A Project On
JOB HOPPERS
Submitted To University of Mumbai In the partial fulfillment of the B.M.S. Degree
By SANAYA KANT Roll No. 18 Seat No - __________
Under The Guidance of Prof. ANAND DESHPANDE
Studying at
Rizvi Education Society’s
Rizvi College of Arts, Science & Commerce Rizvi Educational Complex, Bandra (West), Mumbai Academic Year 2010-2011
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Declaration
I SANAYA KANT a student of the TYBMS class, Roll No.18 Seat No. ________ of the academic year 2010-11 studying at Rizvi College of Arts, Science & Commerce , hereby declare that the work done on the project entitled JOB HOPPERS is true and original to the best of my knowledge and any reference used in the project is duly acknowledged.
Date: _______________
Signature of Student _____________________ (Name of student_______________________)
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Certificate
This is to certify that ______________________________________________ a student of TYBMS class, Roll No ______ Seat No. _______ of the academic year 2010-11 studying at Rizvi College of Arts, Science & Commerce; has successfully completed the project entitled ____________________________.
____________________________ Prof. _______________________ (Project Guide)
___________________________ Prof. Furqan Shaikh (BMS Co-ordinator)
____________________________ External Examiner
___________________________ (Principal)
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Acknowledgement
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Abstract
The ever growing and dynamic industry in today’s time is constantly undergoing change with the introduction of IT, Telecom and Entertainment. With new ventures and inventions the mediocre industry is now, a grape wine of increasing number of untapped and promising fields. Such changes are evident in response to the growing economy and globalization. So what if an individual builds within a trend to job hop every 6 to 12 months in his career graph , namely to enhance his skills or seek better opportunities and recognition or the least fit in where he feels he belongs.
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Contents
1) Job hopping: ? Description ? Definition ? Trends in job hopping ? Job hopping period 2) Personality traits: ? Coin operated o Remedies. ? Knowledge seekers o Remedies ? Compulsive change seeker o Remedies ? Aimless hoppers o Remedies ? Serial hoppers o Remedies ? Position/Title seekers o Remedies
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Purpose:
The main purpose of undertaking this project is to clarify why exactly does an individual change jobs after a short period of work experience and how to curb the increasing trend of job hopping.
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INTRODUCTION
Our (Indian) economy, during the last 2 decades, is witnessing an unprecedented growth accompanied with dramatic changes in the way, business | business houses are run and grown. Globalization, coupled with Privatization of Indian Economy, has triggered massive changes in the pecking order of Indian Corporate Houses. Share of Service sector in the overall GDP is growing over the years. Employment Opportunities and Disposable Income levels have grown stupendously. Cultural transformation is sweeping across industries - IT, ITES, Insurance, Banking, Telecom and Entertainment. The said cultural transformation has also impacted the traditional businesses – Automobiles, Agro, Retail, Chemical, Pharmaceuticals and FMCG. Continuous exposure to HR Practices, Work Culture and Business Ethics of multinational companies, across industries, has changed the overall outlook of employers and employees. Performance Culture, is being nurtured aggressively, across all levels, by many corporate houses. Simultaneously, the emotional connect of employee with an employer | company is getting diminished. The changed outlook of employees, coupled with the rising opportunities for employment, in traditional and sunrise industries, are facilitating an individual to develop a trend of job hopping every 6 to 12 months. The prime reasons for a job hopping cover a wide
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spectrum - to enhance skills or to seek better opportunities and recognition or to fit-in where he feels he belongs. As of now, organizations, at large, have learnt to accept the existence of a new phenomenon called “Job Hopping” and taking their own and individualized view towards it. Hopefully, in the near future, Job Hopping, should get a wider acceptance from all the practicing HR professionals across industries.
Job Hoppers
Description:
Have you ever encountered someone who changes jobs more frequently than he/she changes clothes, may be for a genuine or unrealistic reason? Sounds amazing, doesn’t it? If not then, you probably are a job hopper yourself. Don’t be surprised, it’s natural for one to change jobs and even more for those who have changed jobs a number of times in their career. Job hopping has become, a common sight in today’s scenario. Gone are the days, when a job hopper was looked down, as a liability to the company and was not taken very seriously, although there is still some resistance to job hoppers, in traditional companies. Job hopping is practiced in every field and mostly by the young professionals, working in IT, ITES, Insurance, Telecom, Media, Retail, and FMCG. A job hopper is bound to keep changing jobs in his/her career till he / she finds a suitable job which matches all the reasons that forced him / her to opt for a change in the first place. The tendency to job hop cannot be stopped but if handled tactfully, can be controlled for a mutual benefit of employee and employer. By carefully analyzing the many reasons for job hopping, which are explained in detail in a candidate’s profile, H R professionals can conceive solutions which will benefit both the parties’ i.e. a job hopper and a job provider
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Definition:
“Job Hopper is a person who frequently changes jobs” This practice of frequently changing jobs one after the other by an individual for various reasons, is known as job hopping. Example: Raj an MBA who just passed out from a leading B-school in the year 2009, he joins as a trainee in a management consultancy firm. After working there for 3 months he leaves the firm since he was not sure of the line which he had chosen. He then joins another company of his interest but then again after 6 months he changes to another job, this time because the pay package is more attractive compared to the earlier job. This new company was good but the culture and lifestyle did not suit him, which again compelled him to change to another job within a span of 4 months. Similarly he kept switching over and over from one job to another for various reasons until he settled for the one which offered him all the reasons to stay. Such people like Raj job hoppers. are tagged as
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Human Needs and Wants
A basic condition of human existence which means that people are never totally satisfied with the quantity and variety of goods and services they consume. It means that people never get enough, that there's always something else that they would want. want can be in any form for an individual, it can be, security, money, shelter, food etc. Similarly an employee also has some specific needs and desires which he/she strives to satisfy or achieve. An employee is driven by needs n desires. Every employee has his own different needs which drive him to perform in the company.
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Trends in Job Hopping:
The tendency to job hop has a direct correlation with the period of work experience i.e. in the initial period of working life, one has a higher tendency to job hop, However after 10 year of work experience, employees have lower tendency to job hop. In the initial period of work experience, employees have higher tendencies to job hop on account of, Monetary Benefits. Similarly after 3 to 5 years of work experience, the prime reason for job hopping is Position / The needs of any employee are as given below: Job security
Monetary Benefits
Job Position/Titles
Knowledge
Change Perks & Benefits
Job Satisfaction
Recognition
Job Title & Monetary Benefits.
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However after 6 to 10 years of work experience, the reasons for a job hopping are Job Satisfaction and Job Titles. After 10 years of work experience, the reasons for job hopping are mostly lack of Opportunity for Growth and Monetary Benefits. After 20 years of work experience, the job hopping is on account of absence of Recognition onthe-job as well as Mid Career Crisis
Most Preferred Time Period for Job Hopping:
From the research data, it is observed that most job hoppers prefer changing their jobs during the beginning of an academic year, as it does not cause inconvenience to children in terms of academics. Then there is this, After Annual Appraisal Period, when all the employees are appraised and rewarded with promotions and increments. These annual appraisals, trigger large scale job changes across all levels and (geographical) locations.
30 25 20 15 10 5 0 0-2 yea rs 3-5 years 6-10 yea rs Beyond 10 years Beyond 20 years mid ca reer cris es job satisfaction job title moneta benefit ry
Other preferred time period for a job change is the festival period - Diwali, Eid, Christmas,
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Out of the above three time periods, very high incidence of job hopping takes place in the crucial period of After Annual Appraisal (AAA).
160 140 120 100 80 60 40 20 0 ACADE MICYEAR After appraisal FES TIVAL S EASON
Personality Traits of Job Hoppers:
We would like to analyse the personality profiles/traits of job hoppers as it can help us in the grouping /classification of job hoppers.
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Coin Operated Personality (COP):
These are the people who value salary package much more than job responsibilities, for them job titles, duties and responsibilities are unimportant, what interests them more is the money or salary and perks. As a result they have the tendency of changing jobs as and when they see an opportunity of enhancing their salary package. They are an easy target to competitors and manpower consultants. As a personality they have a tendency to compare their CTC (cost to the company) with their colleagues, friends, neighbours, relatives and classmates and batch mates. Their sole aim in life is to be one-up on their near and dear ones in terms of CTC. In pursuit of their one-upmanship they accept jobs which may not be in the same industry or functional area or geographical location. Such a job change, does not result in any significant value addition to their job profile, experience and knowledge. Instead it results in a feeling of job dissatisfaction and poor on- the- job rating by their seniors and peers, which again forces them to look around for a change. Although in this case the prime reason for a change is the poor on-the-job rating, they still await for an opportunity where the CTC is higher than what they are currently drawing in their existing jobs.
Analysis of a coin operated hopper
Their main priority: Drawing more income
than their counterparts.
Their contribution to the company:
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Performer
Non-performer
60%
40%
From these we can understand how much does a coin operated job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Coin operated job hoppers are driven by:
It can be analysed that a coin operated job hopper’s main priority in life is money and only money. Hence in the above pie-chart we can clearly see that 74% is covered by money, making it the most important factor that drives a coin operated employee to job hop. Then is position which covers 10%, perks and benefits covering 95 and then desire to change covering the remaining 7%.
Remedial Actions:
The remedial action for a coin operated job hopper is basically money. Money is a driving force for him / her. Hence he / she, can be retained in the company by increasing the pay package, provided the individual is a performer.
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The other alternatives are: ESOP Offer ESOP (Employee Stock Option), this will assure the employee to stay in the company for long since ESOPs have a lock-in period of 3 to 5 years. The offer of ESOPs ensures a minimum stay equal to or more than the lock-in period. Performance Linked Salary: Although this is an extra burden on the employer, it will be an incentive to the employee to stay around and perform so that the extra income is earned at the end of financial year. The incentive scheme should be revised upwardly every year so that the employee gets habituated to earning incentives which are increasing year after year, as the amount is paid subject to employee achieving the target, An employer is not at loss unlike in the case where direct increase in salary is offered without any guarantee on the increase in performance of the employee.
Knowledge
There is a
Seekers:
section of
employees,
who are knowledge
driven. They have the ability and the willingness to involve and excel in very diverse industries or functional areas. They have a natural tendency to seek an opportunity to understand working
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of other functional areas within their company as also industry and even other diverse industries. Their personality analysis reveals a basic urge for knowledge enhancement, which is not just limited to their industry but outside. Within their functional area they would like to share and exchange their knowledge practices with professionals within and outside their industry. Although training programmes offer an excellent platform for exchange of ideas and knowledge enhancement, they are attracted to other industries/companies with an objective of gaining more knowledge and information than what the seminar/training programmes can offer. By nature these people are excellent in networking and hence can land a job through their excellence in networking in addition to their domain knowledge. Most of these job hoppers who are primarily knowledge seekers end up as management/technical consultants, towards their fag end of their career or when confronted with a mid career crises.
Analysis of a knowledge seeker job hopper. Their main priority is: To enhance their knowledge. Their contribution to the company:
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Performer
Non performer
40%
60%
From these we can understand how much does a knowledge seeker job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 40%. If he is a non-performer than he can contribute only 60% to the company.
Knowledge seeker job hoppers are driven by:
Interestsin
7% 19% money knowledge job satisfaction 65% desire to change 9%
It be
can
analysed that a knowledge seeker’s main priority in life is to enhance his/her knowledge. Hence in the above pie-chart we can clearly see that knowledge covers nearly 65% of the total interest making it the most important factor for job hopping. Followed by job satisfaction which is 19%, money which covers 9% and remaining 7% covered by the desire to change.
Remedial Actions:
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Knowledge is a driving force for them hence they can be retained in the company by engaging them in cross-functional assignments and taskforce activities of the company. Other alternatives are: In order to retain these knowledge seekers, the company should sponsor or nominate them to all seminars and training programmes organized by industry bodies | associations. They should be advised to share the knowledge gained in these training programs and Seminars with other employees of the company. Management should also allow them to represent the company in Industry level meetings. Make them a regular speaker | faculty in all internal training and induction programmes. All the above measures, will keep these knowledge seekers, fully engaged and content, besides providing them a moral high – “Company Respects me and Values my knowledge”.
Compulsive Change Seekers:
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These are people for whom change is a way of life. Any situation in their personal or professional life cannot remain unchanged beyond a certain period of time. When the situation remains static or unchanged, they feel suffocated and restless. Consequently, they seek change within or outside their domain knowledge. Such job changes, most often force the person (Job hopper) to face challenges of adaptability in new job, unfamiliar work environment, hostile | non co-operative colleagues and new business practices. Sometimes these challenges are very daunting and force these people to again seek a change. These hoppers don’t adapt easily to any new environment and constantly find it uncomfortable mainly for the reasons such as; • • •
•
They don’t get well-along with their subordinates or co-workers in the company. They like to work alone or are antisocial in nature. They need changes in their work or the environment. They are people who get bored easily with the work given to them.
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Analysis of the compulsive change seeker Their main priority is: Seeking change every now and then. Their contribution to the company:
Performer Non performer
40%
60%
From these we can understand how much does a compulsive change seeker contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 40%. If he is a nonperformer than he can contribute only 60% to the company.
Compulsive change seekers are driven by:
Interestsin
6%
10% 19% m oney knowledge job satisfaction desire to change
65%
It can be analysed that the main priority of a compulsive change seeker is none other than the desired to change. From the above pie-chart we can denote that 65% is covered by the desire to change that make it the most important factor for job hopping. 19% covered by job satisfaction, 10% covered by knowledge and the remaining 6% is covered by money.
Remedial Actions:
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The remedial actions for a compulsive change seeker are not many. The compulsive change seekers lack mentors, who are the ones that could possibly guide and channelize their capacity to learn newer things and ability to adapt to new businesses for the mutual benefit of the candidate and the organization. Hence, the efficient action that can be taken to retain them in the company is that the company should advise senior management persons to adopt and mentor these job hoppers. If such a culture is adopted in the company then the job hopper can be controlled and retained in the company for a longer time.
Aimless Hoppers:
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These are professionals in their initial years of their work experience during which period they resort to job hopping without any aim or valid reasons. They are young professionals without any guidance from friends or colleagues, who could guide and mentor them in the area of career planning. Although they may at times feel that they are just drifting in their professional career, they are hesitant to seek professional guidance from consultants and peers. This hesitation spoils their career prospects, and usually their career graph shows signs of stability only after 10 to 12 years on working, However, after these 10 -12 yrs of aimless drifting, they would end up missing the bus in terms of position and job responsibilities. Thus they are highly dissatisfied with their growth in career apart from feeling underutilised despite high promise or potential.
Analysis of an aimless job hopper Their main priority: No priority as such in the initial years.
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Their contribution to the company
Performer Non performer
0%
0%
From these we can understand how much does a aimless job hopper contributes to a company. There is no contribution to the company whether the person is a performer or an non performer merely because he/she is new| a young graduate who is new to the company .
Aimless job hoppers are driven by:
Interestsin
25% 25% money job position 25% 25% perksand benefit desire to change
It can be analysed that the aimless hoppers main priority in life is nothing as such in the initial years. From the above pie-chart it can be easily denoted that all money, job position, perks and benefits and the desire to change are all the factors that drives a person, specially a young graduate.
Remedial Actions:
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The remedial actions for an aimless hopper are not much because these people are very young in age and this is the time they are confused about what is right for them. Instead of treating these young employees like any other employee, these aimless job hoppers, should be nurtured through old and loyal senior employees (preferably from a different division) of the company. The mentors, so appointed should guide these young employees and channelize their energy and desire to excel for the mutual benefit of the candidate and the organization.
Serial Hoppers:
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These are the professional who keep changing their jobs at regular intervals and these intervals can be as short as 3 to 6 months. Their personality profile reveals them to be average or below average in terms of knowledge and skill sets. However they are high on ambition and have desired career goals which they want to reach within the shortest possible time, as a result they change jobs and in the new job environment because of below average performance, they seek a change within 2 to 3 months of joining. The employer having hired a person because of his background i.e. education (premier institutes) or experience (in reputed organizations) expects the candidate to provide immediate results. However being a mediocre professional he cannot live up to the expectation of his superiors and peers in the new company and hence seeks a change rather than getting sidelined or stagnated. This process of seeking higher paying jobs or higher responsibility positions continues for a period of 5 to 10 years after which self realization sets in and the person settles in a small medium sized company in a position and with a salary which is not to his liking, thereby ends up as a highly de-motivated professional full of negativity.
Analysis of a serial job hopper
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Their main priority: To achieve their career goals within a limited time. Their contribution to the company
Performer Non performer
60%
40%
From these we can understand how much does a serial job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Serial job hoppers are driven by:
Interestsin
20% 15%
25%
m oney job position perksand benefit
40%
desire to change
It can be analysed that a serial job hopper’s main priority in life is to achieve his/her career goal. From the above pie-chart we can clearly see that for a serial job hopper his main interest is job position. It covers 40% of total interest. This makes job position the main factor that drives a person to job hop. Money cover 25%, desire to change covers 20% and the remaining 15% is covered by perks and benefits.
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Remedial Actions:
The remedial actions for a serial job hopper is mainly appraisal. The serial hoppers are mostly average performers with high expectations in their professional life. These people are mostly performers and contribute a lot in the companies successes. The only thing is these people will perform but if not appraised or promoted they will change the job and move on to another company. Its very hard to manage people who have made job hopping a habit. Hence, they should be appraised on a monthly basis and counselled to improve their performance. Head – HR or the immediate superior employee should work out a career progression plan and share it with the employee concerned. In this way the company is making sure that his employee is been taken care of and retained in the company for a longer time.
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Job Position | Title Seekers:
These are young and middle aged professionals, who keep changing at regular intervals so as to progress in terms of Job Position | Title. They are very Low on loyalty towards their employers and High on Self Progress. They have a blue print in terms of expected job position | title at a specified time in their career life. They are so focussed in their career planning that, regardless of their on the job achievements | performance levels, they desire to attain those positions at the specified time intervals. If they are deprived of those job positions at the specified time period, they have no hesitation in switching the jobs. Their average life span in a company is 1.5 – 2 yrs. They tend to switch jobs immediately after their annual appraisal.
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Analysis of a title seeker Their main priority: To grow in terms of position and job title. Their contribution to the company is:
Performer Non-performer
60%
40%
From these we can understand how much does a serial job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Title seekers are driven by:
Interestsin
9% 47% 16% desire to change m oney 28% job satisfaction job position
It can be analysed that a title seeker’s main priority in life is to grow in terms of job position and title. From the above pie-chart we can clearly denote that job position is the main factor that interests a title seeker. Hence we can see that job position covers 47%, job satisfaction covers 28%, money covers 16% and the remaining 9% is covered by desire to change.
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Remedial Action:
As these are young and middle aged professionals, with above average | average level of competency, company should try to retain them. These employees value their designation and job title much more than monetary benefits, hence, the company should create a pool of fancy designations, without any appreciable change in job content and salary, and offer the same to these employees, immediately after the annual appraisal. In this fashion the employees is satisfied and remains in the company for a longer period and contributes to the growth of the company and the company doesn’t loose its employees that often.
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Evolution of Job Hopping:
It is observed that, whether in India or overseas, job hopping has evolved over a period of time. When a detailed analysis of job hopping, over a period of 4 decades, is undertaken, one observes a great correlation between
a) Cultural Transformation of a Nation | Society
And
b) Job Hopping intensity and Impact
The general outlook of citizens of a nation, towards the phenomenon of Job Hopping has undergone change in line with the overall cultural transformation amongst people in general and working population in particular.
