By Dr. Chris Mullen, Executive Director at The Workforce Institute at UKG
As the effects of the Great Resignation continue to disrupt businesses on both a cultural and financial level – organisations are having to adjust in order to retain talent. The rise of the boomerang employee has been one of the hallmarks of the Great Resignation, giving businesses the chance to save on recruitment and onboarding costs by successfully regaining boomerang employees.
Regardless of the rising rate of boomerang employees, luring former staff back into the workplace can often prove difficult. Depending on the relationship or whether the employee left on bad terms, catching boomerangs is rarely a straightforward process. But there are steps managers can take to improve their chances.
Ensuring a culture of trust and transparency is the overarching theme managers must follow to improve their chances of catching a boomerang. Once an employee does decide to leave, if the following steps are followed as a manager, you can be sure that employee will likely return if things do not go entirely to plan with their new employer.
Not all departures are the same
Research from the Workforce Institute at UKG recently raised some important points about what makes an employee want to return to their old workplace. There are key differences between workers who returned, or would consider returning, to their old employer and those that didn’t. Of those that did, 77% reported that their old employer triedto keep them whereas just 50% of job quitters who quit for good said the same.
Boomerang employees are not a coincidence. The likelihood of an employee boomeranging is increasedif a supportive and understanding manager is in the fold. Boomerang employees also shared some similar traits, with around half (49%) saying that they’d been searching for a new job for less than a month and two thirds (64%) saying that they felt they left too quickly.
Leaving a role with regrets is not uncommon. Often, employees depart for the promise of higher pay or greater responsibility. They can often quickly realise that the culture or flexibility of their previous company far outweighed the value of the extra money they moved away for.
It is still no guarantee that a boomerang will be caught by their former manager. The groundwork must be laid down prior to an employee to boost their chances of returning. Leaving it too late to install a culture of communication, trust and transparency will only hamper the chances of securing the return of a potential boomerang.
The role of the manager
Below are several steps that can be taken to boost the chance of catching a boomerang and, welcomingan old employee back into the fold.
Laying down the groundwork: A business which champions and actively practices an environment of transparency on all levels, including frustrations, improvetheir chances of catching boomerangs. Employees who feel they have access and are listened to by their managers when it comes to career progression, well-being and other potentially sensitive issues will feel nurtured.
Keep your door open: Nobody wants to work in an environment that promotes a closed-door culture. Managers who open their office doors and listen to employees are imperative to enticing former employees back. Conducting regularly scheduled check-ins can increase the chance of an employee returning to their old employer eventually and completing multiple stay interviews further increases that likelihood. The research revealed that 77% of boomerang employees said their old boss conducted a stay interview compared to just 55% of job quitters. The critical part here is showing that employees are free to speak up when they decide they need to.
Be transparent: Ensuring staff are not left in the dark during any period of change or important decision-making is critical to a transparent culture. Communicating potential changes through regular updates either online or in-person meetings will mean employees feel listened to and like their opinions valued. Failing to do so will only threaten morale and create a disconnect amongst staff.
Reach out to former employees: When an employee decides to leave, it is rare for them to make the first contact if they are considering a return. Just 1-in-4 employees reach out to their previous employer. Managers should demonstrate that communication channels remain open whetheran employee still works at the business. By taking this approach, former employees will recognise that the door is not completely closed and that their talent remains valued.
Be flexible: According to UKG’s survey findings, job quitters said that a lack of flexibility, and a desire to move location and work remotely were top drivers in their decision to move on. While this might not be possible in all roles, encouraging honest communication on both sides, and being upfront and open to discussions around any potential future plans and benefits for employees can go a long way.
Resist ending on bad terms: Employees come and go all the time. Which is why when the time comes for an employee to depart, managers should not take this decision personally. Accept an employee’s decision to leave and reassure them that they will always be welcomed back with open arms if things don’t work out. Managers who take a negative approach to departures are less likely to entice potential boomerangs back to the office.
Following the above steps will greatly improve a manager’s chances of catching a boomerang. Building trust, avoiding closed-door policies and upholding communications will only pay dividends overall. Not only will you be building a reputable culture, but will also improve your chances of securing the return of a boomerang employee. At a time when financial purse strings are tighter than ever, boomerang employees are now worth their weight in gold.
