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If an agreement does not work out, the best way for everyone is to part. Even the most talented employee is not worth the demotivation of the whole team.

Nevertheless, the final decision must be made taking into account information from two sides, and only after you have plunged into the situation as much as possible and figured it out.

You should be careful about cases when an employee returns to you to a higher position than he had. This can demotivate the team and create the impression that vertical growth is impossible in your team. In this case, it is necessary to explain to the team how the experience that a person received in another company makes him a suitable candidate for you. Here are a few recommendations that will help to ensure that the “returnee” is not perceived as a traitor.

The bar here is set by managers. That is, if employees see an adequate attitude towards “returnees” from managers, they will not consider them traitors. But HR can help those who correctly convey the reason for the return, show that the desire to study the experience of other companies, to try themselves in a new area is normal. As well as the desire to look for opportunities to earn more. Even the location can influence the decision to work in the company: many of us want to have a work-life balance and not spend several hours on the way to the office.

In a conversation with the team, it is worth emphasizing that the “returnee” has a number of important advantages, for example, he:

Has proven skills and competencies
Already knows your product, company tools and processes
He understands the traditions of the team, knows what is acceptable and what is not
Knows people in the company, so he’ll join the team faster
Thanks to experience in another team, she can look at the processes with a fresh look and bring new ideas.
“Returnees” – job seekers
Another category of “returnees” that is rarely talked about is job seekers who, for whatever reason, have not been interviewed for the position. We are positive about such cases, because we understand that the market for really good candidates is limited.

For us, not only experience and knowledge are important, but also soft skills, how much a person corresponds to our values. If in an interview we see that we coincide in approaches to work, but the candidate does not reach the knowledge level, and we don’t have the opportunity to train him, we give detailed feedback. We say what skills need to be tightened and under what conditions we will be happy to re-examine the candidate.

If a person has grown professionally, has acquired skills that he lacked, and is once again applying for a job, he does not need to conduct an interview with a recruiter again – it is enough to meet with the future leader, who will test his professional knowledge.

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Not everyone can return
We think boomerangs are good. The employee returns to us, having gained new experience, he has grown professionally, became better, rested, changed his perspective and now he sees everything with a fresh look. In the end, this means that the employee is loyal to the company and appreciates his colleagues. But this does not mean that everyone can return.

It is better to refuse to return to someone who:

He left to work for your competitor, and now he wants to return. Especially if the position involves working with confidential information
While working at your company, an employee was toxic and did not respond to feedback
In the past, did not show results or aspirations to achieve them
Not suitable for the team on personality. Personalities are values ​​shared by all your team members. If you do not coincide on the mental level, on the level of life values, working together will be very difficult. Suppose a company has established a culture of openness and mutual assistance, and someone who wants to return to you is an ardent individualist, accustomed to play hard in the market, “pushing” colleagues, partners and contractors. In this case, it will be uncomfortable for everyone: both the one who returns and the team….

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