1980s: During the decade of 80s, majority of the working population was conditioned to seek
job security because of the worst economic depression in the 70s. The era of “License Raj” was in its last leg and many private sector players, both Indian and international, were entering industries such as – Electronics, Automobiles and IT. Salary levels offered by these private organizations were somewhat higher (20 – 30%) than the government sector companies. Public Sector Undertakings (PSUs) and government departments were the biggest and most preferred employers, although they were less paying than the private sector organizations. The needs of the working population, during this decade were predominantly - Shelter, Education to children and Life Time Pension (after retirement). Consequently, large portion of the earnings were diverted as savings and people valued job security more than higher earnings. All the rules and regulations related employment such as Provident Fund, Gratuity, Employment Bonds were designed to enforce long term commitment and loyalty towards employers.
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1990S: Was a dotcom era, with many non resident Indians opening their offices in India and
hiring software professionals in thousands. Both Indian and foreign companies offered jobs and competed aggressively to attract talent by offering very high Salaries and perks. They made it even more attractive by offering Employee Stock Options (ESOPs). Overnight, many new companies saw their share prizes touching astronomical levels and thereby created a new breed of millionaires. Simultaneously, the Government of India privatised the telecom sector through a process of bidding for Mobile and Paging Services. Sensing huge market potential, the private organizations operating Mobile and Paging Services went on expansion spree and hired large pool of technical and sales professionals by offering 100 – 150% rise in salaries. The demand for trained manpower in the telecom sector increased the job opportunities and disposable income levels of public sector employees till then used to low salary and long working association with giants like BSNL | MTNL | VSNL. Employees of these public sector undertakings took up jobs in private sector organizations and thereby got used to a different level of economic independence. However, by mid 90s, the dotcom bubble went bust and all paging service providers closed down their operations, resulting in huge retrenchment | loss of job for thousands of professionals across locations. In normal circumstances, this would have discouraged new people in entering these sectors. However, the closure of many companies resulted in consolidation, which although reduced the quantum of jobs available but increased the salary levels significantly. Forced to offer higher salaries, companies tightened the employee selection process which resulted in big gap between demand and supply of talented workforce. Thus the process of large scale poaching of employees from rival firms started, which in a way introduced the employees to a new phenomenon of “JOB HOPPING”. The temptation of high disposable income coupled with glamour of private sector changed the outlook of employees and the elders in their family towards job hopping. Employees in IT and Telecom sector, ably supported by their family members embraced Job Hopping as a means to increase their income levels and thereby improve their lifestyle. So, in the midst of economic crisis, Indian workforce underwent a cultural transformation in terms of their outlook towards Job Hopping.
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2000s: Encouraged by the increased flow of foreign direct investment (FDI) and the quantum
of licensing fees collected through the bidding process in telecom sector, the government declared open sectors such as - banking, insurance and aviation to private players, both Indian and foreign. This opening of Indian economy, coupled with the shortage of trained manpower resulted in huge job opportunities for public sector employees from these sectors. Companies resorted to offering quantum jump in salaries and fancy job titles – Asst Vice President, Vice President, CEOs to employees from rival firms. These actions by growth oriented private sector players further promoted the concept of “Job Hopping” and changed the mindset of Indian working class forever.
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Job hopping according to industries
Job hopping' in services sector Attrition rate in the services sector has gone as high as 35 per cent in the first six months of 2010-11 with banking segment topping the chart, a study by Assocham has found. "In the post-crisis period, attrition level in the financial services sector has touched 30 per cent in the first six months of the current fiscal, followed by IT and IteS sector 24 per cent," the study said. The survey revealed that better pay packages, along with growth prospects were the main reasons for job change in majority of the cases. It said that maximum rate of attrition is taking place among the middle-level employees with an average experience of two to four years, while the most stable group of employees were those with an experience of more than 12 years, as they feel more secured in their present jobs. The Associated Chambers of Commerce and Industry of India (Assocham) has surveyed over 130 human resource heads. The respondents said the cost associated with recruitment and training of new staff remain quite high. The global outsourcing business has done wonders for the Indian economy, generated huge employment & boosted the spending power of youngsters. But lately, this sunrise industry is facing HR challenges in terms of finding skilled talent & curbing employee attrition. Job hopping & attrition are most prevalent in this industry due to the rapid growth. Three jobs in less than a year, no longer raise eyebrows and gaps mouths. Job hopping, in fact, has become the new mantra for success. Still, there are reasons for employees hopping jobs such as odd working hours, lack of career growth, poor working conditions & of course more money. Employee poaching between call centers is another area of concern, as it is nothing less than cannibalism. Curbing attrition is one of the prime challenges faced by the BPO industry, which requires focused strategy in, curing the root causes, HR departmental evolution & growth of the industry in secondary locations.
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Industry leaders like Wipro Spectramind & ICICI have already come up with innovative strategies like scholarships for further education, career diversification, rapid promotions, etc. to curb attrition in their BPOs. However, as long as BPO industry keeps growing rapidly & jobs are available in ample, youngsters will keep hopping jobs at the drop of a hat.
Assocham Secretary General D S Rawat said many a times the work gets affected due to replacement time and unavailability of adequately skilled staff. "As companies are going ahead with their expansion plans which were kept in abeyance, human resource heads require to hold the best talent and utilise their potential for the growth of the company," Rawat added.
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JOB HOPPING AROUND THE GLOBE
INDIA
Indians are the most ambitious lot in the world with eight out of ten employees in the country likely to move to another organisation that promises them faster and better development. According to Ma Foi Randstad Workmonitor survey, India continues to have the highest Global Mobility Index score of 141 -- which means there is maximum employee mobility in India followed by China and Mexico. The Global Mobility Index by International HR Service Provider shows the extent to which employees are thinking of changing their jobs on a shortterm basis when compared to other countries in the world. Employees in the age group of 25-34 are most likely to change jobs, the report said, adding "sustained and increased developmental initiatives will directly help in retention". "Though the study reflects an increase in the mobility and a focus on promotion in the workforce, it also brings to light the fact that employees would be satisfied with organisations that are better equipped to handle their developmental plans," Ma Foi Randstad (India and Sri Lanka) CEO K Pandia Rajan said. The findings of the survey are corroborated by the findings of factual job change in the past six months, where again, India scores are the highest followed by China. Besides, a significant proportion of employees in India, China and Mexico are confident of finding another job, the report added. The survey further said that Indian businesses were more employee-focussed than in China and world average.
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Chinese employees have expressed significantly less satisfaction with their employers (50 per cent) than those in India (73 per cent), while the world weighted average is 68 per cent. Moreover, Indian employees used the downturn better than their Chinese counterparts to explore innovative methods for accomplishing their jobs and hence growing professionally. This was despite the higher training investment in China (71 per cent) than in India (61 per cent), the report said. The Ma Foi Randstad Workmonitor is a quarterly review of "mental mobility intent" of employees and covers 25 countries encompassing Europe, Asia Pacific, and the Americas.
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JAPAN
TOKYO -- A generation ago, Makoto Baba would have been just another job-hopping loser. But the 26-year-old aspiring musician represents a new breed of Japanese who are defying past standards of success by working temporary jobs to finance their dreams -- becoming a dancer, poet or even a farmer. The ranks of such "freeters" -- a combination of the English "free" and "arbeiter," the German word for "worker" -- have ballooned in recent years, surpassing 4 million, more than double the number in 1990, according to Japanese government research. But fears are growing among business and government leaders that an apparently unmotivated generation may fail to acquire the skills needed to keep the country globally competitive. Like Baba, whose first love is traditional taiko drums, freeters symbolize a changing Japan where younger people are more assertive and seek out spiritual fulfillment rather than the material comforts and social status sought by their parents and grandparents. Japan's changing business climate also has contributed to the number of freeters. Demand for cheaper, part-time workers is increasing as companies try to stay globally competitive and cut back on hiring full-fledged employees with generous benefit packages. The growing income gap emerging between freeters and those with stable jobs is exacerbating the relatively new divisions in a society where nearly everyone was considered middle-class just a decade or two ago.
Most freeters make about $18,000 a year, experts estimate, while the average annual income for a full-time employee is roughly $63,000.
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During decades of modernization after World War II, freeters didn't even exist as a category, with unemployment at stunning 2 percent levels. Jobless rates have recently hovered at mid-4 percent levels -- high by Japanese standards. At one time, the Japanese dream was to land a job at a respectable corporation that promised lifetime employment. That myth was shattered by the burst of the speculative bubble economy in the late 1980s, when big-name companies announced massive layoffs to cut costs and stay afloat. Still, Baba, a graduate of the prestigious Tokyo University of Foreign Studies, was a prime candidate for an elite job, even in post-bubble Japan. Instead, he has tutored students, fielded telephone calls, helped families move and swept rooftops -- all to earn a living so that he can pursue his dream: performing as a taiko drummer with a professional band called Amanojaku. The band does pay him some, but not enough to cover his rent. "I've chosen the path of taiko, and being a freeter is part of that endeavor," said Baba, who has played in the United States and recently appeared in a TV ad in Japan. "Taiko mirrors who you are. I beat, express and create myself." That kind of individualistic approach to life may not be so unusual in the United States or Europe, where switching jobs is more common and there is generally more freedom to pursue creative goals. But in Japan, freeters are still generally considered wayward youngsters who need to grow up. Toshihiro Sakuma, 29, is seriously considering becoming a farmer after taking part in a Pasona internship. He has also worked part- time at a movie theater and an archaeological site. But in true freeter fashion, he says he isn't quite sure what he'll be doing next year. "Some jobs were hard but it was all fun," he recalls. "I don't regret any of it. And every job was worth it." Kanon Nakadozono, 27, took a more unusual route. She worked hard while she was young as a geisha, a kimono-clad entertainer, and a maiko, a geisha's apprentice -- against her parents' wishes. Now, living off investments from her earnings, she hopes to become a writer or actress.
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"I'm so lucky to be a freeter," said Nakadozono, who believes her dance skills make her perfect for a samurai movie. "A lot of people are working at jobs they hate, but I get to do what I truly want." As their numbers grow, a cottage industry has sprung up helping freeters find jobs, internships or alert them to interesting opportunities. Yasuyuki Nambu, head of job-referral company Pasona Inc., who claims to be "the original freeter," has made this a new branch of his booming business. One program allows freeters to try out farming. "Up to now, it may have been enough to simply pursue affluence," Nambu said recently in a speech to the Tokyo Foreign Correspondents Club of Japan. "Now, people are beginning to feel that true affluence is more internal." The government is concerned that the income gap could erode tax revenues -- a major worry in a country with growing ranks of elderly who are dependent on state-run pension and health care systems. Businesses, nonprofit groups and government offices alike have set up study groups to tackle the so-called "freeter problem." Meanwhile, the welfare system hasn't kept up with the times to respond to part-time workers, who do not get the same pension benefits as full-time workers, says Michiko Miyamoto, a professor at University of the Air, a respected school that provides education through broadcasts, and an author of books on ferreters.
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AFRICA
of thought dominating the debate. One school agrees Against the backdrop of affirmative action and Black Economic Empowerment, job-hopping amongst black professionals is a problem commonly perceived to be faced by many companies currently in South Africa. Many companies feel that the pressure to meet ethnic quotas, combined with a shortage of black talent, drives this behaviour. Therefore, the myth around this debate states that: black professionals are more likely to job-hop than professionals of other ethnic groups. There are two schools with the myth, stating that Black Economic Empowerment (BEE) and affirmative action (AA) Exacerbate this behaviour. The other school disagrees, suggesting that this is an 'era of instant growth' and that job-hopping is a cross racial trend - it is only South Africa's history that causes the consideration that colour makes a difference. They believe that it is up to the employer to make talent stay, as talent will stay as long as it feels it is still being valued. Whilst a lot of people have something to say on this matter, few statistics exist to substantiate or refute the argument. The primary objective of this paper was, therefore, to substantiate statistically whether this behaviour was unique to black professionals in South Africa. Quantitative research concluded that while a proportion of black professionals have indeed changed jobs since they started their careers (48 per cent), 'white' professionals were significantly more likely to have changed jobs (75 per cent). We could therefore infer that black professionals are not more likely to job-hop than professionals of other ethnic groups. Note that the age distributions of the four population groups were very similar so this is not a function of "newness" in the job market.
Graph 1: Agree - Statements About Career Path
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Read: 43% of the professionals in South Africa have worked for the same company since they started their career, whilst 29% are currently looking for another job. The total sample was 2 000 adults aged 18+ living in metropolitan areas, of which 484 fell into a defined list of occupations. However, and more worryingly, the second statement shows that black professionals are significantly more likely to be looking for another job compared with other racial groups - a clear indication that they are unhappy with their current job. This prompted an analysis of how black professionals experience the workplace. An employee commitment model that uses the Conversion Model to determine both commitment to one's organisation and commitment to one's job allowed a segmentation of this group to measure the number of black professionals who were committed to their current companies vs those who were committed to the work they do via an on-line panel survey:
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It is apparent that black professionals (who can be accessed online) in South Africa are more likely to be committed to either only the work they did or only the company they work for. The balance of commitment to work and company is significantly lower (28 per cent) than global norms (43 per cent).This further prompted the research to include a qualitative component, as the debate around job-hopping evidently is just the tip of the iceberg. This shows that black professionals feel they face considerable challenges and frustrations in the work environment. Racial discrimination was cited as one of the key causes for unfair treatment. Many feel that whilst companies have transformation strategies in place, attitudes and systems are yet to be transformed. Black professionals feel that companies need to reach out to them and recognise their efforts. They feel that they are often the only ones going the extra mile, trying to impress their companies, whilst these efforts are not fairly rewarded and recognised. Another key concern that emerges from this qualitative research, which also contained in-depth interviews amongst HR specialists, is the disconnect in how black professionals experience the workplace and how HR specialists, especially white HR specialists, perceive the situation. This means that corporate South Africa does not yet have effective retention strategies for black talent. On a more positive note, it is clear that the majority of black professionals are ambitious, and want to grow and add value to the companies for which they work.
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UNITED STATES OF AMERICA (USA)
When the economy takes a dive, workers hold on to their jobs for dear life, fearful of being cast adrift without a lifeboat. Recovery, meanwhile, provokes the opposite response. As companies begin to fill positions they cut in down times, employees are buoyed by the promise of higher pay and better opportunities, making them quicker to jump ship. It should come as no surprise, then, that the recent return to stability has brought with it a wave of job-hopping: everywhere from North America to Asia to eastern Europe, there have been reports of an uptick in the number of workers that are either considering or making external moves. But it might be wise for aspiring CEOs to think twice before taking the plunge. As new evidence suggests, staying put may in fact be the quickest way to the top. According to Monika Hamori, a professor at Spain's IE Business School, "there is a misconception that if you change companies often, it guarantees you a faster promotion velocity." By comparing the career trajectories of 1,001 CEOs in the U.S. and 21 European countries, she found that contrary to popular belief, the longer individuals stayed with a firm, the more rapidly they progressed to a firm's upper echelons. In fact, while the average CEO had worked at just three different companies over the course of his career, a quarter of those included in the study had but a single employer. The finding is not limited to those at the very top: when she extended her research, published in a recent edition of the Harvard Business Review, to include the careers of 14,000 lower-level executives, she reached similar conclusions. While external moves can result in higher pay (presumably workers bargain with those looking to lure them from their current positions), Hamori says that there is no evidence that "greater promotions would accrue from … changing organizations frequently" — even for younger workers. Though the average CEO included in this study was 55 years old, she says preliminary findings for another data set, where employees had an average age of 30, show "no relationship between hopping and promotions."
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It could be that firms are more likely to trust employees they know. "An outsider can often misrepresent herself in an interview," says Hamori, who conducted interviews with 45 executive search consultants. "Organizations have greater confidence in insiders. They already have information on them." The tendency to hire from within is even more pronounced in small industries, she says, where it is frowned upon to poach employees from competitors, and in countries like Japan, where "leaving a job is culturally seen as treachery." Workers with executive ambitions can, however, be forgiven for believing in the virtues of jobhopping. As University of California Davis economist Ann Huff Stevens asserts in her contribution to the 2008 book Laid Off, Laid Low, "In recent years, a conventional wisdom has emerged, suggesting the extent to which U.S. workers and employers form long term relationships has deteriorated." Since the 1980s, when companies began slashing jobs in a bid to do more with less, successive rounds of layoffs have fed into the belief that lifelong employment is a thing of the past. Hamori says it's in large part this notion that has prompted career counsellors and opinion leaders to advise employees to maintain an external gaze, with some recommending a switch every 18 to 24 months — despite the fact that the data show otherwise. Though some experts argue that employee tenures at the top are decreasing, she points to U.S. Bureau of Labour Statistics, which find that managers stay with a firm an average of 6.1 years (up from 5.3 years in 1983), as proof that the jury is still out. Huff Stevens concurs: "Quantitative studies have, until very recently, shown little evidence of fundamental changes in empirical job security." While the landscape may be slowly shifting, Hamori insists that careers haven't changed "to the extent that we think they have." Her main message: "To strike a balance between external and internal moves." To be sure, company loyalty has its limitations. "People who stay very long are sometimes taken for granted by their employers," says Anil Verma, a professor at the Centre for Industrial Relations and HR at the University of Toronto's Rotman School of Management. "We see that a lot of senior hires are now made from outside, because people inside the company are not considered good enough." This is especially true in tough times, he says, citing Ford's decision to install former Boeing executive Alan Mulally as CEO in place of the founder's greatgrandson in 2006. "When companies are trying to break out of a crisis," says Verma, "they invariably turn to outside talent." Curbing job-hopping by Asian managers: The challenge for U.S. multinational companies
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Chapel Hill -- Job hopping by Asian managers at rates of 15-18 percent a year costs U.S. multinational companies (MNCs) in the region time, money and key business contacts, according to a recently released study by management professors at the University of North Carolina at Chapel Hill's Kenan-Flagler Business School. "The costs to companies of high turnover go far beyond those of attracting scarce managerial talent," says Kenan-Flagler's Dennis A. Rondinelli. "A Thai executive often takes several other subordinates when he or she leaves a firm, perhaps requiring the company to reconstitute an entire management or operating unit. "And in Thailand and Singapore, where business success depends heavily on interpersonal social networks and business contacts, companies can lose valuable relationships not only among managers within the firm, but also with customers and supplier," he said. "Thais and Singaporeans generally dislike doing business with people they do not know, and might switch their business to another company when a familiar and trusted executive departs." A mix of targeted recruitment tactics, training, rewards and recognition may help multinational firms stem the tide of job-hopping executives. Rondinelli and colleague William J. Bigoness studied the economic, social and cultural factors underlying high managerial turnover at MNCs in Thailand and Singapore where retention problems are most acute, and identified tactics adopted by some MNCs to solve the problem. Their research included interviews with chief executives and human resource managers at 17 MNCs -- in Thailand and Singapore, including Microsoft, Burson-Marsteller, Johnson & Johnson, AT&T, Bechtel International, Dow Chemical Company, Mobil Oil, KPMG Peat Marwick & Suthee and 3M.
Causes of Employee Turnover Around the World
Asian managers switch jobs for a variety of reasons, the study found.
