Second Chance: What Returning Former Employees Bring

Every third new employee is… familiar? More and more companies in Lithuania and around the world are discovering a new way to fight the talent shortage – actively inviting back former employees. This phenomenon, known as boomerang hiring, is no longer a temporary fix – it is becoming a consistent workforce management strategy. According to Denis Tarasenkov, Client Partner at the Lithuanian branch of the global HR solutions company Manpower, returning employees often bring much more than just a familiar name – they come back with experience, greater productivity, stronger motivation, and a clear understanding of what they expect from the company.

“Boomerang hiring is not just a social phenomenon – it is a tangible labor market reality. In March 2025, as much as 35% of new hires were returning former colleagues, according to ADP Research, a global labor market and workforce research company. This trend is especially strong in the IT sector – in some companies, nearly 7 out of 10 new employees are people who had worked there before,” adds Tarasenkov.

And while, according to the ADP Research study, boomerang employees overall still account for only 2–4% of all active workers, their importance in talent management is growing – especially since they reach results faster and often return with more motivation than during their first employment.

“This trend challenges the view that employee loyalty ends once they leave the company. It encourages us to think about the employee relationship as a cycle, not just the time spent in the company,” Tarasenkov emphasizes.

Stronger Than Before

Unlike brand-new hires, re-employed specialists already know the internal “kitchen,” work principles, and company culture. “These employees can often be productive from day one, since they are already familiar with processes, people, and even small but important details – where to find help, who to turn to, how issues are solved, or even where the coffee machine is. It’s like returning to a city you once lived in – while some things have changed, it’s still easier to find your way than it is for a newcomer,” says Tarasenkov.

Re-hiring also helps reduce costs – onboarding is shorter, and in many cases there is no need for active recruitment. They often follow open positions themselves, maintain contact with former colleagues through alumni groups or social networks. Research shows that hiring former employees can cut recruitment costs by up to 30% on average.

In addition, boomerang employees often become ambassadors of company culture. They strengthen organizational culture and reinforce leadership credibility. “Although organizations may fear hiring someone who has already left once, an important aspect is often forgotten – if a person comes back, it means they compared, they chose, and their choice was you. That is a strong sign of trust, which has a positive effect on colleagues’ motivation and satisfaction,” Tarasenkov notes.

He also adds that returning employees bring with them knowledge acquired elsewhere, which strengthens the team, ensures continuity, and brings a fresh perspective to old challenges.

Not Every Case Is Successful

Although former employees often return with valuable experience and a new outlook, not every case is successful.

“The truth is, sometimes people come back not to grow, but because they didn’t fit in at the new place. The former workplace feels familiar, expectations are clearer, comfort greater – but then there’s a risk that the person just wants to retreat into a comfort zone. In such cases, you don’t get a motivated employee, but someone who just wants to get by,” says Tarasenkov.

Another risk is unchanged circumstances. If a person returns to the same environment they once grew tired of or wanted to escape from, it is very likely that history will repeat itself. Unresolved issues, an unreviewed leadership culture, or unlearned lessons turn the return into just a temporary bandage on a wound that doesn’t heal.

According to the expert, there are also situations when the team greets a returning colleague coldly, especially if there had been miscommunication, unspoken conflicts, or lingering resentment before they left: “For this reason, it is very important that the company openly communicates why the employee is being re-hired and makes it clear that their return is not a step backward or a backup plan, but a deliberate decision,” Tarasenkov explains.

It is also worth remembering that if the employee has been away for a long time, they may need nearly the same onboarding – so-called re-onboarding – as a newcomer, since processes, structures, people, and even the company’s pace often change over time.

Why Do They Leave, and Why Do They Return?

Employees leave jobs for various reasons – some due to poor leadership style or low pay, others for less measurable factors, such as the work environment or fading motivation.

“Usually it’s not just one specific factor – but several accumulated ones. Perhaps the person feels unnoticed, unmotivated, unable to grow. Or, on the contrary – everything is fine, but there is a desire to try something new, in a different environment,” says Tarasenkov.

Sometimes the departure is driven by unexpected external offers, sometimes by a deliberate plan: to leave, earn more, grow faster. In today’s labor market, the unofficial rule still applies – if you want a significant salary increase, you are more likely to get it by changing employers rather than through negotiations.

“The truth is, only once you start working do you find out if the new employer meets expectations. From the outside, promises sound good, but once you start you realize you’ve jumped from the wolf to the bear. Then we recall our previous workplaces and their advantages. But there are also cases when people return not because it didn’t work out, but because the company really changed – a new manager appeared, more flexible work arrangements were introduced, values were clarified. Then the decision to return is not a compromise, but a conscious choice in a new reality,” Tarasenkov explains.

According to him, there is also another side – when employee migration becomes a predictable cycle:

“In some organizations, rotational cycles even form, where a person switches between the same two employers every couple of years. Although it sounds unusual, for some employers and employees this works – if both sides understand this dynamic model and maintain respectful communication. The most important thing is not to fear departures and not to resist returns. Mature organizations understand – if we parted on good terms, someday we can meet again stronger, more experienced, and ready for a new stage.”

How to Prepare the Way for a Return

According to the specialist, boomerang hiring begins even before the employee leaves. It is a matter of relationship quality. Exit interviews, warm farewells, and opportunities to give feedback without fear – all this creates an environment that one can return to.

Some companies even offer a “return ticket” – a verbal or written message that a former employee can apply for open positions within the next year without competitive selection. Others invite former colleagues to events, keep in touch through LinkedIn, or alumni programs.

He also emphasizes that employees themselves should ensure that their departure is professional: “It is very important not to leave unresolved conflicts or unfinished tasks, to avoid ultimatums, and not to leave the company in uncertainty. This will help preserve good relations and in the future give an opportunity to return to a higher position or under better conditions,” says Tarasenkov.