Dealing with Repatriates: How a VP of HR Would Manage Repatriation from Saudi Arabia After 5 Years

Why repatriation deserves as much planning as expatriation

Organizations often invest heavily in selecting, training and relocating expatriates, then treat the return home as a simple administrative task. That is a costly mistake. Returning employees commonly face reverse culture shock, loss of status and autonomy, unclear roles, and the sense that the organization has “moved on” without them. Repatriate turnover and readjustment problems are well documented, and a review of four decades of research identifies difficult readjustment and high repatriate turnover as the central problems the field must solve (Chiang et al., 2018). When repatriates leave, the company loses not only its investment but also the global knowledge, relationships and cultural skills the assignment created.

Research also shows why repatriates leave. In a study of 84 recently repatriated employees, Kraimer et al. (2009) found that perceived underemployment after return, being placed in a job that does not use the skills gained abroad, helped explain the link between career advancement and turnover intentions, and that lower organizational career support was associated with greater intentions to quit. Repatriation adjustment covers work, interaction with others and the general (non-work) environment, and is shaped by expectations formed before return (Black et al., 1992).

The scenario

Why a five-year assignment in Saudi Arabia adds complexity

• Length of time away: after five years, the home office has new leaders, systems, products and culture. Jordan’s professional network has weakened, and Jordan has changed too.
• Cultural contrast: Jordan has adapted to Saudi business norms, such as relationship-based decision-making, hierarchy, a Sunday–Thursday work week, and religious and social customs. Readjusting to U.S. norms of directness, speed and egalitarian structures may feel unexpectedly difficult.
• Lifestyle and financial changes: expatriate packages often include housing, schooling, transportation, home leave and hardship allowances. Losing them can feel like a pay cut, even if base salary is unchanged.
• Family adjustment: children may identify as “third culture kids” and struggle with U.S. schools and peer groups; the trailing spouse may need to rebuild a career.
• Status change: a regional director abroad with broad autonomy may return to a narrower role, a common trigger for frustration and turnover.

The repatriation process: a phase-by-phase plan

Phase 1: Planning that starts before departure and continues during the assignment

• Repatriation agreement: ideally signed before departure, outlining the expected length of assignment, how the return job will be determined, and support provided on return.
• Home-country sponsor or mentor: assign a senior leader who keeps Jordan visible, shares news about organizational changes, and advocates for Jordan’s next role.
• Stay connected: regular virtual meetings with headquarters, inclusion in strategic projects, home leave visits that include time at the home office, and access to internal job postings.
• Career conversations: annual development discussions that document the skills Jordan is building, such as regional market expertise, cross-cultural leadership and stakeholder management.

Phase 2: Pre-return preparation (12 to 6 months before return)

• Career planning meeting: HR, the sponsor and Jordan identify suitable roles that use Jordan’s global expertise, such as leading international expansion, a Middle East business unit or global operations. Avoid “holding pattern” assignments, since underemployment drives repatriate turnover (Kraimer et al., 2009).
• Written job offer at least 3–6 months before return: title, responsibilities, reporting line, compensation and start date, so Jordan and the family can plan with certainty.
• Compensation transition plan: explain how pay changes when allowances end; consider a one-time repatriation bonus or a phased reduction of allowances to soften the transition.
• Realistic expectations: share an honest update on organizational changes, new leaders and culture, because accurate expectations ease readjustment (Black et al., 1992).
• Repatriation training: offer pre-return reverse culture shock briefings for Jordan and the family, covering emotional stages, changes in the U.S. and strategies for coping. Reentry research shows that readjusting to one’s home culture can be as challenging as adjusting abroad, and that it affects family members as well as the employee (Szkudlarek, 2010).

