Whether there in any previous employers to which I would consider returning
No, there is no any previous company to which I would consider returning. I made this decision due to several reasons. The former employers failed to offer me opportunities of growth limiting my chances of achieving professional goals. Although I was exposed to learning opportunities, my duties were very limited. Also, the employers did not offer me the opportunity to work on my personal projects. Second, workload discourages me from returning to previous employers. In the previous two companies, I was unable to cope with the work pressure. The management usually set unrealistic targets, which resulted in stress. Additionally, the workload presented a risk of causing health problems. Most importantly, there were no structured strategies of performance appraisal. I worked hard to meet tight deadlines and produced professional results, yet I did not get any reward or a salary increase. Notably, skilled workers want to feel that the employer appreciates their work. Recognition and reward systems for workers remain one of the most controversial areas of quality management (London & Higgot, 1997). Due to these negative factors and the desire to advance, I am totally unwilling to return to any previous employer.
What a company needs doing for me to reapply with them
I would only be willing to reapply with my former companies if they change the management structure and operation strategies. The management should be replaced or restructured to include leaders who are keen on employee welfare. Ideally, I would reapply with a company where the management offers constructive feedback rather than criticizing my performance (Simplus Information Services, 2016). Thus, my former companies should encourage coordination between the workers and management to improve performance. Such coordination would also open chances of growth both professionally and socially. If the companies hire a human resource management department that values and awards performance, then I would consider reapplying. The previous employers should also implement SMART goals. They should set realistic targets that are achievable within the given timeline. In this case, I would be willing to return because I am sure there will not be a huge workload. The management of my previous companies would also have to change their dominant nature. I would like to be respected and treated as an integral part of the business. This implies that the management will have to stop treating the juniors badly.
Advantages and shortcomings for Yahoo of its boomerang hire program
Yahoo has the benefit of getting proven performers since most of the former employees came on board when the tech giant acquired their startups. These former employees had helped the company to improve its competitive advantage in the technology industry and thus, can fill key positions. Kumavat (2012), insist that boomerang strategy fills the talent gap in a company. Also, Yahoo will not incur high costs of training these employees since they already know how the company operates. Companies incur high costs training new hires, yet they have a high failure rate. Boomerangs have low failure rate because they have already adapted to the company’s culture.
However, Yahoo risks lowering its productivity and limiting its growth ability. Some former employees might return to the company with pre-set mind and face challenges adapting to changes. The inflexibility of these employees might affect the growth of the tech company. The employees at Yahoo might further have problems coping with the boomerangs. Evidently, the new hires might enter into misunderstandings with the returning employees resulting in conflicts at the workplace. In the long-term, rehired employees might not stay at Yahoo due to misunderstanding based on salary and cashing out their stocks.
References
Kumavat, P. P. (2012). Boomerang of Employees: “The Strategic way of filli ng the Organizational Talent Gap.” International Journal of Management and Social Scie nces Research, 1(2), 14–17.
London, C., & Higgot, K. (1997). An employee reward and recognition process. The TQM Magazine, 9(5), 328-335.
Simplus Information Services. (2016, April 22). 8 reasons good employees quit jobs. Retrieved February 4, 2017, from <https://in.finance.yahoo.com/news/8-reasons-good-employees-quit-090106489.html>
