Time for a second chance

AMONGST a plethora of HR issues, rehiring is the trickiest. Unlike hiring, rehiring presents a company with a brand new opportunity to recover lost ground and talent, and at times even make amends for unjustified firings. It can be a tool to boost organisational productivity.

A company's success is often indirectly driven and defined by the kind of employees it hires or rehires. Its image is also built thus. A lot of effort and attention therefore is usually spent in finding the `best fit' employees. And after all that effort, losing one of your best employees to a competitor isn't very encouraging. But what if the employee wished to return like the prodigal? Is he worth rehiring?

On the other hand, how should the management react when a not-so- remarkable employee who has left because of problems with the management wishes to return?, There would be a lot to consider. Here's a look at both sides of the coin.

Rehiring throws up a lot of uncomfortable issues for the management as well as the employee, but it's essential to:

Ask why

When an ex-employee knocks at the door, Attempt uncovering the real reasons behind his initial quit-decision - it could have been for more pay, problems he had with the management, work culture etc. Also, estimate the real motive behind his move to return.

Gaining an understanding of the real motivation behind an ex- employee's attempt at returning can be a key decider in seeing if it's worth it to take him back. It will also help you design his new job profile.

Weigh the pros and cons

Rehiring makes a lot of sense, especially when the company wishes to cut cost. There is a tremendous reduction in training, and induction costs as the employee is already aware of how the company works. It can also boost the company's image with other employees. For instance, featuring the returning employee on the company's intranet, newsletter or bulletin board, and stating the positive reasons of his comeback or having a `welcome back' treat or party can restore shaky or faltering morale among employees.

Deal with tricky issues

But not all stories have happy endings and so is the case with rehiring. An indifferently managed rehire policy can do more damage than good. Care must be taken to ensure that the rehire has been someone who had been a good organisational fit before. Rehiring a person with a history of unresolved interpersonal issues is like courting trouble. Or take an inventory check to see whether if anything has been done to address those issues that may permit the individual being rehired.

Redefinition of roles or reverting to the former reporting or responsibility structure of rehires must be carefully considered. Returning an employee back to the fold of his former group can be unsettling for all concerned. Help the team settle down before the rehire is fully entrusted with responsibilities.

Rehiring a former employee at a higher post will send across a wrong message to the others or appear as a threat to their job. It may cause a lot of heartburn and unhappiness amongst other ambitious colleagues eyeing the post or expecting a promotion. The dangers of such a rehire may be that others employees may be led to believe that leaving the organisation is the only way to get back in, at a higher post and better pay! The management should take care to project the right image, gradually ease the process and dispel any wrong notions harboured by other employees.

Update

While rehiring, the employee must also be apprised of any changes within the organisation during his absence. Likewise the employee too must make an effort at settling in once again with the `old crowd.' The management must keep a weather eye out to assess whether an actual re-fitment will happen.

Look out for

Rehiring decisions must be handled with finesse and diplomacy. If a good employee has been terminated wrongfully, immediately seek to set the record straight. Without undermining the concerned manager's authority, iron out the differences and negotiate an understanding of getting the person back. But exercise a good deal of caution while doing so and attempt to keep the process open and transparent.

If the management is rehiring to recover talent lost through retrenchment during recession, plan a rehire policy that is inviting. Spread the message by word of mouth or subtly

But every employer's nightmare is to have his rehire turn out a bad bargain. Think twice and hard before giving someone a second chance. After all, it's not just an employee number that you're adding to your rolls.

SAMYUKTA KODA

samyukta.hyd@cnkonline.com