A recent poll conducted by recruiter Robert Walters of 3,000 professionals has revealed that 71 percent of respondents are willing to return to their pre-Covid employers.
Half state that the reasons for leaving their previous job no longer apply in today’s job market.
The study found that 45 percent of workers who left their jobs during lockdown did so for better pay, while 35 percent cited a better workplace culture or greater fulfillment in their role.
Fast-forward two years, and 48 percent of professionals claim that their current employers are not meeting their needs, with a third citing the cost-of-living crisis and hybrid-working fatigue as reasons for their dissatisfaction.
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Boomerang employees
According to Toby Fowlston, CEO of Robert Walters, this study indicates the first signs of “The Great Regret,” with professionals expressing a desire to return to their pre-Covid employers just 18 months after leaving. Fowlston notes that in 2021, many professionals were offered record pay rises and promises of a flexible and hybrid culture, but these pay rises now pale in comparison to the rising cost of living and inflation. As a result, workers are realizing that the grass may not have been greener on the other side after all.
The study also found that 82 percent of professionals surveyed have stayed in contact with their previous managers, with almost a third doing so to keep the door open for future job opportunities. A quarter of respondents admitted to reaching out to a previous employer in the past year regarding job opportunities, while 18 percent stated that they have completely shut the door on their previous managers.
How do employers feel about it?
While professionals are open to returning to their pre-Covid employers, managers are hesitant to allow old employees back into the team. In fact, 44 percent admit to being hesitant, with only a fifth considering it if the employee had been exceptional. Fowlston notes that employers should consider re-engaging with alumni, as these individuals are already familiar with the organization’s processes and have a previous vested interest in the brand. Employers should also train managers on holding a positive exit process, as boomerang employees could be a solution to skills shortages.
However, employers should manage the return of these employees among existing workers, particularly if someone is returning in a more senior position than when they left. A balance needs to be struck to avoid sending a message that one route to promotion and better compensation is to take the boomerang route.
Amelia Brand is the Editor for HRreview, and host of the HR in Review podcast series. With a Master’s degree in Legal and Political Theory, her particular interests within HR include employment law, DE&I, and wellbeing within the workplace. Prior to working with HRreview, Amelia was Sub-Editor of a magazine, and Editor of the Environmental Justice Project at University College London, writing and overseeing articles into UCL’s weekly newsletter. Her previous academic work has focused on philosophy, politics and law, with a special focus on how artificial intelligence will feature in the future.
- Amelia Brand
- Amelia Brand
- Amelia Brand
- Amelia Brand
