What problems do managers commonly encounter when repatriated from foreign assignments? How can HRM improve the repatriation process?

What will be an ideal response?

Up to one-third of returning expatriates leave their companies within one year of repatriation. Problems with repatriation arise in three general areas: personal finances, readjustment to home country corporate structure, and readjustment to life at home. Companies give expatriates many financial benefits to encourage them to accept a foreign assignment. Returning expatriates often find that many of their peers were promoted above them while they were abroad, that they now have less autonomy in the job, and that they now have less in common with their friends than before the foreign assignment(s). Some human resource practices for smoothing reentry include providing expatriates with ample advance notice of when they will return, maximum information about their new jobs, placement in jobs that will build on their foreign experiences, housing assistance, and a reorientation program, as well as requiring frequent visits to headquarters and using a formal headquarters mentor to look after their interests while they are abroad.