I was interested to stumble across this 10-year-old article by Dominic Tidey at EuRA, which tackled the real and potentially catastrophic issues faced by a poorly planned and executed repatriation process. This topic, as we know, is not new news!
It got me thinking about whether we've seen a positive shift forward during the past 10 years. Are organisations still struggling with these same issues or, worse still, are organisations ignoring this important phase of the assignment end-to-end experience? I'd be interested in the opinions and experiences of corporate global mobility and talent leaders. Has your organisation figured out the value of a well-planned out and executed approach to repatriation?
In the 1970’s two psychologists, Holmes and Rahe, developed a scale for measuring cumulative life stress. According to this scale, a score of over 200, made up from life events such as bereavement, divorce and bankruptcy, can result in serious stress that will, if left untreated, lead to mental health problems. When all of the factors on the scale that come into the relocation process are taken into account, the score comes out at 220. When the same scale is used to measure the effects of repatriation, the result is the same score of 220.