The phrase “the grass is always greener on the side of the fence” is a warning to be content with what one has; but when it comes to jobs, the more accurate phrase should be: “The grass is often greenest when you leave the yard, then come back.”
Changing jobs is common, and it seems to happen more and more with each generation. Millennials and Gen Z were the first in line to note that they would be willing to change jobs, according to a January 2024 LinkedIn survey, with 92 percent and 90 percent responding this way, respectively. This is likely influenced by the trend in previous years of switching jobs for more money. Pew researchers found that between 2021 and 2022, the majority of workers who left to find another job saw a higher rate of pay than those who stayed at a company.
But what about boomerang employees?
Workers who leave a company and then later return are often a special case. In a recent study, Harvard Business Review found that boomerang employees made up 14 percent of tech hires. It also found that boomerang employees are most likely to return to a company about one year after they initially left. Perhaps most notable, though, was that boomerang employees saw an average pay raise of 25 percent — which is significant, considering employees who remained at the company the entire time saw raises of only 4 percent on average.
The grass definitely became greener.
Built In spoke with two boomerang employees who shared their stories and what it was about their employer that brought them back for a second first day.
Tapestry is the house of the Coach, Kate Spade New York and Stuart Weitzman fashion brands.
What drew you back to Tapestry?
There were a series of events that led up to my return to Tapestry. One big event was that my manager at the company I worked for previously — who had been with the company for over 20-plus years — was let go. This was a big abruption as new reporting structures were set in place and were not logical.
I valued the working relationship I had with my hiring manager at Tapestry, and her character/demeanor was one of my reasons for returning. I also missed the high standards for work ethic and diverse culture at Tapestry, along with the clarity the company provided in its vision, strategy and goals, which is not something I had at the other employer.
Since returning to Tapestry, what are you most excited to have back in your professional life?
I am most excited for the opportunity to partner with different areas of the business on a daily basis. These partnerships are a crucial part of my growth at Tapestry, as they create job opportunities. The company values a culture of open communication that allows us to be motivated and think outside the box.
At Tapestry, there are more opportunities to be a mentor, not just for my direct report, but also to other members of the organization. We have an open-door policy and people feel comfortable going to senior leaders for advice.
“We have an open-door policy and people feel comfortable going to senior leaders for advice.”
What advice would you offer to leaders who wish to create the type of workplace that draws former employees back? What qualities define a truly great workplace?
The advice I have is: Continue to have exit interviews to understand the current challenges and also have interviews with former employees and boomerangs and ask what they miss about the company, and what they value more at their current employer.
One of the reasons I wanted to come back to Tapestry is the great benefits and work-life balance. After I became a mother, I saw a drastic change in my life, and balancing mother duties and work was a tough task. Here I am able to be flexible with my schedule when needed, and I don't have to worry about my kid being the last one to be picked up.
Riskified is a fintech business focused on helping e-commerce companies combat fraud with an AI-powered risk intelligence platform.
What drew you back to Riskified?
Riskified grew exponentially during my first four and half years. I joined within six months of opening the first New York office when there were 20 to 25 people there. When I left, we had moved to a building with three floors, opened global offices and most importantly went through an initial public offering on the New York Stock Exchange.
Being public comes with changes, and I started to miss the startup culture of early Riskified, so I stepped out of my comfort zone and tested the waters at two early-stage startups. I was grateful to expand my experience beyond sales leadership to oversee customer service and build out the sales operations.
However, I learned that no matter the role, you have to fully buy in to a product and company to truly enjoy your work. It became clear I didn't fully believe in the product and, as a result, the company.
I realized I was missing key elements that existed at Riskified. Namely: an unshakeable faith in the company and its future longevity, proven referenceable results, innovative tech, great clients, a sense of community, a consultative-based sales approach and a process that made everything work.
Every company has its own challenges; but having experienced four and a half years at Riskified and thinking back on other companies I was part of, I’d choose Riskified every time.
Since returning, what are you most excited to have back in your professional life?
Having pride not only towards your work but also the company you’re a part of is invaluable, so I would say that’s what I’m most excited to have back in my professional life. I genuinely believe in Riskified as a company. I see the value we deliver to our merchants every day, and I enjoy working with everyone here.
Recipe for Return
Built In asked Castrillón what goes into creating the type of workplace that draws former employees back. She identified four major components:
- The value that the company delivers to its clients has to be irrefutable.
- Leadership must be transparent and share the highs and lows so everyone knows what’s working well, what isn’t, where improvements are needed, what improvements are currently being made and customer feedback.
- The people need to be high quality; a group that you would enjoy spending time with outside of work.
- The company should truly care about its employees and go out of its way to support them when needed.
