具体情况具体分析 职场也可以吃"回头草"

He stuck it out for a year and stayed six weeks after resigning to help his boss, then spent several months at home caring for his children and thinking things over. After exploring and rejecting two other job prospects as 'exactly what I just left, ' he says, he decided to try to return to Healthways at any pay, in any job.
他坚持了一年，辞职后为给老板帮忙又呆了六个星期，接下来几个月都在家里看孩子，想事情。他说，他在重新找工作期间拒掉了两个机会，因为那两份工作“跟我刚刚辞掉的工作完全一样”。之后他决定尝试回到Healthways工作，什么工资、岗位都行。

One criterion for a successful U-turn, Mr. Damon says, is to explain what has changed since the employee quit. 'An employer needs assurance' it won't get dumped again for the same reasons, he says.
戴蒙说，要成功地吃回头草，有一个条件便是解释辞职以来，员工哪些方面发生了变化。他说，用人单位需要确保它不会再次因为同样的原因被员工炒鱿鱼。

In an email to Mr. Leedle in fall 2012, Mr. Turner described his change in attitude. After 'some soul-searching, ' he wrote, he realized he had taken for granted what he had at Healthways, including employees' focus on 'creating a healthier world one person at a time.' That mantra is sandblasted into the front walkway of the company's headquarters.
2012年秋，特纳给理德尔写电子邮件描述他态度的改变。他写道，经过“一些反思”之后，他意识到自己把他在Healthways拥有的一切看成是理所当然的而没有珍惜，包括员工专注的目标──“创造更健康的世界，一次一个人”。公司的这个口号用喷沙器印在总部正门前的走道上。

Mr. Leedle says he was glad to receive Mr. Turner's email. If employees who perform well 'have slipped away, we're happy to re-engage them, ' he says. Healthways found a spot for Mr. Turner within a month as a director of market analytics, at the same pay as his Walgreens job.
理德尔说，他收到特纳的电子邮件感到很高兴。他说，如果表现好的员工“悄悄溜走了”，“我们乐于重新聘用他们”。Healthways在一个月之内就为特纳找到了一个市场分析总监的职位，工资跟他在Walgreens一样。

Asking to return was gut-wrenching, Mr. Turner says. 'It's hard to admit to an entire company of people you respect that you were wrong.' But he got a warm welcome, and no one criticized him.
特纳说，请求回归是很痛苦的。他说：“向你所尊重的全公司的人承认自己错了，是一件困难的事情。”但他受到热烈的欢迎，没有谁批评他。

Employers have different rules about rehiring employees. A few ban the practice altogether, to encourage loyalty. Many others classify departing employees as 'eligible for rehire' or not, based on performance, says Paul Rubenstein, an executive at Aon Hewitt, a Lincolnshire, Ill., benefits-consulting firm.
不同用人单位对于重新聘用员工有着不同的规定。有些公司完全禁止这样做，以鼓励员工效忠。伊利诺依州Lincolnshire薪酬咨询公司Aon Hewitt的高管保罗·鲁本斯坦(Paul Rubenstein)说，另外很多公司根据离职员工的绩效把他们分为“适合重新聘用”或“不适合重新聘用”两类。

A successful U-turn requires more from the former employee than just a humble-pie moment. Most employers like to see such resume rebounds 'bookended by years of a solid track record on each side, ' says Executive Search Group's Mr. McIntyre.
回头草要吃好，前员工需要做的就不只是低声下气一会儿。高管猎头集团的麦金太尔说，大部分用人单位都希望在回头员工的简历上看到，他或她在跳槽“前后都有多年扎实的成绩”。

Mr. Turner, 41, isn't likely to move on soon. Perks he regarded in the past as 'cheesy, ' such as yoga classes, make sense to him now. 'I realized that is what makes us a living lab, ' he says. He works in the open at a standing desk, fueling impromptu meetings with colleagues at all levels.
现年41岁的特纳短期内不太可能继续跳槽。原先他觉得廉价的福利（比如瑜伽课）现在对他而言都是很有意义的事情。他说：“我意识到正是这些东西使我们构成了一个生活实验室。”他用一个站立式工作台在开阔区域办公，跟各个级别的同事说开会就开会。

Other people bounce back to an old employer after a new venture falls short. David Greene quit his job as an account executive at SAS, a Cary, N.C., maker of business-analytics software, in 2005 to become vice president of a digital-imaging startup co-founded by a friend, where he hoped to use his skills as a photographer.
另一些人则是在创业失败之后回到原来的单位。2005年，戴维·格林(David Greene)辞去北卡罗莱纳州卡里市商业分析软件公司SAS的客户经理职务，在一位朋友与人共同成立的一家数字成像公司当上了副总裁，希望在这家初创公司将自己的摄影技能派上用场。

Mr. Greene didn't leave without misgivings. When he helped tour customers around SAS headquarters a week before leaving, explaining the on-site health-care, child-care and fitness centers and other benefits that keep the company's turnover low, he thought, 'I'm crazy for leaving here, ' he says. He took pains to depart on good terms, giving a month's notice and helping train his replacement.
格林辞职的时候还是有些纠结的。还有一个星期离开的时候，他和人带着客户在SAS总部参观，介绍公司内部的医务中心、托儿所、健身中心，以及其他一些旨在降低公司人才流失率的福利。当时他想：“我好想离开这里。”他尽自己的努力做到好聚好散，提前一个月通知了公司，并帮助培训他的接替者。

Just 3 1/2 months later, the startup changed direction and dropped the photo-sharing business that had attracted him. Mr. Greene stayed 14 more months, doing a different job that didn't interest him.
仅仅三个半月过后，这家创业公司调整方向，放弃了之前吸引他过去的图片分享业务。格林在这家公司又呆了14个月，做另外一份自己并不感兴趣的工作。

Mr. Greene says he probably stayed six months too long. Korn/Ferry's Mr. Damon recommends moving quickly after realizing a new job is a mistake. 'If you decide to leave, every day longer that you spend there is another day you'll feel unhappy and unfulfilled, ' Mr. Damon says.
格林说，他可能多呆了半年时间。光辉国际的戴蒙建议，在意识到新工作是一个错误之后要赶紧行动。戴蒙说：“如果你决定走人，多呆一天，你就多一天感到不满意，没有成就感。”

But Mr. Greene, 50, says he learned new organizational and leadership skills. And when he reached out to former SAS colleagues in 2007, he was offered and accepted a job within a few days.
但现年50岁的格林说，他学到了新的组织能力和领导能力。2007年，他主动联系原来在SAS的同事，没几天公司就给了他一份工作，他接受了。