Why Top Young Managers Are in A Non-Stop Job Hunt

at 12:29 PM, 10/07/2012 (6 years ago)
(1213 | Gistmaniac) (m)
You might suspect that your best young managers are looking for a better gig—and you’re probably right. Research shows that today’s most-sought-after early-career professionals are constantly networking and thinking about the next step, even if they seem fully engaged. And employee-development programs aren’t making them happy enough to stay.

We reached these conclusions after conducting face-to-face interviews and analyzing two large international databases created from online surveys of more than 1,200 employees. We found that young high achievers—30 years old, on average, and with strong academic records, degrees from elite institutions, and international internship experience—are antsy. Three-quarters sent out résumés, contacted search firms, and interviewed for jobs at least once a year during their first employment stint. Nearly 95% regularly engaged in related activities such as updating résumés and seeking information on prospective employers. They left their companies, on average, after 28 months.

And who can blame them? Comparing the peripatetic managers’ salary histories with those of peers who stayed put, we found that each change of employer created a measurable advantage in pay; in fact, a job change was the biggest single determinant of a pay increase. This represents a significant difference from the past. Job hopping has long been viewed as a shortcut to the top, but research showed that was a myth for earlier generations, who paid a price in terms of promotions and often saw their salaries suffer as well.

THE CAREER-DEVELOPMENT GAP

Dissatisfaction with some employee-development efforts appears to fuel many early exits. We asked young managers what their employers do to help them grow in their jobs and what they’d like their employers to do, and found some large gaps. Workers reported that companies generally satisfy their needs for on-the-job development and that they value these opportunities, which include high-visibility positions and significant increases in responsibility. But they’re not getting much in the way of formal development, such as training, mentoring, and coaching—things they also value highly.

Why the disconnect? We think it’s because formal training is costly and can take employees off the job for short periods of time. Employers are understandably reluctant to make big investments in workers who might not stay long. But this creates a vicious circle: Companies won’t train workers because they might leave, and workers leave because they don’t get training. By offering promising young managers a more balanced menu of development opportunities, employers might boost their inclination to stick around.


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judeabaga1 at 07:15 PM, 1/09/2015 (3 years ago)
(975 | Upcoming) (m)
True talk
Reply
sestay at 02:50 PM, 3/09/2015 (3 years ago)
(323 | Upcoming) (m)
that's true
quick way to make money in their mind
Reply
nastyaheyyo at 08:41 AM, 30/11/2015 (3 years ago)
(13 | Newbie) (f)
Just because they've got much ambitions + fresh ideas and the companies seldom accept something fresh and new. I launched my on-line store, got it promoted with SEO company AdaptivityPro and feel cool now! Work for yourself!
Reply
Vectorcy at 07:51 AM, 16/03/2016 (2 years ago)
(8487 | Hero) (m)
Okay,noted
Reply

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