Procter and Gamble
recently replaced CEO Robert McDonald with his retiredpredecessor,
A.G. Lafley. J.C. Penney Co ditched Ron Johnson, the CEO it poached from Apple Inc.,
and brought back his predecessor Myron Ulman.Before you jump on the bandwagon
and hire an employee who wants to return,consider the following:
1. Remember why the employee left in the first place. Time heals all wounds; or does it?
If it’s been a while since the employee left, you may no longer remember the relief you felt after his or her departure.
Were you overwhelmed with joy because your biggest problem child became someone else’s challenge,
or in hindsight do you wish you could have helped this employee navigate through the political landmine
that eventually took her out? If it’s the first, then it’s best to stay the course and continue your search.
2. Is this person the best candidate for the job? Recruiting and hiring can
take quite a bit of time, which is something executives seem to have in short supply.
Is the person you are considering rehiring the best candidate for the job, or
are you making the decision to rehire because it appears to be a quick fix for you?
3. What will this person bring to the job? Sometimes you have to
leave home in order to grow up. What has this person been doing since leaving your employ,
and how will his or her experience be beneficial to your firm? Keep in mind that if you aren’t
moving your company forward, then you are falling behind. Will this rehire be bringing with him
new ideas to propel your company forward, or will he simply be doing what he did when he left
and nothing more?
4. How will the team react to this rehire? I’m not
suggesting that you run your organization like a democracy. However,
I do believe that you have to consider the impact each hire has on company culture.
Cultures change with time. Ask yourself if this person’s values align with that of the
organization. If the answer is uncertain, then consider spending more time with this
candidate until you have a definitive answer. It’s okay to shake things up a bit with the
addition of a rehire if your intent is to create some sparks. Just make sure you don’t
inadvertently burn your company to the ground.
5. Is this move in the best interest of the prospective employee? It’s
still an uncertain job market out there for many, and it’s certainly easier for a
candidate to go back to the place where it all began if he left on good terms.
But in the end, is this really the best move for the candidate? If you
feel that your company may be “Mr. Right for Right Now” for the rehire, then consider passing.
6. Is there someone in the organization who is being overlooked? Who else
inside the organization may be qualified to do the job you are about to offer to a former employee?
Think about the message you are sending to employees who believe there are opportunities
to promote from within. Will they stay in your employ, or return to their previous employers for a promotion?
Staffing decisions like these are rarelyblack and white. However,
you can avoid having to address questions like these when you have a solid plan in
place for succession and employee development. Don’t wait until employees depart.
Work on your plan today, and prepare your employees for what will be an awesome future with your company.
© 2013 Matuson Consulting. All rights reserved.