Phase 3: Logistics and exit from Saudi Arabia (6 to 1 months before return)

Phase 4: Reentry and onboarding (first 90 days)

• Welcome-back onboarding: treat Jordan as a “returning new hire,” with an updated orientation on strategy, policies, systems, leadership changes and benefits.
• Reverse culture shock support: provide access to the employee assistance program (EAP) and counseling for the family; normalize that readjustment can take months.
• Re-establish networks: structured introductions to key stakeholders, inclusion in leadership meetings, and a 30-60-90-day plan with the new manager.
• Flexibility: a few days of paid settling-in leave and flexible scheduling while the family finds housing and schools.
• Recognition: publicly acknowledge Jordan’s contributions in Saudi Arabia, for example through a leadership announcement or town hall.

Phase 5: Career integration and knowledge transfer (3 to 12 months)

• Use the global expertise: involve Jordan in Middle East strategy, global projects, cross-cultural training for future expatriates, and mentoring of employees preparing for international assignments.
• Knowledge transfer: lessons-learned sessions, a written assignment debrief, and contributions to the company’s global mobility playbook and knowledge base.
• Career path: a documented development plan linking the international experience to future promotions and leadership opportunities.

Phase 6: Retention, follow-up and program evaluation (12 to 24 months)

• Check-ins at 3, 6, 12 and 24 months with HR and the sponsor to assess adjustment, engagement and career satisfaction.
• Metrics: repatriate retention at 1 and 2 years, time to productivity, promotion rates, engagement scores and return on investment of the assignment.
• Continuous improvement: survey repatriates and families, and use results to update the global mobility policy.

Sample timeline at a glance

Sample discussion post

As VP of HR, I would treat repatriation as a strategic talent process rather than an administrative move, because returning employees often struggle with reverse culture shock and underused skills, and many leave soon after returning (Chiang et al., 2018). For an employee returning from Saudi Arabia after five years, planning would begin long before the move. During the assignment, a home-office sponsor would keep the employee connected and visible. Twelve months before return, we would hold a career planning meeting to identify a role that uses the employee’s regional expertise, and a written job offer would be provided at least six months in advance. Kraimer et al. (2009) found that perceived underemployment after return and low organizational career support were linked to turnover intentions, so placing the repatriate in a meaningful, developmental role is essential. Before departure from Riyadh, HR would coordinate the residency cancellation and final exit visa, settle local obligations, provide tax advice, and arrange relocation, temporary housing, school placement and career support for the spouse. Pre-return reverse culture shock training would prepare the family for changes at home and at work. After return, a structured 90-day onboarding plan, EAP access, stakeholder introductions and public recognition would ease reentry. Finally, we would capture the employee’s knowledge through debriefs and mentoring of future expatriates, conduct check-ins at 3, 6, 12 and 24 months, and track retention and engagement to continuously improve our global mobility program.

Related reading: cultural humility and cross-cultural understanding and managing stress during major life changes.

Conclusion

A successful repatriation begins before the employee ever leaves home and continues long after they return. For an employee coming back from five years in Saudi Arabia, the VP of HR must plan the career transition, manage complex exit and relocation logistics, support the whole family through reverse culture shock, and integrate the employee’s global knowledge into the organization. Research shows that meaningful roles and strong career support reduce repatriate turnover, so a structured, people-centered repatriation process protects both the employee’s career and the organization’s investment in global talent.

References

Black, J. S., Gregersen, H. B., & Mendenhall, M. E. (1992). Toward a theoretical framework of repatriation adjustment. Journal of International Business Studies, 23(4), 737–760. https://doi.org/10.1057/palgrave.jibs.8490286

Chiang, F. F. T., van Esch, E., Birtch, T. A., & Shaffer, M. A. (2018). Repatriation: What do we know and where do we go from here. The International Journal of Human Resource Management, 29(1), 188–226. https://doi.org/10.1080/09585192.2017.1380065

Kraimer, M. L., Shaffer, M. A., & Bolino, M. C. (2009). The influence of expatriate and repatriate experiences on career advancement and repatriate retention. Human Resource Management, 48(1), 27–47. https://doi.org/10.1002/hrm.20265

Szkudlarek, B. (2010). Reentry—A review of the literature. International Journal of Intercultural Relations, 34(1), 1–21. https://doi.org/10.1016/j.ijintrel.2009.06.006