People change jobs for a wide variety of reasons, and in the majority of cases, leave a role with a very positive outlook of their previous employer. In recent years, it has become more popular for employees to return to a workplace they may have left to seek employment elsewhere, in turn, being labelled as ‘boomerang employees’.

Hiring a boomerang employee generally has a high returns on recruiting investment, as the cost to re-hire a boomerang employee can be a third to two thirds of the cost of hiring a new employee.  However, whilst there are benefits to re-hiring a previous employee, there are also some drawbacks.  Companies should always have a rehire policy set in place for potential reappointment of past employees.

Boomerang employees generally fall into the below categories:

• Top performers who voluntarily left
  
• Employees who were in key positions
  
• Valuable workers with key skills, contacts, or experience
  
• Promising interns who failed to return
  
• Retirees who may have realised they weren't ready to retire
  
• Top finalists who accepted another job
  
• Long-term consultants or contractors
  

So what are the benefits and drawbacks of employing past members of your staff? The drawbacks are simple:

1. Employees can potentially return with baggage they left with, including any bad habits they may have formed on the job.
   
2. Returning employees may not get along well with employees that have been hired in their absence.
   
3. Employers have to fully consider the position that the rehired employee will assume. The workforce dynamic may have changed, such as a former junior employee being higher up the ladder than the boomerang employee.
   

The benefits of rehiring past employees far outweigh the drawbacks for most businesses:

1. Often when an employee re-joins a company, there is no need to train them like one would with a brand new employee. It may be necessary to give some training on new policies or projects, however in general re-hiring turns out to be less expensive and time consuming than hiring a new individual.
   
2. During a boomerang’s absence, there is also a good chance that they may have learnt new skills and strategies, achieving success in a different situation. They will have likely made new connections and expanded their network which in turn is a bonus to your company.
   
3. There are no recruiting costs with a boomerang employee which means employers know their skill set and have no need to hire an agency to recruit on their behalf. This also saves on time, as it is often the case that companies hire new employees only to find out they are just not what they seemed.
   
4. Boomerang employees can be valuable to an organization because they already understand procedures and the culture within the business. They also know the habits of other employees and structures which have been put in place. The procedures are familiar and so it becomes a benefit to the business, whilst also potentially bringing a fresh perspective from the outside.
   
5. Generally when a company rehires a previous employee, loyalty from that employee increases. This may be because they have seen other business practices and realised they weren't all they seemed. The boomerang employee finds that they want to come back where they prefer it, and in turn becomes more loyal to the company and the employers that they work for.
   

Hiring boomerang employees shouldn't be the chosen strategy due to it being cheap and easy - the decision to re-hire an employee should be based on a good role fit and that the employee has the right skills for the right job. Not every employee who voluntarily left is a positive candidate for bringing back into the company.

Consider the below if deciding to hire boomerang employees:


Stay in Touch

It can sometimes be tough to accept that a top employee has decided to move on, and often personal feelings can get in the way of professional decisions. If the employee has a good track record then an employer should offer to be a reference for any future opportunities they may have. Employers should keep in touch with past employees and make sure to catch up a couple of times a year. It is important to keep their contact details on file and keep them in the loop with company announcements via email. Even if the employee isn't re-hired, they could potentially be a new client or refer someone to the business due to positive relationships with the company.


Be Thorough when Rehiring

Boomerang employees that only left the company a few months prior don’t necessarily have to be re-interviewed and quite often, simply having a conversation with the leadership team will suffice. However, for those that have been gone for more than a year, a formal interview process is beneficial, as company factors may have changed after a year — staff, culture, processes, etc.

Within any company, employers aim to ensure they are hiring the most qualified people and so it is important to approach potential rehires in the same way as unknown candidates. Focusing on positive performance records, in any company they have been hired with, as well as professional references, along with skills tests if needed, ensures their knowledge and abilities are up to standard.

The formal interview also enables a company to revisit the employee’s exit interview and look at their reasons for leaving in the first place. Any previous issues mustn't be overlooked, because chances are if they felt it once, they can feel it again. Asking questions such as "What do you think you can offer our company now that some of our priorities and service goals have changed?" confirms that the employer is not taking the re-hiring process lightly.


Debrief Returning Staff

As touched on in the previous point, if a boomerang employee has been out of the returning work place for a considerable amount of time, they may need to be brought up to speed on new structures within the company. The person who they report to may have changed, or if they are being hired for the position they held before, certain responsibilities may have changed. Employers must encourage a returning employee to ask questions and provide them with a go to person in their department who can offer assistance if need be.

