Introduction
Boomerang employment has emerged as one of the main workforce trends to emerge in contemporary HR, where an organization is left by employees and then come back to it. The phenomenon of about 28% of U.S. hires being rehired is indicative of dynamic career transitions and changing employee values (Klotz et al., 2023). By encouraging HR professionals to see departures as possible future returns rather than irreversible losses, the idea is questioned by conventional turnover thinking(Nair, 2024).
Workers of an organization, Organization A, are said to be in "boomerang employment" when moving to another organization, Organization B, and returning to Organization A. The push-pull factors that influence the process include career growth, discontent, or better chances elsewhere (Akkermans et al., 2024). With this knowledge, redesigning of leaving procedures can be accomplished by the HR specialist while maintaining good relations with former workers (Sullivan & Al Ariss, 2021).
Employees' decisions to return often emerge from comparing past and current job experiences. For example, it may be found by some workers that "the grass is not greener" somewhere else and thus rejoining of their former employer is done (Maier et al., 2021). This can thus be used to advantage by HR leaders by offering open alumni networks and ensuring gracious exits for possible re-hires (König et al., 2022).
3. Advantages for Companies and Workers
A number of HR advantages are held by boomerang workers, such as reduced training costs, faster adaptation, and higher engagement due to cultural familiarity (Keller et al., 2021). Career development and job satisfaction will be enhanced for an employee upon returning because a new comprehension of company values will be had by them (Snyder et al., 2021).Boomerang employment should be seen as a planned cycle of talent mobility from the HR perspective rather than as any form of loss. A future asset can be served by past employees by building proper offboarding procedures, alumni networks, and a great employer brand. To ensure the doors of organizations remain open for returning talents, HR must shift their thinking from "retention only" to "relationship continuity."
References
Akkermans, J., Sullivan, S. E., & Al Ariss, A. (2024). Career transitions and self-regulation.
Dlouhy, K., Froidevaux, A., & Akkermans, J. (2025). Navigating the
boomerang mobility process: A conceptual framework and agenda for future
research. Applied Psychology, 74(2).
Klotz, A., et al. (2023). Trends in boomerang employment.
König, C. J., et al. (2022). Respectful exits and employee attachment.
Maier, C., Laumer, S., & Joseph, D. (2021). IT professionals and
boomerang transitions.
Snyder, D. G., et al. (2021). Job satisfaction among returning employees.
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The blog effectively connects contemporary workforce trends with HR strategies, illustrating how returning employees can benefit both organizations and individuals. References to empirical studies and industry examples enhance academic rigor. It persuasively positions alumni networks and thoughtful offboarding as essential tools for modern HRM.
ReplyDeleteThank you so much, Gihani! I really appreciate your thoughtful feedback. I'm glad the connections between current workforce trends and HR strategies came through clearly. Alumni networks and strong offboarding practices definitely have the potential to reshape modern HRM.
DeleteReally interesting post! You raise good points about boomerang workers — in a Sri Lankan state bank, rehiring former staff could save time and cost, and bring back people who already know our culture plus have new experience.
ReplyDeleteThank you, Kalani! I’m happy the post resonated with you. Boomerang hiring can be especially valuable in institutions like state banks, where cultural familiarity and prior experience can significantly reduce onboarding time and cost.
DeleteAs someone working in hospitality, I find the idea of boomerang workers deeply relevant. Hotels often see talented staff leave for opportunities elsewhere, only to return with fresh skills and renewed appreciation for our culture. This article reminds me that turnover isn’t always a loss—it can be part of a cycle of growth. In our industry, where relationships and service culture matter so much, treating exits with dignity and keeping alumni connections alive can transform former employees into future assets. Boomerang mobility isn’t just an HR trend; it’s a chance to strengthen our teams with people who know our values and come back with broader experience
ReplyDeleteThank you so much for sharing this it’s such a thoughtful reflection, and I love how you’ve connected the idea of boomerang workers to the hospitality world. You’re absolutely right that turnover isn’t always an ending; sometimes it’s part of a growth cycle that makes people return stronger and more appreciative of the culture they left. Your point about treating exits with dignity really resonated with me, because that’s exactly what keeps alumni relationships alive. It’s inspiring to see how hospitality can turn returning employees into even more valuable team members with richer experience.
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