Why so many ‘boomerang employees’ come back

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Twenty-eight percent of "new hires" were "boomerang hires," the term for someone who'd resigned within the last three years only to return.

Mindi Cox, the chief people officer at O.C. Tanner, a company that offers employee recognition and reward solutions, has also been a "boomerang employee" herself. As a hiring manager, she has also brought back former employees into the company on multiple occasions.

They are an often-overlooked workforce.

What boomerangs bring back

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Says Carolyn Walker, global HR director at Tenth Revolution Group, a technology talent provider.

Somebody who has experience in the field is much more likely to get started quickly and understand the subtleties and characteristics that might take time to learn otherwise," she says. "Plus, during those crucial first few months when a new hire is developing an opinion, good or bad, about you, a returning employee is less likely to form a negative impression.

Exchanging ideas and experiences with others can help improve your team's performance.

"There are many reasons to stay.

Leaving and returning indicates that they've resolved the "what ifs" about leaving, says Cox. "We never want to say, 'Don't discuss your experience,'" she says. "They're back, which means your company is the better choice for them."

Leaving the Door Open

Carey suggests reaching out to contacts through personal emails or texts, or via professional networks, like trade organizations or online platforms like LinkedIn.

Many times, employees who leave their jobs tend to stay within the same industry, leaving opportunities to stay connected and provide value to each other through knowledge sharing, forming partnerships, or collaborating on new projects.

Jackson says a great example is the consulting firm McKinsey, with thousands of members worldwide. "They actively stay connected with former employees through the McKinsey Alumni Center, which offers networking events, job boards, thought leadership content, and even investment opportunities in startups led by alumni," she says.

They're a valuable resource for keeping a boomerang employee. Cox instructs her recruiters to keep in mind the people they were sorry to lose. If there's an opening, they reach out, saying “We have this position and immediately thought of you. It may be something you wanted in your career path but wasn't available at the time. Before we hire someone else for this, we want to let you know about it.”

To advance their career, Cox says. “Too often employees will say, “I thought you'd be upset with me,” she says. “People want to know that they're being encouraged as individuals. […] We want them to know that we're genuinely interested in them as people.”

Beware of the Drawbacks

She says nostalgia can cloud judgment. Companies should focus on whether a returning employee brings new value, not just on their past success in the role.

"If a former employee returns with a higher salary or special treatment, it can convey that loyalty is not a priority," says Jackson.

The best strategies for hiring former employees back on board involve building relationships where both parties receive benefits, according to Jackson. "Companies should clearly communicate how their culture, expectations, and priorities have shifted. And returning employees should bring new perspectives, not just their existing knowledge. A successful rehiring experience isn't just a continuation of their previous role; it's an opportunity for growth."

She advises, "Invite them to decide, this is the best place for me," she says. "If they don't stay, at least be somewhere that they'll miss and that will bring them back."