You are the HR director of Moore Markets, a grocery retailer that is in the process of overseas expansion. The company is U.S. based and just opened up several stores and branch offices in Mexico, Canada, China, and Germany. You currently have more than 50 expatriates working in these countries. These employees have been deployed as needed, working on assignments that will last anywhere between 1 and 3 years. Anecdotally, you know that a few expatriates who repatriated from these assignments will quit within 6 months. You also know that several expatriates cut their assignments short and asked to return early. Expatriates also voiced concerns that local employees often compare their pay and benefits with what they perceive as generous expatriate packages, expressing resentment.
You realize that you are not really tracking the return on investment of expatriates. You do not really know whether your company is doing a good job managing expatriates and whether the company is having systematic problems with them.
Questions 

1. How would you go about measuring the effectiveness of your expatriate program? What type of information would you collect, and how? Develop a plan to collect the information you need.
2. Would you assess whether you are sending the right employees for these assignments? Describe what steps you would follow.
3. Effectiveness of expatriates relies on their ability to cooperate with local employees, and perceived unfairness and resentment on the part of locals could hamper expatriate effectiveness. What can you do to prevent such resentment?