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Bank stems the loss of employees returning from abroad: Talent-management system helps to keep people loyal

Liza Howe-Walsh (Portsmouth Business School, University of Portsmouth, Portsmouth, United Kingdom.)

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 9 March 2015

Abstract

Purpose

Aims to develop a greater understanding of the problems faced by returning employees after an expatriate assignment.

Design/methodology/approach

Reports the results of qualitative semi-structured interviews to create a multi-layered perspective of repatriation in a bank.

Findings

Reveals that the inconsistent application of a global mobility policy contributed to the dissatisfaction of all stakeholders involved with the repatriation of staff. There was fundamental lack of talent management because of the absence of clear lines of responsibility associated with repatriating an employee.

Practical implications

Highlights the need to audit global-mobility policy and practice to ensure policies are interpreted and applied consistently. The issue of multiple stakeholders identifies the need to ensure that clear lines of responsibility are required when managing repatriates.

Social implications

It advances the view that fair and consistent treatment of employees enhances the bank’s reputation to manage talent effectively.

Originality/value

It draws upon the views of multiple stakeholders, including line managers, human resource specialists and repatriates.

Keywords

Citation

Howe-Walsh, L. (2015), "Bank stems the loss of employees returning from abroad: Talent-management system helps to keep people loyal", Human Resource Management International Digest, Vol. 23 No. 2, pp. 25-27. https://doi.org/10.1108/HRMID-01-2015-0005

Publisher

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Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited