Multinational organisations often need to deploy employees, particularly highly skilled workers, temporarily overseas to utilise their expertise or fill a skills gap.
However, on return to their home country, it’s surprisingly common for employees to experience a reverse culture shock and feelings of loss for their host country. This is believed to be the main reason why 12% of overseas assignments lead to repatriating employees prematurely leaving their organisation following a return to the UK. This is a concerning figure for employers given the investment made in international assignments, from relocation costs and HR support through to visa application fees.
Repatriation involves the process of returning employees to their home country after completing an international assignment. For UK employers, it is an essential part of global mobility programmes, ensuring that employees transition back smoothly while retaining the skills and experience gained during their time abroad.
Key risks for employers include the potential loss of talent if returning employees feel undervalued or underutilised. Failing to provide suitable roles that align with the employee’s enhanced skills and international experience may result in dissatisfaction or resignation. Additionally, legal and tax compliance risks may arise if the repatriation process does not account for local and international regulations.
Another consideration is the impact on employees’ personal well-being. Reverse culture shock, adjustment challenges, and logistical difficulties such as housing or schooling can affect their ability to reintegrate effectively. Employers should provide support mechanisms, such as counselling, reintegration programmes, and financial assistance, to mitigate these issues.
Supporting employees through repatriation
HR can help employees re-adjust by proactively implementing measures to reach out to employees before, during and after overseas assignments:
Establish regular contact
Employees on assignment will be focused on adjusting to life abroad and building relations in the host country, but it may help for them to be in regular contact with the home site so that they do not feel cut-off.
Particularly where longer-term assignments are concerned, it’s likely there will be changes at the home country site. Being in regular contact with employees will help keep them in the loop and abreast of key developments.
Open clear lines of communication with receiving line manager
HR will usually have a guide as to when to expect the employee to return to the home country, but they may not be informed early enough of the exact date of return.
To address this, put processes in place where line managers are required to inform HR of an agreed date of return as soon as possible. This will enable you to better support returning employees.
Provide welcome packs ahead of their return
It’s helpful to provide more specific information to employees in preparation for their return. Build a ‘welcome pack’ in conjunction with the employee’s line manager at home, and include any detail you think relevant, such as legislative industry changes, an up-to-date organogram, details of new personnel and organisational developments. This way you are reaching out and alleviating any potential surprises on their return.
Conduct post-assignment debriefs
Returning employees bring with them invaluable insight and first-hand experience. Set aside sufficient time for the employee to share their experiences from their assignment and raise any points from which the organisation can learn.
A good platform for this is a debrief or ‘return to work’ meeting between an appropriate HR representative and the employee. Try to arrange for this as close to day one of the employee’s return as possible, while the experience is still fresh in their mind and any resulting action points can be picked up quickly.
Involve them socially
Involving returning employees in all aspects of organisational life is extremely helpful. Invite returning employees – and their partners where possible – to social functions and events. This will go a long way to remind them that they are still part of the organisation and the team.
Manage expectations
It’s crucial to be open with employees about your organisation’s expectations of them.
Often, such are the skills of repatriating employees that they may be expected to take up further long term assignments in close proximity to previous assignments. Informing employees of this expectation at the earliest possible juncture can help them and their families to prepare – practically and mentally – for the future.
This can also work in the reverse, where employees and their family members may expect to take up further overseas assignments in quick succession, only to find that such a move is not on the horizon for the organisation.
In each scenario, keeping employees informed allows them to make appropriate life adjustments and decisions.
Follow-up
A follow-up meeting between the employee and HR, scheduled 3 months after the return to work meeting, can prove beneficial to both parties. It’s an opportunity for employees to voice any concerns or issues they may have about their repatriation, enabling HR to address these concerns and avert the loss of highly skilled employees.
Need Assistance?
If your organisation is managing employee repatriation or navigating global mobility challenges, professional advice can make all the difference. Our experts are here to provide tailored guidance on compliance, reintegration strategies and retention planning. Contact us for specialist advice and support.
Repatriation FAQs
What is repatriation?
Repatriation is the process of returning employees to their home country after completing an international assignment.
Why is repatriation important for employers?
It ensures employees are reintegrated effectively into the organisation, retaining their skills and experience while minimising disruption.
What challenges do employees face during repatriation?
Common challenges include reverse culture shock, difficulty readjusting to work, finding suitable housing, and reintegrating into social and professional networks.
How can employers support employees during repatriation?
Providing reintegration programmes, financial assistance, counselling, and career planning support can help employees transition smoothly.
What are the risks of poor repatriation management?
Failing to manage repatriation effectively can lead to talent loss, reduced morale, and legal or tax compliance issues for the organisation.
When should repatriation planning begin?
Planning should start before the international assignment ends, allowing sufficient time to prepare for the employee’s return and address any concerns.
How does repatriation impact tax compliance?
Employees may face dual tax obligations during their return, requiring careful coordination with tax advisers to ensure compliance.
Can repatriated employees be reassigned abroad?
Yes, many employers use repatriation as part of a broader global mobility strategy, preparing employees for future international roles.
What role does communication play in repatriation?
Clear communication ensures employees understand their options, responsibilities, and the support available throughout the process.
Are families considered during repatriation?
Yes, addressing family needs such as schooling, housing, and cultural reintegration is crucial to ensure a successful return for all involved.
Glossary
| Term | Definition |
|---|---|
| Repatriation | The process of returning employees to their home country after completing an international assignment. |
| Global Mobility | The management of employee assignments across international borders, including relocation and repatriation. |
| Reverse Culture Shock | Emotional or psychological adjustment challenges faced by individuals returning to their home country after living abroad. |
| Reintegration Programme | Structured support provided by employers to help employees adjust to work and life after returning from an international assignment. |
| Tax Compliance | Adhering to legal tax requirements in both the host and home countries during and after repatriation. |
| Housing Assistance | Support offered to employees in securing suitable accommodation upon their return to their home country. |
| Family Support | Resources and assistance provided to employees’ families to help with the transition, including schooling and cultural adjustment. |
| Career Planning | Guidance and strategies offered to repatriated employees to align their new skills and experience with suitable roles within the organisation. |
| Retention Risk | The potential for employees to leave the organisation after repatriation due to dissatisfaction or lack of suitable roles. |
| Assignment Agreement | A formal document outlining the terms and conditions of an employee’s international assignment, including repatriation provisions. |
| Dual Tax Obligations | The possibility of being subject to tax in both the host and home countries during the repatriation process. |
| Reassignment | The process of assigning a repatriated employee to another role, either domestically or internationally. |
| Cultural Transition | The process of adapting to cultural norms and practices in the home country after returning from abroad. |
| Talent Retention | Efforts made by employers to retain skilled employees after their return from international assignments. |
| Well-being Support | Measures taken to address the physical, emotional, and mental health of employees during their return and reintegration. |
Author
Founder and Managing Director Anne Morris is a fully qualified solicitor and trusted adviser to large corporates through to SMEs, providing strategic immigration and global mobility advice to support employers with UK operations to meet their workforce needs through corporate immigration.
She is a recognised by Legal 500 and Chambers as a legal expert and delivers Board-level advice on business migration and compliance risk management as well as overseeing the firm’s development of new client propositions and delivery of cost and time efficient processing of applications.
Anne is an active public speaker, immigration commentator, and immigration policy contributor and regularly hosts training sessions for employers and HR professionals
