Abstract
Examines the need for HR departments to have a clear policy on repatriation, especially at times of restructuring and redundancy and the need to retain valuable staff on return. Considers the physical, psychological and emotional effects of “reverse culture shock”, the often unrealistic expectations of returnees and their families and suggests coping strategies, including assistance to the accompanying spouse and children, that can be implemented by both employers and employees. Outlines the possible content of a repatriation programme, stressing the need to tailor it to the needs of employees and their families. Comments on the heightened circumstances of natural disasters and political unrest that can cause rapid repatriation.
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