Boomerang Employees: 5 Ways To Ensure They Come Back Successfully
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In today’s candidate-driven job market, employers are looking to the past to fill today’s open roles.
Once considered disloyal because they quit for greener pastures, boomerang employees are now very attractive as hiring leaders struggle to fill job vacancies created by pandemic layoffs, the "Great Resignation/Reshuffle,” and increased production. Some boomerang employees may have retired early during the pandemic, but are now hankering for more to their days than golf and CNN. Finally, boomerangs may have been wrongly dismissed, or a change of leadership has softened the gaze of the new hiring leaders. Whatever the reason, boomerang employees are a growing segment of today’s candidate pool.
As unemployment drops to record-low levels and workers become more selective about their career goals and company mission, sometimes a familiar face is just who you need to see in a hard-to-fill role. It’s time to eliminate the loyalty issue and bring back some institutional knowledge.
What Are The Pros And Cons Of Rehiring Boomerang Employees From An Employer’s Perspective? 
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PROS:
- Such workers bring industry and institutional knowledge and experience to the job, including the new skills and training they acquired while at another company.
- Having experienced other workplaces, boomerangs may be more dedicated to and appreciative of their former employer than they were before.
- In cases where clients followed boomerangs to their new companies, those clients may well follow the boomerang back.
- Boomerangs can be a good fit when a company needs to fill a position quickly.
- If they fit with the employee culture the first time, they will likely fit again.
- Their work ethic and the quality of their work are known commodities.
- They can typically hit the ground running. Not much training or onboarding is necessary which saves time and money.
CONS
- It may cause a morale issue with current staff. Some co-workers resent the rehiring or think it’s unfair. Former teammates need to be part of the conversation before bringing back a past employee, especially if the candidate previously lacked leadership skills or a culture fit.
- It can also give the impression that one way to get a promotion is to quit. In other words, work elsewhere and then come back for a bump in paygrade and title.
- Workers might expect their previous years of service to count toward the amount of vacation time or paid time off they receive in their new go-round. Be sure to spell out what will happen in an offer letter, or better yet, have a “bridging policy” in your employee handbook.
- A boomerang might struggle to learn new skills or form new relationships if the company has changed significantly since they left.
- The candidate might now be coming back as a supervisor for their former peers which may cause resentment. Hiring leaders need to anticipate how employees will adapt to this change.
- If the returning employee is retired, returning to work might affect their Social Security payments. They may need to limit their hours or earnings to minimize any tax consequences.
- Check the terms of any previous severance package, pension plan, or union agreement that might limit the company’s ability to rehire a worker. In those cases, both parties may be able to waive or change the terms of the earlier deal.
- Security clearance or other certifications may have expired. What is the cost and time involved in reinstating these?
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You likely have former employees’ contact information in your HRIS, but if not, you can try search engines like Trupeople.com or Zoominfo.com, or LinkedIn.com to track them down.
If you do reengage former employees like my clients from the marketing and financial services industries recently have done, be sure you do not skip steps in your typical hiring process as well as:
- Be clear about what may have changed in the organization since their departure (leadership, reorganization, benefits, pay, technology).
- Understand more fully why the boomerang left the first time. What was missing in their prior role?
- Ask what is motivating them to return. Does that align with why you want to bring them back?
- Ask whether the existing team wants them back.
- Consider offering a signing bonus paid out in increments as another tool to show a boomerang you want them back to stay—sometimes called a “pay-to-stay bonus.”
Boomerang employees are on the rise; for the most part, it’s a good thing for employers. You can ensure the “sequel” is better than the original by utilizing a thorough rehiring process.
For more information on boomerang employees, please see the World At Work article “Familiar Faces” and listen to my podcast.
Like JoJo Siwa sings, “I’m a come back like a boomerang”—hiring leaders need to be ready.
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Blog How To Run A Brainstorming Session Liam AndersonJuly 21, 2022
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If two heads are better than one, then how about ten?
