A career advisory for workers who want to return to their former employers

President Bola Ahmed Tinubu appointed General Christopher Gwabin Musa as Chief of Defence Staff in 2023; however, in October 2025, the president removed him from office. In December 2025, the president nominated him as the new Minister of Defence, succeeding Alhaji Mohammed Badaru Abubakar. In Ekiti State, Governor Biodun Oyebanji removed several commissioners in August 2025 but retained five whose roles he considered vital. These included Education, Health, Agriculture, Trade and Investment and the Attorney General and Justice. In December, the governor sent a new list of nominees to the House of Assembly. Many of them had served in the dissolved cabinet, which makes them another set of returning professionals.

General Musa and the returning commissioners would fit the category of workers described as boomerang workers. A boomerang worker is someone who leaves an organization and later returns to work in the organization. In most typical situations, these workers left voluntarily, which differs from the case of General Musa and the returning commissioners. The President retired General Musa, while the Governor sacked his commissioners. Boomerang employees have some peculiarities because they already have a record of accomplishment with their former employer. That history can help or hurt.

According to a recent Ceridian report, which analyzed 850,000 Canadian employee records, employees who left their company and then returned made up approximately a quarter of external hires. There are many examples of boomerang workers, especially in sports.
Frank Lampard returned to Chelsea a little over two years after his dismissal. José Mourinho had two spells at the same club. Kevin Keegan returned to Newcastle United for a second time. Claudio Ranieri left Valencia and later returned. Real Madrid dismissed Fabio Capello and then rehired him. Massimiliano Allegri rejoined Juventus two years after his exit. Martin Allen returned to Barnet for a fifth spell in 2018. Nigeria has its own examples. Augustine Owen Eguavoen led the Super Eagles on four occasions, while Amodu Shaibu coached the national team five different times. These cases demonstrate that organizations often rely on familiar hands, such as former employees.

Some organizations do not rehire employees. A survey by SHRM revealed that nearly half of HR professionals reported that their companies had policies prohibiting the rehiring of former employees, even those who had left on good terms. It is a strategic decision that each organization will have to take. I think all employers should leave the Door Open for Employees to return to their Organization because it is a way to enrich their talent pool.

Boomerang employees deserve recognition, especially those who were sacked by their employers. While they lost their jobs unceremoniously and without notice, they maintained respectful and calm relations with their former organizations. They did not show disloyalty or betray the trust of their former employers. That level of maturity is admirable and shows outstanding professionalism. I think everyone should emulate such behaviour and ensure we do not slam the door as they exit the organization.

There are benefits to hiring boomerang employees. A returning employee is easier to assess because the organization already knows their strengths and weaknesses. They are faster to hire, require less orientation and can start work immediately. They already understand the culture and may blend in more smoothly than a new recruit. The advantages that may reduce hiring risk. However, the disadvantages are also unique. A return can cause resentment among those who stayed. It may lower morale if employees feel that dismissals or appointments are not based on merit. Old workplace conflicts may resurface. An employee who returns may carry emotional baggage. In extreme cases, leaders must consider the risk that a returning employee may become a silent saboteur, feeling wronged and potentially seeking revenge. This is rare but not impossible in highly politicized environments. Therefore, each organization needs to make a decision about this.

Boomerang Employees need to be sensitive before they accept returning to their former workplaces. A recall may not be a vote of confidence in the person’s abilities. It may be a tactic to demystify them or weaken their influence. It may set them up for another removal at a more convenient time. A professional who was sacked before carries the weight of that history. A second dismissal can further damage credibility. General Musa’s case stands out because his new appointment is for a higher position. It is a promotion into a higher role. He would continue to enjoy the benefits of retirement as a General while reaping the benefits of his new office as a Minister in the Federal Cabinet. It’s also evident that the President needed him. In this case, an employee could take the role. However, the case of the Ekiti commissioners differs in three significant respects. One the Governor sacked them while retaining other commissioners, it showed they were not very critical to him. Second, they are called back to the same role as commissioners, a position they previously held. Third, the governor openly communicated that he is recalling them to meet stakeholder demands so he can win the next election. The Ekiti government, while nominating them to the state assembly, explained that the reappointments were necessary to approach the June 20, 2026, election as a united political family. The government argued that assembling a fresh cabinet so close to an election could be counterproductive. These points suggest that the recall is entirely in the governor’s interest. Is that in the interest of the employee? Should a professional take up such appointments? Who has the balance of power?

I wonder why the Ekiti state government repeatedly and publicly states he reason for the recall. In a press statement of December 8th, 2025, the government wrote, “The decision to recall all the former members of the dissolved State Executive Council was jointly taken by the leadership of the All Progressives Congress (APC) and stakeholders of the party, who impressed it on the Governor the need to re- present them to the Assembly for confirmation instead of appointing new set of commissioners. The leaders and Stakeholders are of the opinion that appointing a new set of commissioners could be counter-productive in view of the coming governorship election in the State scheduled for June 20, 2026.” It appears that the governor is clearly communicating that he is being forced to recall these commissioners. It would be risky for a professional to accept a return in such circumstances. In this instance, I believe a professional should not return to their former employer.

Careers are assets that require management. Some job assignments enhance careers, while others do not. Some job assignments may appear to be career advancements in the short term but may ultimately prove otherwise. Each professional should therefore assess whether a job assignment is ultimately beneficial. The return of General Musa and the Ekiti commissioners offers professionals an opportunity to reflect on what guides our decisions about returning to our former workplaces.

Hiring Boomerang workers can succeed when built on trust, ability and clear purpose. That will happen when competence, service, and long-term institutional needs drive appointments and reappointments, rather than political expediency. Employers should not recall former employees to achieve one-sided benefits for the employer. Their return should be a win-win for the employee, the employer, the organization, and society.

Fawehinmi is an award-winning author, consultant, teacher, and Human Resources and Change Management professional. He has served as the Chair of Ontario, Canada’s HRPA Southwest Chapter, Council Member of Nigeria’s CIPM, and Member of the SHRM Expert Panel.