Sheffield United reappoints club manager: How to rehire talent

Chris Wilder has been reappointed as manager of Sheffield United after Rubén Sellés was dismissed, the club announced on Monday (15 September).

Wilder was previously sacked after the club’s loss at the Championship playoff finals, meaning that Sheffield United failed to be promoted to the Premier League. 

This is the third time that Wilder has managed the Blades. His current contract that runs until summer 2027.

In a press conference yesterday (16 September), Wilder said: “This is a special and unique club for me… I enjoyed my conversations with the owners when there was the possibility of coming back and collaborating with them.”

The club’s board of directors stated: “Chris Wilder returns with proven leadership and an unparalleled understanding of Sheffield United. We are confident he is the right person to restore momentum, unite the squad and supporters, and deliver the results necessary to achieve our objectives this season.”

Zoe Wilson, founder and director of the consultancy ReThink HR, told HR magazine that the potential for rehiring individuals should prompt HR leaders to think about their offboarding processes. She pointed out that not many companies have an offboarding strategy, as technology is used to automate task management and offboarding processes.

She continued: “[The time saved by automation] should leave room for HR professionals to work with the business on how they want to shape the employee experience when being offboarded from the business.”

Even if employers don’t see a scenario where the employee may return, leaving staff have a voice and impact, through their connections on social media, and with family and friends, Wilson explained.

Aaron Taylor, head of the HR department at Arden University, added: “A successful offboarding process hinges on clear communication and a structured approach.” 

Speaking to HR magazine, Taylor explained that it is essential to ensure the departing employee understands the steps involved, from their final working day to any post-employment obligations or benefits.

“It’s important to try and understand why the employee is leaving, how they felt about management and leadership, the work environment and culture, their career development and compensation, as well as whether they would consider returning to the company in the future,” he added.

In Chris Wilder’s case, his connection to Sheffield United and his willingness to support the club highlight the importance of maintaining strong relationships, even after an employee has moved on, Taylor noted. 

Keeping former employees “warm” requires a proactive and respectful approach, Taylor explained. “Alumni networks, or LinkedIn, can be a powerful tool in this regard. By creating a platform for former employees to stay connected with the company and each other, businesses can foster a sense of community and goodwill.”

“People leave for all sorts of reasons. Having a talent pool of experienced individuals who know your business, that could return bringing additional knowledge and skills with them if they return, in my view, is worth investing in,” Wilson added.

Referencing her own experience, Wilson recalled times when she had been ignored by her “manager for the whole of my notice period”.

She added: “While I knew it was because they were disappointed that I was leaving, it was an awful and uncomfortable experience, and I definitely didn’t keep in touch.”  

This compared to Wilson’s positive experiences, where the company managed a three-month notice period well, and continued to trust her with clients even though she was going to a competitor business. “It’s been eight years of running my own business, and I’d still never say no to returning [to that company which managed the notice period well]. I’ll always speak of them, and my time there, fondly,” Wilson added. 

Taylor agreed, and said: “It’s important to treat departing employees with respect and appreciation, as this sets the tone for any future interactions. When employees leave on good terms, they are more likely to speak positively about your business and consider returning if the opportunity arises.”

Wilson concluded: “You want to ensure that your leavers are advocates. Make sure that they know the door is open for a conversation if ever they wanted to discuss returning.”

HR Magazine – Emily-Rose Payne