Patty Brickett went to a party and found everyone laughing but her shortly after returning to the United States from Egypt where she had worked for three years on her employer's behalf. She was standing near the chip bowl when someone mentioned "double dipping" and everyone laughed.

But the seemingly funny phrase "double dipping" was foreign to Brickett. She didn't even know about Jerry Seinfeld, whose hit TV show had people talking about the rules against putting the same chip into the dip two times.

"It's much harder to come home than anyone realizes, plans for or provides for," says Brickett, now tax principal and director of International Assignment Services Group at Argy, Wiltse & Robinson, P.C., a Leading Edge Alliance firm.

Repatriation is about much more than knowing the latest joke from a popular television show. Many companies that have employees working overseas and bring them back to the United States fail to understand all the implications of returning to this country and then wonder why their formerly overseas employees soon leave the company.

Brickett says many executives and human resource leaders say "it's the same person, the same country, what's the problem?"

The challenges are great for people returning to their home country after an extended stay overseas.

John Allis, tax department director at PKF Texas, a Leading Edge Alliance firm, says he advises clients to address repatriation immediately. "Some of the issues when you bring employees back need to be addressed at the beginning, before they leave the United States," he says.

For example, consider the individual whose role was the top manager while operating in the other country because that location most likely was a smaller office or division of the larger corporation. When that person returned to the United States, he or she was put into middle management of the larger corporation.

"They were a big fish in a small environment and now they're not the big fish anymore," Brickett explains. "Any value brought back is lost."

She says companies that spend the money to send their employees overseas should consider these people important resources. Repatriated staff can explain how the company can be more efficient in that location and how it can win more work in that region. "Those questions are never even asked," Brickett says, adding that a debriefing upon return is essential to maximize the investment.

In addition, "How do you integrate the returning employee?" is a question each employer must ask.

Brickett says employers should consider repatriation as important as they did when their employee moved overseas.

Even though the repatriated employees may have worked for years in the United States, they likely adapted quickly to the foreign country's culture—following that country's work pace, culture, etc. They also have not been involved daily in a U.S. workplace, which changes more dramatically than those of us who never left the United States realize.

In relocating to a new country, companies often provide cultural training assistance, language training and destination services, plus some time to get settled after the move before officially starting full time at their new workplace.

In contrast, the employer may provide a day off when the employee returns to the United States and that's it. But at least offering training assistance and destination services is just as important to not only show the company values the employee's repatriation but also to offer him or her a way to adapt to the new but familiar surroundings.

Just processing paperwork for a student to attend school in Montgomery County, Md., where Brickett lives, takes a full day, she notes. It would be helpful if an employer realized the reintegration process into private life and gave the necessary time to get all the paperwork, etc. completed before the person returns to work.

Employees with children may be in a unique situation. Brickett tells the story of one family who returned to the United States after three years working abroad. When their 6-year-old went to school, the teachers thought she was "simple" because she couldn't make change. The reality was the girl had been living in another country for three years and never had the opportunity to learn about American money.

In addition, the spouse of the employee may have been provided with job location services in the foreign country. Upon return, spouses are expected to fend for themselves in the job hunt.

"There's virtually no support from the corporate perspective," Brickett says.

Helping families re-enter the U.S. culture is essential if employers want to retain those repatriated employees, both Brickett and Allis say.

As for the employee, Allis says, the first steps to successful reintegration when he or she returns to the United States should be taken before the individual ever leaves the United States. Out-of-country employees should continue to participate in periodic employee evaluations, bonus systems, etc. "By keeping them integrated, there is less reintegration that would be required," Allis says.

Compensation is another important consideration to determine before the person goes overseas. Allis recommends having a base salary for the individual then attach the add-on values to their compensation package for living overseas. That way the person does not think her salary is worth $150,000, when it may be really a base salary of $80,000 plus hardship, danger, educational and living allowances to entice her to work outside the United States.

The company should continue to mentor the individual by keeping the same evaluation and salary structures. Including the overseas employee in key company events and meetings, even if that means bringing him or her back to the United States for the occasions, is important.

"Sometimes it's out of sight, out of mind," Allis says.

If that's the case, Brickett notes, the employee more than likely will depart the company soon after returning to the United States. "Consider the cost of hiring someone new and acclimating that person," Brickett says. "Wouldn't it make more sense to make the investment in keeping the solid performer?" e