 In this topic, we are going to talk about the multi-nationals reaction to the aspect of re-entry. As we previously discussed as well, that multi-nationals, they ignored the issue of repatriation and we discussed the reason why it happened. But the recent trends show that there is an improvement. A 2011 survey showed that 95% of the firms held re-entry discussions as compared to the historical data of 92%. These meetings, their timing and formality varied from firm to firm, but various different firms held it for different times and with different level of formality. Some organizations made it a more formal and structured process of discussion about re-entry. Some did it more informally, but about 95% of the firms, they discussed the re-entry issues and problems with their employees. And the timing also varied. Some of the organizations, they discussed this even before the departure. Some discussed it six months prior to re-entry. Some discussed it between six months and at the point of re-entry. And some discussed it at the re-entry time. So the timing also varied, but one of the encouraging factors is that most of the organization, they did go to the extent of discussing the re-entry issues and problems with their employees at the time of repatriation. So the multinational reaction to the repatriation issue is changing with the changing global climate. And therefore, the more an organization puts an emphasis on the repatriation process, the more likely it is possible to gain benefits out of that, which is shown in this model. So you can see that on the top of this model is the factor that the value placed on international experience. If the organization places a high level of value on the international experience and therefore values its expatriates, it values the learning that the expatriate is going to bring back to the organization, this is the factor which is going to then lead to management of the repatriation process. So if the organization puts more emphasis on the international experience, it is going to formally and systematically manage the repatriation process. And then the repatriate's experience is going to moderate the effect of the management of the repatriation process to the outcomes. And what type of outcomes can be achieved from the management of repatriation process? Number one is that you can achieve staff availability and retention. If you manage your repatriation process in a good manner, then your staff, your employees will be committed to your organization and the turnover will be less. For example, in the case study we discussed that six months after the person under discussion left the organization because the company did not manage the repatriation process in an effective manner. It would also lead to a strengthened employment relationship with your employee. So if you take care of the repatriation process of the employee, that would lead to a stronger employment relationship. It would also lead to strengthened organizational commitment of your employee with your organization. And it is something that the organizations must be desiring for that their employees should be committed to their organization. And finally, the fourth aspect which is the very important one and the most significant one that carries importance in international experiences is the process of knowledge sharing. If you manage the repatriation process well, you are able to bring the person back home effectively and you are able to place him at a place where he deserves to be and you place him at a position where he can actually utilize the knowledge and learning experience that he has gained on the international assignment. That would lead to the process of knowledge sharing between the host country context and the parent country context which would lead to the development of the organization towards a next level. So the management of the repatriation process could lead to many beneficial outcomes for the organization and these outcomes could lead to the development of a global set of managers who could lead your organization to a real globalized status. This relationship of management of repatriation process and the outcomes is moderated by the repatriate's experience. The repatriate experiences which they have experienced in the host country, they will moderate. If they had extremely good experiences which could not be replicated in the home country, then that is going to moderate the effect. If the experience on the international assignment was very good, the standard of living was very good, the authority was very good, the responsibility was very good, the salary was very good, the children were very happy, the wives were very happy, the spouses were very happy. Those experiences, that is also something which affects the repatriation process. So the company could have facilitated you to a level of repatriation. But if your repatriate experience was certain elements which would actually reduce the person's interest in being repatriated to the home country, that is something which moderates the relationship between the management and the outcomes. So this is why you can see over here that the repatriate's experience, that is something which moderates the relationship as well as it affects the outcomes which can be achieved from the repatriation process. So this is a model of the multinational reaction and how it leads to certain employee and organizational outcomes for the organization.