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"Younger, educated Thais and Singaporeans see job-hopping as a jump start to leading the good life," said Rondinelli. "Often they can at least double their compensation by switching jobs, which allows them to attain the material indicators of success--a car, an apartment of their own and the financial ability to marry--that have become important in their consumer-oriented societies." Job switching often is motivated by the desire for more responsibility and a higher level title, which gives them the status and prestige that are crucial to Asian managers' selfesteem. In addition, many young Thais and Singaporeans join MNCs to get experience and "learn the trade" before joining their family businesses. They use the MNCs as training grounds and to build contacts before leaving to join existing family businesses or to start new companies. Other factors include the lack of satisfying social relationships within the company, insufficiently prestigious perks, the belief that career ceilings exist for local nationals within a foreign company, and a preference for working for national companies.
Remedial Actions to Stem the Job Hopping Trends Globally:
Many of the U.S. MNCs studied have adopted tactics to retain host-country managers. The following are among the most frequently-used methods:
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* Targeted Recruiting. Several companies have adopted targeted recruitment tactics, such as using employees' contacts, friends, relatives and school-mates to find candidates. Mobil provides scholarships to Thai universities from which it asks faculty to identify promising students who can later be recruited. Other companies participate in job fairs in Thailand and the United States to identify potential Thai recruits who are familiar with American culture and business. Dow Chemical hires new graduates from Thai or foreign universities and trains them for specific positions. AT&T recruits Thai students in the United States with technical expertise and provides on-the-job managerial training. Microsoft, which recruits on the basis of competency testing rather than on experience, seeks people with knowledge of information technology and who are passionate enough about the industry to want to stay with a market leader.
* Education and Training. Nearly all of the U.S. MNCs studied offer education and training, which young managers view as crucial steps on the career ladder. Johnson & Johnson brings in consultants to offer courses and provides about 10 in-house training programs a year to managers. Mobil Oil arranges for managers to take English courses on company time. Thai managers working at Dow Chemical have the chance to work in Hong Kong or Singapore if they seek broader global experience.
* Career Ladders . Demonstrating well-defined career paths gives young Asian managers confidence that they can advance quickly to the top levels in foreign-owned companies. Some companies offer compressed career ladders in which the "manager" title can be conferred on young recruits after six to nine months, and in which they can attain increasingly impressive titles every 18 to 24 months.
* Job Autonomy. Young professionals seek responsibility and autonomy as indicators of status, value and potential. As a result, some companies are developing job requirements that give Thai managers responsibility and autonomy in job assignments at early stages in their careers. IBM in Singapore emphasizes the entrepreneurial
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opportunities in its operations throughout Asia and structures jobs to encourage entrepreneurial initiative. * Performance Rewards . Thai and Singaporean professionals thrive on recognition and rewards. They also are very sensitive to negative feedback and critical performance assessments. In response, U.S. MNCs set up programs that give overt signals to managers about their value to their companies Mobil Oil created a "President's Award" for outstanding contributions by Thai managers. Because the "manager" title is extremely important for young Thai professionals, many MNCs confer the title on people working in sales, technical and administrative positions as quickly as possible. *Team Building. Because both countries' cultures place a high value on "family" work environments, Mobil Oil, AMROP International and Hewitt Associates encourage managers to treat their colleagues as part of their extended family. Mobil Oil and Microsoft use team-building to develop bonds among managers and with workers. Mobil also encourages managers and employees to work together on outside activities that contribute to the economic and social development of Thailand. It provides opportunities for managers to participate in the Thai Business in Rural Development in which businesses "adopt" a rural village and help develop or improve small businesses and other economic activities. Managers participate enthusiastically, and the work with the village builds bonds among them and with Mobil. Several U.S. MNCs in Thailand recognize the need to create a more relaxed working environment than they would in the United States. The Thai concept of sanuk defines a congenial workplace as one in which managers and workers do their jobs in a social environment in which they can socialize, laugh, joke and gossip. Overly stressful, restrictive or tedious work environments can lead Thai managers to seek jobs in companies that better understand sanuk.
* Competitive Compensation. Companies offer attractive compensation packages, staying above the median, offering attractive bonuses and raises and providing fringe benefits that meet or exceed the country's standards. Tradition in Thailand and Singapore dictates paying managers a 13-month bonus, but many MNCs pay additional bonuses when profits are good or when there is a danger that valued managers might be lured away
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Merits of Job Hopping:
A) Employer’s Point of View: Job Hopping Allows Companies to Keep New and Creative Ideas Flowing into the Workplace Think about the first few months after starting a new job. Maybe even up to the first year. Most people generally have a good reservoir of creative ideas on how to more effectively
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manage projects, cut costs, be more creative — those ideas stem from many things, one being excitement over a new job and wanting to show your value to the company. Job hoppers tend to crave that feeling and are able to capitalize off of it by producing fresh ideas often to a continually changing audience. On the flip side, I think that employers can reap the benefits of the influx of innovative ideas coming in. Even though the argument can be made that the person with the original idea may have left by the time the company is ready to implement said idea, fresh ideas are always good. They can not only lead to better working conditions, but they can also motivate and invoke creativity in other employees. Job Hoppers Build Networking Contacts at a far quicker Pace Job Hopping, if done right, gives an opportunity to build and recycle your networks throughout different organizations or even industries. This can create a huge pool of diversified contacts to turn to for business development. B) Employee Point of View: Job Hopping increases the employee’s ability to move up the salary ladder. Job Hopping provides an ability to move up the salary ladder a lot quicker than someone working for the same organization for 5 years. When switching jobs, one generally has far more leverage to negotiate a higher salary than their previous one. On an average, job seekers negotiate a 10-15% increase in pay when making a move to a new company. Compare this to a typical raise of 5 – 8% when staying with the same company and it is not hard to see why frequent hopping can be an attractive option.
Demerits of Job Hopping:
Many job-hoppers think that jumping from one job to another in rapid succession is a sure way to reach the top. However, they have to encounter the hidden consequences. In unstable industries like hi- tech, advertising and television, job-hopping is the norm. In these industries, workers find out later that a resume with short period is a turn-off to employers. They may suspect a job-hopper of being unable to get along with the co-workers. Moreover, the jobhopper is also taking on a new boss who may turn out to be a tough leader. Studies indicate that employees often wrongly believe that they will get promotions if they switch organizations.
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However, the job-hoppers have to overcome obstacles like a clearly hostile boss, demotion or a significant decrease in pay etc. HR experts suggest that not to run out the first chance you get. A little patience can go a long way. Though job-hopping is a negative signal to prospective employers, but depending on the reasons it can also be a positive. Mick Hager, a leading HR expert explains the reasons why job-hopping is a bad thing You’ll never have the chance to lay down roots, establish a strong reputation and be viewed as an asset to the company. Job-hoppers miss the opportunities given to the solid, loyal, stayingput performers. Job-hoppers are huge expenses for employers. It takes an employee at least six months to go from being a liability to contributing to the bottom line. That is why employers hate dealing with job-hoppers, they cost too much. Job-hopping sends the message that you are not dependable, suggesting that you lack loyalty and commitment. Please don’t tell me the woeful tale of how companies aren’t loyal to employees these days – companies are loyal to the dependable, productive ones. Job-hopping suggests incompetence, if you’re so good- why you leave? Job-hopping takes a mental toll. At some point you need stability in your life to maintain balance.
Your next boss could be worse! It suggests you are irresponsible or cannot maintain relationships It indicates that you lack resolve and the ability to stick-to-it. Employees promote those they trust; trust is earned over time. In today’s new environment, how short is too small to stay at a job? The answer varies among industries and professions. Earlier two to three years used to raise a red flag. Today, depending
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on the industry, it is 1 to1.15 years. But what employers are really looking at, did the person complete the project or commitment that he made?
SEVEN TIPS FOR A JOB HOPPERS RESUME
You can minimise the impact of job hopping, but you can’t eliminate it,” A job hopper’s best defence then, is to emphasis skills and accomplishments on the résumé rather than tenure with each job, the experts say. Here are seven tips for downplaying job hopping on your résumé. These tactics should increase your odds of getting called in for job interviews despite the appearance of job hopping in your past.
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1. Make a good first impression. If you’ve held a number of jobs in a short span of time, your résumé should focus on your value and accomplishments, say professional résumé writers. If you’re writing a two or three page résumé, use half or more of the first page to summarize your value proposition to the prospective employer and your relevant accomplishments. “Doing so will allow the hiring manager to judge the candiate based on her merit and promise as opposed to just the employment chronology,” he says. For the same reason, David Perry recommends a one page résumé that focuses on your skills, abilities, and specific projects you’ve completed. “You’ll get interviewed based on your skills and the projects you’ve done,” says Perry. “It completely takes the emphasis off of where you were and when you did it.” Whether you use a one or two page résumé, you must demonstrate that you’re not irresponsible and that your job hopping isn’t a result of repeatedly being fired. You want to show that you’ve made important contributions to each of your employers regardless of the length of your tenure. 2. Group all of your contract or project-based work together on your résumé. It’s not uncommon for IT professionals to take on contract work during their careers, especially when they’re between full-time jobs. It’s also not uncommon for the projects they take on as contractors to be short-term. Kursmark recommends grouping all of one’s contract engagements under one heading, such as “Contract Work” or “IT Consultant and Contractor,” and listing all of that work under one time period-the period during which the professional did all that work. It could be “January 2007 Present.” Grouping all of that work under one umbrella makes several short-term projects look more like long-term employment. What’s more, if, during the same period, you had a full-time job for only a few months because the job didn’t work out, you could easily leave that job off your résumé without it looking like a gap in your employment history. 3. De-emphasize dates of employment on your résumé. Don’t draw attention to dates of employment on your résumé by setting them off on the page, putting them in bold text, on a separate line, or as headings above each position you’ve held. Instead, tuck them at the end of a title or job description.
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Another way to de-emphasise dates, is to use only years rather than months and years. Some people might argue that this tactic is misleading, and a job seeker will have to explain a short tenure in a job interview, but ultimately their goal is to get the interview. If an employer sees that a job seeker held a position for just a few months, from December 2008 through March 2009, for example, the job seeker might not get called in for an interview. But if you just use years, you draw less attention to a short tenure. 4. Explain a short tenure. If circumstances beyond your control, such as a merger or global reorganisation, contributed to your short tenure, a brief explanation of the event on your résumé can show hiring managers that you weren’t job hopping. Just don’t explain your reason for leaving every job listed on your résumé, It can look like you’re making excuses. You also don’t want to give the impression that you’re always in the first wave of downsizing at every company. 5. When in doubt, leave it out. “It’s perfectly ok to omit a job from your résumé that is irrelevant to the position you’re applying for, that was short-term, or didn’t work out,”. “You don’t have to include everything you’ve ever done.” After all, she adds, the purpose of a résumé is to summarize a job seeker’s qualifications and experience. leaving a job that lasted a year or less off your résumé shouldn’t impact you too much. But if you leave off a job where you worked for two or more years, you must find a way to fill in that gap in your work history. If a prospective employer finds out about a position you left off your résumé through a background or reference check, you’ll obviously need to explain it. job seekers to tell employers that they only included the professional experience that was most relevant to the prospective employer on their résumé. 6. Network your way to job opportunities. If your résumé shows evidence of job hopping and you’re applying for jobs you find online, your résumé is going to get screened out. Networking is a more effective job search strategy for professionals concerned about the appearance of job hopping. If you can talk your way into a new job, “you’re not just a résumé but a person with some value, skills and talent you can bring to an organization,” What’s more, prospective
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employers will be less concerned with your employment history if you’ve already impressed them with your experience. 7. Diffuse employers’ concerns about your job hopping. If you’re able to score a job interview despite job hopping in your past, you’ll have to address your employment history during the interview. So you need to be prepared to explain your short tenures in a positive and credible manner. You could say that you spent a few years trying to discover what you wanted to do professionally, and as a result, you were willing to take jobs that weren’t a perfect fit because you wanted to explore different fields. If you offer that explanation, she adds, you will have to explain how you learned what you love to do and why the position for which you’re interviewing is a perfect match.“You want to assure the employer that you’re not trying them on for size and that you’re not going to be off in a couple of months,” she says. If you got fired from a job or left an employer, you could acknowledge that the job didn’t work out because it wasn’t a good fits. She suggests discussing what you learned from the experience and why you won’t ever make the same mistake again. The purpose of all of these tactics: combat the perception that you’re a risky candidate. By playing up your accomplishments and contributions and by downplaying dates of employment on your résumé, you can turn a sketchy work history into a non-issue.
Conclusions:
Reasons | Triggers for Job Hopping:
The Indian Executives switch jobs for variety of reasons
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Monetary: Job Hopping helps to increase the compensation, which allows an employee to acquire material indicators such as – Car, House, Holiday in foreign locations. Predominantly, it is the younger lot of employees, who resort to job hopping for monetary reasons.
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Title | Position: Young and ambitious, who crave for designations resort to job hopping purely as a means to get those desired Job Titles. Similarly, older employees, who have been sidelined in their existing organizations for promotions, resort to sudden spurt of Job Hopping to attain desired Job Positions before retirement. Employees, desire for Job title is because of the status or prestige associated with it. In India, the tradition of respecting people purely based on Titles finds its root in our feudal Society | Zameendari System, where titles mattered more than knowledge or power.
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Knowledge: Some of the young and old employees, switch jobs to gain knowledge. Such job hopping is very prevalent in Specialized or Technical fields – Software, Software Testing, Forex, Commodity Trading, R & D etc.
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Job Satisfaction: Some employees job hop as they find their existing jobs very mundane. They seek on-the-job satisfaction in terms of challenging assignments or greater responsibilities. When the job satisfaction is missing in the current position | job, they move out to other organizations and this job hopping continues till they find a stimulating highly work environment. For these people, money is not a stimulant. There are instances where highly paid executives have found satisfaction in low paying NGO establishments.
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Lack of Reward | Appreciation: Regular appreciation by the seniors acts as a motivator for many employees to give their best to the company. Lack of reward or appreciation acts as a trigger for job hopping. These are employees in all age brackets, purely driven by performance culture. To these set of employees, Awards, Rewards, Merit Certificates matter lot. When there is an absence of Fair and Formal system of Reward, these employees seek green pastures outside. Many a times, even a highly Critical Boss, acts as a trigger for job hopping.
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Remedial Solutions for Minimizing Job Hopping:
HR professionals, across industries, are designing a wide variety of remedial solutions to tackle the issue of Job Hopping. Some of these solutions are listed below
? Recognize and Nurture New Ideas and Creative Thinking from young workers with
fresh perspectives
? Maintain a real open-door policy between management and employees 60 | P a g e
? Shift the focus from the bottom line to the people by fostering dialogue ? Show young employees how they can grow through mentoring ? Stimulate intergenerational conversations
Interesting Articles on Job Hopping
Listing below, some interesting articles, on the subject of job hopping
A. Managing Yourself: Job-Hopping to the Top and Other Career Fallacies
by Monika Hamori
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Climbing the hierarchy used to be a reward for loyalty. But in the 1980s, as firms stripped out layers of management, promotions became fewer and farther between. To get ahead, executives started moving from company to company. A 2009 survey by career network ExecuNet found that executives now stay with an organization for only 3.3 years, on average, before moving on. Outside job changes outnumber internal ones by about two to one.
The Real Story
But is it true that switching employers offers a fast track to the top jobs? According to my research, the answer is no. In fact, that’s one of four career fallacies I identified in a study examining how managers get ahead. Understanding the reality behind job moves gives executives a leg up when planning for the future.
About the Research
Fallacy 1: Job-Hoppers Prosper The notion that you get ahead faster by switching companies is reinforced by career counsellors, who advise people to keep a constant eye on outside opportunities. But the data show that footloose executives are not more upwardly mobile than their single-company colleagues. My analysis of the career histories of 1,001 chief executive officers who lead the largest corporations in Europe and the U.S. reveals that CEOs have worked, on average, for just three employers during their careers. And although lifetime employment is increasingly rare, a quarter of the CEOs I looked at spent an entire career with the same firm. Overall, the more years people stayed with a company, the faster they made it to the top. CEOs are arguably a special population, so I also analyzed the job changes of 14,000 non-CEO executives to compare the outcomes of their inside and outside moves. Again, inside moves produced a considerably higher percentage and faster pace of promotions. One likely reason that internal candidates do better is that companies know more about them; promoting an insider poses less risk than hiring somebody from the outside, no matter how extensive the CV or how detailed the reference. Executive search firms show a preference for stability as well—which is ironic, given that they’re the ones in the business of shuttling professionals from job to job. One U.S. boutique
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firm specializing in IT evaluates candidates on two axes: stability and “performance and capability indicators.” Candidates have to score well on both to be selected for interviews. A consultant at another firm told me that a short stint—less than three years or so—probably wouldn’t be sufficient to produce any meaningful contribution to a firm and thus wouldn’t do much to demonstrate a candidate’s value. Search consultants also tend to interpret frequent moves as a sign of bad decision making, whereas long organizational tenure is rarely seen as reaching a plateau. There are exceptions, of course. In smaller industries, for instance, where “everybody knows everybody,” companies that recruit from competitors can be stigmatized as poachers. And frequent moves are unacceptable in certain countries. A midcareer Spanish manager who has worked in Japan for almost 10 years told me that leaving a job is culturally seen as treachery. Expat professionals are particularly limited in their movements because their working visas are sponsored by their employers. Lessons for executives. First, know that search firms are looking for résumés that demonstrate a balance between external and internal moves. One finance-search-firm recruiter I interviewed put it this way: “We like people with two or three companies. And then you look at the patterns: ideally, 10 years in one employer, two or three years in the next, but then we want to see another eightyear run.” Many search firms are looking for evidence that an executive is integrating with and being rewarded by the people who work with him or her.
B. Why Job Hoppers Make the Best Employees
By – Aditya lohia People in their 20s on average change jobs every 18 months. People in their 30s — at least the ones that continue to do well in their careers — change jobs frequently as well, although at a slower pace than the 20 something. So if you think job-hopping is bad, change your thinking. Job hoppers are not quitters. In fact, they make better co-workers and better employees and I bet are generally more satisfied with their work life.
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Here’s why: 1. Job hoppers have more intellectually rewarding careers. In almost any job, the learning curve is very steep early on. And then it goes flat. So by the end of two years at the same job, you often have little left to learn. Which makes me wonder what people are doing to keep their brains alive if they stay at the same job for 20 years. It also makes me certain that job hoppers know more. If you change jobs often, then you’re always challenged with a lot to learn — your learning curve stays high. This is true for office skills, and industry specific knowledge. It also applies to your emotional intelligence. The more you have to navigate corporate hierarchies and deal with office dramas, the more you learn about people and the better you will become at making people comfortable at work. And that’s a great skill to have. 2. Job hoppers have more stable careers. Corporate America doesn’t provide stability for its employees. The only people who think it does are really old and completely out of touch. There are layoffs and downsizing and just-intime hiring and contract workers — realities that barely existed a generation ago. The stability you get in your career comes from you. If you’re counting on some company to give you stability, realizing this is scary. But if you believe in yourself and your abilities and treat your career with this understanding, then it’s no problem. You can create career stability — you just have to do it on your own.The way you do that is through networking. Because you can be sure you’ll need to find many jobs in your lifetime, you want network as efficiently as you can. After all, the most efficient way to find a job is through a network. It’s how most people land jobs. People who work for lots of companies have a larger network than people who stay in one place for long periods of time. Which is why job-hopping creates stability. 3. Job hoppers are high performers. If you know you are going to leave your job in the next year, you’re going to be very conscious of your resume — that is, what skills you’re tackling, what you’re achieving, whether you’re becoming an expert in your field. These issues do not generally concern someone who has been in a job for five years and knows he’s going to stay another five years. So job hoppers are always looking to do really well at work, if for no other reason than it helps them get their next job.
