In the context of the increasing trend of boomerang employees, Saswati Sinha, Head HR – India and MEA, Evalueserve, offer insightful perspectives on how this phenomenon shapes organisational culture and business results.
The trend of ‘boomerang employees,’ a term for workers returning to their previous employers, has gained significant momentum in the post-pandemic job market. Recent studies reveal that many professionals who left their jobs during the pandemic are now reconsidering their old positions, valuing factors such as work-life balance, job stability, and corporate empathy over salary. This emerging trend challenges traditional views on workforce management and retention strategies. In this context, we delve into a detailed Q&A with Saswati Sinha, Head HR – India & MEA, Evalueserve, to gain her expert insights on how this trend is shaping talent acquisition and retention strategies in the dynamic landscape of today’s workforce. Excerpts from our interview:
With UKG’s study showing that 20% of workers have returned to their previous employers post-pandemic, can you share Evalueserve’s experience with this trend?
The phenomenon of ‘boomerang employees’ at Evalueserve aligns with the dynamic changes in the employment landscape recently. We’ve seen a significant trend of over 50 former employees each year looking to return. This desire is largely influenced by their familiarity with and affinity for our organisational culture and work environment. Strong bonds and relationships, cultivated over time, play a crucial role in this decision. Additionally, our leadership’s longstanding commitment and new people-centric policies, like hybrid work arrangements, provide the stability and security that many seek during uncertain times, making Evalueserve an attractive option for returning employees. Our people-first approach and inclusive culture are fundamental to our thriving workplace.
Also read: Boomerang Talent Accounts for 10% of All New Hires at BNY Mellon: Yash Mohan, Head HR, APAC
Rehiring ex-employees certainly speaks to the strength of a company’s work culture, but does it also present certain risks?
Indeed, welcoming back boomerang employees underscores our positive culture and benefits. However, it’s not without challenges. Organisational culture constantly evolves, so returning employees may find differences from their past tenure. We mitigate potential conflicts through clear communication about role and organisational changes. Additionally, reintegrating into updated team dynamics requires careful management to maintain cohesion and morale.
Constant rehiring of former employees may also risk limiting fresh perspectives and perceived career advancement opportunities for current staff. We balance this by ensuring our rehiring process is transparent, unbiased, and complemented with new talent to foster innovation and avoid stagnation. Lastly, achieving parity for returning employees who have advanced externally poses its own set of challenges.
Does Evalueserve conduct surveys to understand the reasons behind employees leaving and showing interest in returning? Have you pinpointed specific reasons for departures?
Yes, at Evalueserve, we systematically conduct exit interviews to uncover why employees decide to leave. These interviews not only probe the reasons behind their departure but also explore the possibility of them rejoining in the future. This practice is vital in detecting trends in turnover, enabling us to devise strategies that enhance employee satisfaction, engagement, and retention. There have been cases where we’ve identified particular reasons for an employee’s exit, which has been instrumental in fine-tuning our retention strategies. Continuous feedback is a cornerstone at Evalueserve. We leverage AI tools for sentiment analysis and uphold an Open-Door Policy for transparent communication. Even post-departure, our platform is open for ex-employees to offer feedback, which we take seriously to drive organisational improvements.
When rehiring former employees, does Evalueserve modify its talent selection process? What changes in criteria or evaluation metrics are used, considering their previous employment record?
While the core criteria of skill, experience, and cultural fit remain unchanged in Evalueserve’s talent selection process, specific nuances are added for rehiring former employees. We place significant emphasis on their past performance, which includes both quantitative achievements and qualitative factors like collaboration, innovation, and adaptability. Recognising the fast-paced technological advancements in the industry, we also evaluate whether returning employees have updated their skills during their absence. This is crucial for ensuring their effective contribution to our current objectives and projects. Our approach to this evaluation is reflected in our periodic (semi-annual) performance reviews, which utilise a balanced scorecard approach tailored to individual roles. Reporting managers, focusing on talent development, play a critical role in this process. They collect feedback from the rehired employees’ previous managers and colleagues, providing comprehensive insights into their interpersonal, teamwork, and leadership skills.
We’ve seen a significant trend of over 50 former employees each year looking to return. This desire is largely influenced by their familiarity with and affinity for our organisational culture and work environment.
Could you highlight a specific hiring challenge Evalueserve faced in 2023 and how your boomerang hiring initiative helped overcome it? What business impacts have you observed from this strategy?
This year, we’ve seen notable successes thanks to our boomerang hiring initiative. It’s been particularly effective in addressing issues like improving selection ratios and minimising employee dropouts. Former employees often come back because they appreciate our company culture and growth opportunities. Their higher engagement and commitment levels have led to better retention rates compared to new hires. This not only speaks volumes about our work environment but also boosts the morale of our current team and strengthens our brand reputation.
An additional benefit comes from our pre-existing knowledge of these employees’ performance and cultural fit. This familiarity allows for a more streamlined rehiring and integration process, enabling these employees to quickly readjust and actively contribute. This approach has reinforced our organisational resilience in a highly dynamic and competitive industry.
A Forbes article highlighted two main issues with boomerang employees: retention and preventing them from returning to their previous employers. What has Evalueserve’s experience been in this regard?
At Evalueserve, our experience with boomerang employees is largely positive. They seldom return to their previous companies. When they do leave again, it’s for typical reasons like role, compensation, or personal factors. Generally, they commit to us for three to five years before considering a move. We proactively address the causes of their initial departure, focusing on enhancing job satisfaction upon their return. By cultivating a culture of creativity, engagement, and growth, and maintaining open communication, we aim to ensure their long-term retention and satisfaction.
Also read: UKG’s Ramit Tyagi on Strategic Hiring Surge Amidst Global Slowdown in 2023
Given the experiences Evalueserve had this year, do you anticipate any changes to your rehire policy?
Evalueserve remains vigilant in adapting our rehire policies to align with the dynamic nature of our industry and the evolving employment landscape. The pandemic has especially prompted us to reevaluate our approach to rehiring, ensuring it remains a key strategy in talent attraction, development, and retention. While any upcoming modifications are likely to be more systematic, we continue to prioritise a diverse and inclusive workplace, which significantly shapes our rehiring practices.
About the expert: Saswati Sinha, Head HR at Evalueserve, is a distinguished HR leader with 23+ years of experience, recognised with awards like Asia’s Top 100 Power Leaders in HR. She has transformed HR roles across industries, focusing on digitisation and aligning HR practices with business goals to enhance ROI.