8/3/2023 0 Comments Boomerang subscription![]() ![]() In many cases, retention problems stem from the fact that the people who recruit new employees are not the same people as those who will actually work with or manage the employee once they’re hired. Bridge the gap between recruitment promises and employee experience. In light of these findings, we’ve identified several steps employers can take both to recruit back their own boomerangs, and encourage would-be boomerangs to stay: Boomerang Defenseįrom a retention standpoint, our research points to two critical strategies to help employers defend against the threat of boomerang employees - that is, to retain new hires and keep them from boomeranging back to their previous employers. In contrast, those who stayed with one employer received average salary increases of just 4% in the same time period. And finally (if not surprisingly), we found that many boomerang employees were at least in part financially motivated, with boomerang employees receiving an average pay raise of a whopping 25% relative to their salaries at the time of their resignation. In addition, our findings showed that the more workers maintained strong social ties to their former colleagues, the more likely they were to return. For example, some employees we interviewed described how the promotion and growth opportunities available in their new roles did not match the promises made to them during the interview process, leading to their decision to boomerang. Whether explicit employment terms were not met or employees perceived a violation of their psychological contract (that is, the unspoken, assumed agreements between a worker and employer), employees who felt betrayed by their new organization were particularly likely to return to their old one. First, in most cases, employees felt that their new organization did not live up to the promises it made or the expectations it set when they were hired. Again, there was a range, but the majority of boomerang employees returned to their original employers within 13 months of their departure, just 26% returned within seven months, and more than three quarters returned by month 16 - suggesting that right after the one-year mark is a particularly common time for employees to make the leap back.Īnd finally, why did these employees opt to become boomerangs? Our quantitative analysis as well as interviews with half a dozen U.S.-based boomerang employees shed light on some important factors. We next turned our attention to the question of when boomeranging tends to occur. We also found that boomerang employees are more likely to be managers than non-managers, perhaps because organizations often try to entice former employees to return by offering them higher-paying roles with management responsibilities. So who are these employees? Our analyses revealed some variance across industries, with rehires representing an average 33% of new hires in retail, compared to 25% in manufacturing and just 14% in tech. While prior survey-based studies have suggested that boomeranging is relatively rare, our large-scale analysis of workers’ actual employment records enabled us to get a much more accurate picture: We found that across organizations in a wide range of industries, 28% of “new hires” were actually boomerang hires who had resigned within the last 36 months. Boomerang Employees Are More Common Than You Might Think ![]() ![]() These trends in turn inform strategies for employers on both sides of the boomerang equation. How can employers capitalize on the opportunities for recruitment while mitigating the risks for retention? Through an analysis of three million employee records covering more than 120 enterprise-sized organizations between 20, we identified several common trends with respect to who is most likely to boomerang, when it’s likely to happen, and why they’re likely to make the jump back. The prevalence of these boomerang employees represents a major opportunity for companies, many of which are becoming increasingly intentional about recruiting alumni as potential rehires - but it also represents a major risk with respect to retention, as new hires may be increasingly liable to boomerang back to their previous organizations.Ĭlearly, the boomerang phenomenon is a double-edged sword. According to a recent international survey, nearly 20% of workers who quit their jobs during the pandemic have since returned to their old employers. ![]()
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