Boomerang employees may need to be retrained. At this stage of re-employment, managers should be over communicating with the employee as well as ensuring that they know there won’t be any special treatment.


Prepare Current Staff

As soon as the decision is made to rehire an employee, team members must be told immediately to avoid upsetting existing, loyal staff as well as allowing an employer to be notified of any potential hesitations or concerns. Managers should work especially closely with the group of employees to which the boomerang employee is returning and ensure that there is open and honest communication within the workplace.


Monitor Progress

Often, boomerang employees are reluctant to ask for assistance when they need it, for fear their employer will question the decision to bring them back. To ensure the employee is happy, managers must check in regularly to show interest in their progress and ask of any concerns they may have.

Transitioning back into an organisation may be slightly uncomfortable at first for boomerang employees, especially if there's been a lot of restructuring or staff changes since they left. Being considerate to returning employees’ needs can lead to them adapting more quickly and feeling positive about starting with the company again.

In an age where specific skills are increasingly limited, it is irrational to believe that departure from a company has anything to do with lack of loyalty. Individuals with the most valuable skills are always offered new opportunities, and if a valued employee accepts another position, due to flexible work arrangements, higher pay or growth opportunities, it could be seen as the employer’s fault for failing to retain the employee, and not the employee’s fault for taking advantage of market conditions. Rehiring former employees who have the skills a company needs is not only the right thing to do, it’s good for business.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

The job of human resources has been developing for some time, with HR having become a strategic collaboration with daily business policies. Human resources can be helpful for much more than simply processing payroll or handling the open enrolment season once a year, and now regularly contributes to significant business decisions, advise on critical transitions, and develop the value of the employees.

In any company, HR should be responsible for the following outcomes:

• Strategy Execution
  
• Administrative Efficiency
  
• Employee Contribution
  
• Capacity for Change 
  

Through delivering these outcomes, HR should also play the following corresponding roles within a business:

• As a strategic partner working to support business strategy
  
• As an administrative expert working to develop organizational procedures and provide basic HR services
  
• As an employee supporter, listening and responding to needs of employees
  
• As a change representative to manage and change processes to enable an increase in the effectiveness of the organization
  

Instead of focusing on one area to another within the company, HR should deliver value to all divisions of an organisation.

When considering working with a HR person, consider hiring people who will be successful business partners, strategic thinkers, and people who will understand the pressures of running an effective business in today's market. It is also important to note that HR leaders are often in a distinctive position regarding the insight they can bring to the table, which should not be confined to a traditional HR agenda. It is imperative to push conversation around business direction, where to capitalise in resources and top level talent issues, such as leadership development and the talent pipeline.

There are some common steps and activities that will increase the likelihood of success with incorporating HR into your organisation:


Strong HR Leadership

As with any major adjustment, a strong leader can develop a clear vision, motivate others to share that vision, and help them work toward achieving it. In order to alter the role of HR in a business, the HR leader will need to work both within the HR team and with the company leaders to restructure expectations of what HR can and will deliver. The realisation of the change will depend on HR's capability to meet the requirements of the organisation and the credibility it develops.


Future Positioning

One way that HR can provide valuable knowledge is by understanding how changing environmental, organisational, and personnel factors will likely influence the business, foresee the associated HR needs, and be prepared to provide suitable solutions to meet those needs. By sustaining emphasis on workplace developments, HR can prepare to evaluate the impact that particular changes are likely to have on a company’s staff and processes and be equipped to work with business leaders on deciding how to respond to being ahead of the curve, not behind it.


Flexibility and Creativity

An HR group that is effective will likely be one that is receptive to the varying requirements of its client. Awareness and response to the changing world of work will involve being flexible as needs and priorities will change alongside any organisational transformations. In addition, traditional processes may not be adequate to meet unique needs of the future, and so HR leaders will likely rely on the creativity of their teams to achieve effective results. Increasing globalization of various markets will require both flexibility and creativity as businesses strive to succeed in new locations with a new workforce.


Delivering Value

HR is often still wrongly perceived as simply a non-revenue generating function. It is important to see the value provided by working with the HR management team to hire the right people, manage them well, pay them appropriately, and build a working environment that encourages success.

