With the nation experiencing a labor shortage in many sectors, employers may want to consider alternative ways to fill positions with qualified workers. One option that can benefit organizations and individuals is a returnship, which essentially combines elements of an internship and a back-to-work program.
The University of Texas describes returnships as geared toward professionals who have been out of the workforce for at least two years and have five or more years of professional experience. Candidates apply and participate in an interview process. If chosen, the program runs for two or three months, with some lasting six months. Successful candidates are paid by the employer because they are performing valuable work for the organization.
A government employer may want to consider a similar program where it recruits seasoned workers who are either returning after an absence or had previously ended their career and now want to do work that uses their knowledge, skills, and wisdom. The program may be especially valuable at a time when many are retiring from government service, when recruiting is far more competitive, and when the issues facing municipalities and other government entities are more complex and would benefit from experience.
Implementing a returnship program involves a comprehensive plan that includes the following steps:
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Outline the goals. Knowing what is needed will help attract those with knowledge, skills, and wisdom different from the knowledge, skills, and abilities of current employees. How could bringing in experienced workers help you move projects and visions forward more quickly and effectively? Could you employ someone to mentor and train others, while they quickly dispatch work or solve problems requiring their specialty?
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Decide whom to attract. Once there is a clear vision of what to achieve, deciding whom to attract will become more apparent. Maybe you have a municipal court that deals with many cases involving homeless people in your small city. A prosecutor or judge with experience in problem-solving courts may have novel solutions your city can learn about. They could set up the structure for this court so that it continues to be successful after they leave.
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Run a pilot. Starting small can ensure long-term success. Perhaps there is a particular issue or department at your agency that would benefit from the expertise of someone who could quickly complete a project or make a needed improvement in a department. An assessment of what worked and what did not will help when incorporating the program into the workplace.
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Brand the returnship program. Branding is a well-established part of fruitful recruiting. Many websites for companies have a section dedicated to careers. Those websites include information about the organization that would attract the candidates who would be successful in that workplace. Some have tips about what traits are effective in working there. Listing the goals of a returnship may be helpful.
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Incorporate the program into your workplace. It is important that employees who will continue to work for you feel like the program is helpful to them and not overbearing. A way to make this happen is to allow feedback directly from employees to the person filling the returnship role so that employees feel like they are learning from this person, rather than being told what to do. Ideally, a real partnership between employees and those filling returnship roles will develop, bringing tremendous benefits to the organization.
Government employers will continue to grapple with recruiting shortages. Many approaches are coming into play, and returnships are one more way to address this concern. If you have any questions about successful recruiting, please contact Employers Council.
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