{"id":315519,"date":"2025-11-24T11:57:26","date_gmt":"2025-11-24T11:57:26","guid":{"rendered":"https:\/\/peraltafinancing.com\/uncategorized\/the-business-case-for-a-road-to-rehire-program\/"},"modified":"2025-11-24T11:57:26","modified_gmt":"2025-11-24T11:57:26","slug":"the-business-case-for-a-road-to-rehire-program","status":"publish","type":"post","link":"https:\/\/fivemor.com\/?p=315519","title":{"rendered":"The Business Case for a Road to Rehire Program"},"content":{"rendered":"<p> <br \/>\n<\/p>\n<div id=\"\">\n<p class=\"entry-meta\"><time class=\"entry-time\">November 24, 2025<\/time> by <span class=\"entry-author\"><a href=\"https:\/\/emergingrnleader.com\/author\/rose\/\" class=\"entry-author-link\" rel=\"author\"><span class=\"entry-author-name\">rose<\/span><\/a><\/span>  <\/p>\n<\/div>\n<div>\n<p>By Rose O. Sherman, EdD, RN, NEA-BC, FAAN<\/p>\n<p style=\"text-align: center;\"><a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2025\/11\/Rehire-Program.png\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-17512\" src=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2025\/11\/Rehire-Program-300x192.png\" alt=\"\" width=\"339\" height=\"217\" srcset=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2025\/11\/Rehire-Program-300x192.png 300w, https:\/\/emergingrnleader.com\/wp-content\/uploads\/2025\/11\/Rehire-Program.png 624w\" sizes=\"auto, (max-width: 339px) 100vw, 339px\"\/><\/a><\/p>\n<p>Following a recent conference session, a labor and delivery manager spoke with me about a conflict she was having with her director. Here is her story:<\/p>\n<p><em>A new hospital opened several years ago in our area. We are in direct competition with them in all specialties, including Labor and Delivery. They hired several of our very experienced L&amp;D nurses with significant sign-on bonuses two years ago. Well, the time for these nurses to finish out the contract on the bonuses is up in a few months. At least three of them want to return. They only moved to that facility because they had debt and needed the bonus money. All are excellent nurses, and I need them right now to eliminate the travel contracts and stabilize my staffing. My director does not believe in rehiring people. She told me she had bad experiences doing this in the past, but we are in a different place with nurse staffing today. She thinks they were disloyal, and if they did it once, they will do it again. All three were great nurses and eligible for rehire.<\/em><\/p>\n<p>As we discussed her dilemma, I told her that her director\u2019s viewpoint is one many leaders have held at least historically. But we are in a different time, and there can be a strong business case for a robust rehire program. Consider the following evidence on the current nursing workforce:<\/p>\n<ul>\n<li>According to 2025 workforce data (ADP, NSI), 35% to 42% of all new healthcare hires are now former employees returning to the organization. This is a sharp increase from historical norms.<\/li>\n<li>Current data suggests that up to 60% of RNs who leave for \u201cbetter pay\u201d or \u201cless stress\u201d find that the new role has the same systemic issues (short staffing, acuity), just with a different logo.<\/li>\n<li>A study published in <i>BMC Nursing<\/i> and <i>NIH<\/i> identified \u201cCareer Decision Regret\u201d as a measurable psychological state. It found that nurses who left for \u201cgreener pastures\u201d often experienced higher \u201cdecision regret\u201d when the new role failed to offer the promised flexibility or culture, leading to a rapid return to their original employer, where they had social capital and tenure.<\/li>\n<\/ul>\n<p>I suggested that she put together the business case for what she was proposing using the following data:<\/p>\n<ul>\n<li>A \u201cRoad to Rehire\u201d (or Alumni\/Boomerang) program is one of the highest-ROI strategies a hospital can deploy because it targets a talent pool that is pre-vetted and pre-trained.<\/li>\n<li>Cost-per-hire for a boomerang nurse is estimated to be 50\u201370% lower than for a new external candidate.<\/li>\n<li>A standard new graduate or external hire requires 12\u201316 weeks of orientation. A rehire often needs only 2\u20134 weeks to get up to speed on policy changes, as they already know the EMR (Epic\/Cerner), the facility layout, and key stakeholders.<\/li>\n<li>Because the rehire requires less hand-holding, your senior nurses (who are arguably suffering from preceptor fatigue) are not pulled away from patient care as frequently.<\/li>\n<li>When a nurse leaves for a competitor and then <i>chooses<\/i> to return, it sends a powerful psychological message to the remaining staff: <i>\u201cThe grass was not greener on the other side.\u201d<\/i><\/li>\n<\/ul>\n<p>Interestingly, today many organizations have specific rehire policies and processes that often include the following:<\/p>\n<ul>\n<li><em>Bridge of Service<\/em><b>:<\/b> If a nurse returns within 12 months, their tenure (years of service) is bridged. This means they do not restart at the bottom of the PTO accrual tier or lose their retirement vesting status.