Is Going Back to an Old Job a Smart Move — or a Step Backward?

Editor’s Note: This story originally appeared on MyPerfectResume.com.

Is going back to a former employer a smart move or a step backward? A recent MyPerfectResume survey of 1,101 U.S. workers reveals just how divided employees are on the concept of “boomerang jobs.”

For some, returning is a savvy strategy for stability and growth. For others, it stirs up bad memories, reignites old workplace politics, and feels like a step backward.

The Boomerang Jobs Report examines the motivations, fears, and reputational factors that drive individuals to rejoin a past employer. What emerges is a nuanced picture: opportunity on one side, hesitation on the other.

Key Findings

55% of workers say that returning to a past employer is a smart career move.
37% of workers describe returning to a former employer as “playing it safe.”
5% of workers view returning to a past employer as a sign of failure.
67% of workers say they would consider returning to a previous employer if leadership had changed.
65% of workers worry that workplace politics would resurface if they returned to a former employer.

Why Workers Would Return to a Former Employer

First off, let’s answer the question: What is a boomerang employee? A boomerang employee is an employee who leaves a company and later returns to work for the same organization.

For many, the decision to return depends on changes that make the workplace feel safer or more rewarding. Improved leadership and better work-life balance are the top motivators:

67% would return to a former employer if leadership had changed.
67% say improved work-life balance would draw them back.
25% cite career growth opportunities as a reason for returning.

Why it matters: Workers are open to returning if they see real improvements, especially in leadership and work-life balance. These boomerang employee benefits show that cultural change and career advancement opportunities are stronger incentives than perks like hybrid work.

Why Others Won’t Look Back

For some, the past is best left behind. Bad experiences and workplace burnout are powerful deal-breakers:

19% say bad memories alone would stop them from returning to a former employer.
9% prefer new experiences and won’t revisit an old job.

Why it matters: Negative experiences linger. Once trust is broken or the workplace is tied to burnout or poor management, many workers will simply refuse to consider returning, regardless of the improvements made.

Concerns About Returning

Even workers who consider returning worry about history repeating itself. The top fears center on the very issues that drove them away the first time:

65% worry about workplace politics.
46% fear burnout would return.
14% believe it would feel like taking a step backward.

Why it matters: Rehiring past employees isn’t risk-free. Old dynamics, unresolved workplace politics, and lingering fears of burnout can undermine retention and job satisfaction if employers don’t address them directly.

Why Your Reputation Matters

A nearly universal theme is that how you leave a job shapes your chances of returning or recommending the employer in the future:

98% agree that leaving on good terms matters.
71% say respectful outreach would make them more likely to recommend a past employer, even if they wouldn’t return themselves.

Why it matters: Reputation and relationships outlast a single job. Leaving on good terms gives workers options to return or recommend their past employer. For companies, treating departing employees with respect builds long-term goodwill and strengthens the employer brand.

In today’s job market, the idea of returning to a familiar workplace may be tempting, but it’s also risky. Workers weigh not just pay and perks but also trust, culture, and career trajectory.

Returning to a past employer is less of a sweeping trend and more of a personal calculation, influenced by how much change an organization has actually made since an employee left.

Employers that want to attract boomerang workers will need to repair reputations, rebuild trust, and address the underlying issues that caused people to leave in the first place.