Boomerang employees are people who have left an organization and then been rehired at a later date. It used to be taboo. In fact, about 50% of HR professionals surveyed say their organizations had policies that prohibited rehiring former employees in the past. But over 75% of those same HR professionals say their companies are more willing to rehire boomerang employees now than ever before.
Should you consider returning to a former employer? And if you do, what can you expect? Talent Plus (the company I work for) actively recruits boomerangs. We know that talented people sometimes have opportunities for growth elsewhere that they just can’t – and shouldn’t — pass up. And when their circumstances (and ours) change, we actively recruit them back.
Kim Turnage is my co-author of the book, Managing to Make a Difference (Wiley), and she is a Talent Plus boomerang. In this post, she shares her insights on this type of career decision.
How did you decide to return to the company?
I got a call from our recruiter, Kyle Bruss, asking me if I would consider coming back. The timing and the opportunity were both right. I knew the company culture and values. Many of the same leaders were still there even though I had been away for about five years. I believed in the company’s mission and believed I could add value by coming back in a different role than the one I had left five years earlier. I consulted some people I trusted who were still working with the company and decided to make the leap. It was a great decision!
Did you try to pick up where you left off?
I did not. I approached the role with humility and a commitment to learning. I had done some parts of the job before, but I needed a refresher. And a lot had changed, too. I assumed nothing and asked a lot of questions.
I also invested in strengthening relationships with people I knew from before and cultivating new relationships with people who had joined the company in my absence. I considered myself a newbie with some background knowledge and tried to remember that what I thought I knew from the past might not be applicable in the present.
What did you say when people asked questions about why you left and why you came back?
If anyone asked (and even sometimes when I could tell people were curious but too polite to ask) I told the truth.
- Why I left: I had worked for the company full-time for four years then moved to working part-time from home for an additional three years after my second child was born. Some other opportunities highly aligned with my interests became available during that time, and I made the choice to leave the company in order to pursue those opportunities.
- Why I came back: My family had moved to another city, and I was in the process of deciding what to do next when our recruiter, Kyle, called and offered me an opportunity to work remotely. This opportunity fit very well with my talents, served the needs of the company, and allowed me to do work that contributes to a greater good. It was an easy decision to come back.
How did you re-establish yourself within the company?
I acted like I would at any new job. I did my job well and raised my hand for special projects where I could make positive contributions. I worked on establishing trust-based relationships with my manager and the members of my team. Working remotely, hundreds of miles from our company headquarters, made that process a little slower and more complicated, but my colleagues were equally committed to building those relationships. One of the key ways I built trust was by looking for opportunities help other people achieve their goals.
Was it harder or easier than you expected?
Yes. Some parts were easier and some were harder.
I knew the culture and knew some current employees who helped accelerate my ability to establish new connections with new people. I was open to learning, and several leaders invested the time to help me connect what I knew before to what I needed to know in the present to succeed.
The hardest part was less about coming back and more about the fact that I was coming back as a (really) remote worker. I had worked from home before, but in the same city as the company’s headquarters. When I boomeranged, my home was hundreds of miles away from the office and my family commitments made travel very difficult and infrequent. That distance was the source of most of the difficulties I encountered, but I was working with a company who had extensive experience with people working remotely…and with people boomeranging…and we worked through issues effectively, primarily because we started from a foundation of trust.
What advice do you have for people thinking about boomeranging?
- First of all, consider how and why you left the company. Were you on good terms? Can you tell a true, positive story about why you left and why you want to come back?
- Make sure you have an accurate picture of the organization as it is today. What are you hearing from the people who are recruiting you or who would make the decision about whether to run with your desire to return to the company? Have you maintained positive relationships with some other people in the company whose insights you can trust? What can they tell you about how things have changed, and how consistent are those changes with your goals and the way you want your next role to look?
- Consider the role you’ll be coming back to. How is it similar to and different from the one you left? What knowledge and experience have you gained in your absence that will add unique value? What has changed in the interim that you will need to learn about or retool for?
Thanks for reading, and thanks to Kim Turnage for her worthwhile advice about boomeranging. As always, I’m interested to hear your thoughts.
Larry Sternberg is the co-author of Managing to Make a Difference (Wiley), a handbook for hitting the sweet spot of middle management. He also serves as the Talent Plus Fellow, performing duties as an oft-requested speaker and consultant.
Larry is a Fellow and Board Member at Talent Plus where he helps people and organizations grow by using the Talent Plus science to select high potential people, put them in the right fit for their talent, and make them feel valued and significant.
“I help managers and leaders make a lasting positive difference in the lives of their employees.”
Talent: Conceptualization, Relationship, Ego Drive, Individualized Approach, Growth Orientation