The Best and Worst Times to Rehire Former Employees Melhuish, R. (September 24, 2015). The Best and Worst Times To Rehire Former Employees. Retrieved on: October 7, 2015. Retrieved from: http://www.eremedia.com/tlnt/the-best-and-worst-times-to-rehire-old-aka-boomerang-employees/ Article Summary This article offers the pros and cons about rehiring employees known as “boomerang” employees. According to Melhuish (2015), boomerang employees are becoming more accepted, and for good reason. In a tough talent market, they already possess the skills and experience you need. Before bringing old employees back, however, consider the pros and cons to make the best decision for your team. The pros of rehiring boomerang employees is that they possess specialized skills and teamwork within the company’s environment that’s essential to the company such as being familiar with the daily duties and what is to be expected by the employer and other employees. With every pro, there is a con so for whatever reason the boomerang employee decided to leave or come back, you must consider if he or she is worth taking back into the company like if they worked well with other employees and if they were happy with their position within the company. The employer should consider both sides to help them make their decision …show more content…
It was her third time being rehired and my first time actually working with her. We worked together for a two months together before she decided to just stop showing up for her shifts. It caused quite a problem for the company because we would have to all work together to cover her shifts that were no shows. I would not rehire her after the problem she caused because she is unreliable and unfit to hold a stable
Recruitment becomes a greater challenge in organizations with high turnover due to the increased number of vacancies. Nationwide, only 14% of employees feel satisfied with their jobs (Clawson & Haskins, 2011). This lack of satisfaction can...
Bohlander, George, and Scott Snell. Managing Human Resources. 15th. Mason, OH: South-Western Pub, 2009. 98-147. Print.
worked for him and asked for a pay rise and was fired from her job by
She was the company’s payroll and benefits coordinator. She had difficulty working with Spar and noted in the lawsuit that she frequently had irrational outbursts; particularly when she felt something made her look bad on the job. While on the job, Ayon discovered that an employee who was a friend of Spars misused the company credit card and was possibly stealing from the ranch. Ayon also saw evidence that Spars misused the company funds at times. According to the lawsuit, when she brought her concerns regarding the misuse of company funds/theft from the company to Spars, her concerns were dismissed and Spars was angry with her for bringing it up at all. This situation was followed by a sudden change in behavior on the part of the HR director who suddenly began yelling at Ayon and ridiculing her in front of her co-workers. Soon afterwards, Spars told Ayon to go the company’s workers’ compensation doctor for hives, nightmares, headaches, etc., but he advised her that the stress was not work related (Jan. 2015). But while he deemed the stress not “work related,” he also did not release her to return to work due to “extreme stress.” Ayon returned to work in the summer of 2015 at which point she was given back her job duties plus additional duties. She was also asked to complete payroll entry in one day rather than the week she was formerly allowed for the process. As the company continued to require Ayon to finish all her normal job duties plus the additional job duties they added as soon as she arrived back on the job, she became extremely stressed once
She did not respect my position and she considered me as a companion rather than a superior. I believe it was due to the fact that I was aware of her personal situation and me not being honest with my supervisor of her lack of performance.
Employee retention strategies help organizations. They provide effective employee communication to improve commitment and enhance workforce support for key organization initiatives. Retention strategies build customer loyalty by distinguishing and positioning an organization’s unique products and services in today’s crowded marketplace.
However, she was not rehired once she came back for the position. According to her, she didn’t look for another job instantly, since she was living with her boyfriend who had a fulltime job. However, her job hunting suddenly took off
Without understand the negative impacts of turnover, a company may be placing itself in a position that will ultimately lead to their demise. We are going to solve our problems and set our company on the path to success, a success that is not only reflected in our bottom line but also our employees’ morale.
