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Job Hopping and Hiring: How to Get Job Hoppers to Stay

Job hopping is when employees change jobs within a year or two, usually more than once. It’s a trend strongly associated with Millennials, and as the demographic recently became the largest in the workforce, job hopping is here to stay. A 2016 Gallup survey found that six in 10 Millennials always have their radar up for new job opportunities.

As a recruiter or hiring manager, it is all too easy to focus on the negatives of job hopping: it can feel as though the majority of your existing employees have a foot out the door, and prospective hires lack the commitment to hang around. But the trend is both more complicated and more positive than at first glance.

Job Hopping Is Not New

While job hopping is most prevalent among Millennial employees, it is because they are young and not because the generation is particularly prone to switching things up in employment. According to the data analysis website FiveThirtyEight, the length of time people in their 20s stay in a job is nearly the same today as it was in the 1980s.1

Also, as Millennials age their interest in job hopping is trending down. According to the 2017 Deloitte Millennial Survey, 38 percent of Millennials plan to leave their current job within two years, compared with 44 percent in 2016, and only 7 percent say they plan to leave their job soon, compared to 17 percent in 2016.

It is logical that these young employees are exploring different jobs, companies, and even geographic areas. Some economists say job hopping is an important phase for young workers that eventually lands them in jobs that are a better fit, higher paying, and that they will stick with.2 Still, Millennial job hopping is expensive for employers, with turnover costs reaching an estimated $30.5 billion each year.3  

How to Attract and Retain Job Hoppers

Contrary to popular belief and pop-culture representations, Millennials need more than bottomless snacks and a gaming room to feel satisfaction at work. They want opportunities to expand their skill set, grow in their workplace responsibilities, and make more money. They also appreciate a job that offers long-term security.

Central to drawing and keeping job-hoppers is offering them, among other things, career mobility and annual pay raises. According to research by survey company Qualtrics and Accel Partners, a venture capital firm, Millennial workers have more in common with Generation X and the Baby Boomers than often assumed. In the survey of almost 1,500 Millennials, only 3 percent said they dislike spending too much time at one job, and 77 percent said they would take a pay cut if they knew they would have long-term job security.4

Communicate with Candidates and New Hires

Millennials also value clear communication and organizational transparency. According to several studies, Millennials want to communicate with managers more frequently than any other generation in the workforce.5 This is a group that prizes being in the loop from day one. According to the Qualtrics-Accel survey, companies are more likely to retain new Millennial employees when they train them thoroughly and when managers clearly invest in their success in the first 90 days.6 More often than not, managers are invested in the success of their workers; they simply need training in how—and how often—to effectively communicate this fact.  

Workplace messaging tools, such as Slack and Yammer, can also help meet Millennials’ need for fast-paced communication and collaboration throughout all levels of an organization.

Create Clear Career Pathways

Almost 60 percent of job changers moved to a new company because they saw better career opportunities there than in their previous role, according to a 2015 survey by LinkedIn.7

To engage and retain the best talent, companies must be upfront about the various pathways to success with both job candidates and established employees. Millennial workers want this information communicated openly and repeatedly, without their having to ask or spend much time researching. It is a good practice to share promotions occurring within the organization on the company career website, as well as internally, so current and prospective employees understand there are future opportunities to work towards.

It’s Time to Engage Job Hoppers

Ignoring job hoppers within and without your organization is outdated and detrimental to your business. Recruiters and hiring managers must be trained to assess job hopping candidates with an open mind that doesn’t equate multiple jobs with a lack of loyalty.

Future-thinking companies are engaging job hoppers by building talent communities in anticipation of upcoming hiring needs. Using social media tools such as private LinkedIn and Facebook groups, recruiters can establish pipelines of talent interested in job alerts and future opportunities.

If your organization still needs a nudge towards fully understanding the job-hopping generation, maybe this will help provide a sense of urgency—Generation Z is now entering the workforce to add another layer to multi-generation hiring.  

Need recruitment assistance? Contact Hudson.


