Hiring an ex-employee, who for better opportunities who had joined our competition, in the past is not a very significant factor during the recruitment process. In fact, it is wise to hire an ex-employee as he / she is well versed with the organizational culture, its policies and strategies, working conditions etc. But it is certainly necessary to find out the reasons for the ex-employee’s exit in the past. Also, a checklist is important that should clearly evaluate factors like his/her past performance before quitting the company, his / her productivity levels and also, it’s vital to find out whether a vacancy that can complement his/her abilities is available currently.
It should certainly not matter. Not hiring a specific employee because he / she in the past, had left the company to work for a competitive employer would portray the company in the negative light and also signify that it harbors resentment towards such employees. This will turn out to be lose-lose scenario, especially if the employee is highly competent. Furthermore, it’s also a very positive gesture on the company’s behalf as it will be perceived as an employer that rewards loyalty and forgives and forgets and instead is forward looking. Having said so, it’s hygienic to assume that the employee is still worth hiring for the job and hence, should be given that chance if he/she fits the bill.
It should not be always encouraged as a practice. But under certain circumstances, we can look at re-hiring an ex-employee. First, we need to check the circumstances under which he/she left. Was it because we were not able to provide him / her a good opportunity at that time? In such cases the person could be re-hired when an opportunity that suits his / her skills comes by. Also, we should check and find out about his behavior after laving the organization. Did he try to tarnish the brand image or try to affect the interests of the company, are a few questions we should seek answers to. If no damage done by the employee and joined an organization with a different set up then he can be safely hired back.
Most successful change efforts begin when some individuals or some groups start to look hard at a company’s competitive situation, market position, technological trends, and financial performance. They focus on the potential revenue drop when an important patent expires, the five year trend in declining margins in a core business, or an emerging market that everyone seems to be ignoring. They then find ways to communicate this information broadly and dramatically especially with respect to crises, potential crises, or great opportunities that are very timely. This first step is essential because just getting a transformation program started requires the aggressive cooperation of many individuals. Without motivation people won’t help and the effort goes nowhere.
Compared with other steps in the change process, phase one can sound easy. It is not. Well over 50% of the companies have failed in this first phase. What are the reasons for that failure? Sometimes executives underestimate how hard it can be to drive people out of their comfort zones. Sometimes they grossly overestimated how successful they have already been in increasing urgency. Sometimes they lack patience:
Enough with the preliminaries let’s get on with it. In many cases, executives become paralyzed by the downside possibilities. They worry that employees with seniority will become defensive, that morale will drop, that events will spin out of control, that short term business results will be jeopardized, that the stock will sink and that they will be blamed for creating a crisis.