Despite ongoing concerns about high expatriate attrition rates companies do not seem to be paying a lot of attention to the repatriation phase. A similar observation can be made in HRM journals; whereas expatriation has been researched extensively during the last decades, repatriation has received scarce attention in literature. The purpose of this article is, therefore, to highlight the relevance of repatriation management in the earliest stages of expatriate management.
Recent research indicates that successful expatriation assignments rely on four elements: the selection of the candidates, pre-arrival preparation for both expatriate and family, the provided support and possibility to keep in touch with the home organization while on an expatriate assignment, and the repatriation arrangements after completion of the assignment (Baruch and Altman, 2002). That appropriate attention to repatriation arrangements is important follows out of various observations: (1) Valuable personnel frequently leave the organization relatively shortly after repatriation. Research findings from 2002 showed that about 50% of personnel left a financial services company within a few years following the return to their home country (Baruch & Altman, 2002).
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