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You can’t job hop if don’t add value each place you go. That’s why job hoppers are usually overachievers on projects they are involved in; they want something good to put on their resume. So from employers’ perspective, this is a good thing. Companies benefit more from having a strong performer for 18 months than a mediocre employee for 20 years. (And don’t tell me people can’t get up to speed fast enough to contribute. Fix that. It’s an outdated model and won’t attract good employees.) 4. Job hoppers are more loyal. Loyalty is caring about the people you’re with, right? Job hoppers are generally great team players because that’s all they have. Job hoppers don’t identify with a company’s long-term performance, they identify with their work group’s short-term performance. Job hoppers want their boss to adore them so they get a good reference. Job hoppers want to bond with their coworkers so they can all help each other get jobs later on. And job hoppers want to make sure everyone who comes into contact with them has a good experience with them; it’s not like they have ten years on the job to fix a first impression. This is why job hoppers care more about their co-workers and will go further to make them happy than long-term employees. And it if you think about it, this makes sense for a company, too: The company isn’t hiring you with any decade-long commitment, so you would be foolish to think you have to give one.
5. Job hoppers are more emotionally mature. It takes a good deal of self-knowledge to know what you want to do next, and to choose to go get it rather than stay someplace that for the moment seems safe. It takes commitment to personal growth to give up career complacency and embrace a challenging learning curve throughout your career — over and over. And it’s a brave person who can tell someone, “I know I’ve only been working here for a month, but it’s not right for me, so I’m leaving.”
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Doubtless you’ll hear that you should stick it out, show some loyalty, give it at least a year or two. But why should you take time out of your life to spend your days doing something you know is not right for you? It is okay to quit. No career is interesting if it’s not engaging and challenging, and your most important job is to find that — over and over. Do not settle for outdated workplace models that accept complacency and downplay self-knowledge. Sure, the job market is tough nowadays but that’s no reason to settle. Again, however, several older people on my team feel the same and work flexitime. One coworker says she likes to work at home whenever she needs to be creative because cubicle land isn’t necessarily conducive to innovative work. Customizing benefits also makes sense and could apply to every stage of life, not just young workers. A subsidized gym or transit pass would be great now, while in a few years I may be more concerned with family-based benefits. Still, considering that at the moment my job does not even offer health benefits to interns, I doubt a gym pass would entice me enough to stay. Corporate values and practices also featured as recommendations. My values are important to me and there are companies I would not work for because they don’t align with those values. However, although I notice when my current employer pays lip service to ‘green ideas’ while at a meeting featuring bottled water and paper plates, I would not quit my job over it. Overall the recommendations seem to equate to good business practice, but if I were an HR manager I would hesitate to go after an entire generation with a blanket approach. Hiring and firing is always going to be about finding a good fit between an individual and an organization. As Gen Y has begun entering the workforce, I have noticed two narratives emerging. The first is the employer perspective of competition for talent and the second is of the recent graduate experience of the competition for jobs. They seem contradictory; stories from the employer perspective focus on a crisis of trying to hire and retain young workers, while stories from the new grad perspective focus on high competition for jobs, increased expectations at the entry-level and an unstable economy and job market. So is the job market ours for the taking or is it impossible to gain entry to our chosen fields?
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It is this disconnect we need to understand, rather than theorizing about an entire cohort’s common supposedly values and
behaviours, if we want to keep young workers in the country organizations. Otherwise, it will remain attractive for new graduates who have tried unsuccessfully to enter their fields in Canada to go abroad where there is more opportunity. And it will make sense that those of us heavily in debt will take the less-than-ideal jobs that cross our path, all the while constantly seeking that opportunity to hop to that will launch us in the direction we want to go. and in
C. Job Hopping -Interesting article by Chairman of Tata Sons
There are never better pastures - only other pastures! Move from one job to another, but only for the right reasons. It is yet another day at office. As I logged on to the marketing and
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advertising sites for the latest updates, as usual, I found the headlines dominated by 'who's moving from one company to another after a short stint', and I wondered, why are so many people leaving one job for another? Is it passed now to work with just one company for a sufficiently long period? Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary"; "Well, I am jumping three levels in my designation"; "Well, they are going to send me abroad in six months". Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency or a company. I find that most of these people are the ones who have stuck to the company, ground their heels and worked their way to the top. And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level , in obscurity! In this absolutely ruthless, dynamic and competitive environment, there are still no short cuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay. Does this mean that one should stick to an organization and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organizations, but it is important to move for the right reasons, rather than superficial ones, like money, designation or an overseas trip. Remember, no company recruits for charity. More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers it current employees, there is always unseen bait attached. The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company. A lot of people leave an organization because they are "unhappy". What is this so-calledunhappiness? I have been working for donkey's years and there has never been a day when I am not unhappy about something in my work environment-boss, rude colleague, fussy clients etc. Unhappiness in a workplace, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense? If I think hard, the answer is "No". Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends. What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done.
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So, the next time you are tempted to move, ask yourself why are you moving and what are you moving into? Some questions are: * Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?
* Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them? * As the new job offer has a different profile, why have I not given the current company the option to offer me this profile? * Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive? An honest answer to these will eventually decide where you go in your career- to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness? "DESERVE BEFORE YOU DESIRE"- Dr. Gopalkrishnan, Chairman TATA Sons.
Case study on job hopping
The candidate served with one local company for many years until, seeing no further advancement possibilities, he took a new job at another company. After he had been there for three years, management changed and implemented a fundamentally conflicting business style
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to his, so the candidate elected to leave. He joined a new division of yet another company, but eventually the company owner funnelled the profits from the new division into the parent company and offered the candidate a less senior position with the parent company. Although initially the new position sounded appealing to the candidate, the requirements of the job turned out to be entirely contrary to his expectations, so he left.
Analysis of the case study: From this case we can analyse that this person is a job hopper because he has been changing jobs very frequently for some or the other reasons. The case talks about how this person kept changing from one job to another for the following reasons • • • • He wanted a better and higher job position. He was bored of the same monotonous work. He couldn’t adapt to the new changes in the working system and environment. The requirements of the jobs were contrary to his expectations.
These are the reasons the person kept hopping from his job. Hence from this case we can conclude that employees are very unpredictable. It is necessary to watch out their needs and see if they are finding it hard to adjust to the company. In this way the employee can be retained and he won’t job hop.
Sample Resumes of Job Hoppers
GD
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Seeking assignments in Finance & Accounts/Commercial Operations with a reputed, growth oriented organization.
Professional Summary Experienced in independent handling of Finance, Accounts, Commercial Operations of branches and region as a whole including Statutory Compliance. Experienced in finalisation of accounts, streamlining payables. Processing claims/credit notes, vendor payments, reconciliation of bank accounts, creditors accounts, debtors accounts and TDS accounts. Handling sales tax matters, online payment of RTGS,CBDT and VAT. Hands on experience of working in ORACLE based ERP system, generating MIS reports relating to finance, debtors, payables, supervising outsourced jobs and payment. Excellent analytical, relationship management and communication skills. Organisational Experience Tube Investments of India Ltd. Dy.Manager – Financial Accounts, since April,2006 till date Rasna Private Ltd. Asst. Regional Accounts Manager, from September,2004 to March,2006 Funskool India Ltd. Accounts Executive, from January,1994 to September, 2004 Mangalam Timber Products Ltd. Accounts Assistant, April,1993 to January, 1994 Key Result Areas across assignments Accounts • Bank liaising for cheque clearance, CBDT payment. • Handling, monitoring and payment for outsourced job. • Vendor account reconciliation. • Direct online payment preparation and co-ordination (RTGS, CBDT, VAT, EMP TER and TRF, Payment of Rents etc.) • Managing the preparation & maintenance of statutory books of accounts, financial statements. • Schedule preparation. • Compliance reports with time and accuracy norms. • Periodic review of outstanding and preparation of debtors control report. Financial Planning & Control • Handling bank and various accounts reconciliations specially reconciliation of collection with bank deposits and coordinating with banks for any financial requirements. • CAPEX payment validation. • Cash Flow analysis and monitoring periodical OPEX/CAPEX. • Annual budget for CAPEX and OPEX. between. • MIS on projected vs. actual and variance analysis. 71 | P a g e
• • •
Accountable for payables and funds mobilisation for depot and branch expenses. Finalization of different accounts Coordinating with auditors
Statutory Compliance & Liaison • Calculation of TDS for employees and suppliers ensuring conformity to the regulatory Tax Acts and compliance to statutory norms & provisions. • TDS reconciliation • Handling sales tax matters as per the provisions of Sales Tax act, including filing of challans, returns and appearing for sales tax assessment & appeal cases. • Direct online payment preparation and co-ordination (RTGS, CBDT, VAT) Commercial Operations/Liaison • Processing sales promotion Claims/Credit notes of stockist & distributors. • Handling insurance related issues including policy renewal, documentation, survey and claim settlement in coordination with Insurance Agencies. • Coordinating with C&F agents for coordination in material receipts (GRN)/transfers/timely dispatch Chief Accomplishments With Tube Investments (A Murugappa group company engaged in manufacturing & marketing Diamond brand automotive and industrial chains and Hercules & BSA cycle with a turnover of Rs.2000 crores)
Completion of 4 old and critical sales tax assessment, appeal and tribunal cases across the region since joining in Apr’06.
With Rasna (Largest FMCG Company in soft drink concentrates industry having a turnover of Rs. 230 crores) Controlled operational cost of the region by entering into new rate contracts with Courier, transporters and suppliers. Faster claim settlement to C&FAs and Vendors. With Funskool India (A subsidiary of MRF and Hasbro Inc. of the USA engaged in marketing toys with a turnover of Rs. 46 crores) Distinction of preparing Budget for OPEX in Funskool in the Eastern Region as novel initiative in 1998 and implemented it successfully. Actively involved in establishing the CMS with HDFC and improvement in the cash flow position. With Mangalam Timber Products (A B.K. Birla organisation, manufacturing and marketing MDF boards with a turnover of Rs. 300 crores) Effectively managed the accounting functions and ensured accurate reporting of all transactions. Present Salary: C.T.C Rs.4.96 lac p.a Education Cost & Works Accountant (Inter) from ICWAI in 1992. B.Com (Hons) from Calcutta University in 1988. Date of Birth: 18th September, 1966
Nandu S
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Objective : To be associated with growing organizations for better exposure of my experience in adding value towards company’s growth and also having more knowledge in the field of Business Development , collection and customer satisfaction Experience Company 1:- VIP Industries Ltd. From Dec 2007 to till date Designation :- Area Sales Executive Achievements • • • Open Six Exclusive counters in Punjab. Done marketing correction by closing down the deselling dealers. Collection of Rs 5.00 Lacs of outstanding – More than 180 days old.
Company 2 :- Pidilite Industries Ltd. From Oct 2006 to Dec 2007 Designation :- Market Development Incharge Area covered ;- Chandigarh, Mohali, Panchkula and some part of Haryana
Job Profile • • • • • • • Handling Distributor network. To ensure proper distribution of schemes to retailers. To regulate the activities of Primary & Secondary sales. Searching opportunity for achieving the growth in sales. Open Twenty seven counters in Chandigarh & surroundings Done independently painters meetings. Done a prestigious project vidhan sabha.
Achievements
Company 3 :-Venus Decorative Paints Ltd from July 2004 to sep 2006
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Designation:- Sr. Sales officer Venus is a paint manufacturing company. It manufactures industrial as well as decorative products . The main product of the company is cement paint . Has a good emerging position to the field of paint Industry specially in the north region. Working as a Sr. Sales officer - Himachal My job profile is increment of Sales, collection with parties and the institutional Sales improvement also.
Company 4 :- M\S First Flight couriers Ltd. From Dec 2002 to June 2004 Designation:- Business Executive –Chandigarh First Flight courier Ltd. has leading position in domestic express and Air Freight forwarding and corporate Travel besides playing pioneer role in supply and distribution chain management. Job profile includes handling promotion of Sales and decrease the time of collection , check the service status like parties , franchisees & Branch Co-ordination. Education Master Degree (2004-05) Jalandhar Post Graduation (2003-04) University) Graduation (1998-2002) University. B.Tech in Electronics & Communication, Kurukshetra Diploma in Export Marketing Management (Kurukshetra Business (M.B.A) from Punjab Technical University.
PD CARRER OBJECTIVE:
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Reliable, well disciplined, believes in accomplishment of assigned job through teamwork and in-depth analytical study. PERSONAL PROFILE: Born On Fluency In Marital Status 01-12-1978 BENGALI, HINDI, ENGLISH. MARRIED
EXPERIENCE SUMMARY:. About Company: - KEJRIWAL ELECTRONICS LTD. Brand : “ OSCAR”, “SANTOSH” From: May 2008 Onwards. My Job Profile: - Sr. Accountant About Company: - TATA SKY LTD. From February 2007 to April 2008. My Job Profile: - Accountant. In Tally-7.2, and all Bank Related job. About Company: - STAYWELL APPLIANCE PVT. LTD. From May 2008 to January2007. My Job profile: - Sr. Accountant. Maintain Receipt & Payment, Voucher, Bill, Challan, Daily Stock Maintain, Bank Related Job, With Tally-7.2, Maintain Total Accounts. .About Company: - UNISON APPLIANCE PVT. LTD. From September 2001 to April 2003. My Job Profile: - Accountant.
RAGHU .G
1. Name : R G 2. Husband’s name : Sri Tapas Kr. 3. Present Address : 5. Date of Birth : 26th April 1971. 7. Computer Literacy : Knowledge of MS – Office Search Engine Internet 8. Languages Known : Fluent in English Bengali & Hindi 9. Experience : I) From November 2008 till date with KND Engineering Technologies Ltd Position: Sp. officer HR & Admin. II) From January 2007 to August 2007 Worked with Ion Exchange Infrastructure Ltd,
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Kolkata. Position : Executive – H. R. Responsibility: All admin facilitation and support HR activities III) One and a half years with Air Hostess Academy, Kolkata. Position : Sr. Business Coordinator. Responsibility : Direct sales promotion; Customer care services Telemarketing; Team building training and Sales coordination between field force and telemarketing team. Counselling, Presentations in seminar and Fairs. IV) One and half years experience in Medybiz Private Limited, Kolkata Position : Response Centre Executive. Responsibility : Patient relation Management; Counselling to the patients; Back office record maintenance; V) Six month experience in Madhu Jayanti (P) Ltd. Kolkata. Position : Secretary to M. D. Responsibility : Secretarial job for M. D.; Back office record maintenance; VI) Six month experience in Pace Division of SOL Pharmaceuticals Ltd. Kolkata Position : Executive Trainee. Responsibility : Direct sales promotion VII) One and half year experience in Infocom Equipment (P) Ltd. Kolkata. Position : Marketing In-charge. Responsibility : Direct sales promotion; Coordination of Sales Staff and Service Engineers. CORE RESPONSIBILITIES UNDERTAKEN: Constantly monitor the manpower strength and carry out recruitment activities based on the requirements specified by departmental heads. Source recruitment from advertisement, campus, referral system, placement agency, website. Joining Formalities and Induction activities. Issue offer letters, appointment letter, transfer formalities. Monitor retention of employees, diagnose the causes of attrition. Collect feedback from exit interviews. Organize and coordinate Training and MDP . Facilitate Performance review system. Coordinate and organize company events PRESENT CTC: 3L pa. Expected CTC : Negotiable Dated: March 6, 2009
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Akash S.D
OBJECTIVE Seeking assignments in Sales & Marketing / Business Development / Channel
Management with an organization of repute. SUMMARY OF SKILLS AND EXPERIENCE Over 13 years of experience in sales and marketing of various products with varied companies like Eureka Forbes Ltd, Goodlass Nerolac Paints Ltd. ,Pidilite Industries Ltd. Havell’s India Ltd., Vip Industries Ltd. Currently designated as Regional Manager in VIP Industries. Extensive experience in establishing dealer, distributor network and institutional segment, promoting the products in a highly competitive and dynamic market conditions. Successful in turning the toughest territories in profit centre operations. Hands on experience in managing & leading sales functions, achieving sales & revenue targets. Held several positions in the organization with proven abilities in training , leading and managing promotional personnel. An effective communicator with team management and motivational skills. AREAS OF EXPERTISE Sales / Marketing Map and analyze business potential, identify new profitable products & product lines. Meeting Architects, Contractors, and builders for product approvals in institutional segment. Formulate & Implement promotional plans & events indoor/ outdoor as a part of brand building & market development effort. Proactively conduct marketing analysis by keeping abreast of market trends and competitors moves to achieve market share metrics. Identify key/ prospective clients, exploring new markets & tapping profitable business
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opportunities. Distribution / Channel Management Evaluate performance and monitor distributor sales & marketing activities through target setting & reviewing measures. Develop & sustain the existing network, appoint new potential partners in untapped market and effectively manage the supply chain.Sustain operations across broader business segments and ensure timely deliverables. Team Management Monitor, motivate and guide a team ensuring optimum performance. Monitor competency grids and identify training needs for skill. Mentoring dealers & training them on selling skills & product knowledge motivate channel partners. ORGANISATIONAL EXPERIENCE May 1997 to Feb 2001 with Eureka Forbes Ltd., (Dealer Sales , Division) in western U.P. as Sales Officer. Feb 2001 to Jan 2005 with Goodlass Nerolac Paints Ltd., in Garhwal region of Uttranchal as Territory Sales Supervisor. Jan 2005 to Dec 2005 with Pidilite Industries Ltd; in Chandigarh as Area Executive PROFESSIONAL QUALIFICATION Graduation in Commerce from H.N.B. Garhwal University. Post Graduate Diploma in Business Administration , Specialization in Marketing PERSONAL DETAILS Age : 39 years . Current Annual C.T.C; Rs 8.25 lacs
Wibiliography
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Cartoon strip and images Retrieved from www.cartoonstock.com: http://www.cartoonstock.com
(n.d.). Retrieved from www.cartoonstock.com: http://www.cartoonstock.com article by TATA. (n.d.). Retrieved from www.economictimes.com: http://www.economictimes.com article on managing your employee. (n.d.). Retrieved from www.businessworld.com: http://www.businessworld.com figures & diagrams for analysis. (n.d.). Retrieved from www.panelsurvey.com: http://www.panelsurvey.com Figures and diagrams for analysis. (n.d.). Retrieved from www.openpanel.com: http://www.openpanel.com
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doc_553376729.doc
JOB HOPPERS
Submitted To University of Mumbai In the partial fulfillment of the B.M.S. Degree
By SANAYA KANT Roll No. 18 Seat No - __________
Under The Guidance of Prof. ANAND DESHPANDE
Studying at
Rizvi Education Society’s
Rizvi College of Arts, Science & Commerce Rizvi Educational Complex, Bandra (West), Mumbai Academic Year 2010-2011
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Declaration
I SANAYA KANT a student of the TYBMS class, Roll No.18 Seat No. ________ of the academic year 2010-11 studying at Rizvi College of Arts, Science & Commerce , hereby declare that the work done on the project entitled JOB HOPPERS is true and original to the best of my knowledge and any reference used in the project is duly acknowledged.