The pace of change is speeding up, as is the pace of business. This brings new problems to solve, more of them and faster than ever before. New problems demand new ideas. How do you generate these ideas quickly?
One method is the very old-fashioned but very effective brainstorming session.
People often talk about brainstorming, but not many people know how to run a brainstorming session.
It’s actually pretty straightforward.
A Simple Definition
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A brainstorming session is a meeting between two or more people. One person presents a question to be answered or a problem to be solved. Everyone present thinks of many ways to solve the problem in a very short space of time. The organizer collates the ideas, then works with the group to choose the most useful, which are then used to formulate a plan.
The Process
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This can be applied to any number of people in any setting. If followed properly, the whole thing can be finished in 20 minutes or less.
Brainstorming is quite a formal process. The formality is there for a reason. The rules make the process go faster.
Make sure that all participants know and understand how the process works before you begin. When running the brainstorming session, make sure all participants stick to the rules.
Step 1: Presenting The Problem
Present the problem to be solved as a question.
The question will usually be: “How do we _____?” or “The situation is _____. Now, what do we do?”
In a face-to-face setting, write the question on a whiteboard or flip chart. In a remote setting, write your question in the chat of your communications application.
Step 2: Generating Ideas
Tell the participants that you want their answers in two or three minutes. The urgency will motivate them to come out with the first things they think of, without their thoughts being filtered by notions of practicality, or by the fear of saying something “stupid” or “inappropriate.”
In a face-to-face setting, participants can call out their thoughts while a “scribe” writes them down. This favors the more extroverted members of the group at the expense of the rest.
Alternatively, ask participants to write their idea on paper and hand those in. Where your brainstorming session is done remotely, people can write their ideas in the chat.
At this stage, the most important rule is that there is no such thing as a stupid idea. All participants’ ideas are equally as valuable. No one has the right to criticize someone else’s ideas.
This will give you more ideas than you need.
Step 3: Filtering Ideas
Here is one way for the team to filter out ideas that will not be adopted:
Assuming you have 10 ideas on the board/displayed on the screen, ask each participant to rank each idea with a number from 1 to 10, where 1 is for the best idea and 10 is for the worst idea.
Get them to call out their scores. Add them all up. The idea with the lowest total score is the “winner.”
Select a second and third choice as well, in case some external factor prevents you from running with the first idea.
Get the team to vote on the most “creative”/“original” idea as well. This cannot be included in the “top 3” results.
“Creative” ideas may not always be immediately practical but may be possible later. Look at a suitcase from the 1960s. Why did it take so long for someone to put wheels on luggage?
What Next?
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Once you have your “top 3,” then it’s up to you to decide what happens next.
Do you ask your team for a plan to bring the idea to fruition?
Do you ask them to write a proposal to pass up to senior management for approval?
That depends on the situation. Like any other conversation with a purpose, there should be a concrete result that is used in some way.
“Training” Your Team
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If your team has never done brainstorming before, they may find it quite uncomfortable and not produce the best results the first time around.
It makes sense to use it for a less important topic first, like ideas for the next team event, just to get people comfortable with the format.
Benefits
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As well as being a great way to generate ideas quickly, it can also be a bonding experience for the team. Participants will see a different side of their colleagues’ personalities and will actually work as a team, rather than as a collection of individuals who do more or less the same thing in the same office.
Over to you!
Your team is your “collection of experts.” Think of your most pressing problem. Can you boil it down into a “how” or “what” question?
Set up the meeting, run the brainstorming session, and tell me how it went!
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COVID-19 had a negative effect on bricks-and-mortar businesses. However, the contact center industry is growing apace.
Where companies adopted a fully online model, contact centers are often the only way that they interact with customers.
For banking, telecommunications, travel, and other services, the “product” they offer varies little from one vendor to another.
Competition happens at the service level. Companies must define interaction standards to satisfy regulators and customers and define their brands.
This is usually done using an evaluation form. Team leaders or quality specialists use it to evaluate recorded calls.
