Build A Bridge: Why Every Company Needs An On-Ramp Strategy For Former Employees

Forbes

6 hours ago

Employees leave for many reasons—but often want to return. Re-employment strategies are a smart, ... More low-cost way to build a more loyal, future-ready workforce.
Career paths are no longer linear. Not only are employees of all ages changing careers and starting over, but many are stepping away from work altogether. Whether for caregiving, mental health, personal growth and development or simply a reset, some of the best employees choose to take a break. What many of them want, however, is a way to return to work when the time is right. At the same time, many employers struggle to fill vacant positions. Re-employment options are one way to address both challenges.
Employers that make onramping former employees a possibility unlock a hidden asset to talent sustainability–experienced, high-performing, values-aligned talent ready to re-engage. While the last few decades have seen return to work programs focused on mid-career professionals, particularly parents re-entering after child-rearing or caregiving responsibilities, re-entry programs for retirees are quickly emerging. The reality is that workers of all ages and life stages sometimes want or need to step out of the workplace.
The Business Case for Rehiring Former Employees
In March 2025, rehires (also known as boomerang employees) made up 35 percent of new hires, up from 31 percent a year earlier, according to ADP Research. There's a clear reason why rehires are on the rise–a shrinking, ageing talent market. Increased longevity, combined with decades-long declines in birth rates–a demographic duo that challenges talent sustainability strategies worldwide.
To offset the decreasing talent pipeline and knowledge drain, leaders are focused on new models for attracting and retaining talent. The benefits of rehiring former employees in good standing make a strong case for talent sustainability. From easing the burden and cost of recruitment to boosting brand reputation, rehiring former employees makes good business sense.
Re-employment is faster, not only in terms of interview time and background checks required but also because employee data may still be stored in the system. Rehires are also faster to onboard because they already understand the company culture. 'The boomerang's foundational understanding of the social systems that underpin the organization gives them a clear advantage over new hires who have to learn these nuances from the ground up,' according to MIT Sloan. 'This is especially true in large organizations with complex systems, divisions, and hierarchies.' Studies conducted by Harvard Business Review suggest that re-hiring former employees can save up to 50% in recruitment expenses.
Companies invest a lot in employee training and development, so keeping the door open for their return saves money. Returning employees allow a company to recoup some of its previous investment–not only in recruiting but also in training and development, according to one study. Aimed at helping companies reduce the expense of high turnover, the study concluded that a cost-effective method was to keep the door open to rehiring valuable workers who leave. Rehires are typically more satisfied and more committed than external hires and therefore stay longer.
When employees feel a sense of loyalty and belonging, they are 167% more likely to recommend their company as a great place to work to others–increasing reputation exponentially–internally and externally. 'Returning employees reinforce your company culture and validate leadership effectiveness,' writes Carol Warner. 'Their choice to come back sends a strong signal of confidence that can elevate overall morale.'
In other words, onramping former employees is a lower cost, high loyalty approach to building a resilient workforce that caters to employees of all ages and life stages.
How to Structure a Re-Employment Option
To ensure fairness and build a credible program, clearly communicate the eligibility criteria via multiple internal channels, specifically voluntary or redundancy exits of employees in good standing, based on performance and conduct. The more flexible the company is with its return timeline–for example, up to 10 years–the larger the talent pool.
The standard process for the exit interview should include a reminder that a future on-ramp is a possibility. Before employees leave, have them join any alum groups so they can receive current job openings and company news.
Make yearly calls to former employees to gauge their interest in a possible return. Offer reskilling pathways for those who may want a different type of job. Keep data on the percentage of employees that express interest and successfully return. And how long they stay once back onboard. Share stories internally to help normalize the employee rehires and build internal morale.
Build a Bridge and They Will Come
Instead of off-ramps as a final exit, companies that offer re-employment options can increase employee trust and belonging while also future-proofing their workforce. Not only does this strategy acknowledge high-performing employees but also the personal demands of life.
In a world where careers stretch longer than ever and talent shortages are the norm, organizations can't afford to lose good employees permanently. By giving employees the time they want and need to step away while creating pathways to return, companies build more flexible, resilient and loyal teams.