Breaking the taboo of “boomerang” recruitment

“Boomerang” recruitment is democratizing in companies. Long shunned by recruiters, the boomerang effect is necessary and changes attitudes on this HR approach that is growing. And for good reason, in a world where employee retention is becoming more complex, it is common to deal with a consequent turn-over, especially on rare skills. Add to this generations of zappers, changing companies according to their professional ambitions or their private life, and the retention of employees becomes really complicated. Some companies are rethinking their stance on boomerang recruitment and reorienting their HR policy. This is the case for Méritis, where boomerang recruitment has involved 5% of the firm’s employees since 2007, or about 40. (1)

Boomerang recruitment, a profound CHANGE in HR policy

Traditionally taboo, boomerang recruitment is gradually gaining a better reputation. Also, while recruiters are usually reluctant to rehire a former employee for reasons of loyalty to the company, other arguments tend in favour of the boomerang effect. So much so that today, HR is more inclined to go through this recruitment process.

For example, according to The Corporate Culture and Boomerang Employee, 76% of HR respondents said they were more accepting of boomerang employee recruitment than before (2). At the same time, as many as 15% of employees have already returned to a former employer and 40% plan to do so. A ZenBusiness study completes this first state of affairs. By removing sacked employees, particularly for performance reasons, 90% of employees surveyed said they could consider returning to work for a former employer (3). This trend is corroborated by recruitment professionals. 85% of whom have received applications from former employees over the last 5 years. 40% even responded to half of these applications. (2)

The change in perception of boomerang recruitment is accelerating especially in times of crisis. Indeed, in complicated moments when recruiters are looking for specific profiles with limited risks, boomerang employees are the best way to get team members quickly operational. In addition, the return of a former employee would also have motivating effects on others. Reunions, realisation that the grass is not necessarily greener elsewhere…

Former collaborators, an intangible wealth to cultivate

After feeling betrayed at the departure of an employee, recruiters are now increasingly aware of the benefits that a boomerang employee can bring. When he left the company, he joined another company where he experimented with new ways of working, new know-how, new corporate cultures. Thus, when they re-apply in the company, they also come back enriched by this new knowledge. They can benefit the company, be a vehicle for innovation, and fuel continuous improvement processes.

Hiring HR recruitment company
Boomerang recruitment, once taboo, is now approaching without difficulty.

In addition, as former employees, they already know the company, its products, its services. Integration and training time is therefore greatly reduced or even eliminated. Returning spontaneously to society, they are also generally more engaged and motivated candidates. Boomerang employees present themselves as a safer value than new hires, reducing hiring errors.

According to the ZenBusiness study, boomerang recruitments are judged to be globally conclusive by both employees and HR. As a result, 75% are satisfied with this new collaboration. 55% of boomerang employees say they enjoy their work more than when they first hired. In addition, returning with more experience, many of them can claim better pay. Thus, on average, they earn 20% more when they return.

Employer brand and boomerang recruitment

Boomerang recruitment is in itself an appropriate response to the labour-related revolution. Telework, work/work balance, employees zappeurs… The constraints of recruiters have been constantly evolving in recent years. In this context, the recruitment approach must follow.

Also, companies’ HR policies are increasingly incorporating offboarding courses. That is, an accompaniment at the end of the collaboration. The objective, to obtain the employee’s feedback, the reasons for his departure, and to separate on good terms. Also, the employer brand is no longer only used to recruit new souls, or to retain current employees, but also former employees. Which are indeed as likely as others to make the reputation of the company. So we might as well make sure to make him an ally, brand ambassador, rather than a bitter former employee.

In this regard, various companies have even taken the side of setting up a network of alumni. This is particularly the case for Méritis, which in this way seeks to maintain links with former employees. Regular communication, events, afterwork… The opportunity to mature a range of competent profiles capable of communicating positively about the brand, as well as returning to it in due course.

Attracting boomerang employees, place to CSR

When we talk about employer brand, we mean CSR, values, corporate culture. Thus, companies are becoming increasingly aware of the weight of their image in the recruitment process (4). Indeed, while a brand’s values can influence sales and business results, they also play a key role in the choice of candidates. Waste management, ethics, work-life balance, recognition… The angles of attack are as varied as the companies. Above all, it is necessary to propose a CSR policy consistent with the company’s activity and the expectations of its employees.

This observation is all the more true as the younger generations are very attached to the ethics of the company for which they work. Thus, over the years, the pressure on CSR will become stronger and stronger. Among the criteria of choice, considerations of daily life at work. In this context, the salary and benefits offered are essential for 63% of French people (5). This is also the case for the work atmosphere (60%) and the work/life balance (51%).

Sources

  1. “MERITIS integrates ‘boomerang’ recruitment into its HR policy,” Méritis, press release of 21 October 2020
  2. The Corporate Culture and Boomerang Employee Study
  3. “Boomerang Employees and Perceptions of Rehiring”,ZenBusiness, study published November 23, 2019
  4. Benraïss-Noailles, Laïla, and Olivier Herrbach. « Chapter 8. CSR and employer brand “, Jean-Marie Peretti ed., Une vision des ressources humaines sans frontières. Mélanges in honor of Jacques Igalens. EMS Editions, 2018, pp. 90-107
  5. Employer Brand Research powered by Randstad, Summary of the Randstad Awards 2017, Randstad Group France, 23 March 2017
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