Shulamit
Gershenson was one of the first employees Laura
Grimmer hired when Articulate Communications Inc.
opened in 2002. When Gershenson left the New York
City PR company in 2004, she was the first person
Grimmer wanted back.
"I kept her on my mailing list,"
says Grimmer, 38, the founder and CEO. "We'd get
together once a month or so for drinks." Before
long, Grimmer started hearing that Gershenson's new
job at a non-profit organization wasn't working out.
She made sure her ex-employee was invited to the
15-person agency's 2004 holiday party. This got
Gershenson thinking about returning to her old job.
In April 2005, a year after leaving the $2.2 million
company, she returned as vice president.
Grimmer is more than pleased to have
Gershenson back onboard. "She has knowledge about
the way we work and our clients that is difficult to
teach somebody coming in at the senior level,"
Grimmer explains.
If you're not mining ex-employees
for future hires, you may be missing out. Many
companies have long considered such workers disloyal
and off-limits. That started changing in the tight
labour market of the late '90s, when desperation
forced employers to accept ex-workers, says Beth N.
Carvin, CEO of Nobscot Corp., a Kailua, Hawaii,
software company that recently added a rebound
recruiting module to its WebExit exit interview
software.
After several years of rehiring on a
limited basis, companies are having a change of
heart, Carvin says. "Much to their surprise, they've
found that it really does work," she says.
Other employees also become more
loyal when you rehire ex-employees who left
voluntarily, says John Putzier, a Prospect,
Pennsylvania, HR consultant and author of Get Weird! 101 Innovative Ways to Make Your Company a Great Place to Work. "If
other workers see somebody who left and came back,
it makes them think maybe this isn't such a bad
place after all," he says.
Rehiring can cause problems,
however. If current employees see returnees awarded
new titles and higher salaries, they may think they
have to leave to be appreciated. And if a company is
growing and changing rapidly, rehires may not fit as
well as they used to.
That worried Grimmer. Questions
included Gershenson's role in the now- larger
organization and whether things she disliked the
first time around had changed. Grimmer dealt with
her questions by engaging in open, honest
communication with Gershenson.
A bigger question for some
companies, however, is whether to communicate at all
with former employees. Open the lines by asking
exiting workers if you can contact them, Carvin
says, then follow up with postcards or e-mail.
Rehiring shouldn't be a blanket
policy, stresses Putzier. Only go after top
performers, and avoid making special offers. You can
reinstate employees at their former seniority level,
complete with retirement vesting, if their absence
didn't extend past a year. Also, talk about a
planned rehire with the employee's proposed managers
to find and deal with any lingering resentment,
Carvin says.
Hiring rebound employees will become
more popular if the labor market tightens and
indications of improved loyalty among rehires hold
up long term, Carvin says. Grimmer has already made
up her mind: "I maintain good relationships with a
lot of people who have left. If there's a chance of
them coming back, I want that door to be wide open."
Mark Henricks writes on
business and technology for leading publications
and is author of Not Just a Living.