A repatriate is someone who returns to their home workplace after working for a period of time in a foreign country. Unfortunately, some companies do not have a repatriation process that meets the unique needs of these dedicated workers. A recent survey by KPMG LLP, an accounting, tax and consulting firm, revealed that 67 percent of respondents felt their organizations needed to improve their repatriation process. Only 35 percent said their companies manage the repatriation process successfully. The same survey showed that while creating international assignments are a top priority for companies, the repatriation process was not important. However, these same companies indicated that the best employees were sent on international assignments.

The tight labor market offers the disgruntled employee an opportunity to seek out competitor companies to get their needs met. The company that appropriately plans for repatriation and makes the employee feel valued will not only increase retention, but also gain the benefits of the employee’s international experience.

Here are some things to consider in promoting a repatriation program:

1. Develop a selection process that includes both the characteristics needed for the assignment and the individual’s travel-related interests and needs.

2. Include more than the obvious, such as adjusting to cultural practices associated with language in the repatriation training.

 3. Show the employee that the company appreciates their contribution and the knowledge and skills they have acquired as a result of being in a different culture.

4. Pay careful attention to the employee’s immediate family member needs, including those who did not travel with the employee.

5. Implement a formal process for repatriation of employees who have been abroad for any length of time and make it a part of the company’s training program.

6. Do not expect or require an employee to get back into full swing in the workplace immediately after return. Require them to take time off to acclimate and slowly pick up the pace.

7. Understand that the employee may not initially appear as sharp and at the prior level of contribution. The person may be going through culture shock and needs an adjustment period to get up to normal capacity.

8. Make other employees, who are likely to come into contact with the repatriate, aware of the individual’s adjustment demands.

9. Continue normal treatment of the individual despite any adjustment-related changes the person may show.

10. Interview the employee to determine the specific repatriation needs to be addressed.