The comeback kids

Anthony Klotz is the business world's Baba Vanga. In early-2021 the US academic predicted and coined the ‘Great Resignation' - which swept across the globe as workers quit their jobs at historic rates. His corporate crystal ball has more revelations. Not only has Klotz forecast more "options/benefits for employees", but we can also expect a wave of "Boomerang employees": those who left roles during the pandemic but now want their old jobs back.

The Great Resignation seems to have turned into the Great Regret. For all those employees who quit during the pandemic because they felt burned out, enjoyed the freedom of WFH or just fancied a sourdough-baking sabbatical, research suggests they now realise the grass isn't always greener. A global survey by HR firm UKG recently revealed 43% of those who resigned during Covid wished they hadn't. They also found nearly one in five people have "boomeranged" back to their old employers.

It's happening in PR too. As the industry battles its own war on talent, many PR firms are welcoming seasoned Boomerangers with open arms, hoping their experience will plug the current skills gap.

As many PR bosses such as Clark are finding out, the untapped talent pool of former employees makes good business sense. "Somebody who has worked in a senior role elsewhere has a full understanding of the full marketing picture. In social media, for example, it can be frustrating for clients to have a person handling their platforms who isn't experienced in brand comms messaging and purpose."

Perhaps the biggest boon for agencies looking for full-time staff, is that it's often cheaper to rehire former employees. There's no extra costs of external hiring fees, expensive head hunters or recruitment agencies. Research by Portland State University shows employers can save between one-third and two-thirds on recruiting costs. 

They're also a readymade wellspring of talent. Depending on how long they've spent away, ex-employees should slot right back in. After all, they know how your firm operates inside-out, making them an immediate cultural fit, requiring less time-consuming training or mentoring. 

There's a sneakier advantage to bringing Boomerangers back into the fold. If they left to join a competitor, they could provide priceless intel on rival firms - and even take across accounts and clients with them. They may have also acquired new skills, while their fresh perspective gives them a unique vantage point to how your firm has evolved (or not). Boomerangers also tend to perform better than new hires, according to one study by Cornell University.

Employing (or re-employing) ex-employees could also help address the perennial problem of ageism in PR. Last year, the CIPR found only 16% of PRs are aged 55-or over, with the average age being 28. 

"Most people think the panacea of happiness lies in retirement," says Lyndsey Simpson, founder/CEO of 55/Redefined, a consumer services firm aimed at improving age diversity. "But within 12-18 months, they think ‘What the hell I have I done?' They can play all the golf and have all the Monday-morning lie-ins they want, but they soon realise this life lacks purpose. They're desperate to do something but believe the employment market is closed off to them."

Simpson believes over-50s can bring many benefits to their former firms, from mentoring younger generations to understanding ‘grey pound' audiences better. 

"Around 70% of the UK's wealth is held by the over-55s, yet when you see the awful daytime ads or PR campaigns aimed at them - funeral plans, stairlifts and comfy footwear - they find it patronising. It's about mirroring: if you want to create campaigns relevant to this audience, you want PRs who have empathy and an understanding of how they feel."

Hiring (or rehiring) senior employees could be beneficial for the majority of PR firms who have adopted a hybrid model of working, as research shows over-55s perform better with the challenges of home working than their Millennial counterparts.

Meanwhile, arguments that older people find it difficult to learn new skills, use the latest technology or are more likely to suffer poor health are scoffed at by Simpson. "Remember, this is Generation X, not Boomers," she says. "They buy more things online than any other generation while many of them run/started their own tech firms: it's a fallacy they aren't digitally savvy. Also, workers in their 50s are 200% less likely to take a sick day than those in their 20s."

One of the reasons Boomerangers are coming back in increasing numbers is possibly because it's never been easier for them to return. Social media makes it possible for PR firms to find connections with its alumni anywhere - LinkedIn being an obvious first point-of-call.

Should you want to reach out to erstwhile employees, it's worth treading carefully. If they left your firm under a cloud, reemploying them could be risky, as the old issues behind their departure could resurface. For example, if they caused personality clashes with their old colleagues, tempting them back with a higher salary or new position could cause resentment. It's also worth investigating the reasons why they're quitting their current job: did things go wrong there? Be cautious about tone too: no firm wants to appear desperate. 

Consider also that hiring Boomerangers doesn't always lead to success: just think of football managers such as José Mourinho, Kenny Dalglish and Kevin Keegan who've returned to their former clubs for a second - and usually less successful - stab at glory. 

Any PR realises the publicity value of giving somebody their old job back: it sends a message to competitors that company culture is strong, plus signifies to existing staff you're a coveted firm to work for.

With Klotz predicting the surge of Boomerang employees will last for the next five years, Simpson believes any firms disregarding Boomerangers/over-50s are missing out. "This generation holds the wealth for millions of jobs. It's a hidden pool of talent: ignore them at your peril."