Date: _______________
Signature of Student _____________________ (Name of student_______________________)
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Certificate
This is to certify that ______________________________________________ a student of TYBMS class, Roll No ______ Seat No. _______ of the academic year 2010-11 studying at Rizvi College of Arts, Science & Commerce; has successfully completed the project entitled ____________________________.
____________________________ Prof. _______________________ (Project Guide)
___________________________ Prof. Furqan Shaikh (BMS Co-ordinator)
____________________________ External Examiner
___________________________ (Principal)
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Acknowledgement
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Abstract
The ever growing and dynamic industry in today’s time is constantly undergoing change with the introduction of IT, Telecom and Entertainment. With new ventures and inventions the mediocre industry is now, a grape wine of increasing number of untapped and promising fields. Such changes are evident in response to the growing economy and globalization. So what if an individual builds within a trend to job hop every 6 to 12 months in his career graph , namely to enhance his skills or seek better opportunities and recognition or the least fit in where he feels he belongs.
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Contents
1) Job hopping: ? Description ? Definition ? Trends in job hopping ? Job hopping period 2) Personality traits: ? Coin operated o Remedies. ? Knowledge seekers o Remedies ? Compulsive change seeker o Remedies ? Aimless hoppers o Remedies ? Serial hoppers o Remedies ? Position/Title seekers o Remedies
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Purpose:
The main purpose of undertaking this project is to clarify why exactly does an individual change jobs after a short period of work experience and how to curb the increasing trend of job hopping.
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INTRODUCTION
Our (Indian) economy, during the last 2 decades, is witnessing an unprecedented growth accompanied with dramatic changes in the way, business | business houses are run and grown. Globalization, coupled with Privatization of Indian Economy, has triggered massive changes in the pecking order of Indian Corporate Houses. Share of Service sector in the overall GDP is growing over the years. Employment Opportunities and Disposable Income levels have grown stupendously. Cultural transformation is sweeping across industries - IT, ITES, Insurance, Banking, Telecom and Entertainment. The said cultural transformation has also impacted the traditional businesses – Automobiles, Agro, Retail, Chemical, Pharmaceuticals and FMCG. Continuous exposure to HR Practices, Work Culture and Business Ethics of multinational companies, across industries, has changed the overall outlook of employers and employees. Performance Culture, is being nurtured aggressively, across all levels, by many corporate houses. Simultaneously, the emotional connect of employee with an employer | company is getting diminished. The changed outlook of employees, coupled with the rising opportunities for employment, in traditional and sunrise industries, are facilitating an individual to develop a trend of job hopping every 6 to 12 months. The prime reasons for a job hopping cover a wide
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spectrum - to enhance skills or to seek better opportunities and recognition or to fit-in where he feels he belongs. As of now, organizations, at large, have learnt to accept the existence of a new phenomenon called “Job Hopping” and taking their own and individualized view towards it. Hopefully, in the near future, Job Hopping, should get a wider acceptance from all the practicing HR professionals across industries.
Job Hoppers
Description:
Have you ever encountered someone who changes jobs more frequently than he/she changes clothes, may be for a genuine or unrealistic reason? Sounds amazing, doesn’t it? If not then, you probably are a job hopper yourself. Don’t be surprised, it’s natural for one to change jobs and even more for those who have changed jobs a number of times in their career. Job hopping has become, a common sight in today’s scenario. Gone are the days, when a job hopper was looked down, as a liability to the company and was not taken very seriously, although there is still some resistance to job hoppers, in traditional companies. Job hopping is practiced in every field and mostly by the young professionals, working in IT, ITES, Insurance, Telecom, Media, Retail, and FMCG. A job hopper is bound to keep changing jobs in his/her career till he / she finds a suitable job which matches all the reasons that forced him / her to opt for a change in the first place. The tendency to job hop cannot be stopped but if handled tactfully, can be controlled for a mutual benefit of employee and employer. By carefully analyzing the many reasons for job hopping, which are explained in detail in a candidate’s profile, H R professionals can conceive solutions which will benefit both the parties’ i.e. a job hopper and a job provider
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Definition:
“Job Hopper is a person who frequently changes jobs” This practice of frequently changing jobs one after the other by an individual for various reasons, is known as job hopping. Example: Raj an MBA who just passed out from a leading B-school in the year 2009, he joins as a trainee in a management consultancy firm. After working there for 3 months he leaves the firm since he was not sure of the line which he had chosen. He then joins another company of his interest but then again after 6 months he changes to another job, this time because the pay package is more attractive compared to the earlier job. This new company was good but the culture and lifestyle did not suit him, which again compelled him to change to another job within a span of 4 months. Similarly he kept switching over and over from one job to another for various reasons until he settled for the one which offered him all the reasons to stay. Such people like Raj job hoppers. are tagged as
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Human Needs and Wants
A basic condition of human existence which means that people are never totally satisfied with the quantity and variety of goods and services they consume. It means that people never get enough, that there's always something else that they would want. want can be in any form for an individual, it can be, security, money, shelter, food etc. Similarly an employee also has some specific needs and desires which he/she strives to satisfy or achieve. An employee is driven by needs n desires. Every employee has his own different needs which drive him to perform in the company.
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Trends in Job Hopping:
The tendency to job hop has a direct correlation with the period of work experience i.e. in the initial period of working life, one has a higher tendency to job hop, However after 10 year of work experience, employees have lower tendency to job hop. In the initial period of work experience, employees have higher tendencies to job hop on account of, Monetary Benefits. Similarly after 3 to 5 years of work experience, the prime reason for job hopping is Position / The needs of any employee are as given below: Job security
Monetary Benefits
Job Position/Titles
Knowledge
Change Perks & Benefits
Job Satisfaction
Recognition
Job Title & Monetary Benefits.
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However after 6 to 10 years of work experience, the reasons for a job hopping are Job Satisfaction and Job Titles. After 10 years of work experience, the reasons for job hopping are mostly lack of Opportunity for Growth and Monetary Benefits. After 20 years of work experience, the job hopping is on account of absence of Recognition onthe-job as well as Mid Career Crisis
Most Preferred Time Period for Job Hopping:
From the research data, it is observed that most job hoppers prefer changing their jobs during the beginning of an academic year, as it does not cause inconvenience to children in terms of academics. Then there is this, After Annual Appraisal Period, when all the employees are appraised and rewarded with promotions and increments. These annual appraisals, trigger large scale job changes across all levels and (geographical) locations.
30 25 20 15 10 5 0 0-2 yea rs 3-5 years 6-10 yea rs Beyond 10 years Beyond 20 years mid ca reer cris es job satisfaction job title moneta benefit ry
Other preferred time period for a job change is the festival period - Diwali, Eid, Christmas,
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Out of the above three time periods, very high incidence of job hopping takes place in the crucial period of After Annual Appraisal (AAA).
160 140 120 100 80 60 40 20 0 ACADE MICYEAR After appraisal FES TIVAL S EASON
Personality Traits of Job Hoppers:
We would like to analyse the personality profiles/traits of job hoppers as it can help us in the grouping /classification of job hoppers.
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Coin Operated Personality (COP):
These are the people who value salary package much more than job responsibilities, for them job titles, duties and responsibilities are unimportant, what interests them more is the money or salary and perks. As a result they have the tendency of changing jobs as and when they see an opportunity of enhancing their salary package. They are an easy target to competitors and manpower consultants. As a personality they have a tendency to compare their CTC (cost to the company) with their colleagues, friends, neighbours, relatives and classmates and batch mates. Their sole aim in life is to be one-up on their near and dear ones in terms of CTC. In pursuit of their one-upmanship they accept jobs which may not be in the same industry or functional area or geographical location. Such a job change, does not result in any significant value addition to their job profile, experience and knowledge. Instead it results in a feeling of job dissatisfaction and poor on- the- job rating by their seniors and peers, which again forces them to look around for a change. Although in this case the prime reason for a change is the poor on-the-job rating, they still await for an opportunity where the CTC is higher than what they are currently drawing in their existing jobs.
Analysis of a coin operated hopper
Their main priority: Drawing more income
than their counterparts.
Their contribution to the company:
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Performer
Non-performer
60%
40%
From these we can understand how much does a coin operated job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Coin operated job hoppers are driven by:
It can be analysed that a coin operated job hopper’s main priority in life is money and only money. Hence in the above pie-chart we can clearly see that 74% is covered by money, making it the most important factor that drives a coin operated employee to job hop. Then is position which covers 10%, perks and benefits covering 95 and then desire to change covering the remaining 7%.
Remedial Actions:
The remedial action for a coin operated job hopper is basically money. Money is a driving force for him / her. Hence he / she, can be retained in the company by increasing the pay package, provided the individual is a performer.
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The other alternatives are: ESOP Offer ESOP (Employee Stock Option), this will assure the employee to stay in the company for long since ESOPs have a lock-in period of 3 to 5 years. The offer of ESOPs ensures a minimum stay equal to or more than the lock-in period. Performance Linked Salary: Although this is an extra burden on the employer, it will be an incentive to the employee to stay around and perform so that the extra income is earned at the end of financial year. The incentive scheme should be revised upwardly every year so that the employee gets habituated to earning incentives which are increasing year after year, as the amount is paid subject to employee achieving the target, An employer is not at loss unlike in the case where direct increase in salary is offered without any guarantee on the increase in performance of the employee.
Knowledge
There is a
Seekers:
section of
employees,
who are knowledge
driven. They have the ability and the willingness to involve and excel in very diverse industries or functional areas. They have a natural tendency to seek an opportunity to understand working
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of other functional areas within their company as also industry and even other diverse industries. Their personality analysis reveals a basic urge for knowledge enhancement, which is not just limited to their industry but outside. Within their functional area they would like to share and exchange their knowledge practices with professionals within and outside their industry. Although training programmes offer an excellent platform for exchange of ideas and knowledge enhancement, they are attracted to other industries/companies with an objective of gaining more knowledge and information than what the seminar/training programmes can offer. By nature these people are excellent in networking and hence can land a job through their excellence in networking in addition to their domain knowledge. Most of these job hoppers who are primarily knowledge seekers end up as management/technical consultants, towards their fag end of their career or when confronted with a mid career crises.
Analysis of a knowledge seeker job hopper. Their main priority is: To enhance their knowledge. Their contribution to the company:
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Performer
Non performer
40%
60%
From these we can understand how much does a knowledge seeker job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 40%. If he is a non-performer than he can contribute only 60% to the company.
Knowledge seeker job hoppers are driven by:
Interestsin
7% 19% money knowledge job satisfaction 65% desire to change 9%
It be
can
analysed that a knowledge seeker’s main priority in life is to enhance his/her knowledge. Hence in the above pie-chart we can clearly see that knowledge covers nearly 65% of the total interest making it the most important factor for job hopping. Followed by job satisfaction which is 19%, money which covers 9% and remaining 7% covered by the desire to change.
Remedial Actions:
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Knowledge is a driving force for them hence they can be retained in the company by engaging them in cross-functional assignments and taskforce activities of the company. Other alternatives are: In order to retain these knowledge seekers, the company should sponsor or nominate them to all seminars and training programmes organized by industry bodies | associations. They should be advised to share the knowledge gained in these training programs and Seminars with other employees of the company. Management should also allow them to represent the company in Industry level meetings. Make them a regular speaker | faculty in all internal training and induction programmes. All the above measures, will keep these knowledge seekers, fully engaged and content, besides providing them a moral high – “Company Respects me and Values my knowledge”.
Compulsive Change Seekers:
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These are people for whom change is a way of life. Any situation in their personal or professional life cannot remain unchanged beyond a certain period of time. When the situation remains static or unchanged, they feel suffocated and restless. Consequently, they seek change within or outside their domain knowledge. Such job changes, most often force the person (Job hopper) to face challenges of adaptability in new job, unfamiliar work environment, hostile | non co-operative colleagues and new business practices. Sometimes these challenges are very daunting and force these people to again seek a change. These hoppers don’t adapt easily to any new environment and constantly find it uncomfortable mainly for the reasons such as; • • •
•
They don’t get well-along with their subordinates or co-workers in the company. They like to work alone or are antisocial in nature. They need changes in their work or the environment. They are people who get bored easily with the work given to them.
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Analysis of the compulsive change seeker Their main priority is: Seeking change every now and then. Their contribution to the company:
Performer Non performer
40%
60%
From these we can understand how much does a compulsive change seeker contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 40%. If he is a nonperformer than he can contribute only 60% to the company.
Compulsive change seekers are driven by:
Interestsin
6%
10% 19% m oney knowledge job satisfaction desire to change
65%
It can be analysed that the main priority of a compulsive change seeker is none other than the desired to change. From the above pie-chart we can denote that 65% is covered by the desire to change that make it the most important factor for job hopping. 19% covered by job satisfaction, 10% covered by knowledge and the remaining 6% is covered by money.
Remedial Actions:
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The remedial actions for a compulsive change seeker are not many. The compulsive change seekers lack mentors, who are the ones that could possibly guide and channelize their capacity to learn newer things and ability to adapt to new businesses for the mutual benefit of the candidate and the organization. Hence, the efficient action that can be taken to retain them in the company is that the company should advise senior management persons to adopt and mentor these job hoppers. If such a culture is adopted in the company then the job hopper can be controlled and retained in the company for a longer time.
Aimless Hoppers:
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These are professionals in their initial years of their work experience during which period they resort to job hopping without any aim or valid reasons. They are young professionals without any guidance from friends or colleagues, who could guide and mentor them in the area of career planning. Although they may at times feel that they are just drifting in their professional career, they are hesitant to seek professional guidance from consultants and peers. This hesitation spoils their career prospects, and usually their career graph shows signs of stability only after 10 to 12 years on working, However, after these 10 -12 yrs of aimless drifting, they would end up missing the bus in terms of position and job responsibilities. Thus they are highly dissatisfied with their growth in career apart from feeling underutilised despite high promise or potential.
Analysis of an aimless job hopper Their main priority: No priority as such in the initial years.
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Their contribution to the company
Performer Non performer
0%
0%
From these we can understand how much does a aimless job hopper contributes to a company. There is no contribution to the company whether the person is a performer or an non performer merely because he/she is new| a young graduate who is new to the company .
Aimless job hoppers are driven by:
Interestsin
25% 25% money job position 25% 25% perksand benefit desire to change
It can be analysed that the aimless hoppers main priority in life is nothing as such in the initial years. From the above pie-chart it can be easily denoted that all money, job position, perks and benefits and the desire to change are all the factors that drives a person, specially a young graduate.
Remedial Actions:
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The remedial actions for an aimless hopper are not much because these people are very young in age and this is the time they are confused about what is right for them. Instead of treating these young employees like any other employee, these aimless job hoppers, should be nurtured through old and loyal senior employees (preferably from a different division) of the company. The mentors, so appointed should guide these young employees and channelize their energy and desire to excel for the mutual benefit of the candidate and the organization.
Serial Hoppers:
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These are the professional who keep changing their jobs at regular intervals and these intervals can be as short as 3 to 6 months. Their personality profile reveals them to be average or below average in terms of knowledge and skill sets. However they are high on ambition and have desired career goals which they want to reach within the shortest possible time, as a result they change jobs and in the new job environment because of below average performance, they seek a change within 2 to 3 months of joining. The employer having hired a person because of his background i.e. education (premier institutes) or experience (in reputed organizations) expects the candidate to provide immediate results. However being a mediocre professional he cannot live up to the expectation of his superiors and peers in the new company and hence seeks a change rather than getting sidelined or stagnated. This process of seeking higher paying jobs or higher responsibility positions continues for a period of 5 to 10 years after which self realization sets in and the person settles in a small medium sized company in a position and with a salary which is not to his liking, thereby ends up as a highly de-motivated professional full of negativity.
Analysis of a serial job hopper
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Their main priority: To achieve their career goals within a limited time. Their contribution to the company
Performer Non performer
60%
40%
From these we can understand how much does a serial job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Serial job hoppers are driven by:
Interestsin
20% 15%
25%
m oney job position perksand benefit
40%
desire to change
It can be analysed that a serial job hopper’s main priority in life is to achieve his/her career goal. From the above pie-chart we can clearly see that for a serial job hopper his main interest is job position. It covers 40% of total interest. This makes job position the main factor that drives a person to job hop. Money cover 25%, desire to change covers 20% and the remaining 15% is covered by perks and benefits.
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Remedial Actions:
The remedial actions for a serial job hopper is mainly appraisal. The serial hoppers are mostly average performers with high expectations in their professional life. These people are mostly performers and contribute a lot in the companies successes. The only thing is these people will perform but if not appraised or promoted they will change the job and move on to another company. Its very hard to manage people who have made job hopping a habit. Hence, they should be appraised on a monthly basis and counselled to improve their performance. Head – HR or the immediate superior employee should work out a career progression plan and share it with the employee concerned. In this way the company is making sure that his employee is been taken care of and retained in the company for a longer time.
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Job Position | Title Seekers:
These are young and middle aged professionals, who keep changing at regular intervals so as to progress in terms of Job Position | Title. They are very Low on loyalty towards their employers and High on Self Progress. They have a blue print in terms of expected job position | title at a specified time in their career life. They are so focussed in their career planning that, regardless of their on the job achievements | performance levels, they desire to attain those positions at the specified time intervals. If they are deprived of those job positions at the specified time period, they have no hesitation in switching the jobs. Their average life span in a company is 1.5 – 2 yrs. They tend to switch jobs immediately after their annual appraisal.
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Analysis of a title seeker Their main priority: To grow in terms of position and job title. Their contribution to the company is:
Performer Non-performer
60%
40%
From these we can understand how much does a serial job hopper contribute to a company. This depends on whether he is a performer or a non-performer. If he is a performer than he contributes 60%. If he is a nonperformer than he can contribute only 40% to the company.
Title seekers are driven by:
Interestsin
9% 47% 16% desire to change m oney 28% job satisfaction job position
It can be analysed that a title seeker’s main priority in life is to grow in terms of job position and title. From the above pie-chart we can clearly denote that job position is the main factor that interests a title seeker. Hence we can see that job position covers 47%, job satisfaction covers 28%, money covers 16% and the remaining 9% is covered by desire to change.
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Remedial Action:
As these are young and middle aged professionals, with above average | average level of competency, company should try to retain them. These employees value their designation and job title much more than monetary benefits, hence, the company should create a pool of fancy designations, without any appreciable change in job content and salary, and offer the same to these employees, immediately after the annual appraisal. In this fashion the employees is satisfied and remains in the company for a longer period and contributes to the growth of the company and the company doesn’t loose its employees that often.
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Evolution of Job Hopping:
It is observed that, whether in India or overseas, job hopping has evolved over a period of time. When a detailed analysis of job hopping, over a period of 4 decades, is undertaken, one observes a great correlation between
a) Cultural Transformation of a Nation | Society
And
b) Job Hopping intensity and Impact
The general outlook of citizens of a nation, towards the phenomenon of Job Hopping has undergone change in line with the overall cultural transformation amongst people in general and working population in particular.
1980s: During the decade of 80s, majority of the working population was conditioned to seek
job security because of the worst economic depression in the 70s. The era of “License Raj” was in its last leg and many private sector players, both Indian and international, were entering industries such as – Electronics, Automobiles and IT. Salary levels offered by these private organizations were somewhat higher (20 – 30%) than the government sector companies. Public Sector Undertakings (PSUs) and government departments were the biggest and most preferred employers, although they were less paying than the private sector organizations. The needs of the working population, during this decade were predominantly - Shelter, Education to children and Life Time Pension (after retirement). Consequently, large portion of the earnings were diverted as savings and people valued job security more than higher earnings. All the rules and regulations related employment such as Provident Fund, Gratuity, Employment Bonds were designed to enforce long term commitment and loyalty towards employers.
