Leaving a job often feels like turning the page on one chapter and diving into the next—new goals, fresh experiences, and a clean break from the past. However, many professionals are considering returning to the company after some time away, and companies, too, are embracing the idea of rehiring former staff. Boomerang employment is a growing trend.

Once frowned upon by HR leaders who viewed resignations as a sign of disloyalty, rehiring ex-employees is now a strategic move. These returning team members bring fresh perspectives, added experience, and a deep understanding of company culture.

Employees’ decision to return often stems from unfinished business—whether it’s the right role, strong upward mobility, or a positive work environment. According to a report by UKG, 43% of workers who quit during the pandemic say they were better off in their previous jobs. In fact, nearly 1 in 5 have already made their return.

PRIMARY ADVANTAGES

Basma Aziz, Head of Human Resources Services at Kalasko Inc., highlights several key factors driving companies to rehire former employees— quicker onboarding and integration are major advantages, as these individuals are already familiar with the company’s procedures, culture, and expectations, resulting in a shorter learning curve. Former employees have already demonstrated their skills, reducing the uncertainty typically associated with new hires.

And there’s the cost-saving aspect. “Recruiting, inducting, and training new employees is a cost. The previous employees require minimal investment in training and can settle in rapidly,” says Aziz.

Additionally, former employees are often a better cultural fit. Aziz adds, “They also possess new ideas and upgraded skill sets that they’ve gained from elsewhere, bringing innovative concepts and industry best practices while remaining aligned with the company’s core values.”

Rehiring competent former team members is now considered a smart, strategic move for many businesses, says Nathalie Cooper, Career Counselor and Managing Director of Linkk Search.

“The advantages are clear. Former employees come equipped with an existing understanding of company culture, internal systems, and business expectations.”

CHALLENGES TO CONSIDER

However, rehiring former employees comes with its own potential challenges. Some boomerang employees, Aziz says, may have a short-term mindset when returning to a company. “Some of the boomerang employees might view the job as a temporary measure until they depart again. Therefore, HR needs to carefully reevaluate their long-term career goals and ensure they are willing to stay.”

There’s also the possibility of workplace friction. “Rehire can attract resentment, especially if they are rehired at a senior level or with a better package than at the time of their exit,” says Aziz.

Similarly, Lorna King, Culture Consultant at Together Inc., says former employees may feel that, as legacy employees, their opinions carry more weight than those of newer colleagues. “This could lead to friction between the ‘new’ and ‘old’ if expectations aren’t managed properly.”

Issues may arise if returning employees bring outdated expectations or mindsets rooted in how things “used to be.” Cooper says, “Team dynamics may have shifted, leadership might be different, or operational models may have evolved, and if these changes aren’t acknowledged, friction or disengagement can occur.”

In such cases, companies should manage these risks by treating the rehiring process with the same rigor as any external recruitment—incorporating feedback from colleagues who have worked with the individual previously and those who have not, to ensure a balanced and unbiased evaluation. 

“Just as important is a tailored re-onboarding plan. Even if the person feels familiar, reintroducing them to new tools, teams, or expectations will help them adjust easily,” adds Cooper.

THE ROLE OF COMPANY CULTURE

“An inclusive company culture and respectful offboarding process play a critical role,” Cooper highlights, explaining that employees who depart on good terms and feel valued are more likely to return when the opportunity arises. Staying in touch after they’ve left helps maintain that connection. 

“When a company turns a potentially awkward exit into a memorable, positive experience, it leaves the door open for re-engagement. Boomerang employees often compare new experiences to the culture they once had, and if yours stands out, they will return for it.”

Various factors make a company’s culture appealing enough for former employees to consider returning. Aziz highlights strong leadership and employee experience as key elements, noting that former employees are likelier to return if they had a positive experience with effective leadership, mentoring, and career development opportunities.

The second factor is engagement and open-door policies. “Organizations with constant contact with former employees through networking and open exit policies have a greater probability of attracting boomerang talent.”

Aziz adds that a culture of continuous improvement is also imperative. “Employees may have left due to work-life balance, lack of growth, or management problems. They will likely return if they see that the company has improved in these areas.”

AN EVOLVING DYNAMIC

The growing acceptance of boomerang employees is due to the evolving relationship between employers and their workforce. Traditionally, King says, the dynamic was more one-sided, with employers setting the terms and employees expected to comply. In the past, a stable salary was often considered sufficient to secure long-term loyalty, sometimes lasting decades.

“Now, there’s been a massive shift; the average tenure of an employee is just 3.7 years, which I expect is even shorter in the UAE. Interviews are now two-way – both sides have to demonstrate what value they bring to each other.”

King notes that she has observed a growing commitment from Middle Eastern employers to building stronger workplace cultures. “I expect to see many more companies in the GCC taking their employee value proposition much more seriously in the coming years. The ambition of this region is huge, and the need to invest in people and workplace culture has never been greater.”

The shift in attitudes toward rehiring former employees reflects a broader change in how careers are perceived. Cooper says, “Today’s workforce is fluid. People leave to explore new opportunities, grow, or gain experiences elsewhere, and that’s no longer seen as disloyalty.”

She adds that rehiring can even be a positive signal to employers. “In the UAE, where ‘must have local experience’ remains a common hiring requirement, boomerang employees tick all the boxes. They understand the business, know the local market, and generally represent a lower risk than hiring someone brand new.”