Rather than a liability, these candidates could offer an opportunity to uncover exceptional talent.
"Job hopping.” Just hearing the term makes a lot of hiring managers twitch. It’s one of those red flags that recruiters and decision-makers have been conditioned to avoid. But is it always a bad thing? And, more importantly, are we asking the right questions when we come across a résumé with a few too many stops along the way?
The truth is, in today’s job market, job hopping isn’t the scarlet letter it used to be. Let’s explore why.
Is job hopping always bad? Not at all. There’s a big difference between a candidate who’s courted by top-tier firms and one who’s constantly running from a string of bad performance reviews. The difference between being pursued and always hunting for the next gig is significant. High-performing professionals often get tapped for bigger and better opportunities – and let’s be honest, who wouldn’t take those calls? Paying attention to these details can help you spot candidates who stand out for the right reasons.
And here’s the kicker: candidates who’ve moved around tend to accumulate a breadth of experience that’s hard to get when you stay in one place. They’ve seen different systems, worked with diverse teams, and often have a toolkit of solutions that comes from tackling problems in various environments. For some roles, that versatility is priceless. And growth rarely flourishes without an element of change introduced, a bit of challenge and discomfort.
Also, what constitutes a “satisfactory” tenure before moving on? This varies by role, industry, and individual circumstances. A few years might suffice for impactful contributions in one position, whereas longer periods may be required to create lasting legacies in others. Rather than focusing solely on tenure, employers should ask: What did the individual achieve? Did they drive measurable results or contribute meaningfully to the organization’s culture or strategy? The quality of a candidate’s work is often more telling than the duration of their stay.
Discussing the why. If you’re dealing with a job hopper, the first thing you need to figure out is why. Were they sold on a role that didn’t deliver? Did a company acquisition disrupt the culture? Or perhaps their manager – the person who hired and inspired them – left, leaving no clear path forward.
Candidly, the job market has shifted dramatically over the past couple 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:
- 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.
