From expatriates to homecoming heroes – balancing organizational interests and support for a facilitated repatriation

Abstract

Purpose The study aims to examine how multinational corporations (MNCs) can support expatriates during repatriation while aligning with organizational goals. It examines reintegration challenges, HR’s role in repatriation, the impact of organizational support in retaining repatriates and provides insights into improving employee satisfaction, retention and knowledge transfer. Design/methodology/approach Ten qualitative interviews were conducted with repatriates and HR professionals from three companies to provide a dual perspective on the repatriation process. The inclusion of HR professionals offers a novel insight, emphasizing their role in establishing repatriation programs. Findings Successful repatriation programs require balancing organizational interests with personal support to accommodate expatriates’ career development. Companies typically adopt standardized policies but tailor them to individual needs. HR professionals ensure fairness and flexibility to respond to emerging employee needs while staying within budget constraints. The study introduces the buffering effect, where repatriates maintain positive perceptions of organizational support, even with reduced support during repatriation. It also highlights the complexity of post-repatriation turnover and advocates improving employee experience through communication and career planning to align expectations with organizational realities. Originality/value The study introduces the novel concept of the buffering effect and highlights the importance of employee experience to increase repatriate retention. By introducing the HR perspective, the study provides a new approach to repatriation research and identifies new stakeholders in the repatriation process, such as career managers and HR committees. Lastly, it emphasizes the role of job guarantees for ensuring job security upon return.