More than 25 percent of repatriated employees leave the company within one year after an international assignment ends, according to a 2005 study by a partnership between PricewaterhouseCoopers and Cranfield University School of Management. The costs of this turnover can be overwhelming because, in addition to the expenses involved in supporting the international assignment and the costs occasioned by the employee’s return to the United States, the organization now must pay the costs of replacing the employee and bear the loss of intellectual capital and a potential future global leader.
Employers can lower this turnover by communicating repatriation plans with the employee before the assignment begins and including repatriation matters in the international assignment agreement. When employers know they need to send an employee to another country for a period of time, most are not thinking about what it will take to repatriate the employee in two to five years.

It’s equally important to communicate with the employee throughout the international assignment by listening to the employee’s career goals and remembering the employee in succession plans. Give at least six months of notice to the expatriate about when the assignment will end.

In addition to providing relocation services, time off to move, and financial support, employers should continue communicating with the employee on his or her return by:

• Providing re-entry training programs and reverse culture shock support or counseling services for the employee as well as the employee’s family.
• Recognizing the employee in internal company newsletters.
• Making opportunities available for the employee to share his or her international assignment experiences.
• Showing appreciation for the employee during company events. This will also help create a company culture that supports cultural diversity and international assignments.

Mentoring relationships can also facilitate lower repatriated employee turnover. A mentor who has had international assignment experience can offer the expatriate advice and support, act as a role model, and share an understanding about the company and the country. Mentors can be a great way to help the expatriate adjust to the new country and readjust to the home country on return. They can also help the employee feel connected to the overall business. And, a good mentoring experience could pave the way for the repatriated employee to become a mentor to an expatriate in the future.

Lastly, when the employee has completed the international assignment, the employer should find a position in the organization that will best utilize the employee’s unique knowledge, skills and abilities, gained from the international assignment. If a promotion isn’t possible, try to assign the employee to a job that gives at least the same amount of responsibility and autonomy offered during the international assignment. It’s also advisable to provide an outplacement service to assist the employee’s spouse in finding a job.

Please Note: This material is provided as general information and is not a substitute for legal or other professional advice. Contact the Knowledge Center for more information.

Express Request

SHRM’s Express Request (ER) service allows members to request and receive resources on over 100 timely HR topics via e-mail. Available Express Requests are listed on the web site, and responses are sent immediately.