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1990S: Was a dotcom era, with many non resident Indians opening their offices in India and
hiring software professionals in thousands. Both Indian and foreign companies offered jobs and competed aggressively to attract talent by offering very high Salaries and perks. They made it even more attractive by offering Employee Stock Options (ESOPs). Overnight, many new companies saw their share prizes touching astronomical levels and thereby created a new breed of millionaires. Simultaneously, the Government of India privatised the telecom sector through a process of bidding for Mobile and Paging Services. Sensing huge market potential, the private organizations operating Mobile and Paging Services went on expansion spree and hired large pool of technical and sales professionals by offering 100 – 150% rise in salaries. The demand for trained manpower in the telecom sector increased the job opportunities and disposable income levels of public sector employees till then used to low salary and long working association with giants like BSNL | MTNL | VSNL. Employees of these public sector undertakings took up jobs in private sector organizations and thereby got used to a different level of economic independence. However, by mid 90s, the dotcom bubble went bust and all paging service providers closed down their operations, resulting in huge retrenchment | loss of job for thousands of professionals across locations. In normal circumstances, this would have discouraged new people in entering these sectors. However, the closure of many companies resulted in consolidation, which although reduced the quantum of jobs available but increased the salary levels significantly. Forced to offer higher salaries, companies tightened the employee selection process which resulted in big gap between demand and supply of talented workforce. Thus the process of large scale poaching of employees from rival firms started, which in a way introduced the employees to a new phenomenon of “JOB HOPPING”. The temptation of high disposable income coupled with glamour of private sector changed the outlook of employees and the elders in their family towards job hopping. Employees in IT and Telecom sector, ably supported by their family members embraced Job Hopping as a means to increase their income levels and thereby improve their lifestyle. So, in the midst of economic crisis, Indian workforce underwent a cultural transformation in terms of their outlook towards Job Hopping.
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2000s: Encouraged by the increased flow of foreign direct investment (FDI) and the quantum
of licensing fees collected through the bidding process in telecom sector, the government declared open sectors such as - banking, insurance and aviation to private players, both Indian and foreign. This opening of Indian economy, coupled with the shortage of trained manpower resulted in huge job opportunities for public sector employees from these sectors. Companies resorted to offering quantum jump in salaries and fancy job titles – Asst Vice President, Vice President, CEOs to employees from rival firms. These actions by growth oriented private sector players further promoted the concept of “Job Hopping” and changed the mindset of Indian working class forever.
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Job hopping according to industries
Job hopping' in services sector Attrition rate in the services sector has gone as high as 35 per cent in the first six months of 2010-11 with banking segment topping the chart, a study by Assocham has found. "In the post-crisis period, attrition level in the financial services sector has touched 30 per cent in the first six months of the current fiscal, followed by IT and IteS sector 24 per cent," the study said. The survey revealed that better pay packages, along with growth prospects were the main reasons for job change in majority of the cases. It said that maximum rate of attrition is taking place among the middle-level employees with an average experience of two to four years, while the most stable group of employees were those with an experience of more than 12 years, as they feel more secured in their present jobs. The Associated Chambers of Commerce and Industry of India (Assocham) has surveyed over 130 human resource heads. The respondents said the cost associated with recruitment and training of new staff remain quite high. The global outsourcing business has done wonders for the Indian economy, generated huge employment & boosted the spending power of youngsters. But lately, this sunrise industry is facing HR challenges in terms of finding skilled talent & curbing employee attrition. Job hopping & attrition are most prevalent in this industry due to the rapid growth. Three jobs in less than a year, no longer raise eyebrows and gaps mouths. Job hopping, in fact, has become the new mantra for success. Still, there are reasons for employees hopping jobs such as odd working hours, lack of career growth, poor working conditions & of course more money. Employee poaching between call centers is another area of concern, as it is nothing less than cannibalism. Curbing attrition is one of the prime challenges faced by the BPO industry, which requires focused strategy in, curing the root causes, HR departmental evolution & growth of the industry in secondary locations.
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Industry leaders like Wipro Spectramind & ICICI have already come up with innovative strategies like scholarships for further education, career diversification, rapid promotions, etc. to curb attrition in their BPOs. However, as long as BPO industry keeps growing rapidly & jobs are available in ample, youngsters will keep hopping jobs at the drop of a hat.
Assocham Secretary General D S Rawat said many a times the work gets affected due to replacement time and unavailability of adequately skilled staff. "As companies are going ahead with their expansion plans which were kept in abeyance, human resource heads require to hold the best talent and utilise their potential for the growth of the company," Rawat added.
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JOB HOPPING AROUND THE GLOBE
INDIA
Indians are the most ambitious lot in the world with eight out of ten employees in the country likely to move to another organisation that promises them faster and better development. According to Ma Foi Randstad Workmonitor survey, India continues to have the highest Global Mobility Index score of 141 -- which means there is maximum employee mobility in India followed by China and Mexico. The Global Mobility Index by International HR Service Provider shows the extent to which employees are thinking of changing their jobs on a shortterm basis when compared to other countries in the world. Employees in the age group of 25-34 are most likely to change jobs, the report said, adding "sustained and increased developmental initiatives will directly help in retention". "Though the study reflects an increase in the mobility and a focus on promotion in the workforce, it also brings to light the fact that employees would be satisfied with organisations that are better equipped to handle their developmental plans," Ma Foi Randstad (India and Sri Lanka) CEO K Pandia Rajan said. The findings of the survey are corroborated by the findings of factual job change in the past six months, where again, India scores are the highest followed by China. Besides, a significant proportion of employees in India, China and Mexico are confident of finding another job, the report added. The survey further said that Indian businesses were more employee-focussed than in China and world average.
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Chinese employees have expressed significantly less satisfaction with their employers (50 per cent) than those in India (73 per cent), while the world weighted average is 68 per cent. Moreover, Indian employees used the downturn better than their Chinese counterparts to explore innovative methods for accomplishing their jobs and hence growing professionally. This was despite the higher training investment in China (71 per cent) than in India (61 per cent), the report said. The Ma Foi Randstad Workmonitor is a quarterly review of "mental mobility intent" of employees and covers 25 countries encompassing Europe, Asia Pacific, and the Americas.
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JAPAN
TOKYO -- A generation ago, Makoto Baba would have been just another job-hopping loser. But the 26-year-old aspiring musician represents a new breed of Japanese who are defying past standards of success by working temporary jobs to finance their dreams -- becoming a dancer, poet or even a farmer. The ranks of such "freeters" -- a combination of the English "free" and "arbeiter," the German word for "worker" -- have ballooned in recent years, surpassing 4 million, more than double the number in 1990, according to Japanese government research. But fears are growing among business and government leaders that an apparently unmotivated generation may fail to acquire the skills needed to keep the country globally competitive. Like Baba, whose first love is traditional taiko drums, freeters symbolize a changing Japan where younger people are more assertive and seek out spiritual fulfillment rather than the material comforts and social status sought by their parents and grandparents. Japan's changing business climate also has contributed to the number of freeters. Demand for cheaper, part-time workers is increasing as companies try to stay globally competitive and cut back on hiring full-fledged employees with generous benefit packages. The growing income gap emerging between freeters and those with stable jobs is exacerbating the relatively new divisions in a society where nearly everyone was considered middle-class just a decade or two ago.
Most freeters make about $18,000 a year, experts estimate, while the average annual income for a full-time employee is roughly $63,000.
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During decades of modernization after World War II, freeters didn't even exist as a category, with unemployment at stunning 2 percent levels. Jobless rates have recently hovered at mid-4 percent levels -- high by Japanese standards. At one time, the Japanese dream was to land a job at a respectable corporation that promised lifetime employment. That myth was shattered by the burst of the speculative bubble economy in the late 1980s, when big-name companies announced massive layoffs to cut costs and stay afloat. Still, Baba, a graduate of the prestigious Tokyo University of Foreign Studies, was a prime candidate for an elite job, even in post-bubble Japan. Instead, he has tutored students, fielded telephone calls, helped families move and swept rooftops -- all to earn a living so that he can pursue his dream: performing as a taiko drummer with a professional band called Amanojaku. The band does pay him some, but not enough to cover his rent. "I've chosen the path of taiko, and being a freeter is part of that endeavor," said Baba, who has played in the United States and recently appeared in a TV ad in Japan. "Taiko mirrors who you are. I beat, express and create myself." That kind of individualistic approach to life may not be so unusual in the United States or Europe, where switching jobs is more common and there is generally more freedom to pursue creative goals. But in Japan, freeters are still generally considered wayward youngsters who need to grow up. Toshihiro Sakuma, 29, is seriously considering becoming a farmer after taking part in a Pasona internship. He has also worked part- time at a movie theater and an archaeological site. But in true freeter fashion, he says he isn't quite sure what he'll be doing next year. "Some jobs were hard but it was all fun," he recalls. "I don't regret any of it. And every job was worth it." Kanon Nakadozono, 27, took a more unusual route. She worked hard while she was young as a geisha, a kimono-clad entertainer, and a maiko, a geisha's apprentice -- against her parents' wishes. Now, living off investments from her earnings, she hopes to become a writer or actress.
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"I'm so lucky to be a freeter," said Nakadozono, who believes her dance skills make her perfect for a samurai movie. "A lot of people are working at jobs they hate, but I get to do what I truly want." As their numbers grow, a cottage industry has sprung up helping freeters find jobs, internships or alert them to interesting opportunities. Yasuyuki Nambu, head of job-referral company Pasona Inc., who claims to be "the original freeter," has made this a new branch of his booming business. One program allows freeters to try out farming. "Up to now, it may have been enough to simply pursue affluence," Nambu said recently in a speech to the Tokyo Foreign Correspondents Club of Japan. "Now, people are beginning to feel that true affluence is more internal." The government is concerned that the income gap could erode tax revenues -- a major worry in a country with growing ranks of elderly who are dependent on state-run pension and health care systems. Businesses, nonprofit groups and government offices alike have set up study groups to tackle the so-called "freeter problem." Meanwhile, the welfare system hasn't kept up with the times to respond to part-time workers, who do not get the same pension benefits as full-time workers, says Michiko Miyamoto, a professor at University of the Air, a respected school that provides education through broadcasts, and an author of books on ferreters.
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AFRICA
of thought dominating the debate. One school agrees Against the backdrop of affirmative action and Black Economic Empowerment, job-hopping amongst black professionals is a problem commonly perceived to be faced by many companies currently in South Africa. Many companies feel that the pressure to meet ethnic quotas, combined with a shortage of black talent, drives this behaviour. Therefore, the myth around this debate states that: black professionals are more likely to job-hop than professionals of other ethnic groups. There are two schools with the myth, stating that Black Economic Empowerment (BEE) and affirmative action (AA) Exacerbate this behaviour. The other school disagrees, suggesting that this is an 'era of instant growth' and that job-hopping is a cross racial trend - it is only South Africa's history that causes the consideration that colour makes a difference. They believe that it is up to the employer to make talent stay, as talent will stay as long as it feels it is still being valued. Whilst a lot of people have something to say on this matter, few statistics exist to substantiate or refute the argument. The primary objective of this paper was, therefore, to substantiate statistically whether this behaviour was unique to black professionals in South Africa. Quantitative research concluded that while a proportion of black professionals have indeed changed jobs since they started their careers (48 per cent), 'white' professionals were significantly more likely to have changed jobs (75 per cent). We could therefore infer that black professionals are not more likely to job-hop than professionals of other ethnic groups. Note that the age distributions of the four population groups were very similar so this is not a function of "newness" in the job market.
Graph 1: Agree - Statements About Career Path
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Read: 43% of the professionals in South Africa have worked for the same company since they started their career, whilst 29% are currently looking for another job. The total sample was 2 000 adults aged 18+ living in metropolitan areas, of which 484 fell into a defined list of occupations. However, and more worryingly, the second statement shows that black professionals are significantly more likely to be looking for another job compared with other racial groups - a clear indication that they are unhappy with their current job. This prompted an analysis of how black professionals experience the workplace. An employee commitment model that uses the Conversion Model to determine both commitment to one's organisation and commitment to one's job allowed a segmentation of this group to measure the number of black professionals who were committed to their current companies vs those who were committed to the work they do via an on-line panel survey:
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It is apparent that black professionals (who can be accessed online) in South Africa are more likely to be committed to either only the work they did or only the company they work for. The balance of commitment to work and company is significantly lower (28 per cent) than global norms (43 per cent).This further prompted the research to include a qualitative component, as the debate around job-hopping evidently is just the tip of the iceberg. This shows that black professionals feel they face considerable challenges and frustrations in the work environment. Racial discrimination was cited as one of the key causes for unfair treatment. Many feel that whilst companies have transformation strategies in place, attitudes and systems are yet to be transformed. Black professionals feel that companies need to reach out to them and recognise their efforts. They feel that they are often the only ones going the extra mile, trying to impress their companies, whilst these efforts are not fairly rewarded and recognised. Another key concern that emerges from this qualitative research, which also contained in-depth interviews amongst HR specialists, is the disconnect in how black professionals experience the workplace and how HR specialists, especially white HR specialists, perceive the situation. This means that corporate South Africa does not yet have effective retention strategies for black talent. On a more positive note, it is clear that the majority of black professionals are ambitious, and want to grow and add value to the companies for which they work.
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UNITED STATES OF AMERICA (USA)
When the economy takes a dive, workers hold on to their jobs for dear life, fearful of being cast adrift without a lifeboat. Recovery, meanwhile, provokes the opposite response. As companies begin to fill positions they cut in down times, employees are buoyed by the promise of higher pay and better opportunities, making them quicker to jump ship. It should come as no surprise, then, that the recent return to stability has brought with it a wave of job-hopping: everywhere from North America to Asia to eastern Europe, there have been reports of an uptick in the number of workers that are either considering or making external moves. But it might be wise for aspiring CEOs to think twice before taking the plunge. As new evidence suggests, staying put may in fact be the quickest way to the top. According to Monika Hamori, a professor at Spain's IE Business School, "there is a misconception that if you change companies often, it guarantees you a faster promotion velocity." By comparing the career trajectories of 1,001 CEOs in the U.S. and 21 European countries, she found that contrary to popular belief, the longer individuals stayed with a firm, the more rapidly they progressed to a firm's upper echelons. In fact, while the average CEO had worked at just three different companies over the course of his career, a quarter of those included in the study had but a single employer. The finding is not limited to those at the very top: when she extended her research, published in a recent edition of the Harvard Business Review, to include the careers of 14,000 lower-level executives, she reached similar conclusions. While external moves can result in higher pay (presumably workers bargain with those looking to lure them from their current positions), Hamori says that there is no evidence that "greater promotions would accrue from … changing organizations frequently" — even for younger workers. Though the average CEO included in this study was 55 years old, she says preliminary findings for another data set, where employees had an average age of 30, show "no relationship between hopping and promotions."
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It could be that firms are more likely to trust employees they know. "An outsider can often misrepresent herself in an interview," says Hamori, who conducted interviews with 45 executive search consultants. "Organizations have greater confidence in insiders. They already have information on them." The tendency to hire from within is even more pronounced in small industries, she says, where it is frowned upon to poach employees from competitors, and in countries like Japan, where "leaving a job is culturally seen as treachery." Workers with executive ambitions can, however, be forgiven for believing in the virtues of jobhopping. As University of California Davis economist Ann Huff Stevens asserts in her contribution to the 2008 book Laid Off, Laid Low, "In recent years, a conventional wisdom has emerged, suggesting the extent to which U.S. workers and employers form long term relationships has deteriorated." Since the 1980s, when companies began slashing jobs in a bid to do more with less, successive rounds of layoffs have fed into the belief that lifelong employment is a thing of the past. Hamori says it's in large part this notion that has prompted career counsellors and opinion leaders to advise employees to maintain an external gaze, with some recommending a switch every 18 to 24 months — despite the fact that the data show otherwise. Though some experts argue that employee tenures at the top are decreasing, she points to U.S. Bureau of Labour Statistics, which find that managers stay with a firm an average of 6.1 years (up from 5.3 years in 1983), as proof that the jury is still out. Huff Stevens concurs: "Quantitative studies have, until very recently, shown little evidence of fundamental changes in empirical job security." While the landscape may be slowly shifting, Hamori insists that careers haven't changed "to the extent that we think they have." Her main message: "To strike a balance between external and internal moves." To be sure, company loyalty has its limitations. "People who stay very long are sometimes taken for granted by their employers," says Anil Verma, a professor at the Centre for Industrial Relations and HR at the University of Toronto's Rotman School of Management. "We see that a lot of senior hires are now made from outside, because people inside the company are not considered good enough." This is especially true in tough times, he says, citing Ford's decision to install former Boeing executive Alan Mulally as CEO in place of the founder's greatgrandson in 2006. "When companies are trying to break out of a crisis," says Verma, "they invariably turn to outside talent." Curbing job-hopping by Asian managers: The challenge for U.S. multinational companies
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Chapel Hill -- Job hopping by Asian managers at rates of 15-18 percent a year costs U.S. multinational companies (MNCs) in the region time, money and key business contacts, according to a recently released study by management professors at the University of North Carolina at Chapel Hill's Kenan-Flagler Business School. "The costs to companies of high turnover go far beyond those of attracting scarce managerial talent," says Kenan-Flagler's Dennis A. Rondinelli. "A Thai executive often takes several other subordinates when he or she leaves a firm, perhaps requiring the company to reconstitute an entire management or operating unit. "And in Thailand and Singapore, where business success depends heavily on interpersonal social networks and business contacts, companies can lose valuable relationships not only among managers within the firm, but also with customers and supplier," he said. "Thais and Singaporeans generally dislike doing business with people they do not know, and might switch their business to another company when a familiar and trusted executive departs." A mix of targeted recruitment tactics, training, rewards and recognition may help multinational firms stem the tide of job-hopping executives. Rondinelli and colleague William J. Bigoness studied the economic, social and cultural factors underlying high managerial turnover at MNCs in Thailand and Singapore where retention problems are most acute, and identified tactics adopted by some MNCs to solve the problem. Their research included interviews with chief executives and human resource managers at 17 MNCs -- in Thailand and Singapore, including Microsoft, Burson-Marsteller, Johnson & Johnson, AT&T, Bechtel International, Dow Chemical Company, Mobil Oil, KPMG Peat Marwick & Suthee and 3M.
Causes of Employee Turnover Around the World
Asian managers switch jobs for a variety of reasons, the study found.
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"Younger, educated Thais and Singaporeans see job-hopping as a jump start to leading the good life," said Rondinelli. "Often they can at least double their compensation by switching jobs, which allows them to attain the material indicators of success--a car, an apartment of their own and the financial ability to marry--that have become important in their consumer-oriented societies." Job switching often is motivated by the desire for more responsibility and a higher level title, which gives them the status and prestige that are crucial to Asian managers' selfesteem. In addition, many young Thais and Singaporeans join MNCs to get experience and "learn the trade" before joining their family businesses. They use the MNCs as training grounds and to build contacts before leaving to join existing family businesses or to start new companies. Other factors include the lack of satisfying social relationships within the company, insufficiently prestigious perks, the belief that career ceilings exist for local nationals within a foreign company, and a preference for working for national companies.
