The British sitcom TV series, The Inbetweeners, made an eagerly anticipated returned to our TV screens in the New Year. However, many fans felt that this reunion episode was a grave disappointment.
The programme – which follows the calamites of a teenager Will and his three friends who all attend Rudge Park Comprehensive school – has been a popular programme for many years.
And, last week, the cast of The Inbetweeners finally re-joined forces for a New Year’s Day special – The Inbetweeners: Fwends Reunited – where co-stars faced a rather awkward reconciliation. While they were undoubtedly well acquainted with one another when working on sets in the past, this episode’s awkward assembly failed to slip under the public radar unnoticed.
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While it may have been an unbearable affair for the cast, luckily for us, there are plenty of HR takeaways surrounding accommodating employees who are returning to work after an extended career break. This is known as a returnship.
According to Women Returners, returnships are higher-level internships which ease experienced workers back into senior roles following an extended career break.
This process entails professionally-paid, short-term employment contracts that can range from three to six months in length and can give a strong possibility of a more permanent role in future. While they can be beneficial for employers in accessing high-calibre talent pools, it is important to ensure that when the individual returns to work, the transition is smooth and effective.
o2 are one conglomerate keen to back this movement. In 2018, they launched their third Career Returners Programme, which offered returners mentoring, coaching, training, an opportunity to network and, most importantly, a refresh of their existing company knowledge.
The telecommunications company accommodate flexible working and are open to full-time or four-day-working-weeks to help returners adjust.
So, what should HR consider when re-hiring staff and dealing with returnships?
Martin Talbot, Director at Totaljobs, said exclusively to HR Grapevine that with a ‘chronic skills crisis in the UK’, returnships are a good way of shaping up traditional recruiting methods such as looking to returning parents. And, if managed effectively, it can have huge benefits for employers.
He said: “To ensure success, employers need to make sure that their returnship programmes have a formal structure and are integrated into the wider business. Employers, existing employees and those returning to work all also need to understand the benefits returnships offer.
“For one, they can help to plug the skills gap which is the most prominent at mid-management level, according to 52% of employers.”
“Secondly, returnships can boost the confidence of returners, ensuring they feel supported in their personal development once they’re back at work.”
Yet, the benefits of returnship programmes have not always been deemed so highly. Head of HR at ELAS, Jonathan Grundy, exclusively told HR Grapevine that half a decade ago, re-employing an employee who had left a company was a taboo subject.
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But, nowadays, it is far more common than some may think. He added that returners yield both strength and opportunity for the future of the business.
“On one hand, employees who have left the company and return are a shining beacon for other employees. They’re showing off ‘the grass isn’t actually greener’ and disperse any niggling thoughts that a new job or career might be better. Employees who return to your company demonstrate to other workers that their thoughts of leaving might not be so sensible.” So, it can be hugely beneficial.
Returners happen for all kinds of reasons and if the employee was okay at their job, knows the company and the culture and maybe just made a mistake thinking the grass is greener, then the recruiter will be silly not to consider the cost of recruitment and retraining a new hire into account.”
The key takeaway for HR is to ensure that they recognise the benefit of returners and compile integrated structures to reap the benefits.