The answer to why human resources is important is not simple, however, understanding the advantages of strategic HR will assist you in determining whether in-house HR, outsourced HR or a combination of both suits your company’s needs.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

It’s that time of year again, the day that people either love or hate: St Valentine’s Day. You may think that your employees should be kept busy with work, but apparently nothing stands in the way of potential love.  While they can't be prevented, office liaisons are not always a joy for business owners, so keep an eye out for these tell-tale signs that an office love affair is brewing and manage it before it gets out of hand.

Six Signs that John and Mary have become star crossed lovers:

They Avoid Eye Contact
When John was first hired and met Mary from the office, there was a bit of competition between them, which at times led to team tension. It was only natural as an employer to be relieved when they became cordial with each other and finally clicked as colleagues.

Everything seemed to be going smoothly, until suddenly they became extremely formal with each other. Now they barely make eye contact in public any more. In fact, when found in a room together, Mary blushes, John looks pale, and they both suddenly leave.

They Never Leave the Office Together 
“OK, I'm out of here,” Mary announces loudly, making sure everyone in the office can hear.

“Lucky you! It will be a late one for me.” John answers just as loudly. “See you tomorrow”.

Regardless of office size, most employees tend to leave work around the same time. However lately, for some odd reason, John and Mary make a point of letting everyone know they are leaving individually.

They're Both Putting in an Awful Lot of Overtime 
John and Mary have always been good employees, but they used to have lives outside of work. Now (when they aren't making sure everyone knows they are leaving separately) they are both the first into work in the morning and the last to leave, and when someone is needed to put in some overtime, John and Mary will be the first to volunteer.

Their Annual Leave and Sick Days Keep Matching Up 
The first time John and Mary took time off at the same time it seemed to just be a coincidence, however when they also began calling in sick on the same days, office gossip started. In fact, it has become more surprising to see one of them in the office on a day when the other is out, even more intriguing, if either one of them is asked what they did on their time off, they reply with a vague answer. 

They Start Fiercely Defending Each Other
Your business may be known for imaginative, brainstorming sessions, with no hard feelings and employees being able to enjoy the freedom of engaging in lively debate and witty banter. They are confident and skilled, and everyone knows it's nothing personal if an idea doesn't get backed.

At the last development meeting, Mary offered an idea that was immediately shot down by other team members, however when John adamantly defended her position beyond any logic, it created a strange tension amongst the group.

They Both Look Great 
Mary was always pretty, but there were days when it looked like she had just rolled out of bed and wasn't too put together. Now her make-up is always perfect, she's sporting a new hairstyle and she wears stylish new outfits. 

John was a good-looking guy, but a bit of a couch-potato outside of work. Then he started jogging at lunch time, and instead of eating his usual crisp sandwich he was suddenly discussing benefits of protein and eating lean chicken and salad. Soon Mary started going for a lunch time run too and they both joined the same local gym which they now attend regularly after work.


FACTORS TO CONSIDER

Before potentially facing sticky situations like above, it’s important to consider factors that come into play when co-workers begin to mix their personal lives with professional responsibilities on the job.

In addition to the legal consequences that could arise, more often than not, office relationships have an overall negative impact on the workplace, as workplace relationships may spur gossip, rumours and innuendo, which can be disruptive to the office and can negatively impact the reputation of the company if customers or clients are exposed to it. The same activity can make the affected couple feel bullied, which can lead to harassment charges from them.

Whilst office romances are not ideal, the most potential to cause problems are those that involve a supervisor and one of their subordinates. Often, fellow team members believe favouritism is occurring between the two, and that the supervisor is not being fair and objective when delegating responsibilities in the work place. It could be questioned that the lower level employee is being given special consideration by their partner when it comes to handling tasks or completing job requirements.

Another matter to take into consideration would be that other employees may believe they can’t discuss or complain about their team member to the supervisor involved in the relationship. If this is the case, issues that would generally be discussed will remain unspoken and un-addressed, which could lead to a decline in moral, and quite possibly filing of a discrimination suit.

Issues can become even more complex when you consider the likelihood of the supervisee having a certain influence over the supervisor that other employees wouldn't have. In addition to this, potentially due to the relationship, employees could accidentally disclose information to their partner, which could easily happen when sharing events of the day with one another.

Perhaps two of the most important factors to consider are when the couple has an argument or splits up. It would take a very professional employee to be able to keep their personal life separate from business matters and it could be possible that the couple may act out their feud on an employer’s time. Potentially, co-workers may be pulled into the argument and feel they need to take sides. This in turn may detract from the team’s productivity as a whole.