Remedial Actions to Stem the Job Hopping Trends Globally:
Many of the U.S. MNCs studied have adopted tactics to retain host-country managers. The following are among the most frequently-used methods:
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* Targeted Recruiting. Several companies have adopted targeted recruitment tactics, such as using employees' contacts, friends, relatives and school-mates to find candidates. Mobil provides scholarships to Thai universities from which it asks faculty to identify promising students who can later be recruited. Other companies participate in job fairs in Thailand and the United States to identify potential Thai recruits who are familiar with American culture and business. Dow Chemical hires new graduates from Thai or foreign universities and trains them for specific positions. AT&T recruits Thai students in the United States with technical expertise and provides on-the-job managerial training. Microsoft, which recruits on the basis of competency testing rather than on experience, seeks people with knowledge of information technology and who are passionate enough about the industry to want to stay with a market leader.
* Education and Training. Nearly all of the U.S. MNCs studied offer education and training, which young managers view as crucial steps on the career ladder. Johnson & Johnson brings in consultants to offer courses and provides about 10 in-house training programs a year to managers. Mobil Oil arranges for managers to take English courses on company time. Thai managers working at Dow Chemical have the chance to work in Hong Kong or Singapore if they seek broader global experience.
* Career Ladders . Demonstrating well-defined career paths gives young Asian managers confidence that they can advance quickly to the top levels in foreign-owned companies. Some companies offer compressed career ladders in which the "manager" title can be conferred on young recruits after six to nine months, and in which they can attain increasingly impressive titles every 18 to 24 months.
* Job Autonomy. Young professionals seek responsibility and autonomy as indicators of status, value and potential. As a result, some companies are developing job requirements that give Thai managers responsibility and autonomy in job assignments at early stages in their careers. IBM in Singapore emphasizes the entrepreneurial
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opportunities in its operations throughout Asia and structures jobs to encourage entrepreneurial initiative. * Performance Rewards . Thai and Singaporean professionals thrive on recognition and rewards. They also are very sensitive to negative feedback and critical performance assessments. In response, U.S. MNCs set up programs that give overt signals to managers about their value to their companies Mobil Oil created a "President's Award" for outstanding contributions by Thai managers. Because the "manager" title is extremely important for young Thai professionals, many MNCs confer the title on people working in sales, technical and administrative positions as quickly as possible. *Team Building. Because both countries' cultures place a high value on "family" work environments, Mobil Oil, AMROP International and Hewitt Associates encourage managers to treat their colleagues as part of their extended family. Mobil Oil and Microsoft use team-building to develop bonds among managers and with workers. Mobil also encourages managers and employees to work together on outside activities that contribute to the economic and social development of Thailand. It provides opportunities for managers to participate in the Thai Business in Rural Development in which businesses "adopt" a rural village and help develop or improve small businesses and other economic activities. Managers participate enthusiastically, and the work with the village builds bonds among them and with Mobil. Several U.S. MNCs in Thailand recognize the need to create a more relaxed working environment than they would in the United States. The Thai concept of sanuk defines a congenial workplace as one in which managers and workers do their jobs in a social environment in which they can socialize, laugh, joke and gossip. Overly stressful, restrictive or tedious work environments can lead Thai managers to seek jobs in companies that better understand sanuk.
* Competitive Compensation. Companies offer attractive compensation packages, staying above the median, offering attractive bonuses and raises and providing fringe benefits that meet or exceed the country's standards. Tradition in Thailand and Singapore dictates paying managers a 13-month bonus, but many MNCs pay additional bonuses when profits are good or when there is a danger that valued managers might be lured away
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Merits of Job Hopping:
A) Employer’s Point of View: Job Hopping Allows Companies to Keep New and Creative Ideas Flowing into the Workplace Think about the first few months after starting a new job. Maybe even up to the first year. Most people generally have a good reservoir of creative ideas on how to more effectively
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manage projects, cut costs, be more creative — those ideas stem from many things, one being excitement over a new job and wanting to show your value to the company. Job hoppers tend to crave that feeling and are able to capitalize off of it by producing fresh ideas often to a continually changing audience. On the flip side, I think that employers can reap the benefits of the influx of innovative ideas coming in. Even though the argument can be made that the person with the original idea may have left by the time the company is ready to implement said idea, fresh ideas are always good. They can not only lead to better working conditions, but they can also motivate and invoke creativity in other employees. Job Hoppers Build Networking Contacts at a far quicker Pace Job Hopping, if done right, gives an opportunity to build and recycle your networks throughout different organizations or even industries. This can create a huge pool of diversified contacts to turn to for business development. B) Employee Point of View: Job Hopping increases the employee’s ability to move up the salary ladder. Job Hopping provides an ability to move up the salary ladder a lot quicker than someone working for the same organization for 5 years. When switching jobs, one generally has far more leverage to negotiate a higher salary than their previous one. On an average, job seekers negotiate a 10-15% increase in pay when making a move to a new company. Compare this to a typical raise of 5 – 8% when staying with the same company and it is not hard to see why frequent hopping can be an attractive option.
Demerits of Job Hopping:
Many job-hoppers think that jumping from one job to another in rapid succession is a sure way to reach the top. However, they have to encounter the hidden consequences. In unstable industries like hi- tech, advertising and television, job-hopping is the norm. In these industries, workers find out later that a resume with short period is a turn-off to employers. They may suspect a job-hopper of being unable to get along with the co-workers. Moreover, the jobhopper is also taking on a new boss who may turn out to be a tough leader. Studies indicate that employees often wrongly believe that they will get promotions if they switch organizations.
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However, the job-hoppers have to overcome obstacles like a clearly hostile boss, demotion or a significant decrease in pay etc. HR experts suggest that not to run out the first chance you get. A little patience can go a long way. Though job-hopping is a negative signal to prospective employers, but depending on the reasons it can also be a positive. Mick Hager, a leading HR expert explains the reasons why job-hopping is a bad thing You’ll never have the chance to lay down roots, establish a strong reputation and be viewed as an asset to the company. Job-hoppers miss the opportunities given to the solid, loyal, stayingput performers. Job-hoppers are huge expenses for employers. It takes an employee at least six months to go from being a liability to contributing to the bottom line. That is why employers hate dealing with job-hoppers, they cost too much. Job-hopping sends the message that you are not dependable, suggesting that you lack loyalty and commitment. Please don’t tell me the woeful tale of how companies aren’t loyal to employees these days – companies are loyal to the dependable, productive ones. Job-hopping suggests incompetence, if you’re so good- why you leave? Job-hopping takes a mental toll. At some point you need stability in your life to maintain balance.
Your next boss could be worse! It suggests you are irresponsible or cannot maintain relationships It indicates that you lack resolve and the ability to stick-to-it. Employees promote those they trust; trust is earned over time. In today’s new environment, how short is too small to stay at a job? The answer varies among industries and professions. Earlier two to three years used to raise a red flag. Today, depending
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on the industry, it is 1 to1.15 years. But what employers are really looking at, did the person complete the project or commitment that he made?
SEVEN TIPS FOR A JOB HOPPERS RESUME
You can minimise the impact of job hopping, but you can’t eliminate it,” A job hopper’s best defence then, is to emphasis skills and accomplishments on the résumé rather than tenure with each job, the experts say. Here are seven tips for downplaying job hopping on your résumé. These tactics should increase your odds of getting called in for job interviews despite the appearance of job hopping in your past.
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1. Make a good first impression. If you’ve held a number of jobs in a short span of time, your résumé should focus on your value and accomplishments, say professional résumé writers. If you’re writing a two or three page résumé, use half or more of the first page to summarize your value proposition to the prospective employer and your relevant accomplishments. “Doing so will allow the hiring manager to judge the candiate based on her merit and promise as opposed to just the employment chronology,” he says. For the same reason, David Perry recommends a one page résumé that focuses on your skills, abilities, and specific projects you’ve completed. “You’ll get interviewed based on your skills and the projects you’ve done,” says Perry. “It completely takes the emphasis off of where you were and when you did it.” Whether you use a one or two page résumé, you must demonstrate that you’re not irresponsible and that your job hopping isn’t a result of repeatedly being fired. You want to show that you’ve made important contributions to each of your employers regardless of the length of your tenure. 2. Group all of your contract or project-based work together on your résumé. It’s not uncommon for IT professionals to take on contract work during their careers, especially when they’re between full-time jobs. It’s also not uncommon for the projects they take on as contractors to be short-term. Kursmark recommends grouping all of one’s contract engagements under one heading, such as “Contract Work” or “IT Consultant and Contractor,” and listing all of that work under one time period-the period during which the professional did all that work. It could be “January 2007 Present.” Grouping all of that work under one umbrella makes several short-term projects look more like long-term employment. What’s more, if, during the same period, you had a full-time job for only a few months because the job didn’t work out, you could easily leave that job off your résumé without it looking like a gap in your employment history. 3. De-emphasize dates of employment on your résumé. Don’t draw attention to dates of employment on your résumé by setting them off on the page, putting them in bold text, on a separate line, or as headings above each position you’ve held. Instead, tuck them at the end of a title or job description.
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Another way to de-emphasise dates, is to use only years rather than months and years. Some people might argue that this tactic is misleading, and a job seeker will have to explain a short tenure in a job interview, but ultimately their goal is to get the interview. If an employer sees that a job seeker held a position for just a few months, from December 2008 through March 2009, for example, the job seeker might not get called in for an interview. But if you just use years, you draw less attention to a short tenure. 4. Explain a short tenure. If circumstances beyond your control, such as a merger or global reorganisation, contributed to your short tenure, a brief explanation of the event on your résumé can show hiring managers that you weren’t job hopping. Just don’t explain your reason for leaving every job listed on your résumé, It can look like you’re making excuses. You also don’t want to give the impression that you’re always in the first wave of downsizing at every company. 5. When in doubt, leave it out. “It’s perfectly ok to omit a job from your résumé that is irrelevant to the position you’re applying for, that was short-term, or didn’t work out,”. “You don’t have to include everything you’ve ever done.” After all, she adds, the purpose of a résumé is to summarize a job seeker’s qualifications and experience. leaving a job that lasted a year or less off your résumé shouldn’t impact you too much. But if you leave off a job where you worked for two or more years, you must find a way to fill in that gap in your work history. If a prospective employer finds out about a position you left off your résumé through a background or reference check, you’ll obviously need to explain it. job seekers to tell employers that they only included the professional experience that was most relevant to the prospective employer on their résumé. 6. Network your way to job opportunities. If your résumé shows evidence of job hopping and you’re applying for jobs you find online, your résumé is going to get screened out. Networking is a more effective job search strategy for professionals concerned about the appearance of job hopping. If you can talk your way into a new job, “you’re not just a résumé but a person with some value, skills and talent you can bring to an organization,” What’s more, prospective
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employers will be less concerned with your employment history if you’ve already impressed them with your experience. 7. Diffuse employers’ concerns about your job hopping. If you’re able to score a job interview despite job hopping in your past, you’ll have to address your employment history during the interview. So you need to be prepared to explain your short tenures in a positive and credible manner. You could say that you spent a few years trying to discover what you wanted to do professionally, and as a result, you were willing to take jobs that weren’t a perfect fit because you wanted to explore different fields. If you offer that explanation, she adds, you will have to explain how you learned what you love to do and why the position for which you’re interviewing is a perfect match.“You want to assure the employer that you’re not trying them on for size and that you’re not going to be off in a couple of months,” she says. If you got fired from a job or left an employer, you could acknowledge that the job didn’t work out because it wasn’t a good fits. She suggests discussing what you learned from the experience and why you won’t ever make the same mistake again. The purpose of all of these tactics: combat the perception that you’re a risky candidate. By playing up your accomplishments and contributions and by downplaying dates of employment on your résumé, you can turn a sketchy work history into a non-issue.
Conclusions:
Reasons | Triggers for Job Hopping:
The Indian Executives switch jobs for variety of reasons
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Monetary: Job Hopping helps to increase the compensation, which allows an employee to acquire material indicators such as – Car, House, Holiday in foreign locations. Predominantly, it is the younger lot of employees, who resort to job hopping for monetary reasons.
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Title | Position: Young and ambitious, who crave for designations resort to job hopping purely as a means to get those desired Job Titles. Similarly, older employees, who have been sidelined in their existing organizations for promotions, resort to sudden spurt of Job Hopping to attain desired Job Positions before retirement. Employees, desire for Job title is because of the status or prestige associated with it. In India, the tradition of respecting people purely based on Titles finds its root in our feudal Society | Zameendari System, where titles mattered more than knowledge or power.
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Knowledge: Some of the young and old employees, switch jobs to gain knowledge. Such job hopping is very prevalent in Specialized or Technical fields – Software, Software Testing, Forex, Commodity Trading, R & D etc.
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Job Satisfaction: Some employees job hop as they find their existing jobs very mundane. They seek on-the-job satisfaction in terms of challenging assignments or greater responsibilities. When the job satisfaction is missing in the current position | job, they move out to other organizations and this job hopping continues till they find a stimulating highly work environment. For these people, money is not a stimulant. There are instances where highly paid executives have found satisfaction in low paying NGO establishments.
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Lack of Reward | Appreciation: Regular appreciation by the seniors acts as a motivator for many employees to give their best to the company. Lack of reward or appreciation acts as a trigger for job hopping. These are employees in all age brackets, purely driven by performance culture. To these set of employees, Awards, Rewards, Merit Certificates matter lot. When there is an absence of Fair and Formal system of Reward, these employees seek green pastures outside. Many a times, even a highly Critical Boss, acts as a trigger for job hopping.
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Remedial Solutions for Minimizing Job Hopping:
HR professionals, across industries, are designing a wide variety of remedial solutions to tackle the issue of Job Hopping. Some of these solutions are listed below
? Recognize and Nurture New Ideas and Creative Thinking from young workers with
fresh perspectives
? Maintain a real open-door policy between management and employees 60 | P a g e
? Shift the focus from the bottom line to the people by fostering dialogue ? Show young employees how they can grow through mentoring ? Stimulate intergenerational conversations
Interesting Articles on Job Hopping
Listing below, some interesting articles, on the subject of job hopping
A. Managing Yourself: Job-Hopping to the Top and Other Career Fallacies
by Monika Hamori
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Climbing the hierarchy used to be a reward for loyalty. But in the 1980s, as firms stripped out layers of management, promotions became fewer and farther between. To get ahead, executives started moving from company to company. A 2009 survey by career network ExecuNet found that executives now stay with an organization for only 3.3 years, on average, before moving on. Outside job changes outnumber internal ones by about two to one.
The Real Story
But is it true that switching employers offers a fast track to the top jobs? According to my research, the answer is no. In fact, that’s one of four career fallacies I identified in a study examining how managers get ahead. Understanding the reality behind job moves gives executives a leg up when planning for the future.
About the Research
Fallacy 1: Job-Hoppers Prosper The notion that you get ahead faster by switching companies is reinforced by career counsellors, who advise people to keep a constant eye on outside opportunities. But the data show that footloose executives are not more upwardly mobile than their single-company colleagues. My analysis of the career histories of 1,001 chief executive officers who lead the largest corporations in Europe and the U.S. reveals that CEOs have worked, on average, for just three employers during their careers. And although lifetime employment is increasingly rare, a quarter of the CEOs I looked at spent an entire career with the same firm. Overall, the more years people stayed with a company, the faster they made it to the top. CEOs are arguably a special population, so I also analyzed the job changes of 14,000 non-CEO executives to compare the outcomes of their inside and outside moves. Again, inside moves produced a considerably higher percentage and faster pace of promotions. One likely reason that internal candidates do better is that companies know more about them; promoting an insider poses less risk than hiring somebody from the outside, no matter how extensive the CV or how detailed the reference. Executive search firms show a preference for stability as well—which is ironic, given that they’re the ones in the business of shuttling professionals from job to job. One U.S. boutique
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firm specializing in IT evaluates candidates on two axes: stability and “performance and capability indicators.” Candidates have to score well on both to be selected for interviews. A consultant at another firm told me that a short stint—less than three years or so—probably wouldn’t be sufficient to produce any meaningful contribution to a firm and thus wouldn’t do much to demonstrate a candidate’s value. Search consultants also tend to interpret frequent moves as a sign of bad decision making, whereas long organizational tenure is rarely seen as reaching a plateau. There are exceptions, of course. In smaller industries, for instance, where “everybody knows everybody,” companies that recruit from competitors can be stigmatized as poachers. And frequent moves are unacceptable in certain countries. A midcareer Spanish manager who has worked in Japan for almost 10 years told me that leaving a job is culturally seen as treachery. Expat professionals are particularly limited in their movements because their working visas are sponsored by their employers. Lessons for executives. First, know that search firms are looking for résumés that demonstrate a balance between external and internal moves. One finance-search-firm recruiter I interviewed put it this way: “We like people with two or three companies. And then you look at the patterns: ideally, 10 years in one employer, two or three years in the next, but then we want to see another eightyear run.” Many search firms are looking for evidence that an executive is integrating with and being rewarded by the people who work with him or her.
B. Why Job Hoppers Make the Best Employees
By – Aditya lohia People in their 20s on average change jobs every 18 months. People in their 30s — at least the ones that continue to do well in their careers — change jobs frequently as well, although at a slower pace than the 20 something. So if you think job-hopping is bad, change your thinking. Job hoppers are not quitters. In fact, they make better co-workers and better employees and I bet are generally more satisfied with their work life.
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Here’s why: 1. Job hoppers have more intellectually rewarding careers. In almost any job, the learning curve is very steep early on. And then it goes flat. So by the end of two years at the same job, you often have little left to learn. Which makes me wonder what people are doing to keep their brains alive if they stay at the same job for 20 years. It also makes me certain that job hoppers know more. If you change jobs often, then you’re always challenged with a lot to learn — your learning curve stays high. This is true for office skills, and industry specific knowledge. It also applies to your emotional intelligence. The more you have to navigate corporate hierarchies and deal with office dramas, the more you learn about people and the better you will become at making people comfortable at work. And that’s a great skill to have. 2. Job hoppers have more stable careers. Corporate America doesn’t provide stability for its employees. The only people who think it does are really old and completely out of touch. There are layoffs and downsizing and just-intime hiring and contract workers — realities that barely existed a generation ago. The stability you get in your career comes from you. If you’re counting on some company to give you stability, realizing this is scary. But if you believe in yourself and your abilities and treat your career with this understanding, then it’s no problem. You can create career stability — you just have to do it on your own.The way you do that is through networking. Because you can be sure you’ll need to find many jobs in your lifetime, you want network as efficiently as you can. After all, the most efficient way to find a job is through a network. It’s how most people land jobs. People who work for lots of companies have a larger network than people who stay in one place for long periods of time. Which is why job-hopping creates stability. 3. Job hoppers are high performers. If you know you are going to leave your job in the next year, you’re going to be very conscious of your resume — that is, what skills you’re tackling, what you’re achieving, whether you’re becoming an expert in your field. These issues do not generally concern someone who has been in a job for five years and knows he’s going to stay another five years. So job hoppers are always looking to do really well at work, if for no other reason than it helps them get their next job.
