therefore, they need to give them a reason to stay beyond only financial rewards. They need to leverage their international experience in appropriate and challenging roles. Unfortunately, research with 111 expatriates from 23 countries who returned to their home countries within the previous year tells a different story. Compared to their expatriate job assignments, 16 percent of the repatriates were in a job that they considered a demotion, 57 percent were in a job considered a lateral move, and 27 percent were in a job considered a promotion. Receiving a promotion upon repatriation, however, signaled that the organization valued international experience and it contributed to repatriates' beliefs that the organization met their expectations regarding training and career development. These two perceptions, in turn, related positively to career satisfaction and to intentions to stay. Compensation: The loss of a monthly premium to which the expatriate has been accustomed is a severe shock financially, whatever the rationale. To overcome this problem, some firms have replaced the monthly foreign-service premium with a one-time mobility premium (e.g., 3 months' pay) for each move—overseas, back home, or to another overseas assignment. A few firms also provide low-cost loans or other financial assistance, so that expatriates can get back into their hometown housing markets at a level at least equivalent to what they left. Finally, there is a strong need for financial counseling for repatriates. Such counseling has the psychological advantage of demonstrating to repatriates that the company is willing to help with the financial problems that they may encounter in uprooting their families once again to bring them home. References Essay Diﬃculty: 2 Medium Learning Objective: 16-05 What special issues deserve attention in the repatriation of overseas employees?