Leaving to come back better. We are not talking here about hearts still in love or a Claude Lelouch film, but about employees returning to the professional fold, like boomerangs.
Posted yesterday at 5:00 a.m.
The phenomenon is on the rise in the United States, fueled by that of the Great Resignation, which has seen millions of American workers leave their jobs since the start of the pandemic. the wall street journal reported four months ago that 4.5% of hires in 2021 were people retracing their steps to their former organization. It was 3.9% in 2019.
In Quebec ? “It’s in tune with the times, because the market is for candidates, according to Isabelle Bédard, CEO of CIB Organizational Development. But it is very early to establish a trend. The shortage of labor nevertheless makes it possible to imagine a greener garden elsewhere and to afford the luxury of going to check it out. »
Figuratively… but also literally, as was the case for Julie Day-Lebel, designer-editor of the Rethink advertising agency. In February 2021, she left Montreal to move in a few strides from Mauricie Park, in Centre-du-Québec. “Like a lot of people, I’ve been sick of the city during the pandemic,” she says. In the office, it was not clear whether we would return to face-to-face or telework. Rethink loves teamwork. »
PHOTO THE SUN
Julie Day-Lebel, copywriter of the Rethink agency
The call for calm an hour and a half away from the clamor and density of Montreal, with a rent of $480 for a five and a half, has sounded. “It was not complicated to find another job in an SME in the region,” says the 30-year-old designer.
Quickly, however, Julie Day-Lebel became disenchanted, the way of functioning in her new workplace diverging from hers. After another six-month experience as a freelancer, which she found exhausting, and a move to Quebec City in the meantime, Rethink brought her back to life. “I was thinking about the agency again,” admits the one who came back to it (remotely, from Quebec) a year later, at the request of her creative director. “A lot of things suited me: the people, the working atmosphere, the way of working…”
Also a boomerang employee, Catherine Whitehead, organizational development consultant, returned to BonBoss in March after a seven-month absence.
I wanted to explore. A friend called me for another job with a higher salary. I had student debt, I was moving and it was going to cost me more. But the work was not satisfactory for me.
Catherine Whitehead, Organizational Development Advisor
Catherine Whitehead became nostalgic as soon as she left BonBoss. “Because I have always felt respected there,” she sums up. It will be said that when one is called BonBoss, leaders must be impeccable in their relations with their employees! “They wrote to me sometimes to find out how I was doing, if I liked my new job. They sincerely respected my decision. »
As the weeks ticked by, she realized that a higher salary was only a mirage and not a guarantee of happiness, in her case. “It’s not the most important thing, even if you need an adequate salary to live on,” she says. We spend way too much time at work for that to be the only thing that matters. The tasks to be performed must be relevant to our development. »
Several advantages
It is better to have a positive attitude when an employee announces his departure, because he can always become a suitable candidate for the organization. “When that happens, the instinct is to say, ‘You just had to plug in!’ says Céline Morellon, Director of Human Resources and Organizational Transformation of the Société du parc Jean-Drapeau and President of Value Leaders.
PHOTO PROVIDED BY VALUE LEADERS
Céline Morellon, Director of Human Resources and Organizational Transformation of the Société du parc Jean-Drapeau and President of Value Leaders
“There are no-rehire policies in some places, but there are benefits to having a returning employee. »
Shortened recruitment time, accelerated integration, employee aware that he has been given a new chance, knowledge of the conditions under which he returns, faster learning curve… “Even for those rehired to another position”, specifies Céline Morellon.
“It’s advantageous for the employer to get expertise from elsewhere,” adds Isabelle Bédard.
Employees can also find their account. “There is an ease in expressing oneself, in asking for conditions. It’s nicer to arrive and get to know people. It takes the pressure off, lists Julie Day-Lebel. It’s like putting on comfortable slippers. »
“It simplifies everyone’s life,” continues Catherine Whitehead. I know the teams, the procedures. While reception, integration and understanding of the system in place are often burdens for everyone. »
The key is to live the departure in a civilized way, on one side as on the other. “We organized a team dinner and offered a gift when I left,” recalls Catherine Whitehead. And I had done everything necessary to facilitate the work of people after my departure. »
No choice
That said, the labor shortage is so heavy on the shoulders of organizations that one would suggest taking on an employee who was unhappy or fired. “We are there, confirms Isabelle Bédard. Even if you don’t feel like it, even if you expect him to leave again, you have no choice, because you lose customers, for example. This phenomenon will increase. »
PHOTO PROVIDED BY CIB ORGANIZATIONAL DEVELOPMENT
Isabelle Bédard, CEO of CIB Organizational Development
In today’s environment, a returning employee, even if clearly imperfect, is good. But the price to pay is high in terms of supervision and training.
Isabelle Bédard, CEO of CIB Organizational Development
And salary. “The employee [boomerang] tries to negotiate on the rise, notes Céline Morellon. It works or not, because we think about salary and relational equity internally. You have to pay attention to the salary and the conditions granted. You can’t bring someone back as a king, because the others have been faithful! And loyalty is worth something. Managers need to guard against embarrassment. »
Julie Day-Lebel and Catherine Whitehead negotiated terms upon their return. “Rethink knew what to expect with me,” explains the first. That left me with a negotiating angle. I wanted something that suited me. Salary is not everything. I went to look for conditions that I did not have elsewhere. »
“Working at home was important and BonBoss is very flexible on hours and presence in the office, says Catherine Whitehead, who now has another title. The salary increased in addition, and not at my request. I developed skills at my other employer, so that made sense. »
To properly prepare for such situations, the specialists interviewed advise conducting exit interviews. “What we don’t do much at the moment, notes Isabelle Bédard. The employee must be encouraged to open up about his level of satisfaction at work. »
Retention clauses in contracts also become relevant. “Like a separate bonus that you won’t have if you leave before two years, also explains Céline Morellon. It has to be win-win-win: for the company, the team and the employee. We’re putting that more and more into contracts, because more and more employees are going elsewhere. »
Because of Generation Z, whose members forage more than their parents? “Not necessarily, but I see it for the basic positions, answers Céline Morellon. Having a choice makes us use the current context as an opportunity. »
“The shortage creates opportunities for all workers,” adds Isabelle Bédard. But it also depends on family responsibilities. It’s a matter of flexibility in many cases. I am thinking of the single mothers who do not have the luxury of leaving or the 23-year-old without children who can fly around the world without asking questions and then come back. Because adventure is adventure… this time like the title of a Lelouch film!