As office romances that end badly can roll into the daily work environment, employers may find themselves dealing with concerns such as diminished productivity or mediating between employees who are no longer co-operating with each other. This may also affect other employees, who could potentially feel hostility towards one of the team members in the former relationship, creating a negative tension in the workplace environment.

Additionally, there is the potential for employees to seek out employment elsewhere when relationships come to an end, which means employers risk losing strong employees who feel that they can no longer work at the company because of the breakup.

Finally, the most harming factor to consider as a result of an office romance breakup, especially if there is a difference in rank between the two individuals involved, is a sexual harassment claim. There could come a point where one person wants the relationship to continue and the other person doesn't, which in turn may lead to an employee seriously considering filing a sexual harassment lawsuit.


TAKING THE RIGHT STEPS

Simply speaking, the best way to avoid negative repercussions on office romances is to forbid employees from dating and never hire married couples, however in today’s world, the is unrealistic and would prove very difficult to sustain.

It is critical to work closely with an HR professional to anticipate problems and set solutions. All employers, regardless of company size, should have formal policies on office relationships in place, which should include what is allowed and what the consequences are if rules are broken. In every policy, it should be stated that any office relationship, regardless of rank, should be disclosed to the employer.

The employer should also reserve the right to decide on which type of employment action, if any, needs to be taken due the relationship, whether it is transferring an employee to another department or termination of employment.

However, just having a company policy in place isn't enough; companies need to ensure there is regular training available, particularly on the topic of sexual harassment. Often employees don’t know the extent of liability that could potentially arise from office romances, and how disruptive they could be in the workplace.

It is also imperative that the policy needs to be consistently enforced at every level of the organisation. Whether it is a CEO or an Assistant Executive that violates the policy, the same rules should apply. If not, team morale will be dampened and no one will follow the policy. Employers may even open themselves up to potential lawsuits from employees who believe they have been discriminated against.

At the end of the day, the goal of an employer is to provide a professional atmosphere where company targets can be achieved. Ideally, the working environment should be pleasant enough that your staff can enjoy themselves while being as productive as possible.

Interpersonal relationships between employees are unavoidable, so being aware of the potential downsides and types of relationships that are developing will go a long way to sustaining as much of a "hazard free" environment as possible.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

There are many different types of personalities out there, some of which can create a negative impact on your company. In my last blog I highlighted the effects of a negative employee and offered some tips on how to deal with negativity in the workplace, this week I focus on the tricky personality of the passive-aggressive employee. 


Characteristics of a Passive-Aggressive Employee:

The passive-aggressive employee is often angry, but they express their anger in indirect ways, which can be confusing and even infuriating. Whilst this personality type does not necessarily have a specific look, rather it is identified through actions or behaviours employed in daily interpersonal communication and work.

A passive-aggressive employee’s indirect resentment can drain the energy of a whole workforce. The result on morale, teamwork, communication and results can be devastating.

Passive-aggressive employees can be categorized into various types:

The Behind the Scenes Grumbler:  When given a task, a passive-aggressive employee constantly complains about not being respected for the work they do yet to the boss, the individual will display signs of courteous agreement with an undertone of disapproval.

The Perplexed Pretender: When requested to assume responsibility for a task, this person feigns misinterpretation in an attempt to perform less whilst provoking management.

The Counter Compliant: In being asked to perform a duty, this employee purposely falls just short of compliance, but only to a point that complaining about it seems inconsequential. The individual, with quiet contempt, takes action toward finishing the request, but in the process forces another party to handle the last 10 percent.

The Intentional Inefficient: Being aware that ultimate responsibility for productivity and efficiency falls upon the shoulders of a fellow team member, this employee takes steps to diminish the end result. The employee spins the failure to successfully complete the task, as though it is due to their hardworking nature and that someone else failed.

The Convenient Contributor: This employee does as little as possible when the boss is around, but as soon as the superior is unavailable, they think of a task that requires authorisation, and because their direct manager is not available it is necessary to go to the next level of management for approval.  Potential claims from the direct management about lack of performance lose credibility and make them seem unappreciative of the employee in question.

The Well-Timed White Knight: Always wanting to save the day with an office problem, this individual waits until the boss is out of the office to create a crisis. The employee then steps in and goes over the boss’ head, seeking out a manager in order to gain approval for necessary actions.

The Prolonged Performer:  This employee is willing and able to undertake a project but takes so long to complete it that the task-giver regrets asking in the first place.


