HR. Return from expatriation, get out of incantation and take action
When discussing the return from expatriation with international mobility and HR professionals, the expression "sea serpent" often comes up. While for expatriates, the image of the ostrich appears frequently.
These two metaphors imply three ideas:
- A feeling of vagueness, unreality, even denial.
- A feeling of powerlessness in the face of risk.
- And the inexorable return of this problem.
However, the return from expatriation is a crucial step in the international mobility process. It is therefore necessary to go beyond this vagueness and identify strategies to circumscribe the risk. Because, good news, most of the necessary elements are now available.
01
Data on the return from expatriation exists
Since 2014, the Expat Communication Barometer (link) has produced data and analysis on return.
And for the past 8 years, all the results converge: the return is the most critical phase of international mobility. At issue:
- From the expatriate’s point of view, the lack of recognition of their experience, the feeling of isolation, the administrative complexity.
- Seen from the companies, the absence of an entity responsible for the management of the return, an inappropriate posture of the expatriate.
The Expat Communication 2022 barometer reveals two other issues:
- Lack of perception of the risk of return. 70% of returning expatriates feel that this last phase was difficult. On the other hand, expatriates still living abroad do not perceive this risk, with 38% saying they are concerned. As their return is not scheduled, they do not anticipate it. In companies, apart from those involved in international mobility, this denial is widely shared.
- The lack of support in the companies during this phase. As return is not perceived as a critical issue, return support mechanisms remain limited or even non-existent.
02
Good practices are identified, but not widely applied.
There is a consensus on practices that facilitate the return of expatriates.
First of all, the success of the return is determined from the start. Preparation and information play a crucial role until the end of the expatriation. However, after the upheaval linked to the epidemic and the evolution of the forms of international mobility, these services tend to be less solicited today.
Then, in the year preceding the expatriate’s return, the Talent and International Mobility Departments work together effectively to ensure that the expatriate finds a position that makes the most of his/her international experience.
Finally, expatriates must adapt their posture and expectations in order to facilitate their integration and to become an actor in the valorization of their experience abroad. Coaching or training upon return significantly favors this attitude but companies rarely use it, mainly for process reasons.
In sum, the improvement of the return is not based on one action but on a set of measures.
03
An efficient process to progress on the way back
The companies that have succeeded in moving from rhetoric to action generally have in common that they have adopted a systemic approach:
- They considered the process from departure to return
- They involved all actors: expatriates, talents and IMs, management, transferring entity and returning entity.
- They examined the stakes and not only the processes, explicitly formulating the gains, the price to be paid and the commitments of each of the actors, thus leading to a consensual and realistic action plan.
- With the HR experts of its Coach Academy, Expat Communication can accompany your company in this diagnostic and improvement process.
- Diagnosis (quantitative: barometer, and qualitative: focus group) and MI consulting.
- Preparation for expatriation
- Accompaniment throughout the expatriation and progressive awareness of the return with the Club Expat Premium
- Coaching for returning expatriates.
Expat Communication
Expert in interculturality and coaching
for international talent since 2001.
