My kid is coming back home after spending the last several months in Wyoming.  I think he is going to stay for a while (read: a long long long long long time) while he figures out what to do next with his life.  He graduated college last May and wants to/plans to go back to grad school somewhere sometime.

When I asked him if he planned to pay rent, he told me to talk to my lovely bride.  Nasty kid.

So, Joshie-boy is going to be a boomerang.  Jumps out of the nest, flies around awhile, and comes swooping back home.  And there are advantages to having him home…  i’ll let you know about them when I figure them out.

Anyways…

What about boomerang employees?  Those good employees that leave your organization to find a similar job at another company.  Those employees who leave because the grass is greener on the other side, before realizing there is just more crap on that side of the fence.   Those employees who regret a choice they made and want a “take-back”.

Take ‘em back.  If and when it makes sense.

Boomerangs hit the ground running because they know about your products and processes.  They know the people who know how to get things done.  They have picked up new skills, experiences and competencies which you can use at your disposal.  And most studies indicate these boomerangs stay longer than they did the first time.

So, what’s the harm?  First, there may be some jealousy from your current employees when the returning employee comes back, especially if they come back at a higher level in your organization than when they left.  Second, you have to know the reason the employee left in the first place in order to ensure that the situation or circumstances won’t be repeated.  Finally, you have to make sure the returning employee knows the expectations you have for him/her in their (new) job.

So, how do you set up a process where you can re-recruit your previous employees?

1. Track how many employees leave your company and later come back.  You know how important metrics are to the success of any human resource initiative.  What gets measured gets managed.
2. Make it easy for employees to be able to return in the future.  Create a formal or informal “alumni” program to keep in contact with your ex-employees.  Invite them to company events and social gatherings.  Send them copies of the company newsletter and annual report.  Highlight job openings in your organization.
3. When someone gives their two-week notice, recognize that you are being an Exporter of Talent.  Every employee is the CEO of one company, and that one company is themselves.  Employees (you included) will always do what is best for themselves and their family.  So when an employee decides that their time with you is up, don’t be bitter, especially if your company sells a product or service that your now ex-employee may want to buy in the future.
4. Conduct exit interviews to learn the real reason for turnover.  By getting feedback from the employee on their true reason for leaving and their thoughts and perceptions on other areas of interest, companies can not only improve their current processes and procedures but gain valuable information about this potential re-hire.  Make sure you ask the departing employee’s supervisor their opinion on why their direct report left the organization (what we call our Exodus Series at Employee Hold’em).  Often times, the disparity between what the supervisor thinks and what the employee feels provides additional understanding to the organization.
5. Keep in constant contact with your Superstar ex-employees.  Treat these folks like gold, ’cause if you can get them back, they’ll be worth their weight in, well, gold.