When there’s a change in management, it can be costly to the business because they have to put out a vacancy ad, pay to train the new
Voluntary Departure (VD) occurs when an alien that is subject to be removed is allowed to return back to the country of origin on their own without the need of having to go through the whole judicial process, which can be lengthy in some cases. 1 However, the alien must be able to finance their own transportation to return back their country of origin. 1 Usually an alien will be granted no more than sixty (60) days to voluntary return to their country of origin; however, there are some circumstances in which the sixty (60) days period may be extended. 1 In cases where the alien is receiving a medical treatment that is vital to the alien’s health, the alien may be allowed to complete the medical treatment as long as the alien is able to self
I felt even worse after those words came out of her mouth. I just wanted my shift to be over so I could go home and I did not have to deal with what she was about to tell me. My coworkers seen how down I was about the whole situation and they tried to make me feel better but I still knew Kymber was not going to let it die at that she was going to make my night hell and she did just
Change happens all the time and affects all facets of life. It is unavoidable; and occurs for various reasons. Change is constant. In the business world, change is defined as a process that moves an organization from a present state to a desired future state with the goal of enhancing their effective¬ness (Weiss, 2012). Organizational change is generally triggered by external and/or internal forces (Weiss, 2012). Some external forces that cause change are the economy, technology, political and socio-cultural issues. Internal forces that lead to change can be attributed to leadership skills and abilities, goals and objectives, as well as improvements in technology. These forces then lead to changes within the business structure, processes and procedures, physical work environment, job design and duties as well as skills and knowledge levels. Regardless of the type of force that triggers the change, organizations need to take advantage of the opportunity, communicate the vision and strategy, create value and gain the support of the employees and stakeholders. Change is an ongoing and never-ending process of organizational life (Van de Ven, & Sun, 2011). One corporation that has gone through numerous changes is AT & T; a global corporation that is recognized as one of the leading worldwide telecommunications providers of innovative, reliable, high-quality products and services (att.com). Just like other global corporations, within this corporation there are many business entities such as Finance. Within this entity there is an organization called Bill Review. This paper will examine how the Bill Review organization has a critical need for change in regards to customer satisfaction and how to effectively utilize the Kotter Eight Step...
Voluntary and involuntary turnover have an effect on organizations. Rapid changes in job descriptions, organizational structures, and inter-organizational competitiveness increase the importance of studying turnover and its relationship with organizational change. According to Leana and Van Buren (1999), "the loss of key network members can severely damage an organization 's social fabric and perhaps eradicate its social capital altogether." When businesses lose a high number of employees, problems can occur, costing the company time and money. Some of the costs incurred are associated with training, drug testing, physicals, and orientations to hire replacements that may take several months to learn the job and to achieve competency. There is a saying, “Good help is hard to find---and harder to keep”. This saying refers to good organizations trying to reduce turnover when the competition for retaining good employees is intense.
673), retention management must be based on three types of turnover, voluntary, discharged, and downsizing. Not all businesses are freighted by turnovers, for some it is the way of life and cost is built into the budget. However, for others any type of high turnover can be detrimental for company profit, employee wage and benefits offered. First, let’s take a look at voluntary and involuntary turnover that affects retention. Voluntary turnovers are caused by many different reasons. Turnover may result from topics such as job dissatisfaction, job mismatching, knowing that job opportunities are plentiful. Two reasons that I will discuss more are micromanagement and employee loyalty. Like stated before in the introduction, when employees are dissatisfied, possibly due to being placed in an area that doesn’t fit with their skill set, one is more likely to seek new employment. Another part of turnover is discharging and downsizing. Discharge is just that, members being discharged due to discipline and job performance. While downsizing turnover is a result of business being overstaffed (Heneman III, Judge, Kammeyer-Mueller, 2015, pg. 675). There are also other reasons for voluntarily employee turnover, such as generation differences when it relates to employment. The current generations are more likely to see a job as one piece in their life puzzle rather than as the first, indispensable anchor piece without
“Temporary jobs becoming a permanent fixture In US”, laments a news article as global and local labour market dynamics continue to evolve and the issue of contingent employment emerges as one of the most significant trends (Rugaber, 2013). Just between 1985 and 1998 the percentage of temporary contract employees in the European Union increased by 50 per cent from 8.4 per cent to 12.8 per cent (De Witte, 2003). In the Netherlands, in the third quarter of 2014 alone, and consistent with the now long time downward trend in permanent contract employment and increase in temporary contract employment, the number of temporary hours worked grew by 2.5 per cent making it the most significant growth in the four years since 2010 (Statistics Netherlands,