1 Casselman, Ben. “Enough Already About the Job Hopping Millennials.” FiveThirtyEight. Web. 5 May 2015, accessed 4 Oct 2017.
2 Thompson, Derek. "Quit Your Job.' The Atlantic. Web. 5 Nov 2014.
3 Millennials: The Job-Hopping Generation. Gallup Business Journal.
4 Overfelt, Maggie. “Millennial Employees are a Lot More Loyal Than Their Job-Hopping Stereotype.” CNBC. Web. 11 May 2017.
5 Benson, Tracy. “Motivating Millennials Takes More than Flexible Work Policies.” Harvard Business Review. Web. 11 Feb 2016.
6 Overfelt, Maggie. “What Millennials Want Most of All When They Start a New Job.” CNBC. Web. 21 April 2017.
7 Zimmerman, Kaytie. "Millennials, Stop Apologizing for Job-Hopping" Forbes. Web. 7 June 2017.


Hudson ranks as 4th ‘Most Socially Engaged’ globally on LinkedIn

Hudson has ranked 4th among large global firms on LinkedIn’s prestigious ‘Most Socially Engaged Staffing Agencies’ 2016 ranking. This marks the second consecutive year (since the list’s inception) that Hudson has been named to the list. Click here to view the 2016 rankings.

LinkedIn ranks over 60,000 firms to find the top 25. According to LinkedIn’s methodology page, social reach, employee engagement, employment brand and content marketing power on their social platform are considered when ranking companies for the list. This is achieved by investigating thsands of data points, over the past year, for more than 60,000 Search and Staffing companies listed on LinkedIn.

The ranking is measured using three key areas:

1)    Content Marketing: The company’s content efforts measured by LinkedIn members’ engagement with that content.

  • Content – Groups, Company Updates, Sponsored Updates, Influencer and Employee posts and Employee shares.
  • Member engagement – likes, shares, comments, follows and clicks.

2)    Social Recruiting: How effective a company’s consultants are at:

  • Establishing professional brand through profile completeness and rich content.
  • Finding the right people and engaging with Insights.
  • Building relationships with other LinkedIn members.

3)    Social Reach and Social Engagement: A company’s presence on LinkedIn, measured as our member’s:

  • View and apply for Jobs.
  • Follow your Company Page.
  • Research a Career Page.

Need assistance with your social recruiting or employer brand efforts? Contact Hudson today to learn more.


Predictive Talent Pooling – Setting the Groundwork through Candidate Relationship Management

Reaching out to the best professionals in your industry is a great opportunity to build your brand as an employer. But the reality is that in-demand candidates are often in multiple talent pools.

Regular, strategic, high-quality content will warm talent to your company.

Hudson takes a structured approach to candidate relationship management that varies depending on the role type. A senior executive earning a high salary will have different expectations, for example, than a young but high-potential sales representative.

We first ask how they would like us to communicate with them. It could be a phone call, an e-newsletter or, in the case of senior positions, direct contact from a senior executive. For some candidates a quarterly email or half-yearly phone call is enough, plus an annual prompt to update their resume. When seniority is higher or talent is more specialized, it could be a summary of the annual report, a client win or a project update.

Content should be a mix of articles, photos and videos— particularly if you are targeting younger generations.

Clever candidate relationship management technology can monitor how engaged candidates interact with the content you distribute. This can help you gauge their level of interest in your company and the effectiveness of your content. It can also allow you to automatically tailor the frequency of communication to each candidate’s level of interest.

“Prior to building and engaging talent pools, it’s imperative to include key stakeholders in the process. You need to be aware of any policies, restrictions, brand guidelines or strategic marketing initiatives before launching your talent pool communication program. Be sure to secure input and necessary approvals from HR, Legal, Finance, Marketing, Communications and other key leaders so the program runs smoothly.”
--Rebecca Valladares, Senior Vice President of Relationship Management – Hudson

Need help with talent pooling and candidate relationship management? Contact Hudson RPO





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Hudson is a global talent solutions company. We help transform the workplace and unleash the full potential of organizations and individuals. Our expert team and proprietary tools provide you with unique insights and services that help you maximize your success. Across 20 countries, we deliver a range of recruitment, talent management and recruitment process outsourcing solutions to get you and your business where you want to be.