Organizational reattachment: Quantifying the benefits of boomerang employees

Snyder, Deirdre Gobeille; Stewart, Virginia

doi:10.5465/ambpp.2015.17837abstract

Cited by 2 publications

(1 citation statement)

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“…Human resources (HR) practices recognise the existence of 'boomerangs' or 'rehires' (Snyder & Stewart 2015). The concept of boomerangs describes employees who return to a former workplace after having left (Apy & Ryckman 2014).…”

Section: Breaks and Returning From A Breakmentioning

confidence: 99%

Boomerang volunteers in the Finnish Fire Service

Malinen

Algera

Mankkinen

2021

AJEM

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The importance of volunteers within the fire service in most countries is unquestionable. However, the retention of volunteers is problematic and finding ways to retain experienced and qualified volunteers is becoming increasingly important. While previous international research has focused on volunteer retention and understanding why volunteers leave, very little is known about ‘boomerang’ volunteers: volunteers who return to the service after a break. These ‘boomerangs’ are a valuable staffing resource, as they tend to require less socialisation, onboarding and training. The latter is particularly relevant for the fire service, as the resources required to train and develop the necessary skills are significant. This study investigated volunteers in the Finnish Fire Service who have taken a break from the service and returned. Similar to Australia and New Zealand, Finland's emergency services are highly reliant on volunteers, particularly in rural areas. This research examined the reasons why breaks were taken and what volunteers experienced most helpful on their return. Drawing on these findings, practical recommendations are made for fire service organisations for effective volunteer practices that take boomerang behaviour into account.

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Section: Breaks and Returning From A Breakmentioning

confidence: 99%