Repatriates: what organizations can learn – if they stay

Purpose The main purpose of this study is to equip managers with practical strategies to retain repatriates and leverage the knowledge they acquired during their international assignments. It also explains why repatriates are valuable to organizations, and why many choose to leave soon after returning. Design/methodology/approach The study builds on recent academic research and industry reports on expatriate management and career development to provide practical action points to help managers support and manage repatriates more effectively. Findings Repatriates acquire three forms of knowledge during their international assignment: knowing how, knowing whom, and knowing why, which are highly valuable to organizations. However, many repatriates leave shortly after returning. As career perspectives shift toward more proactive, boundaryless, and protean models, repatriates are increasingly likely to pursue external opportunities unless organizations actively manage the repatriation phase of the international assignment. Research limitations/implications This study contributes to the literature by integrating expatriate management and career development perspectives. This integration is valuable because it improves our understanding of how organizations can manage repatriates better. Practical implications This study offers managers practical action points for retaining repatriates through career planning, knowledge transfer, and support systems. Originality/value This study highlights how shifting career attitudes challenge traditional talent management practices and offers managers practical strategies for retaining repatriates.