Boomerang - the push and pull factors

Some very interesting stats to start with .

25% of new external hires are Boomerang employees according a major Recruitment Services Provider. This edges up to 33% in Retail. Leading to some interesting reflections both by employees and employers on what to make of it.Is this a logical and expected next step in the sequence of great resignation and quiet quitting? Are we in the workforce now closer to understanding how workplace culture edges out Employer Branding/Employer Value Proposition? And what and how does it impact employers, on both ends of the boomerang scenario.

As a rider in this boomerang storm, it has got me thinking as well.

Push factors are perhaps more tangible- factors behind why an employee feels the need to exit an organisation he/she had joined not too long ago. It implies (presumably) leaving behind a plan unfinished, and must have more to do with culture and ways of working than a lack of employer branding . Culture being a wide sweep of teamship, quality of work relationships, autonomy , appreciation at work, presence of elitism etc. which leads an individual to feel 'buyers remorse' about the new organisation.

Pull factors - factors that tempt you back to your ex-organisation are perhaps more difficult to understand. For me though, its down to three broad categories. Shared purpose, authenticity in everyday relationships, and a grounded leadership.

Shared purpose comes first of course because it trickles down efficiently and quickly, outlives the leader's tenure, doesn't need tweaking constantly as its doesn't live in slides, but in minds - and can accurately define what optimum value each employee should strive for the client . For example, to be the best digital services organization means to deliver a future-proof last mile digital service operation to the client's business functions through an optimal and realistic back-to-front design for the client, not fluffy slides that lives in cold storage. That will result in 100% repeat orders and will result in a client that perceives real value delivered over the agreed deal term. Simple clear shared purpose that does not entangle itself through made up formulas.

Similarly, grounded leadership is a foundational attribute, borne mostly by leaders that have lived the experience, who talk about about a relatable journey and is honest about failures, both theirs and their team's.

I am sure there would be a half dozen other Push and Pull factors that the 25% new hires would vouch for and everyone's story is slightly different - meanwhile , I am just looking forward to the second innings in the brilliant Infosys Consulting !