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16 July 2016 • www.CPAPracticeAdvisor.com FEATURE W hy are companies so eager to bring back " boomerang" staff ? Why it's good to rehire In the public accounting sector, the demand for sk illed talent can mean fewer accomplished candi- dates available and a lengthy hiring process. is is especially the case for professionals with in-demand sk ills, certifications and years of experience. Bringing back former employees can shorten the time it takes to vet candidates, as you already k now much of their work histor y and fit with your corporate culture. As a " known quantity," you reduce the chances of making a bad hire. Addi- tionally, boomerang employees are likely already familiar w ith your firm's processes and technologies, meaning they can start contribut- ing sooner. The downside to rehiring ere are many advantages to bring- ing back former employees, but it's not without risks. For one, while most HR managers wouldn't hesitate to rehire, employees don't always feel the same way. In the above survey, only 48 percent of workers reported they would consider coming back. is finding suggests that many workers leave an employer for rea- sons of dissatisfaction, and a rehire would place them in the same situ- ation. Perhaps they didn't get along with their manager or coworkers, or they didn't see a viable in-house career path. If such sources of dis- contentment remain unchanged, the risk is the former employee will soon leave again. How to rehire In the hiring process, treat former workers like other job candidates. • Evaluate why they le. W hen rehiring , consider on ly those workers who le the company on amicable terms and for "good " reasons. ese terms and reasons could include downsizing in the event of a merger, or their moving away for a spouse's job but then returning to the area. W henever possible, review their exit interview to verif y they had positive feelings about your firm when they le. It should go without saying to not consider former employees who were terminated or asked to resign. • Conduct an inter v iew. Even though you may be well-acquainted with boomerang employees, don't skip the formal interview process. e longer the inter val between the departure and possible rehire, the more important it is to go in- depth during the discussion. Here are some questions for former staff seeking to return: • W hy did you decide to apply here again/agree to an interview? • W hat were your favorite aspects of work ing at this firm? Least favorite parts? • W hat skills or expertise did you pick up in the years you were away? • W hat would you bring to this position other candidates would not? • Check their references. This process shouldn't take ver y long since your firm is on the reference list. However, you should cover all your bases, just in case. Avoid leing your familiarity with them goad you into shortcuing this step. A long the lines of contacting references, conduct a background check if it's your firm's policy to do so. Tips for future rehires Rehiring past employees is a sound recruitment strateg y. As such, lay the groundwork with people leav- ing your organization on amicable terms for a possible return: • Conduct an ex it inter v iew. is final meeting is more than a formality. e human resources department — and you — can gain valuable information into why top performers leave, and devise beer strategies for employee retention. • Build a bridge. W hen a star performer leaves your company on good terms, keep the door open. Let them know you valued their contribution and would be happy to see them apply for open positions in the future. • Stay in touch. Connect w ith departing employees on LinkedIn or other means, which could ease their re-entry in case they seek to come back. A lso, when your firm has an opening, preferably one with a shinier job title and higher salary, send them an email and a link to the job posting, and tell them you'd like to work with them again. Rehiring is a valuable strateg y, especially when current market conditions make it difficult to land experienced accountants. As long as you do your due diligence, you'll maximize your chances of making a strong hire. When, How, and When Not To ... REHIRE REHIRE FORMER EMPLOYEES FORMER REHIRE FORMER EMPLOYEES EMPLOYEES REHIRE FORMER EMPLOYEES By Paul McDonald RE- H istory repeats itself, and sometimes so does hiring. When it comes to tal- ent management, many employers consider rehiring former workers. In fact, a recent Robert Half survey shows 98 percent of human resources managers said they would likely rehire an ex-employee. Paul McDonald is senior executive director at international staffing firm Robert Half. He writes and speaks equently on hiring , workplace and career management topics. Over the course of more than 30 years in the recruiting field, McDonald has advised thousands of company leaders and job seekers on how to hire and get hired.