, detects a shift in corporate attitudes to recently departed staff: “Employers are thinking of alumni as an opportunity rather than a betrayal.” In the past, he says, alumni “were mostly retirees, now companies are looking at alumni as employees of the future”. His company estimates about 10 per cent of its current global workforce are boomerangs.
An alumni network can help employers discover how to target boomerangs. Legnani says that he learnt that Citi employees inwere being lured by start-ups. “We were able to do a specific letter to [this population], saying there are jobs for tech workers.” He also adds that alumni networks can change the way staff who were made redundant through a merger or cost-cutting, for example, feel about their former employer. They might feel rejected, he says, and an alumni network can provide a “different voice”.
However, employers must be conscious that if they are hiring from a historical talent pool it could counter efforts to diversify the workforce. Champions of alumni networks meanwhile argue that formalising such structures would overcome informal networks of patronage.
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