Back to the ex? - summary of the episode

The labor market is highly competitive, qualified experts are scarce, and many sectors are facing an increased willingness among their employees to change jobs. Everybody is talking about recruiting and employee retention, but the opportunity to rehire former employees may hold underestimated potential. What motivates people to return to their former employer? How can a company keep in touch with its former employees? And if you actually return, how much has the working environment you were previously used to changed?

In this podcast episode, Head of Personnel Development Wiebke and Senior Manager Sebastian talk about their experiences as reentrants and address all these questions.

First of all, both reentrants discuss whether the increased willingness to change jobs is symptomatic of the consulting industry. Wiebke worked at a start-up in the time between leaving and returning to zeb and reports that increased turnover is also quite common there. Sebastian, too, believes that the traditional long-term commitment has become a thing of the past. He has observed this issue also in other industries. Wiebke notes that especially the cohort of 30- to 39-year-old employees is characterized by an increased willingness to change jobs. So, what has always been the norm in consultancies and start-ups has become real in other areas, too. Sebastian compares this development with soccer players who leave their club. Of course, nobody wants to let people go when you have invested in promoting and developing their skills. However, it’s worth focusing on the opportunities: Players gain valuable experience in other leagues and clubs during this time and thus develop their skills in different formations. This does not rule out a potential return, which would offer great added value for your own club. Companies should therefore take a closer look at the opportunity of rehiring former employees.

Wiebke and Sebastian then answer the question of how zeb kept in touch with them and how their return then came about. The zeb.alumni program was one way that kept them in touch. But above all, it was the personal contacts that motivated both to return. When they announced their decision to leave zeb, they were not reproached for it, on the contrary, they were met with appreciation and encouragement. As a result, both maintained close contact with their colleagues even after leaving. Apart from the possibility of a potential return to the company, both sides benefit from staying in touch. Wiebke emphasizes the opportunity to develop joint solutions for potentially similar challenges by exchanging experience and ideas. In addition, the formation of a professional network and exchange within the same professional category is essential for personal and professional development. Hence, neither of them lost contact with zeb. Wiebke’s decision to leave zeb was based on her desire to enhance competences in another area. When her direct manager presented her with the opportunity to pursue this activity at zeb, the decision to return was easy. During the reentry process, Sebastian was also given the feeling that zeb was happy about his return.

Changes to systems and processes in day-to-day business or, for example, changes regarding clients can be one challenge in the rehiring process. Obviously, Wiebke and Sebastian had to adapt to these changes and find their new place in the company. However, their reentry was facilitated thanks to the existing relationship of trust, which was also based on the ongoing contact with the team during their absence. Although the fast-paced consulting environment is characterized by a great deal of changes in less than no time, the consistent system of values at zeb provided both of them with an important basis for reintegration and helped them get along with these changes.

Finally, the podcast guests talk about the extent to which the potential of rehiring is underestimated and what they would recommend to employers in this regard. Sebastian points out that the opportunities offered by rehiring are not being used to their full potential. However, every industry has to face the war for talent. Consequently, a cross-industry understanding of the potential of recruiting former employees is being developed. Sebastian once again emphasizes the special importance of maintaining relationships with former employees and at the same time underlines that this can certainly be a challenge. Maintaining relationships depends heavily on a manager’s leadership skills. He calls on the personnel development staff to act. Employees should be sensitized to act as a point of contact for former colleagues in order to be able to win them back. Wiebke accords with Sebastian and explains that although alumni activities are a good recruiting channel, management training and raising awareness of the need to maintain contact with employees after they have left the company are indispensable. She also stresses the relevance of the continuing contact in terms of exchanging information, with the aim of counteracting problems such as the brain drain.

So, both agree about the need for rehiring during the war for talent and the numerous associated opportunities. Maintaining contact with former employees and training managers towards this goal are the essential levers.