Where Do Standards Come From?
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Quality standards should reflect what matters to the regulators, who can shut the business down, and what matters to the customers, who can vote with their wallets or credit cards.
How Do We Create These Standards?
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I use the following 6-stage method:
1. What happens during the call?
To answer this question, I talk to agents. They tell me what really happens on the call in 10 to 15 bullet points.
Flow diagrams showing how the workflow is structured in the CRM system are a poor substitute.
Agents frequently develop their own “workarounds” to address poorly designed workflows rather than submit enhancement requests and wait for a response that never comes.
The list doesn’t have to be meticulously detailed. If the data produced on the back of this call is important, then this also needs to be included as an event in the process.
2. What is “good enough”?
You can’t raise standards until you have defined them. Look at each stage and write down what makes that stage “good enough” for regulators and customers.
Many contact centers do this internally. The drawback here is that your standards reflect the opinions of contact center managers, not the general public.
A customer is standing on the street on a dark, cold, winter evening calling his bank to find out why the ATM won’t accept his card. He doesn’t care how many times the agent used his name in the conversation.
One way to get the customer’s view is to arrange a focus group and ask them. Another way is to look at what customers complain about. A third way is to ask agents what part of the call is most likely to upset customers.
3. Questions
Once you’ve defined what makes each part of the call good enough, then you need to reformulate that as a question.
The question needs to be as specific and as unambiguous as you can make it. Your answers also need to be specific and understood consistently.
If your question is “How well did the agent explain the function of the product?” and the answers are “Excellently,” “Quite well,” “Poorly,” or “Very poorly," it’s unlikely that any two evaluators will agree on the answer in relation to the same call.
Evaluators find “Yes/No” answers to questions defining a specific standard a lot easier to use.
4. What about behavior?
Most forms have at least one evaluation criterion related to how polite/respectful the agent was on the call.
There may be others related to how clearly or quickly the agent spoke.
There may also be a “bucket” question on how well the agent adhered to compliance rules.
Put these at the end. An evaluator can answer them easily after listening to the whole call without having to scroll back up the form.
5. How much detail do you need?
Contact centers evaluating calls manually will evaluate no more than 1% of calls handled.
It takes longer for a person to evaluate a call than the length of the call itself.
To evaluate all calls manually, the contact center would need more evaluators than agents handling the calls. That is not going to happen.
The faster you can evaluate a call, the more calls you can evaluate, so a shorter form will lead to a better sample size.
It’s a good idea to look at your questions and decide which ones are “necessary” and which ones are “nice to have,” then cut out the “nice to haves.”
Catching enough detail is a delicate balance. Normally, less than 5% of randomly selected calls will have any significant problem at all.
Once you know what a “problematic call” is like in terms of length, which queue it serves, which agent handled it etc., you can focus part of your selection there to catch more of them.
Always select some calls randomly to validate your assumptions, however.
One idea is a 2-stage form. Start with some global questions on script/process adherence, correct information given, and politeness. Only move on to the second stage of the form if there is a problem to be solved in the first stage.
6. Testing
This form may lose people their quality bonuses or even their jobs, so we need to test it to be sure the results are accurate.
The read through
Get someone not involved in the form creation process to read it through. Authors tend to fall in love with their work. An external critical eye may see things that otherwise won’t be seen.
The test-drive
Get evaluators to use it to evaluate some real calls. They will point out how questions need to be changed to be useful
Calibration
Calibration is when multiple evaluators evaluate the same call with the same form. In theory, they should all produce the same results.
Where a question leads to disagreement, you will need to agree on the “correct” answer, then adjust the wording of the question and pre-set answers to lead to this result.
Wrap up
If you’re struggling to create or improve a form. Try following this process. Tell me how you get on! I’d love to hear about it.
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How To Run A Brainstorming Session
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How Ex-NFL Player, Chris Gronkowski, Is Using Social Media To Change Careers
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Originally posted on: https://www.workitdaily.com/boomerang-employees