 In this topic, we will be talking about the multinational's reaction to the repatriation process. In the previous topic, we discussed about the outcomes of a well-managed repatriation process and the multinational reactions to them. In this particular topic, we are going to talk about the specific application of the multinational's reaction to the aspect of staff availability and career expectations both from the aspect of the individual as well as from the multinational. As we have already discussed many times that repatriation is a very important topic. It is a very important aspect of the organization of the expatriation process. In this particular topic, the application of the repatriation process is discussed with regards to the career expectations of people who are sent on international assignments. So people who are sent on international assignments, how does it affect their careers? How does the multinational perceive about their careers and how do they perceive about their own careers? And the implications of various different perceptions of the multinational regarding the careers of their people who are working on international assignments and then the implications of that. Multinational's must invest in the repatriation process and one of the aspects of this is that they should ensure that it should lead to the career development of the person who is sent on an international assignment. But we see from surveys and from research data that multinational's do not give a lot of importance to the repatriation process. However, it is something which is desired and something which would lead to positive outcomes. How would it lead to positive outcomes? A person who is repatriated back to the organization and is positioned in a place where he can first of all share his knowledge. And secondly, he is placed on a position which is a development on his career that would lead to the creation of a culture, creation of an impression that international assignments are something which create value for the employee in the organization. So if you look after your employee properly after repatriation, then in your organization it will be understood that it is a career development by going on an international assignment. And if you do not deal with the repatriation process properly, then its implications would be that people do not want to go on international assignments. And if you supply such management techniques, strengthen your repatriation process, then we have talked a lot that in international HRM we want to develop a pool of global managers. The repatriation process makes sure that a well managed career leads to the development of a pool of global managers. This is something which is ideally required. But when we look at the data, we see that very few companies, they give a lot of importance to the repatriation. And in many companies, about 50% position is not guaranteed once a person comes back and is repatriated to the home country. This has led to the concept of actually boundary less carriers. Boundary less carriers and now organizations because they do not give that kind of carrier systems to their people in which people, they stay with the organization for their entire lives, including people who go on international assignments. Now the concept of the boundary less carrierist is coming into is emerging. And what is a boundary less carrierist is that is a highly qualified mobile professional who builds his or her career competencies and labor market value through transfers across boundaries. So it means that a person who builds his experiences, who has a lot of learning experience, who has a lot of value because he or she moves from one place to the other. And the knowledge and expertise they learn from one place, they apply to another place, they do more learning there and they apply to another place. And this is something which you can see in international assignments and international HRM as well. This is also taken form of protein carriers and protein carrier put the word protein that has come from the Greek word Proteus, who was a Greek God, who could change the world. This is also taken form of protein carriers and protein carrier put the word protein that has come from the Greek word Proteus, who was a Greek God, who could change his form and shape. So what does protein mean? A carrier which can change its form and shape, a carrier which is not something which is really structured and predefined and something that you are going to know that if I enter this organization, this is the career ladder that I can follow and this is where I can end up. So it is based on the notion that it is the individual and not the organization they are responsible for their careers and it is sometimes used to reflect the idea of a self directed carrier with continuous learning. So because the concept of continuous learning is now very much applicable in current organizations, so people want to keep on learning. They don't want to be stuck in one organization and saturate their knowledge pool. They want to learn more and more because knowledge management and knowledge is knowledge acquisition transfer and management. All of this has become one of the major activities of organizational life and knowledge can only be enhanced when your learning is diversified, which cannot be done when you do it in one place only. So this is something which from the individual side is also developing and from the multinational aspect is also developing and that is why protein type boundary less carriers are emerging. And therefore multinationals they focus and they focus that the emphasis is on importance of learning and skill development and the employees also don't place importance on a long term carrier rather they place the importance that how much skill they are going to learn how much learning is going to take place. And that is something which they value and this is something which drives them to take the international assignments not because they want to stay long term in the organization. Then there are also another type of carriers which is of multinational itinerants. This is a self-explanatory word that people who are quite mobile and the international itinerants they are professional managers who over their carriers are employed for their ability by at least two business organizations that are not related to each other in at least two different countries. So we call a person an international itinerant who works in different countries with different organizations. But if you are shifting your organization as well as you are shifting the country that means that you are somebody who is quite mobile and is considered to be an international itinerant and these people are valued because they have international knowledge. They have knowledge of the market they know how to get things done in the international arena and that's why that's why different organizations they pick them up and they employ them on various different terms. It could have different implications for the organization and international itinerant is possibly likely to have lack of depth in depth knowledge about the organization. It could have lesser control of international employees and a person who is not a who is not a part of the organization. He may be disregarding the policy of developing global you know corporate leaders. So that is something which are the disadvantages of employing multinational itinerants. So concluding this we would say that it is from the research we have we we see that firms who aim to achieve a high level of strategic fit should invest in expatriate management including repatriation. Because if you want to develop that pool of global leaders it means that you need to invest in your people and that means that you need to invest in your repatriation process that is also evident from a from research studies and it was found that where international assignments were given high value carried high level of international HRM activity and expatriates had traditional career expectation and that led to a higher retention rate. So where the organization they placed a high level of value on the international experience they did a lot of HRM activities and that that resulted in higher retention rates of people who went on international assignments. So it is something which the organizations must take care the repatriation process must be focused on career development of their employees it is something which is beneficial for the organization and could lead to development of a global pool of managers.