![]() "We find boomerangs are more highly paid than similar-level individuals that have been with the organization continuously," Swider adds. After all, a top reason why people change jobs is in order to secure higher pay, and going back to an old job provides the same opportunity to ask for more, Shipp says. Plus, if the employer is adding a new layer of flexibility, such as the ability to work from anywhere, it can widen the pool of alumni who might be willing to go back.Ī boomerang employee might also be in the position to negotiate higher pay or a promotion. Others might have gotten swept up in the Great Resignation, changing jobs a little too quickly, and now regret the decision, Shipp says.Īll three scenarios can make the case for returning to a former company all the more appealing. Some workers might be dissatisfied with how a new employer treated employees during the pandemic. It's unlikely an employee will return if they left because they were dissatisfied with the organization or their prior work experience entirely.īut just as the pandemic has compelled many people to reassess their lives and work values, people who changed jobs before and during Covid might realize they miss the experiences and opportunities a former employer provided them. Usually, boomerang employees only left in the first place due to unexpected circumstances, Shipp says, like having to move away, leaving the workforce to start a family or receiving a surprise job offer in something completely new that they couldn't turn down. Of course, employees are more likely to return to a former employer if they left on good terms. "It's a good signal for an organization to say, 'Even if you left on your own and changed your mind, we're willing to bring people back,'" Swider says. The act of getting old employees to return can be a big boost to a company's employer brand and can even encourage workers thinking of looking for new opportunities to stay put. ![]() Swider says employers should consider reaching out to people who left the organization six months to a year prior to the pandemic's disruptions to check in and see how people are feeling in their current job.Īnd given the unusual circumstances of the pandemic, and the pace of change many organizations have gone through, employers might be more willing than usual to bring someone back who quit in the last year, as well. ![]() ![]() Managers want to rehire employees who've been away from the company for long enough that they've gained new skills and experiences they can bring back to the organization, Swider says.īut they can't be gone for so long that they don't see the immediate draw of going back to familiar territory. "If there's a known quantity, such as former employees, there's less risk." "If you had greater turnover due to the Great Resignation, you're thinking, 'How do I fill this position with great candidates?'" Shipp says. Hiring managers tend to focus on asking high performers to return, because there's less risk of them leaving or not succeeding in the role compared with someone completely new to the organization, says Abbie Shipp, a management professor at Texas Christian University who specializes in employee engagement over time.Īnd in today's labor crunch, hiring managers want nothing more than a safe bet. ![]()
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