Bringing good employees back

According to research by HR think tank Ochre House Network (made up of over 650 major employers including GE, Kimberley-Clark, Lilly, Microsoft and United Biscuits) as many as four out of every five leavers would consider working for the employers again. Yet, few organisations have established effective systems for tracking and bringing back the best people.

At its latest meeting it concluded that an employee’s resignation and departure should be regarded as a natural, and possibly temporary, process rather than as a cut-off point. Delegates cited Johnson & Johnson’s ‘boomerang’ scheme and Astra Zeneca’s open door policy as prime examples of this thinking put into practice. “Too many employers seem to see resignation as the end rather than the beginning,” says Ochre House director and think-tank leader, Helena Parry.

“However, it’s much more realistic and productive to accept that it’s natural for the best people to explore new career opportunities. But they can often be enticed back through ‘keep in touch’ programmes, perhaps even more skilled and able than when they left. The key to success seems to lie in a clear allocation of responsibility for  such programmes and a commitment to regular, relevant, but not intrusive contact. So far, few companies have succeeded in building this elastic talent pipeline.”

Posted by Talent Engagement Review