Tempted to hire back a former employee as a consultant? Doing so
has some hidden advantages-and pitfalls, says Michael Shapow,
division director with Robert Half Management Resources, a financial project
firm in Pleasanton, California.
"A former employee can have a real advantage if he or she
left for the right reasons," Shapow says. The employee knows
the ropes and can get right down to business. He or she might also
have excellent networks inside and outside the company that can
help get the work done more effectively than a newcomer.
The picture might not all be rosy, however, if current staff
resents the apparent premium charged by ex-employees who come back
at a pricey hourly rate. And staffers who were secretly relieved to
see the employee leave might be dismayed at his or her
reappearance.
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More insidious is the potential for conflict of interest.
Companies with government contracts, in particular, need to be
aware that it's easy for important customers to misunderstand
the relationship of the ex-employee to your company. Check with
your lawyer to detect potential conflicts before they erode the
trust of clients who might question an ex-employee's
loyalty.
Millennial Madness
A new generation gap is opening up in the workplace, but
managers can bridge it if they understand what motivates the newest
category of workers—Millennials.
While Gen Xers were famously cynical when they entered the work
force, Millennials are enthusiastic about contributing to their
employers' growth. Aged 18 to mid-20s, the Millennials believe
they're good team players and expect to be included in
strategic initiatives—and see that their contributions make
an immediate difference, says Patrick Kulesa, global research
director for Chicago global research and consulting firm ISR.
In August 2003, ISR released the results of a study that
pinpoint how generations differ in what workplace factors motivate
them. Says Kulesa, "[Millennials] are more optimistic in terms
of feeling that there are long-term opportunities at their
companies, and have confidence in their leaders."
Owners aware of the differences in generational thinking can
consider those attitudes when organizing teams and assigning
responsibilities, points out Kulesa. "There's an
opportunity to build on that optimism by getting them to feel that
they are a part of the company and that their decisions are
important," he says. "That's easier in a small
company."
22%
of employees say they've witnessed
misconduct at work.
SOURCE: Ethics
Resource Center
49%
of small-and midsize-business leaders say they
are likely to hire new employees over the next year.
SOURCE: Penn
Schoen & Berland Associates Inc.
Joanne Cleaver has written for a variety of publications,
including the Chicago Tribune and Executive Female.