when discussing large figures. For example, in the UK we write a billion as
1,000,000,000 but in the USA, it’s written as 1,000,000,000,000.

8. Avoid closed questions

Don’t phrase a question that needs a ‘yes’ or ‘no’ answer. In many cultures it is difficult or embarrassing to
answer in the negative, so you will always get a ‘yes’ even if the real answer is ‘no’. Ask open-ended questions
that require information as a response instead.

9. Be careful with humour

Many cultures take business very seriously and believe in behaving professionally and following protocol at all
times. Consequently they don’t appreciate the use of humour and jokes in a business context. If you do decide
to use humour make sure it will be understood and appreciated in the other culture and not cause offence. Be
aware that British sarcasm usually has a negative effect abroad.

10. Be supportive

Effective cross cultural communication is about all parties feeling comfortable. In any conversation with a non-
native English speaker, treat them with respect, do your best to communicate clearly and give them
encouragement when they respond. This will help build their confidence and trust in you.

MANAGING CROSS CROSS-CULTURAL NEGOTIATIONS

 have always wondered what it is that makes cultures different. As a Venezuelan-Greek, with strong British
education, I consider myself blessed with the ability to adapt to others. However, in pressured times like the
present, cross-cultural negotiations are fraught with difficulty. The pressure to sign the deal or act in a way to
impress urgency, can really throw a negotiation off the rails.

1.Build rapport

Take time to build the relationship and understand the other parties; not only what they are looking for in
interacting with you, but also their relative cultural drivers (the leading indicator is  Hofstede’s index on cultural
variations.

2.Communication – be respectful of symbols or associations

Be aware of etiquette in terms of actions as well as symbolisms, which can both inadvertendly impact your
discussions negatively . For example, binding documents in a purple folder, may not go down too well in Italy
where it is associated with bad luck…

3.Learn from what we call Cultural Ambassadors

If you work in a multinational corporation track people from the country that you are likely to be engaging with,
and discuss how things are done in their countries, the real dos and don’ts in their business culture.

4.How are decisions made?

Be aware of the relative importance (or not) of hierarchy and power distances. Autocratic behaviour is
acceptable in high power-distance countries, such as the Middle East or Africa but clashes with the more
equitable Anglo-Saxon cultures.

5.Negotiation lengths

Timeframes for agreements and negotiations vary; generally, the further east from Europe, the longer the
negotiation timeframes. Do not push for quick responses or exert pressure for agreements in China or the
Middle East.

6.Demonstrate sensitivity to gender issues

This is particularly relevant for women in male-dominated culture. A lead female negotiator may face resistance
in what are more “masculine” cultures. Whilst in a lot of countries the traditional role of women is changing,
best to err on the side of caution and split the chairing of the negotiation with by both a man and a woman.

Repatriation

Repatriation is a process of returning back from a international assignment to a home country after completing
the assignment or some other issues. Repatriation is the last step in the expatriation cycle and it involves
readjustment and re-entry of international managers and their families back to their home country. Expatriation
and repatriation are not two separated processes, rather the former is a beginning and the latter the closure. The
term may also refer to the process of converting a foreign currency into the currency of one’s own country.

 There are a many successful international assignments which are very important to the employee career
as well as for the company’s growth. So many companies send expatriate to other countries for doing
business internationally.

 The employees who are send to abroad for international assignment are expatriates those employees who
learned many things that would be useful to those who will be sent to that same country if some means
could be identified as to how they might be mentors to future expatriate employees.

 Expatriates can bring new and unusual approaches to cultural environment, information gathering,
analysis of data, and problem-solving as a result of having work cross-culturally in an effective manner.

 Expatriates may have been more flexible, or less rigid, in changing circumstances. In that different
approaches have been tried in other contexts, they may be able to bring insights and innovation to the
planning process that may not have been considered previously.

 The repatriate who have performed at a high level in a HCN may bring a dimension of confidence and
competence that will enhance his or her value to the company as it competes in a changing world
market.

