The phrase “boomerang employees”—describing workers who return to their former employers after having left their jobs—has made its way into the HR lexicon in the last few years, and for good reason.

According to Revelio Labs, a workforce analytics provider in New York City, the share of boomerang employees in the American workforce increased by around 30% following the pandemic and the Great Resignation, from a rate of 2.6% in 2018 to 3.4% in 2023.

The boomerang hiring trend has leveled off since the pandemic peaked and the Great Resignation subsided, says Sibyl McCarley, chief people officer at HireVue—a Utah-based global “human potential intelligence” provider that matches job seekers with employers. Yet, boomerang employees, she says, can be a critical addition to the workforce—if HR approaches hiring this population strategically.

Considerations for hiring boomerang employees

The overriding benefit of bringing back return workers is simple and fairly obvious: familiarity. Among other upsides, she explains, boomerang hiring allows employees to return to the fold, so to speak, without much onboarding or training.

“After all, who knows your business better than your past employees?” McCarley says. She adds that boomerangs make sourcing more seamless and enable recruiters to streamline the hiring process.

Yet, McCarley warns, bringing back boomerang employees requires an added layer of “sensitivity” in the hiring process.

“It’s essential to evaluate why a person left in the first place and whether those concerns have been addressed,” she says.

For example, she explains, if an employee leaves the organization due to a lack of career development, clear growth plans can be outlined upon their return.

Employers also don’t want to unintentionally communicate to current staff that employees must leave to get a raise or promotion. So, she says, before considering tapping into the boomerang employee population, HR should evaluate factors like whether there is a clear internal mobility process in place for current employees.

“A structured re-onboarding process can help mitigate these concerns and ensure positive results,” she says.

When re-engaging past employees about new opportunities within the organization, HR can leverage 1:1 or mass text campaigns sent from within a company dashboard, McCarley suggests. She also recommends creating dedicated alumni programs or social media groups where former employees can stay connected and updated on company news.

“The best way to keep in touch with former employees, especially with limited resources,” she says, “is to have a positive off-boarding process where you make it clear to people that you value their work and gladly welcome them back if an opportunity presents itself.”