Top talent doesn’t just want a job: they want a culture they can thrive in. A standout workplace culture makes it easier to attract high performers and, just as critically, to keep them. A truly exceptional culture can even inspire former employees to return – giving rise to the phenomenon of 'boomerang employees.'
These individuals, having experienced other organisations, often choose to come back for the sense of belonging, growth opportunities, and engagement they once enjoyed.
At UK's Best Workplace NRG Riverside, not only do 82% of employees say they "want to work there for a long time" (compared to the UK average of 54%), but of those who do leave, many have returned. In fact, 5% of the transportation company's total headcount is made up of boomerang employees.
"Returning to the business after working here originally for almost 10 years and being away for 6 years, in my first 6 months back I have no hesitation that the business has met my needs and made me feel that this is a great place to work," says one of these returning employees.
We spoke to Jenny Cook, Chief People Officer at NRG Riverside, to find out what makes their culture so special.
"People decide to leave the business due to a number of different factors," says Jenny. "Although retention is a key focus for us, sometimes we have to let people leave as they wish and try somewhere else. But I love it when they return: the door is always open at Riverside.
"Our people are valued and can see that we pay well, offer benefits that are aligned to what they are looking for, and invest in development and growing our own talent."
But one of the most simple and effective ways NRG Riverside has built a culture that employees want to return to is something that any organisation can emulate: they give their employees a voice.
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Giving your employees a voice is the cornerstone of building a positive work culture, one where different perspectives are welcomed. When employees have a safe space to share insights, they can put forward creative ideas, suggest improvements, or provide valuable insights on issues leaders may not be aware of.
"We value our people's voice", says Jenny, "and understanding our people's opinions is key. The data from the Great Place To Work survey, and the ability to segment it by different demographics like age and location, has allowed us to test if our practices and initiatives have worked and ensure we are having the desired impact on all our people."
But it doesn't stop there. After receiving employee opinions via their internal engagement forum and Great Place To Work Trust Index™ Survey, NRG Riverside are rigorous about acting on this feedback, and communicating these actions to the whole organisation.
Some examples of changes put in place based on employee feedback include:
"We use the 'you said, we did' principle to clearly communicate back what was heard and what actions were taken in a simple format," explains Jenny. "We communicate much better than we ever have – we have communication screens in all our locations, and we email out to the business at specific times, so our people know it’s business comms if it comes in at 10am or 2pm."
Listening to employee voices, acting on their feedback, and communicating what’s being done as a result shows people that their input matters. It’s not just about fixing problems – it’s about building trust. When employees see that their ideas shape decisions, they feel respected, motivated, and more connected to the organisation’s goals. That sense of feeling valued by NRG Riverside undoubtedly contributed to boomerang employees' desire to return to the organisation. As one employee put it, "at Riverside, you are always made to feel like you belong and are heard as an employee."
But as all great workplaces know, improving your culture is a constant journey. So, what's next for NRG Riverside?
"We will keep on reviewing our Great Place To Work survey data to make sure we are moving forward, and we will continue to ask our people what their thoughts are on initiatives – proving that we are a business who is looking forward and truly values its employees.
"Learning and development is also a key focus area for us: we are building out our talent development framework and working on ensuring our people know where they can develop to be the best in their role or to be ready for new opportunities when they come along."
Find out how your organisation can use our Trust Index survey to drive engagement, innovation, and trust: discover more here.