International assignments are an essential part of talent development and organizational growth. Companies with developed talent mobility programs spend extensive human and financial capital implementing the selection and support services that produce high assignment success rates. From careful selection of the right employee at the right time to the right location to compliance and transition support, there is an intentional focus on positioning each assignment for success.
The transition back home, known as repatriation, is equally important and impactful to the employee and organization yet often fails to receive a fraction of the attention. Returning from an assignment requires a combination of support, some similar to the services provided at the departure, but there are unique offerings that help create a successful repatriation.
What are the realities of repatriation failure? Numerous studies state that 25 – 50% of returning expatriates will leave their jobs within two years of repatriating. Companies that fail to support employees' return home don’t just lose a high-value employee; they incur additional costs of employee replacement on top of the loss of funds spent on the assignment.
McKinsey recently published an article outlining its reboarding program: “Our reboarding program: Building a better model for leave support.” The paper examines the structure and support McKinsey has implemented to help employees returning from personal leave, including parental and medical leave. While the study didn’t specifically consider repatriating employees, the parallels are evident.
Tailored Reintegration Plans
Just as reboarding programs emphasize tailored reintegration plans, repatriation services should offer personalized support to returning employees. This includes creating a detailed action plan that addresses professional and personal needs.
Ideally, the repatriation plan should be defined during the assignment planning process. At a minimum, planning should happen several months before the repatriation. Organizations can help employees navigate the complexities of returning to their home country and workplace by providing a clear roadmap, ensuring they feel valued and supported.
Individual Coaching and Support
Reboarding programs often include individual coaching from executive coaches to facilitate a smooth transition. Similarly, repatriation services should offer one-on-one coaching to help employees leverage their international experience and align it with organizational goals. This personalized support can boost confidence, enhance performance, and foster a sense of belonging.
Performance Evaluations and Career Development
Calibrated performance evaluations are crucial to reboarding programs, ensuring that returning employees are assessed fairly and given growth opportunities. Repatriation services should also include performance evaluations recognizing the unique skills and experiences gained abroad. By aligning these evaluations with career development plans, organizations can retain top talent and maximize the benefits of international assignments.
Broader Support Systems
Reboarding programs provide broader support systems, such as supportive colleague communities. Returning from an assignment is unique in that the experience of the assignment changes the returning employee. It may be the exact same house being returned to, but a different person will walk through the door.
Repatriation services should similarly offer comprehensive support, including mental health resources and community-building initiatives. These measures can help returning employees fully reintegrate their current lives, which have been changed by their experiences, into work and home.
The cost of investing in repatriation services is small compared to the price of failure. Support is not just nice to have; it is necessary for organizations that value their global talent. The McKinsey article shares some proven tools that can also be useful for employees returning from assignments. It is best to start with a solid assignment plan that includes a roadmap for repatriation. The return should be part of the planning from the start, and employee support shouldn’t end upon arrival.
