Just a few generations ago, many parents would send their newly graduated children into the working world with advice they’d likely heard from their own parents: “Find a steady job with a good company. Stay there for 20 to 30 years so you can collect a nice pension and enjoy your retirement.”
My, how times have changed — and so have some pensions. More than 20 years ago, I retired from the solid waste and recycling business, and I am now in my “bonus career” as a recruiter. I have observed numerous trends in the industry, including this current wave of “job hopping.”
According to the latest data from the Bureau of Labor Statistics, most wage and salary workers are sticking around on their job for an average of 4.2 years. Workers ages 25 to 34 had an average tenure of 2.8 years, while those ages 55 to 64 stayed with the same employer for at least 10 years.
So, why do job gypsies leave? Do companies frown upon job-hopping? Should they “woo” career nomads to get them to stay? Let’s explore that for a bit.
Why Job Gypsies Move Around
First of all, there’s nothing wrong with seeking new opportunities, especially if you have decided to change your career path altogether. Or, if you’re in a less-than-ideal environment, being passed up for promotions despite doing your best work — it’s understandable why you may want to move on.
Also, it’s acceptable to switch jobs when you’re young and in the early stages of your career. Some employees leave for a bigger paycheck and better benefits, while others simply get bored and want to test the waters to see what else is out there. But that’s where it can get tricky, and it could do more harm than good.
What Hiring Managers and Recruiters Think
The problem arises when you repeat the same nomadic pattern of behavior, after being on the job for about a year or less. That can raise a red flag for hiring managers and recruiters, because it makes you appear unstable.
My advice: Try to stay on the job for a minimum of two years. Stay long enough to gain the valuable skills and experience that can be useful at your next gig. Who knows — it could even lead to a longer stay as you get into the nitty-gritty of the role.
How to Woo Job-Hoppers
To keep the company’s best and brightest employees from bailing, their managers can employ several tactics. Gallup’s 2017 State of the American Workplace reportrecommends the following “re-recruitment” strategies:
· Chart their path to success. Managers must collaborate with employees to create career development paths that link to a successful future. Employees have a greater sense of job security when they understand the value they bring to the company.
· Help employees find the right role at the company. Maybe they were hired in a position that wasn’t the right fit. If so, help them seek out opportunities that are best matched to their skills and qualifications. Those employees may end up moving to other departments, but they can still be an asset to the company overall.
· Recognize and reward the best employees. According to Gallup, employees who do not feel adequately recognized are more likely to say they’ll quit in the next year. Give praise at least once a week, Gallup advises. Employees who are regularly praised increase their productivity and receive higher satisfaction scores from customers, Gallup says.
· Hire the best managers. Having the right leaders in place matters more than anything else, says Gallup CEO Jim Clifton. “The single biggest decision you make in your job—bigger than all the rest—is who you name manager. When you name the wrong person manager, nothing fixes that bad decision. Not compensation, not benefits—nothing,” Clifton said. Take a look at management to identify where adjustments need to be made. The key to keeping your job-hoppers from jumping ship could be right under your nose.
Jeff Chaponick is CEO of MAC Diversity Recruiters, an international search firm that partners with companies of all sizes, including companies such as Deloitte, Nike, and Marsh & McLennan, to help them reach their diversity talent goals. Jeff is on the Board of Directors for the Texas Diversity Council and the National Diversity Council. He is also a member of various professional organizations that help address the disparities in hiring among traditionally underrepresented groups.
