Monday, August 4, 2008

Job Hopping

Found this article that was scanned and forwarded t me :-) so decided to give a link to the same.

Talks about how guys nowadays job hop. Talks about the learning curve that people get when they stay put in a comapny etc etc. Talks about how successful people are when they stay in a company and how the employers treat these guys who stay put.

But like always there are two sides of the coin

One Side of the coin

Some exerpts are below from the two year itch:

Seventy-three per cent of the respondents interviewed stated that spending more time with the same organisation provides better exposure to various functions within the company and, therefore, provides better overall learning and career momentum. This percentage was remarkably high (83 per cent) among the business unit leaders reporting directly to the CEO.

Likewise, 74 per cent of respondents said that in-depth knowledge is more important than working in different industries. It, however, is important to have experience in a variety of functional areas across the company in order to reach senior management positions.

Interestingly, it was noticed that 49 per cent of respondents were successful managers who had worked with a single company during the first five years of their careers, though at various positions and another 43 per cent had worked with only two companies.

The results of this study are consistent and highlight the fact that job-hopping every 6-24 months can severely damage long-term career momentum and even wealth creation.

Most of these choices are made for the wrong reasons, such as prioritising money over learning, succumbing to peer pressure or naively believing everything they are promised regarding the new position.

Other side of the coin

Some speech given by Mr Premji talks about why employees quit

Every company faces the problem of people leaving the company for better pay or profile.

Early this year, Mark, a senior software designer, got an offer from a prestigious international firm to work in its India operations developing specialized software. He was thrilled by the offer.

He had heard a lot about the CEO. The salary was great. The company had all the right systems in place employee-friendly human resources (HR) policies, a

spanking new office,and the very best technology,even a canteen that served superb food. Twice Mark was sent abroad for training. "My learning curve is the sharpest it's ever been," he said soon after he joined.

Last week, less than eight months after he joined, Mark walked out of the job.

Why did this talented employee leave ?

Arun quit for the same reason that drives many good people away.

The answer lies in one of the largest studies undertaken by the Gallup Organization. The study surveyed over a million employees and 80,000 managers and was published in a book called "First Break All The Rules". It came up with this surprising finding:

If you're losing good people, look to their immediate boss .Immediate boss is the reason people stay and thrive in an organization. And he 's the reason why people leave. When people leave they take knowledge,experience and contacts with them, straight to the competition.

"People leave managers not companies," write the authors Marcus Buckingham and Curt Coffman. Mostly manager drives people away? HR experts say that of all the abuses, employees find humiliation the most intolerable. The first time, an employee may not leave,but a thought has been planted. The second time, that thought gets strengthened. The third time, he looks for another job.

When people cannot retort openly in anger, they do so by passive aggression. By digging their heels in and slowing down. By doing only what they are told to do and no more. By omitting to give the boss crucial information. Dev says: "If you work for a jerk, you basically want to get him into trouble. You don 't have your heart and soul in the job."

Different managers can stress out employees in different ways - by being too controlling, too suspicious,too pushy, too critical, but they forget

that workers are not fixed assets, they are free agents. When this goes on too long, an employee will quit - often over a trivial issue.

Talented men leave. Dead wood doesn't.

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