Is it a good idea to stay in touch with employees who have left the organization in the hope that we can hire them back?
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Here’s what you had to say:
- We make a practice of checking in with employees who have left us at about the six-month point after they leave. We ask how they are doing and if they found what they wanted at the new job. If they hesitate, we discuss the possibility of coming back. Some are disappointed with their new situations and do come back. And that’s quite a nice thing—they tell everyone back here that “it’s tough out there, and things aren’t as good as they look.” — E.V.
- Why not treat the people who leave your organization nicely? With the difficulty of hiring good people today, keep those former employees in contact. They’re fully trained, and you know what they can do. They might come back a little humbled. We let them keep their product discounts—that’s been a big factor in keeping in touch. — R.G.
- We have organized a formal alumni association for former employees. They get a newsletter. We choose to view it as a positive that our employees are attractive to other firms. We have found that by taking this approach, we have an “in” at the new company. In effect, we have an alumni “sales force” who is always thinking of us or recommending us when their new organizations are looking at vendors. It’s a very low-cost program, and we can trace many substantial sales to it. — B.A.