Do you ever get that strange feeling when someone leaves your workplace that the work friendship is finished? It’s an odd feeling, but you need to get past it. That’s because the relationship continues to be important even when your former colleague is working elsewhere.
“Boomerang employees” are people who have left a workplace and then come back. Boomerangs are an emerging trend because people are changing jobs more frequently. It’s posing new challenges in the way we think about work. Several of the major insights about boomerangs are reviewed in a study from September 2015, from the Workforce Institute at Kronos Incorporated and WorkplaceTrends.com.
In brief, employers are developing more mature opinions.
“Based on survey results, nearly half of HR professionals claim their organization previously had a policy against rehiring former employees – even if the employee left in good standing – but 76 percent say they are more accepting of hiring boomerang employees today than in the past. Managers agree, as nearly two-thirds said they are more accepting of hiring back former colleagues.”
A majority of managers and HR professionals give high priority to job applicants who had left in good standing. The warm feelings go both ways, with nearly 40 percent of employees seriously considering going back to a former employer.
Brendan Browne, VP of global talent acquisition at LinkedIn, notes in an article in Business Insider that “…jumping between jobs doesn’t mean that employees today are less loyal. Rather, the concept of loyalty has simply evolved. Employees might move around more, but they also remain much more connected to former employers.”
Getting The Best Out Of Boomerang Employees
What about the nitty gritty about how we would go about this? First, there is the business case for favoring a returning employee. According to Browne, Boomerangs are;
“already familiar with… [the organization’s] culture. There is an established employee-employer relationship that adds another layer of employee loyalty to the company, which in turn leads to increased retention. Boomerangs that have been away for a few years also have direct business value, as they bring with them new experiences, connections, points-of-view, and even potential customers.” (Emphasis added)
Molly Moseley in a blog post adds that “…you know their skills firsthand — strengths and weaknesses — so there shouldn’t be any big surprises.” That assumes that the employer has a fresh memory or has kept the good records about the employee’s history.
There can be pitfalls, for sure. Moseley asserts that employers must answer one question “Why did they leave in the first place? …You must have this conversation, get a clear answer and ensure all parties have agreed on the resolution. Did they leave for higher pay, a promotion, shorter commute, better benefits? Whatever it is, are you able to amend that problem?”
Kevin Mason in an article in TLNT echoes this sentiment about knowing their reasons for quitting. Mason also identifies a double-edged sword of employee morale. If people were sad to see this employee leave in the first place, there can be a boost in morale when they return. However, it’s also possible that people were happy to see them go, and their return can be bad for morale. Mason says “It’s critical to get the pulse of your key players before bringing an employee back.”
Fostering Employee Engagement With Former Employees
How do you go about actively recruiting boomerang employees? Browne makes a comparison to alumni engagement efforts with college and university students:
“While the idea of keeping alumni invested used to be confined to academia, it’s now a growing trend in the workforce. LinkedIn’s alumni program started out as a LinkedIn group that a few alumni employees created on their own in 2014. Today, our in-house alumni network has more than 3,300 members, which includes both current employees and alumni. That way, alumni can build relationships and feel like they are still part of the company.”
It’s notable that of all the social media button-click things we can do to cultivate this talent pool, the key concern is the underlying shift in workplace culture and opinions about employee engagement.
Joyce Maroney from the Workforce Institute says that “it’s more important than ever for organizations to create a culture that engages employees – even long after they’re gone.” It’s the ultimate de-silo-ing of the people under your span of control. You’re not just responsible for engaging those outside your own reporting relationship; you also need to engage those who have left the organization entirely.
This idea that a career is a series of adventures maps easily to Millennials. Millennials change jobs more quickly (because they are younger) and are therefore more likely to be boomerang hires, according to Dan Schawbel of WorkplaceTrends.com. And let’s not forget that if you’re a socially responsible leader, you’ll take an interest in mentoring these people regardless of whether it’s right for the corporate bottom line. There is an onus on good managers to also be good people.
In the employee’s eye, former employers take on the status of old friends, places they have visited, and books they have enjoyed that they still keep on the shelf. Wouldn’t it be great if we could all just stay connected, live a varied life, and seek meaningful work in which we’re encouraged to grow? Employers will need to find people who want to put in the extra effort to cultivate this dynamic environment? How about you? Do you want to help build this kind of workplace?
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