Seeking talent who bring maturity, wisdom, and much-needed “soft skills” to the role?
ReBoot Accel partners with companies seeking to identify and recruit accomplished women and men who are returning to the workplace after a career pause. These individuals exhibit strong soft skills, maturity, managerial expertise, coupled with low training costs and high retention. We work with companies, ranging from Fortune 100’s to startups, helping identify candidates returning to the workplace after a career pause. Because of our rigorous online and in-person training programs, these candidates are current, confident and ready to land roles. Over 1000 individuals have been through our program, and companies hiring them routinely return for more. We also consult with companies on best practices for interviewing and hiring these candidates and provide support to the hires while on the job.
Inquire about our placement services here.
Example of Returner Talent
Dana returned to work after a 16 year career pause and is currently working as the Operations Manager for JetBlue Technology Ventures. Dana’s manager, Bonny Simi, President of JetBlue Technology Ventures, hired Dana over 8 other candidates because of her maturity, judgment and ability to get things done. JetBlue Technology Ventures is benefiting from Dana’s Mechanical Engineering and MBA degrees as well as her work experience, which included leading $20M+ projects to replace essential power plant systems, increasing sales productivity 20% by successfully managing the development and implementation of an online marketing/sales system, and significantly improving billing accuracy and efficiency for millions of customers.
First Movers Realize Significant Benefits
At last count, 75 Fortune 1000 companies have active programs to hire those who paused their careers. Some hire for full-time roles; others hire into “returnships” lasting 12-16 weeks. Approximately 50-90% of returnships convert to full-time positions. Companies currently offering programs for returners include Visa, Mastercard, Apple, Intuit, Barclays, Goldman Sachs, Pepsi, IBM, Deloitte, and EY. Some are repeat programs targeting returners, and have doubled their target headcounts for these roles.
ReBoot Accel conducted a program with Visa, targeting 75 candidates for Silicon Valley-based tech and non-tech roles. Within 3 weeks, Visa received over 700 applications, and 20% were short-listed as viable candidates. The 2-day program to get women current and confident identified strong talent and showcased Visa as a great culture for returning women.
Are these women serious about their careers?
Hiring managers cite returners’ ambition and energy. They are enthusiastic about re-applying their intellectual horsepower and energy into their job. Many people in their 40’s expect to work well into their 60’s, and they are seeking stability and impact over rapid advancement. During a career pause, individuals continue to develop relevant workplace skills, including multi-tasking, prioritizing, delegating, managing, negotiating, relationship-building, logistics and project management. They bring a new perspective because of volunteer roles and have enough life experience to be comfortable challenging the status quo with judgment and maturity.
Do they seek full-time roles?
Most returners suggest an interest in full-time roles, especially as their children become more independent. Some have experienced a major life transition and require a steady income. Others indicate a preference for part-time roles to preserve flexibility in their schedules. Many of these returners eventually come to determine that the flexibility they sought was overrated relative to their interest in the new role they have taken on. That said, it is also worth considering part-time roles for certain positions to benefit from the qualified talent interested in working flexibly or part-time.
Should our company consider offering “returnships”?
A ‘returnship’ is a term used to describe a 12-16 week internship that gives both the the hiring manager and the returner a chance to trial work in a specific role or to gain exposure to a company by rotating through a variety of roles. It’s a low-risk way to address hiring managers’ concerns while allowing a returner to test for work and culture fit. The majority of returnships convert to full-time hires, so this is an effective way to source talent.
How do I think about salary for a returner?
Like for any hire, the salary offered should include a component based on the candidate’s experience. Because returners are not coming directly from a paid role, they often begin their second careers at the lower end of the salary range for that position. Empirical data suggests that they deliver results quickly, and that reevaluating salaries after 6-12 months is good policy to ensure equitable pay going forward.
Are returners current with today’s workplace technologies and tools?
Candidates serious about reentering the workplace typically have taken steps to understand the technologies that will be required for the role they are seeking. They exhibit a growth mindset and are open to learning the tools to improve their efficiency. ReBoot Accel’s training can play a strong role in helping candidates learn current workplace productivity tools. In addition, we offer ongoing support including addressing issues/concerns that may be unique to returning to the workplace.
Do returners require more time off than other employees?
Returners do not require more time off than other employees. Hiring managers note that returners’ energy and interest in being back at work cannot be overstated.
What accommodations, if any, do I need to provide for returners?
In most cases returners need less guidance and direction than first-time hires, but it is always good practice to conduct periodic check-in’s to surface questions or concerns. ReBoot Accel can serve as a outside resource to liaise between the returner and company as needed.
Is it possible to anticipate or project which returners will become top performers with time?
Just as with other hires, information gathered during the interview process can provide insight into how well a candidate will perform. Behavioral interviewing questions follow the assumption that past behavior tends to predict future behavior while situational interviewing questions indicate how a candidate will apply past learnings to future situations. A combination of these two types of questions is an ideal way to gain information to make a prediction about a candidate’s performance trajectory.