<\/li>\n<li><em>\u201cNo Questions Asked\u201d Window\u201d:<\/em> A policy where, if a nurse regrets their resignation within 30\u201390 days, they can return to their role without going through a complete re-application process.<\/li>\n<li><em>Alumni Community: <\/em>Creation of a quarterly \u201cAlumni Newsletter\u201d that highlights facility wins, new technology, and open leadership roles, keeping the door psychologically open.<\/li>\n<li><em>Nurse Manager Follow-up:<\/em> Nurse managers follow up with all valued exited employees in the first 60 days to invite them back.<\/li>\n<\/ul>\n<p>The ability to have this as an option open to any leader is extremely important but especially in Labor and Delivery. Recent NSI data indicates that it is one of the toughest specialties to recruit for and that new graduate turnover is very high because of the maternal acuity now seen in hospitals across the country. Labor and delivery has become a combination of an ICU, ED, OR and L&amp;D. Her director\u2019s mindset is one that was very common a decade ago but may not be the right approach today. A rehire could very likely be your best hire in today\u2019s turbulent healthcare environment.<\/p>\n<p>\u00a9\u00a0<strong>emergingrnleader.com 2025<\/strong><\/p>\n<p><strong>Our Most Popular Right Now\u00a0<\/strong>\u00a0<strong>\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2023\/11\/The-New-World-of-Work-Workshop.pdf\">The New World of Work Workshop<\/a><\/strong><\/p>\n<p><strong>Two Brand New Workshops for Your Team in 2025<\/strong><\/p>\n<p><strong>*** Trending \u2013 Building Bridges Not Walls: Leading Multigenerational Work Teams<\/strong>\u00a0\u2013 Click Here for More Information\u00a0\u00a0\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2024\/12\/Building-Bridges-Not-Walls.pdf\">Building Bridges Not Walls<\/a><\/p>\n<p><strong>Nurse and Nurse Leader Work-Life Balance and Well-Being: Nursing Leadership Strategies for Success\u00a0<\/strong>\u2013 Click Here for More Information\u00a0<a href=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2024\/12\/WorkLife-Balance-and-Wellbeing-WS.pdf\">WorkLife Balance and Wellbeing WS<\/a><\/p>\n<p><strong>New Book \u2013\u00a0<a href=\"https:\/\/www.amazon.com\/Nursing-Leadership-New-World-Work\/dp\/1732912734\/ref=sr_1_1?crid=3EIQ8LWOM9VDJ&amp;dib=eyJ2IjoiMSJ9.kFXT4QMAWkYgfGSWd1e18gHo4s9cIZH5U2CirfFEc4L9blJliZOdXEr25mAm5nrBwY-rWQ5VwwXVyfWZKburLY5Pe6zMdXEY_mza81JKE3FCV9oV3bhZnX6UB5r6Ol8JMOkvALk_IG34ZFCUdIdYoEBLk49x841xqqjkMeWJoio.7tSMd-ky_zbRpMkznFsBrkOsndNGHKlfyI5q8je1hnI&amp;dib_tag=se&amp;keywords=rose+o+sherman&amp;qid=1741286960&amp;sprefix=%2Caps%2C117&amp;sr=8-1\">Click Here to Buy<\/a><\/strong><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/emergingrnleader.com\/wp-content\/uploads\/2024\/12\/NursingLeadership3DCover-Smaller-190x300.png\"\/><\/p>\n<p><!--<rdf:RDF xmlns:rdf=\"http:\/\/www.w3.org\/1999\/02\/22-rdf-syntax-ns#\"\n\t\t\txmlns:dc=\"http:\/\/purl.org\/dc\/elements\/1.1\/\"\n\t\t\txmlns:trackback=\"http:\/\/madskills.com\/public\/xml\/rss\/module\/trackback\/\">\n\t\t<rdf:Description rdf:about=\"https:\/\/emergingrnleader.com\/the-business-case-for-a-road-to-rehire-program\/\"\n    dc:identifier=\"https:\/\/emergingrnleader.com\/the-business-case-for-a-road-to-rehire-program\/\"\n    dc:title=\"The Business Case for a Road to Rehire Program\"\n    trackback:ping=\"https:\/\/emergingrnleader.com\/the-business-case-for-a-road-to-rehire-program\/trackback\/\" \/>\n<\/rdf:RDF>-->\n<\/div>\n\n","protected":false},"excerpt":{"rendered":"<p>November 24, 2025 by rose By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Following a recent conference session, a labor and delivery manager spoke with me about a conflict she was having with her director. Here is her story: A new hospital opened several years ago in our area. We are in direct competition with [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":315520,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[145012],"tags":[907,415,13239,145013,2683],"dealstore":[],"offerexpiration":[],"class_list":["post-315519","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-the-future-of-healthcare","tag-business","tag-case","tag-program","tag-rehire","tag-road"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.4 - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>The Business Case for a Road to Rehire Program - Som2ny Network<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/fivemor.com\/?p=315519\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Business Case for a Road to Rehire Program - Som2ny Network\" \/>\n<meta property=\"og:description\" content=\"November 24, 2025 by rose By Rose O. Sherman, EdD, RN, NEA-BC, FAAN Following a recent conference session, a labor and delivery manager spoke with me about a conflict she was having with her director. Here is her story: A new hospital opened several years ago in our area. 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