So-called boomerang employees have long been viewed as positive in the workplace. Their time away from the organization affords them fresh perspectives and connections, while their familiarity with the organization means they often get up to speed faster than recruits without any prior experience.
The virtue of boomerang employees has a storied history. For instance, research from Cornell found that boomerangs were especially effective in jobs requiring a high level of administrative coordination, such as project management, and in jobs requiring strong interpersonal skills.
Wider benefits
Research from the University of California, Davis, suggests that the benefits of boomerang employees aren’t confined to the individuals themselves, or indeed the organization as a whole. The study finds that much of the additional knowledge gained by boomerang employees is shared with others, thus making the whole workforce smarter.
Interestingly, however, while the study found that boomerangs are often willing, and able, to help employees across the organization, the same doesn’t appear to happen in reverse.
“Effectiveness at work often depends on getting assistance from peers,” the researchers explain. “Our work shows boomerangs give more than they get.”
On the court
The researchers turned to the National Basketball Association (NBA) as a rich source of data. Unlike most businesses, the NBA tracks player movements and interactions in detail. Nearly half of all players change teams each season, and 17% eventually rejoin a former team. By contrast, studies of other industries put boomerang rates at 10% to 20%.
The researchers examined all NBA boomerangs from 1996 to 2019, using earlier records to confirm each player’s first stint in the league. They also explored how these returning players rebuild relationships. For example, Tyson Chandler, an All-Star center, reflected on his return to the Dallas Mavericks after three years away: “I’m a more mature player, understanding the moment. First time I came through, I was trying to establish myself and find my place, but now I understand what I bring to my team.”
Like many workplaces, NBA teams rely on cooperation to succeed. They also share talent with rivals, making the league a good setting to study returning employees.
Lack of support
The researchers found that former teammates were often less supportive of returning players. One explanation was resentment: teammates might see the departure as disruptive, leaving hard feelings that linger when the player comes back. This was most pronounced when teammates had worked closely with the boomerang or when the team’s performance had declined after the player’s exit. Resentment was also more likely if the returning player’s status had risen while they were away.
Even in the professional, high-pressure world of the NBA, personal feelings shape behavior. The study suggests that these dynamics likely extend to other workplaces, influencing how returning employees fit in and perform.
