equire less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my forme

No company is immune to the perils of employee turnover. But what if I told you that there was a way to recoup some of the investments made into former employees? While I’m sure each of us can easily recall those former employees that we were glad to part company with, it might not be so easy to recall those good employees that got away from us. Even the best of companies will from time-to-time lose good employees. Think about the number of employees that have come and gone over the years and you will quickly realize that some great talent (or great talent in the making) has slipped through your fingers.

Under the right circumstances former employees can provide fertile ground for present day recruiting efforts. Corporate “alumni” were good enough to hire the first time around so with more maturity, experience, possible business intelligence gained from working for competitors or fresh perspectives gained from working outside the industry they should certainly be good enough to invite back for an encore performance. More and more organizations are developing formal corporate alumni programs to take advantage of these types of benefits. If nothing else, those that have come and gone only to come again should require less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my former

e good employees that got away from us. Even the best of companies will from time-to-time lose good employees. Think about the number of employees that have come and gone over the years and you will quickly realize that some great talent (or great talent in the making) has slipped through your fingers.

Under the right circumstances former employees can provide fertile ground for present day recruiting efforts. Corporate “alumni” were good enough to hire the first time around so with more maturity, experience, possible business intelligence gained from working for competitors or fresh perspectives gained from working outside the industry they should certainly be good enough to invite back for an encore performance. More and more organizations are developing formal corporate alumni programs to take advantage of these types of benefits. If nothing else, those that have come and gone only to come again should require less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my forme

>Under the right circumstances former employees can provide fertile ground for present day recruiting efforts. Corporate “alumni” were good enough to hire the first time around so with more maturity, experience, possible business intelligence gained from working for competitors or fresh perspectives gained from working outside the industry they should certainly be good enough to invite back for an encore performance. More and more organizations are developing formal corporate alumni programs to take advantage of these types of benefits. If nothing else, those that have come and gone only to come again should require less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my forme

from working outside the industry they should certainly be good enough to invite back for an encore performance. More and more organizations are developing formal corporate alumni programs to take advantage of these types of benefits. If nothing else, those that have come and gone only to come again should require less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my forme

equire less training and ramp faster than the alternative of first time hires.

A management consulting firm that I worked for in the mid 80’s has sent me a recruiting letter each year on my birthday for almost 20 years. It is a professional yet friendly piece of correspondence reminding me of my former relationship, the many benefits associated with being a member my former firm and inquiring as to the possibility of me rejoining the firm. I have always had a good feeling about my former employer and the annual letter hasn’t hurt. While I have not yet taken them up on the offer to rejoin the firm I know many of my former colleagues have with some of them on their 3rd and 4th rounds of employment with the firm.

The fact of the matter is that former employees can not only make great re-hires on a full time basis, but they can also be called upon to fill interim needs on a contract basis. Following are the keys to creating an alumni program for your company:

1. Create a Talent Management Strategy: To maintain a competitive edge HR can no longer be a passive, reactionary, compliance focused department. A “real” HR group will have a strong hand in leadership development, training, team building and culture optimization. As early as the initial employee in-take interview the HR department must start creating sense of corporate family and belonging. The company must win the hearts and minds of its employees and HR must be an active participant in this.

2. Make the Most of Exit Interviews: Most exit in