The potential of repatriates is represented by their tacit knowledge, developed intercultural competence and experiences gained abroad. Therefore, repatriates are a successful factor for gaining sustainable competitive advantage. However, the value of repatriates is rarely recognized by multinational enterprises. Due to the lack of reintegration measures, a high turnover rate of repatriates is the consequence. The focus of this masters thesis lies on the question, which factors are needed to negotiate the reintegration problem, ensuring a successful reintegration of repatriates. First, there is a general consideration of the foreign assignment, which highlights the reintegration process as a part of the assignment process. Subsequently, the reintegration phase is discussed. Due to cultural differences between home and host country, repatriates suffer frequently a reverse-culture-shock within the reintegration phase. Furthermore, a discussion of the reintegration problems from a job-related, social and socio-cultural perspective takes place. The discussion of these problems are the basis for the derivation of recommendations for a successful reintegration. The next chapter deals with the international assignment as a measure of personnel development, specifically with the development of intercultural competence for managers and specialists. In the last chapter the factors for coping with the reintegration problem as recommendation for action of a successful reintegration are described. It can be emphasized that international companies have to recognize the value of their repatriates and appreciate their performance in order to use the potential of repatriates to their advantage on the international market.