Job hopping is when employees change jobs frequently, within the organization or from one company to another. Hence, it contributes to interdepartmental brain drain and, in some instances, increases employee turnover. There are valid reasons why employees job-hop, which you should know as a leader in your organization, to avert and improve the efficiency of your organization possibly. Here are key reasons why your employees will potentially job-hop and what you can do to improve the situation.

In quest of a better salary

Everyone wants to see that their efforts are rewarded adequately. Rewarding them fairly or deservedly will encourage them to stay and remain productive in your organization. Employees will always seek to establish if you offer them competitive salaries, which they cannot find in a different organization. As a manager, you have a role in keeping revising your employees’ salaries to the market rates to ensure that they are satisfied in your organization.

Career advancement opportunities

After working for two or three years, the expectation is to be promoted to a higher rank that attracts better salary, allowances, and other monetary and non-monetary perks. Employees also expect opportunities that come with promotion, including paid study leave and holidays. Hence, they will always pursue an organization that allows them to advance in their careers and ensures that their experience counts for something.
As the manager or leader of your company, it is crucial to show your employees that you appreciate their work for your organization. Hence, you will manage to retain employees who will build more value for your organization. This should guide you into developing a plan and criteria for promoting employees, which will be fair and acceptable to them.

Change in leadership

Ideally, employees ought to adapt to different leadership styles at the workplace. However, about 21% of employees say that they prefer to work under specific industry leaders within their organization instead of frequently changing bosses. This is easy to understand, as it takes time to get accustomed to a certain leadership style. For example, employees who are used to leaders who delegate tasks might find it difficult to adapt to leaders who prefer micromanaging. The departmental or organizational leadership change should factor in the employees and their preferences. This will inform how the introduction and induction of the new leaders are done over time to ensure everyone is comfortable.

Career dissatisfaction

Career satisfaction more or less means that the employee gets adequate compensation, the opportunity to advance in their career, and better perks. If they lack these career demands, your employees will more likely pursue diverse routes to establish where they can get their hopes met. A discussion on employee expectations at your organization is crucial in determining if they are satisfied or not. Additionally, make a point of asking for feedback from your employees to understand areas to improve on and which to address.

Job security

The certainty that one will have their job matters to employees. Employees will always seek to work for a company that would protect them meaningfully in the face of uncertainties instead of losing their jobs. The Covid-19 pandemic has shown us that external events can deeply impact organizations that it would be difficult to sustain employees over a long period. One way to avert job uncertainty is to put mechanisms that would withstand pressure from external eventualities that demand a radical shift in how your organization operates.

In a nutshell

Job hopping is a challenge for most organizations. It contributes to brain drain and increases employee turnover. These results affect the performance of your organization negatively. Hence, it is crucial to ensure that you understand the reasons why employees job-hop and figure out how to address it.