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You can’t job hop if don’t add value each place you go. That’s why job hoppers are usually overachievers on projects they are involved in; they want something good to put on their resume. So from employers’ perspective, this is a good thing. Companies benefit more from having a strong performer for 18 months than a mediocre employee for 20 years. (And don’t tell me people can’t get up to speed fast enough to contribute. Fix that. It’s an outdated model and won’t attract good employees.) 4. Job hoppers are more loyal. Loyalty is caring about the people you’re with, right? Job hoppers are generally great team players because that’s all they have. Job hoppers don’t identify with a company’s long-term performance, they identify with their work group’s short-term performance. Job hoppers want their boss to adore them so they get a good reference. Job hoppers want to bond with their coworkers so they can all help each other get jobs later on. And job hoppers want to make sure everyone who comes into contact with them has a good experience with them; it’s not like they have ten years on the job to fix a first impression. This is why job hoppers care more about their co-workers and will go further to make them happy than long-term employees. And it if you think about it, this makes sense for a company, too: The company isn’t hiring you with any decade-long commitment, so you would be foolish to think you have to give one.
5. Job hoppers are more emotionally mature. It takes a good deal of self-knowledge to know what you want to do next, and to choose to go get it rather than stay someplace that for the moment seems safe. It takes commitment to personal growth to give up career complacency and embrace a challenging learning curve throughout your career — over and over. And it’s a brave person who can tell someone, “I know I’ve only been working here for a month, but it’s not right for me, so I’m leaving.”
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Doubtless you’ll hear that you should stick it out, show some loyalty, give it at least a year or two. But why should you take time out of your life to spend your days doing something you know is not right for you? It is okay to quit. No career is interesting if it’s not engaging and challenging, and your most important job is to find that — over and over. Do not settle for outdated workplace models that accept complacency and downplay self-knowledge. Sure, the job market is tough nowadays but that’s no reason to settle. Again, however, several older people on my team feel the same and work flexitime. One coworker says she likes to work at home whenever she needs to be creative because cubicle land isn’t necessarily conducive to innovative work. Customizing benefits also makes sense and could apply to every stage of life, not just young workers. A subsidized gym or transit pass would be great now, while in a few years I may be more concerned with family-based benefits. Still, considering that at the moment my job does not even offer health benefits to interns, I doubt a gym pass would entice me enough to stay. Corporate values and practices also featured as recommendations. My values are important to me and there are companies I would not work for because they don’t align with those values. However, although I notice when my current employer pays lip service to ‘green ideas’ while at a meeting featuring bottled water and paper plates, I would not quit my job over it. Overall the recommendations seem to equate to good business practice, but if I were an HR manager I would hesitate to go after an entire generation with a blanket approach. Hiring and firing is always going to be about finding a good fit between an individual and an organization. As Gen Y has begun entering the workforce, I have noticed two narratives emerging. The first is the employer perspective of competition for talent and the second is of the recent graduate experience of the competition for jobs. They seem contradictory; stories from the employer perspective focus on a crisis of trying to hire and retain young workers, while stories from the new grad perspective focus on high competition for jobs, increased expectations at the entry-level and an unstable economy and job market. So is the job market ours for the taking or is it impossible to gain entry to our chosen fields?
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It is this disconnect we need to understand, rather than theorizing about an entire cohort’s common supposedly values and
behaviours, if we want to keep young workers in the country organizations. Otherwise, it will remain attractive for new graduates who have tried unsuccessfully to enter their fields in Canada to go abroad where there is more opportunity. And it will make sense that those of us heavily in debt will take the less-than-ideal jobs that cross our path, all the while constantly seeking that opportunity to hop to that will launch us in the direction we want to go. and in
C. Job Hopping -Interesting article by Chairman of Tata Sons
There are never better pastures - only other pastures! Move from one job to another, but only for the right reasons. It is yet another day at office. As I logged on to the marketing and
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advertising sites for the latest updates, as usual, I found the headlines dominated by 'who's moving from one company to another after a short stint', and I wondered, why are so many people leaving one job for another? Is it passed now to work with just one company for a sufficiently long period? Whenever I ask this question to people who leave a company, the answers I get are: "Oh, I am getting a 200% hike in salary"; "Well, I am jumping three levels in my designation"; "Well, they are going to send me abroad in six months". Then, I look around at all the people who are considered successful today and who have reached the top - be it a media agency, an advertising agency or a company. I find that most of these people are the ones who have stuck to the company, ground their heels and worked their way to the top. And, as I look around for people who changed their jobs constantly, I find they have stagnated at some level , in obscurity! In this absolutely ruthless, dynamic and competitive environment, there are still no short cuts to success or to making money. The only thing that continues to pay, as earlier, is loyalty and hard work. Yes, it pays! Sometimes, immediately, sometimes after a lot of time. But, it does pay. Does this mean that one should stick to an organization and wait for that golden moment? Of course not. After a long stint, there always comes a time for moving in most organizations, but it is important to move for the right reasons, rather than superficial ones, like money, designation or an overseas trip. Remember, no company recruits for charity. More often than not, when you are offered an unseemly hike in salary or designation that is disproportionate to what that company offers it current employees, there is always unseen bait attached. The result? You will, in the long-term, have reached exactly the same levels or maybe lower levels than what you would have in your current company. A lot of people leave an organization because they are "unhappy". What is this so-calledunhappiness? I have been working for donkey's years and there has never been a day when I am not unhappy about something in my work environment-boss, rude colleague, fussy clients etc. Unhappiness in a workplace, to a large extent, is transient. If you look hard enough, there is always something to be unhappy about. But, more importantly, do I come to work to be "happy" in the truest sense? If I think hard, the answer is "No". Happiness is something you find with family, friends, may be a close circle of colleagues who have become friends. What you come to work for is to earn, build a reputation, satisfy your ambitions, be appreciated for your work ethics, face challenges and get the job done.
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So, the next time you are tempted to move, ask yourself why are you moving and what are you moving into? Some questions are: * Am I ready and capable of handling the new responsibility? If yes, what could be the possible reasons my current company has not offered me the same responsibility?
* Who are the people who currently handle this responsibility in the current and new company? Am I as good as the best among them? * As the new job offer has a different profile, why have I not given the current company the option to offer me this profile? * Why is the new company offering me the job? Do they want me for my skills, or is there an ulterior motive? An honest answer to these will eventually decide where you go in your career- to the top of the pile in the long term (at the cost of short-term blips) or to become another average employee who gets lost with time in the wilderness? "DESERVE BEFORE YOU DESIRE"- Dr. Gopalkrishnan, Chairman TATA Sons.
Case study on job hopping
The candidate served with one local company for many years until, seeing no further advancement possibilities, he took a new job at another company. After he had been there for three years, management changed and implemented a fundamentally conflicting business style
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to his, so the candidate elected to leave. He joined a new division of yet another company, but eventually the company owner funnelled the profits from the new division into the parent company and offered the candidate a less senior position with the parent company. Although initially the new position sounded appealing to the candidate, the requirements of the job turned out to be entirely contrary to his expectations, so he left.
Analysis of the case study: From this case we can analyse that this person is a job hopper because he has been changing jobs very frequently for some or the other reasons. The case talks about how this person kept changing from one job to another for the following reasons • • • • He wanted a better and higher job position. He was bored of the same monotonous work. He couldn’t adapt to the new changes in the working system and environment. The requirements of the jobs were contrary to his expectations.
These are the reasons the person kept hopping from his job. Hence from this case we can conclude that employees are very unpredictable. It is necessary to watch out their needs and see if they are finding it hard to adjust to the company. In this way the employee can be retained and he won’t job hop.
Sample Resumes of Job Hoppers
GD
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Seeking assignments in Finance & Accounts/Commercial Operations with a reputed, growth oriented organization.
Professional Summary Experienced in independent handling of Finance, Accounts, Commercial Operations of branches and region as a whole including Statutory Compliance. Experienced in finalisation of accounts, streamlining payables. Processing claims/credit notes, vendor payments, reconciliation of bank accounts, creditors accounts, debtors accounts and TDS accounts. Handling sales tax matters, online payment of RTGS,CBDT and VAT. Hands on experience of working in ORACLE based ERP system, generating MIS reports relating to finance, debtors, payables, supervising outsourced jobs and payment. Excellent analytical, relationship management and communication skills. Organisational Experience Tube Investments of India Ltd. Dy.Manager – Financial Accounts, since April,2006 till date Rasna Private Ltd. Asst. Regional Accounts Manager, from September,2004 to March,2006 Funskool India Ltd. Accounts Executive, from January,1994 to September, 2004 Mangalam Timber Products Ltd. Accounts Assistant, April,1993 to January, 1994 Key Result Areas across assignments Accounts • Bank liaising for cheque clearance, CBDT payment. • Handling, monitoring and payment for outsourced job. • Vendor account reconciliation. • Direct online payment preparation and co-ordination (RTGS, CBDT, VAT, EMP TER and TRF, Payment of Rents etc.) • Managing the preparation & maintenance of statutory books of accounts, financial statements. • Schedule preparation. • Compliance reports with time and accuracy norms. • Periodic review of outstanding and preparation of debtors control report. Financial Planning & Control • Handling bank and various accounts reconciliations specially reconciliation of collection with bank deposits and coordinating with banks for any financial requirements. • CAPEX payment validation. • Cash Flow analysis and monitoring periodical OPEX/CAPEX. • Annual budget for CAPEX and OPEX. between. • MIS on projected vs. actual and variance analysis. 71 | P a g e
• • •
Accountable for payables and funds mobilisation for depot and branch expenses. Finalization of different accounts Coordinating with auditors
Statutory Compliance & Liaison • Calculation of TDS for employees and suppliers ensuring conformity to the regulatory Tax Acts and compliance to statutory norms & provisions. • TDS reconciliation • Handling sales tax matters as per the provisions of Sales Tax act, including filing of challans, returns and appearing for sales tax assessment & appeal cases. • Direct online payment preparation and co-ordination (RTGS, CBDT, VAT) Commercial Operations/Liaison • Processing sales promotion Claims/Credit notes of stockist & distributors. • Handling insurance related issues including policy renewal, documentation, survey and claim settlement in coordination with Insurance Agencies. • Coordinating with C&F agents for coordination in material receipts (GRN)/transfers/timely dispatch Chief Accomplishments With Tube Investments (A Murugappa group company engaged in manufacturing & marketing Diamond brand automotive and industrial chains and Hercules & BSA cycle with a turnover of Rs.2000 crores)
Completion of 4 old and critical sales tax assessment, appeal and tribunal cases across the region since joining in Apr’06.
With Rasna (Largest FMCG Company in soft drink concentrates industry having a turnover of Rs. 230 crores) Controlled operational cost of the region by entering into new rate contracts with Courier, transporters and suppliers. Faster claim settlement to C&FAs and Vendors. With Funskool India (A subsidiary of MRF and Hasbro Inc. of the USA engaged in marketing toys with a turnover of Rs. 46 crores) Distinction of preparing Budget for OPEX in Funskool in the Eastern Region as novel initiative in 1998 and implemented it successfully. Actively involved in establishing the CMS with HDFC and improvement in the cash flow position. With Mangalam Timber Products (A B.K. Birla organisation, manufacturing and marketing MDF boards with a turnover of Rs. 300 crores) Effectively managed the accounting functions and ensured accurate reporting of all transactions. Present Salary: C.T.C Rs.4.96 lac p.a Education Cost & Works Accountant (Inter) from ICWAI in 1992. B.Com (Hons) from Calcutta University in 1988. Date of Birth: 18th September, 1966
Nandu S
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Objective : To be associated with growing organizations for better exposure of my experience in adding value towards company’s growth and also having more knowledge in the field of Business Development , collection and customer satisfaction Experience Company 1:- VIP Industries Ltd. From Dec 2007 to till date Designation :- Area Sales Executive Achievements • • • Open Six Exclusive counters in Punjab. Done marketing correction by closing down the deselling dealers. Collection of Rs 5.00 Lacs of outstanding – More than 180 days old.
Company 2 :- Pidilite Industries Ltd. From Oct 2006 to Dec 2007 Designation :- Market Development Incharge Area covered ;- Chandigarh, Mohali, Panchkula and some part of Haryana
Job Profile • • • • • • • Handling Distributor network. To ensure proper distribution of schemes to retailers. To regulate the activities of Primary & Secondary sales. Searching opportunity for achieving the growth in sales. Open Twenty seven counters in Chandigarh & surroundings Done independently painters meetings. Done a prestigious project vidhan sabha.
Achievements
Company 3 :-Venus Decorative Paints Ltd from July 2004 to sep 2006
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Designation:- Sr. Sales officer Venus is a paint manufacturing company. It manufactures industrial as well as decorative products . The main product of the company is cement paint . Has a good emerging position to the field of paint Industry specially in the north region. Working as a Sr. Sales officer - Himachal My job profile is increment of Sales, collection with parties and the institutional Sales improvement also.
Company 4 :- M\S First Flight couriers Ltd. From Dec 2002 to June 2004 Designation:- Business Executive –Chandigarh First Flight courier Ltd. has leading position in domestic express and Air Freight forwarding and corporate Travel besides playing pioneer role in supply and distribution chain management. Job profile includes handling promotion of Sales and decrease the time of collection , check the service status like parties , franchisees & Branch Co-ordination. Education Master Degree (2004-05) Jalandhar Post Graduation (2003-04) University) Graduation (1998-2002) University. B.Tech in Electronics & Communication, Kurukshetra Diploma in Export Marketing Management (Kurukshetra Business (M.B.A) from Punjab Technical University.
PD CARRER OBJECTIVE:
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Reliable, well disciplined, believes in accomplishment of assigned job through teamwork and in-depth analytical study. PERSONAL PROFILE: Born On Fluency In Marital Status 01-12-1978 BENGALI, HINDI, ENGLISH. MARRIED
EXPERIENCE SUMMARY:. About Company: - KEJRIWAL ELECTRONICS LTD. Brand : “ OSCAR”, “SANTOSH” From: May 2008 Onwards. My Job Profile: - Sr. Accountant About Company: - TATA SKY LTD. From February 2007 to April 2008. My Job Profile: - Accountant. In Tally-7.2, and all Bank Related job. About Company: - STAYWELL APPLIANCE PVT. LTD. From May 2008 to January2007. My Job profile: - Sr. Accountant. Maintain Receipt & Payment, Voucher, Bill, Challan, Daily Stock Maintain, Bank Related Job, With Tally-7.2, Maintain Total Accounts. .About Company: - UNISON APPLIANCE PVT. LTD. From September 2001 to April 2003. My Job Profile: - Accountant.
RAGHU .G
1. Name : R G 2. Husband’s name : Sri Tapas Kr. 3. Present Address : 5. Date of Birth : 26th April 1971. 7. Computer Literacy : Knowledge of MS – Office Search Engine Internet 8. Languages Known : Fluent in English Bengali & Hindi 9. Experience : I) From November 2008 till date with KND Engineering Technologies Ltd Position: Sp. officer HR & Admin. II) From January 2007 to August 2007 Worked with Ion Exchange Infrastructure Ltd,
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Kolkata. Position : Executive – H. R. Responsibility: All admin facilitation and support HR activities III) One and a half years with Air Hostess Academy, Kolkata. Position : Sr. Business Coordinator. Responsibility : Direct sales promotion; Customer care services Telemarketing; Team building training and Sales coordination between field force and telemarketing team. Counselling, Presentations in seminar and Fairs. IV) One and half years experience in Medybiz Private Limited, Kolkata Position : Response Centre Executive. Responsibility : Patient relation Management; Counselling to the patients; Back office record maintenance; V) Six month experience in Madhu Jayanti (P) Ltd. Kolkata. Position : Secretary to M. D. Responsibility : Secretarial job for M. D.; Back office record maintenance; VI) Six month experience in Pace Division of SOL Pharmaceuticals Ltd. Kolkata Position : Executive Trainee. Responsibility : Direct sales promotion VII) One and half year experience in Infocom Equipment (P) Ltd. Kolkata. Position : Marketing In-charge. Responsibility : Direct sales promotion; Coordination of Sales Staff and Service Engineers. CORE RESPONSIBILITIES UNDERTAKEN: Constantly monitor the manpower strength and carry out recruitment activities based on the requirements specified by departmental heads. Source recruitment from advertisement, campus, referral system, placement agency, website. Joining Formalities and Induction activities. Issue offer letters, appointment letter, transfer formalities. Monitor retention of employees, diagnose the causes of attrition. Collect feedback from exit interviews. Organize and coordinate Training and MDP . Facilitate Performance review system. Coordinate and organize company events PRESENT CTC: 3L pa. Expected CTC : Negotiable Dated: March 6, 2009
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Akash S.D
OBJECTIVE Seeking assignments in Sales & Marketing / Business Development / Channel
Management with an organization of repute. SUMMARY OF SKILLS AND EXPERIENCE Over 13 years of experience in sales and marketing of various products with varied companies like Eureka Forbes Ltd, Goodlass Nerolac Paints Ltd. ,Pidilite Industries Ltd. Havell’s India Ltd., Vip Industries Ltd. Currently designated as Regional Manager in VIP Industries. Extensive experience in establishing dealer, distributor network and institutional segment, promoting the products in a highly competitive and dynamic market conditions. Successful in turning the toughest territories in profit centre operations. Hands on experience in managing & leading sales functions, achieving sales & revenue targets. Held several positions in the organization with proven abilities in training , leading and managing promotional personnel. An effective communicator with team management and motivational skills. AREAS OF EXPERTISE Sales / Marketing Map and analyze business potential, identify new profitable products & product lines. Meeting Architects, Contractors, and builders for product approvals in institutional segment. Formulate & Implement promotional plans & events indoor/ outdoor as a part of brand building & market development effort. Proactively conduct marketing analysis by keeping abreast of market trends and competitors moves to achieve market share metrics. Identify key/ prospective clients, exploring new markets & tapping profitable business
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opportunities. Distribution / Channel Management Evaluate performance and monitor distributor sales & marketing activities through target setting & reviewing measures. Develop & sustain the existing network, appoint new potential partners in untapped market and effectively manage the supply chain.Sustain operations across broader business segments and ensure timely deliverables. Team Management Monitor, motivate and guide a team ensuring optimum performance. Monitor competency grids and identify training needs for skill. Mentoring dealers & training them on selling skills & product knowledge motivate channel partners. ORGANISATIONAL EXPERIENCE May 1997 to Feb 2001 with Eureka Forbes Ltd., (Dealer Sales , Division) in western U.P. as Sales Officer. Feb 2001 to Jan 2005 with Goodlass Nerolac Paints Ltd., in Garhwal region of Uttranchal as Territory Sales Supervisor. Jan 2005 to Dec 2005 with Pidilite Industries Ltd; in Chandigarh as Area Executive PROFESSIONAL QUALIFICATION Graduation in Commerce from H.N.B. Garhwal University. Post Graduate Diploma in Business Administration , Specialization in Marketing PERSONAL DETAILS Age : 39 years . Current Annual C.T.C; Rs 8.25 lacs
Wibiliography
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Cartoon strip and images Retrieved from www.cartoonstock.com: http://www.cartoonstock.com
(n.d.). Retrieved from www.cartoonstock.com: http://www.cartoonstock.com article by TATA. (n.d.). Retrieved from www.economictimes.com: http://www.economictimes.com article on managing your employee. (n.d.). Retrieved from www.businessworld.com: http://www.businessworld.com figures & diagrams for analysis. (n.d.). Retrieved from www.panelsurvey.com: http://www.panelsurvey.com Figures and diagrams for analysis. (n.d.). Retrieved from www.openpanel.com: http://www.openpanel.com
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doc_553376729.doc