Barriers to Overcome with a Passive-Aggressive Employee:

Confusing Communication: Passive-aggressive employees might say one thing, like “Sounds great!”, but mean quite another, which can often be perplexing and bewildering.

Mixed Messages: It’s difficult to be confident in a passive-aggressive individual’s apparent agreement as a commitment: “I said I would handle the project, didn’t I?” On some level, you may sense there’s a possibility that the employee will not do what was “agreed”, or that it will be done with resentment.

Fighting Fire with Fire: As passive-aggressive people are angry to begin with, an employee in question is likely to meet anger with even greater disrespect. It may be difficult but getting angry or being sarcastic in return will escalate the situation.


Objectives to Introduce when Dealing with a Passive-Aggressive Employee:

Address the Issue Head On

It is very important to be clear about any passive-aggressive behaviour you have observed in the workplace by scheduling a meeting with the employee in question. Document specific incidents so you can talk in detail about when it happened and how it affected the team. Facts are essential in managing employee behaviour, and repetitive and toxic actions should be addressed.

Don’t Mirror the Anger

Once you have acknowledged the employee's behaviour as passive-aggressive, it is crucial to stay calm and collected when dealing with the situation. While this can be difficult, reacting emotionally will only make the situation worse. Stick to the facts and keep calm - being responsible for your own behaviour and responses is the best line of defence.

Ask about the Anger

Calling an employee out on their passive-aggressive behaviour can be very successful. By stating that the individual seems rather angry and suggesting having a chat about the reasons why, you approach the situation in a calm and controlled manner. Passive-aggressive people work hard to mask their deep rooted anger, so dealing with it in an empathetic manner is an effective technique for a manager.

Understand that You Can’t Change a Passive-Aggressive Employee

The actions of a passive-aggressive person are complex, and their behaviour is often a way of coping with stress, anxieties and insecurities. Whilst confronting them is a step forward in dealing with the issue, there is no guarantee the employee will accept and understand your opinions. Only when they become self-aware in understanding their own thoughts and actions can the person change.

When dealing with a passive-aggressive employee, it is more beneficial to focus on what you can do to improve the situation rather than try to change their attitude. Negative workplace behaviours such as passive aggression, bullying or sociopathic tendencies will all become problematic if managers allow individual behaviour to become more important than the team.

Focus on Your Team

As previously stated, having a passive-aggressive employee in your company can be extremely stressful and disastrous not only for you but for your business, as negative attitudes and behaviour tend to be contagious. To try and reduce the risk of passive-aggressive attitudes forming, adopt a culture of open communication and constructive feedback in the workplace. As a manager, be authentic, be consistent, be compassionate and check in with team members regularly. When these strategies are in place, behaviours like passive-aggression are silenced and don't have room to propagate.



The contents of this article are necessarily expressed in broad terms and limited to general information rather than detailed analyses or legal advice. Specialist professional advice should always be obtained to address legal and other issues arising in specific contexts.

A negative employee can negatively influence a work place faster than you would believe, and as a manager, it’s imperative to resolve negativity in the workplace because it will affect the morale of your employees on a daily basis, which in turn impacts the level of output from your staff. 

Negativity comes in many different forms; however there are five general characteristics of negative thinking:

 
Focusing on the Negative - This occurs when individuals focus entirely on a single negative aspect of an experience, from either the same day or within the past weeks. A variation of this thinking can be dismissing and devaluing positive experiences.

All or Nothing Thinking - All or nothing thinking looks at things in a black and white perspective. Commonly this involves sensitivity about an event or person's reaction that has no factual basis. If someone thinks only in extremes, they will often feel bad for no real reason.

Overgeneralization and Labelling - Individuals who engage in this thought process may see a single negative event as a constant pattern of defeat. In its most extreme form, this thinking attaches a negative label to oneself or others.

Jumping to Conclusions - This comprises of imagining negative reactions from others and imagining negative outcomes with no basis in fact.

Personalization and Blame - Most common in the workplace, this happens when a person holds oneself, someone else, or something else entirely accountable for an event. This often leads to making heavy or unrealistic demands on oneself and others.

Unfortunately, negativity is a hard cycle to break, and whilst the best option is to not let negativity begin in the first place, more often than not, something has happened, either at home or in the workplace that you as a manager may not have been made aware of. As you can see in the cycle below, Negative Behaviour is included, and this is where you come in. Through assessment and managing the behaviour hopefully the employee will turn their negativity around.


NEGATIVITY CYCLE