Become a member of our team again!
Have you ever seen a recruitment like this? Difficult, right? So why do some companies have this practice, and do they not have, most of the time, difficulties in recapturing the position with someone who has been part of their board previously?
Starting from the premise that working in a company is to sign a contract, analogous to marriage, to be fired or to resign is like a divorce, and we do not usually see divorced remarrying, do we?
Many companies have clear rules as to whether or not they can rehire, so that by firing or being fired, the professional already knows what to expect. However there are companies, many of them family members, who prefer not to have rules and analyze case by case; sometimes the emotional side of being sought by the former employee in search of re-employment ends up influencing the decision.
There are several delicate points; if there is no rule, it may happen that the suggestion is to rehire from HR itself. As? The manager opens the vacancy for the area and, instead of HR, carries out a complete recruitment and selection process, which demands time and effort, shortcut and with a few connections he puts before the manager one or two candidates who have already worked there.
HR, seeking to simplify its own routine, can complicate the life of the manager, so it's good to stay alert.
But what reasons would be reasonable to rehire someone?
Well, I think fans would like to have the Cristiano Ronaldo back to their teams. So the most relevant reason, I think, is that recruitment that involves high expertise - a neurological surgeon who performs robotic procedures; or someone with a distinctive, exclusive talent, like a football striker!
In these situations, by the professional profile itself, it is common to realize that the person who returns is no longer what he left, because he continued to evolve at every opportunity, becoming unique! No doubt his return will represent a differential for the group.
However, there are companies that do not hesitate to bring back professionals from common functions such as teachers, waiters, attendants; in which many of them years later remain occupying the same functions and sometimes perform them in exactly the same way.
The manager's exercise then begins.
It's time to think: what can these professionals add to? What wear and tear did they take to fired them or what made them resign? The reason that made them leave was salary dissatisfaction and in return they will earn more than the rest of the group? This will create a problem where, until then, it does not exist. If they are going to earn the same thing they earned before, it is a matter of time until that dissatisfaction is back!
If you were the manager at the time of the shutdown, try to remember what happened, as the outgoing conversation was. People tend to be very sincere at the moment they are leaving the company, in fact it is always advisable to make the exit interview. They often point out ways to stop losing talent to competitors and can give turn over.
But back to the point, what motives have been put forward for exit and how much do they still impact? Take this into account to decide.
If you were not part of the company at that time, research, inquire about the reasons that led to this decision, on one side or the other, if you ask the right questions: what you really need on the team right now, what training, what energy, what commitment, what training.
It is not uncommon for senior management to intercede, especially as a family business, for one person, it is as if they are positively fulfilling a social role: reducing unemployment, giving a second chance, that is valid. At the same time, senior management will continue to require the area to meet the targets, which requires staff engaged and trained to do so!
Let's suppose that the employee resigned to occupy for the first time the position of leader of the same area, in a competitor. The experience did not work out and he is now in search of replacement. Someone intercedes in your favor.
He may return grateful for the opportunity, dedicating himself and engaging his duties in such a way that it becomes a highlight. That will be very good! The manager's challenge will be to reintegrate him into the group by minimizing possible impressions of the failed attempt to take a leadership position, which would affect his morale and productivity.
In another scenario, the person leaves the company and some time later, unemployed, wants to return. Shortly after rejoining the team, you perceive attitudes of disinterest, disregard, an air of "they need me, whenever I want they will be with the doors open". It is good to remember that maturity does not have to do with age or accumulated experiences, unfortunately. I have seen many employees undermine a team when they rejoin the company, especially if they do so with the boss's endorsement.
Unless the function is highly specialized, as mentioned above, or if the company is located in a small city where the workforce is really scarce, I can not see any good reason to rehire someone.
Retrofitting can be more difficult than adapting someone new, the rehired person can resist the manager or the innovations implanted while he was away.
Therefore, it is worth giving a new professional opportunity, starting from scratch, a new relationship; no previous history of wear and tear; without untimely indications everything tends to be a bit easier.