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DARYL SIMONS JR. & JEREMY CLARKE, from page 1
of decades. Gone are the days of staying with one company for 40 years, retiring with a gold watch. The current workforce is looking for alignment – between their skills, values, and opportunities for growth. If they don’t find it, they move. Think about 2020 – everything turned upside down. I’ve talked to candidates who had steady tenures until the pandemic hit, and then the rug got pulled out from under them. The same thing happened during the 2008 financial crisis. Sometimes, it’s not about the candidate; it’s about the world throwing curveballs. What might appear as instability on paper is often a reflection of these larger forces. The same holds true for other major economic events, like the 2008 financial crisis. Market conditions shape behavior, and this applies to candidates just as much as it does to firms. Understanding the “why” behind a candidate’s moves isn’t just about checking boxes – it’s about gaining insight into how they’ve adapted to challenges and what they’re looking for in their next role. TRANSPARENCY CUTS BOTH WAYS. One of the biggest drivers of job hopping is misaligned expectations. Too often, issues occur during initial conversations between a candidate and a firm. Perhaps employers make promises during the interview process but fail to deliver once the candidate is onboarded. On the other hand, some candidates can oversell their commitment to a long-term role when, in reality, they see it as a stepping stone. Transparency is the antidote. Both sides need to be upfront about what they’re looking for, what they can offer, and what the future might hold. Honest conversations early on can help prevent mismatches that lead to premature departures. THE VALUE OF JOB HOPPERS. Here’s where hiring managers should reframe their thinking. Job hopping isn’t necessarily a bad thing – it’s a chance to ask better questions. For example:
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■ Did this candidate leave their roles stronger than they found them?
■ Were their reasons for leaving preventable?
■ Do their skills and experience outweigh concerns about tenure?
Obviously, hiring someone with a history of shorter tenures involves a degree of risk, but it also comes with the potential for significant reward. Candidates who’ve made multiple moves often bring diverse experiences and fresh perspectives to the table – attributes that can drive innovation and adaptability within your team. Ultimately, it’s about keeping an open mind. Dig into the reasons behind a candidate’s moves, and think critically about whether they align with your organization’s goals and values. The most important question isn’t where they’ve been – it’s whether you can envision a future where the candidate and the firm thrive together in a mutually beneficial partnership. Job hopping, when approached thoughtfully, can be less of a liability and more of an opportunity to uncover exceptional talent. Daryl Simons Jr. is an executive search and retention advisor at Zweig Group. Contact him at dsimons@zweiggroup.com. Jeremy Clarke is COO and managing director of Talent consulting at Zweig Group. Contact him at jclarke@zweiggroup.com.
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THE ZWEIG LETTER DECEMBER 16, 2024, ISSUE 1565
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