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Most Companies Prefer To Hire Former Staff - Survey

Fuseworks Media
Fuseworks Media

More than half of New Zealand businesses have rehired former employees (or boomerang employees) because they rate them as higher performers, according to Hudson research released today.

The report, The Boomerang Phenomenon: Taking Flight in the New Economy, was based on research of over 1,000 businesses throughout New Zealand, as well as roundtable discussions with representatives from New Zealand businesses.

The research shows that nine out of 10 employers surveyed rated the performance of boomerang employees as above average.

"As we emerge from the worst recession faced in over 70 years, businesses are recognising that employment decisions are more important than ever before," says Hudson's Executive General Manager Marc Burrage.

"With employers reporting that 44 percent of their hires aren't good, boomerangs offer employers the security of a known skill set and an understanding of the culture and processes of the organisation - provided they're still a good match for the company."

However Burrage does suggest some caution is necessary for both employers and employees considering boomerang employment.

"Employers have to be careful not to have unrealistic expectations. There needs to be processes in place to aid re-entry. They need to be honest with the potential employee about things that may have changed during their time away.

"Employees, on the other hand, need to weigh up carefully why they left in the first place and do their due diligence in investigating the current workplace. And they need to make sure their new role reflects the development they have experienced in their time away from the company."

This research identified that even though the conditions under which the employment ends is a key consideration for a potential boomerang, there is a lack of consistency around staff departures. Of those surveyed, around 35 percent viewed the experience their organisation gives to exiting employees as 'average', around 45 percent viewed it as 'good', and 10 percent as 'very good'.

"There is a need to balance the performance of the particular employee with the length of time served. This creates a good impression not only for those leaving, but also for those remaining. This is just part of the transitioning process, which is viewed as critically important for attracting boomerang employees - both in terms of the departing employee leaving on a positive note, and for the remaining employees who will perform a vital advocacy role for employees who are considering returning."

"In these uncertain economic times, businesses need a return on investment on all their transactions - including hiring decisions," Burrage concludes. "A robust assessment process is needed for both returning and new employees."

Hudson's Performance Driver model helps employers understand the drivers of individual performance - including a candidate's technical, behavioural and motivational attributes - and sets our the most appropriate method of assessing these.

"Boomerang employees are rehired because they're known high performers - and high performers inspire their colleagues to perform and they lift the morale of the company. Because engaged employees generate greater productivity, this then translates on the balance sheet. And that's all the return on investment you can ask for."

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