5. Describe the features of a good, comprehensive expatriation program.

Pre-Departure Considerations:
•	Free choice in the decision to go overseas
•	Realistic job previews
•	Sensitivity to career path
•	Relevant selection criteria (personal traits over technical competence)
•	Spouse/family input in the decision
•	Knowledge of reassignment
•	Pre-departure training, including spouse and family (language, cross-cultural, “look-see” visits)



Overseas Support:
•	Orientation
•	Post-arrival training
•	On-site mentoring
•	Back-home mentor, office visits, electronic contact
•	General support (e.g., emergency leave, assistance in locating a new home, health care)
•	Financial support (e.g., mobility premium, completion bonus, hardship premium)
•	Family support (e.g., spousal employment assistance, assistance locating good schools)
•	Regular performance appraisals/feedback

6. Why does repatriation seem to be a problem (i.e., people are returning home, right?)?  Briefly describe the initial adjustment cycle
     repatriates typically experience upon returning home (i.e., how their mood changes).

The Repatriate Problem:
•	Reverse culture shock
•	75% expect their assignments to advance their careers, but only 10% receive promotions
•	Diminished decision-making authority and job discretion
•	Repatriates often put into “holding patterns”
•	Repatriates often faced with a drop in their standard of living
•	25% of expatriates leave their firms within one year of repatriation; 40% after three years
Only 31% of firms have formal repatriation programs

7. Describe the features of a good repatriation program.

The Right Way to Manage Repatriates:
•	Address career-path considerations up front
•	Begin repositioning effort approximately six months prior to return
•	Offer re-orientation, post-arrival training
•	Have a debriefing where new skills and knowledge are recognized
•	Provide financial and tax assistance
Provide a definite job that utilizes the employee’s new skills and abilities


8.  Are women interested in global assignments?  Are companies reluctant to send women overseas?  Are female expatriates generally
     less successful than male expatriates?  (see:  “Why Are Women Left at Home . . ?”)

-	Women are interested in global assignments, in some cases ever more than men. Studies have shown that women see international assignments as presenting opportunities to gain knowledge about different cultures as well as to enhance their interpersonal skills.
-	In a 1984 study by Adler, it showed that 70% of the companies were reluctant to send, the reasons the executives offered were; women in dual career relationships would find such assignments difficult and that gender prejudice would be a serious problems in the countries where they would be sent. They also added that women would feel lonely and isolated and victims of sexual harassment
-	There’s not enough proofs to answer if women are more or less effective than men in international assignments. However, there are many different conclusions, some believe they are more effective, others the same…

9.  What are some actions that organizations take to improve women’s access to overseas assignments? What are some actions that
     women can take to improve their access to overseas assignments?  (see:  “Why Are Women Left at Home . . ?”)

Companies actions
-	Companies need to make a commitment to “walk the talk” and provide international relocation opportunities to all employees, both male and females.


-	Companies need to ensure that their recruitment and selection policies encompass women for all home based and international assignments.

-	Companies to develop formal mechanisms, such as feedback sessions and performance appraisals that actively solicit women’s opinions regarding the international assignment (from selection to repatriation) so as to improve on their selection and support policies.


-	Companies should be encouraged to use data from studies to reference points for evaluating their policies and practices pertaining to the selection of candidates for expatriation. The hope is that companies will then create strategies so they can improve their procedures as necessary. The responses of both supervisors and their subordinates are useful in developing the policy elements.

-	The company has to encourage women to talk to expatriates who have experienced working in the country they might be sent. This will show them the most realistic picture so that the woman can then decide if it’s convenient to move abroad.

-	Companies need to work actively to prevent supervisors from basing selection or recruitment decisions on preconceived and perhaps false notions.

-	Companies need to better let employees the value they place on international assignments, and again, most important, walk the talk so that the women that are interested in climbing the corporate ladder will understand the steps necessary to get there.

-	Companies need to establish focus groups of dual career employees to assist them in developing ways to bridge the gaps in perceptions between supervisors and women employees regarding the extent to which being in dual career relationships, or just being female, affects whether one is offered or selected for global assignments.

-	Companies need to gain support from corporate headquarters to assist in attracting, developing and retaining talented women for international assignments.

Women’s actions

-	Women have to clearly manifest their interest in being considered for these assignments as well as why they are well qualified to undertake them.

-	Women need to be forthright in asking for the criteria that are used to make selecting decisions.

-	In communicating with there supervisors, women should openly discuss the areas that represent differences in perceptions between them. The findings of this study indicate that although companies seem to be overcoming some of the resistance to sending women overseas, supervisors still harbor many prejudices against women.