Repatriation Benefits
Repatriation is when an expatriate employee returns to their country of origin after working in a different
country. It is common for repatriation benefits to be overlooked when putting together relocation packages. 

When your employee needs to move back to their home country, it can be costly. To help offset these costs and
help your employee navigate this transition, you should consider including repatriation benefits in your
company’s relocation packages.
  Departure Services

Many companies will assist their employees with lease termination, utility termination, de-registration from the
local government and schools, dilapidation negotiations, and final billing when dealing with global mobility.

 Move Management

Your company could help to coordinate the shipment of household goods from the departure location to your
employee’s returning location with the help of a relocation specialist. 

 Cross-Cultural Training

Cross-cultural training is also a great way to help your employee get used to the culture back in their home
country. Cross-cultural training programs typically get started around six weeks after the employee has settled
into their new location. This training will help identify any issues your employee may be experiencing due to
changing countries.

 Career Development

When your employee has been living in a different country for an extended period, it is essential for them to
feel that their time in the other country was worth it. 

Your employee will want to use the experience they gained overseas and use that experience in their career
when they return home. Career development will help your returning employee learn how to utilize their
experience from overseas in their new job role when they return home and begin their new job position. 

 Emotional Counseling

Many companies offer emotional counseling for both the returning employee and the employee’s family.
Emotional counseling can help your employee feel confident about returning to a new career path in their home
country and help them feel more comfortable with their new role. 

Repatriation Process

Repatriation refers to the process of sending an item, commodity, asset, or individual from a foreign nation to a
homeland. The process process applies to anyone returning from a foreign country to their origin. It also
includes the conversion of foreign currency into domestic currency.
Under the repatriation process, an individual residing in a foreign country can go back voluntarily or even be
forced out of a nation. The homeland is responsible for the transport of its citizens. This process applies to
refugees, deportees, and foreign nationals as well. In the U.S., citizens must pay a repatriation tax – the
transition cost of converting money earned overseas into US dollars.

Managing Repatriation

• Make sure you’re sending the right people abroad.Carefully assess who will be successful. Don’t just look
at their technical skills; consider the employee and his family’s ability to adapt to a new culture.

• Clearly define the expat’s career goals before the overseas assignment begins and make sure the goals
reflect your company’s overall objectives. If the purpose of overseas assignments, for example, is to give
your company global reach, then view the trip as a stepping-stone toward that goal. Have a strong sense of
where the assignment will lead next for the employee.

• Discuss the challenges of repatriation before the employee leaves. Let the expatriate know that coming
home can be difficult, and stress the importance of staying connected to the home office.

• Create a mentor program. Assign mentors before employees go abroad so they’re involved from the start.
The mentor should continue to help throughout the stay and for six months after employees return home. If
possible, mentors should be previous expats who worked in the same region as the employees they are
mentoring.

• Encourage expats to make regular visits to the home office through a home-leave policy. They can
reconnect with colleagues and new employees, and help prevent feeling “out of sight, out of mind.” Help expats
stay in the loop by including them in companywide e-mails and newsletters. Managers at home can serve as
advocates by looking for job openings and mentioning their names in discussions.

• Understand and educate management on the challenges of repatriation. Recognize that when returning
home, repats can experience reverse culture shock. Look for symptoms, which include boredom, withdrawal,
feelings of frustration, and distancing from coworkers. Help repats by letting them know they’re not alone and
their feelings are normal.

• Find positions and activities that use repats’ new skills. Allow them to act as mentors, put them on
assignments in which they can interact with overseas colleagues, and encourage them to continue to learn a
foreign language or join a community organization related to the country where they lived.

• Provide support to the entire family. Help the repat’s spouse find a new job, and offer counseling to the
parents and children on readjusting to life after living abroad.

• Encourage repats to approach repatriation similarly to relocating overseas. Many people are well
prepared for their move abroad and expect that life will be different. 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.

• Once repats have returned home, offer a counseling program. 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.