Employees Who Like Job Hopping Have Milk?

Just after the new year, there were several colleagues.

By the end of one year, I had only raised 3% of my salary, which is just like inflation.

In the past, every time I got a raise, I could add at least 5%. At that time, my immediate superior came from England, and was different from the old one. He spoke in a strange and unreasonable manner.

This raise touches me, sprouting the idea of job hopping, mainly want to challenge my courage.

As a result, less than two weeks later, a new job was found. The base salary was 15% higher than the original one.

When I resigned to the boss, the Englishman hoped that I could stay, saying that no matter how much the salary of my new job was, he would give me five thousand more on that basis.

That is, giving me a raise of 20% above the same breath!

But I decided to decline it.

It's not just the British guys, but the bosses seem to be very "drawn". They are unwilling to treat their employees well. On the contrary, the treatment of paratroopers is very good. No wonder nowadays people are too fond of job hopping and no job hopping.

My old classmate, Fang Liang, in New York, graduated from Ireland in 1995 and entered an Irish Bank for 13 years.

He strives for stability and hopes to retire.

As a result, in 2008, he was laid off in the financial tsunami, because he had never jumped through the slot, and the technology he used was very unique. He could never find the same post again. Finally, he could only enter a charitable organization and his income fell by half.

This is a lesson for people who do specific technology.

It can be said that "water is not rotten". Technology must be constantly updated to ensure its value.

Another challenge for Chinese people in Europe and the United States is to touch the glass ceiling.

Another friend of mine, Jim, is a bachelor's and master's degree in Peking University. He worked as a Ph.D. and postdoctoral student in Harvard University for 15 years before and after the Wall Street. He once worked with me as a colleague of Credit Suisse First Boston. He did not hide his attempt to climb up, hoping to break the glass ceiling one day, at least in the middle management level.

In order to achieve this goal, he spent a lot of money like Joan Chen, asked professionals to train his oral expression ability, and went to school to learn to write official document reports.

In my opinion, according to his abilities, qualifications and work experience, even senior executives are not inferior to those of other ethnic groups.

But after he rose to AVP (Assistant Vice President), no matter how hard he tried, he could not be reused.

Like Frank Partnoy, a former Credit Suisse derivative broker (Frank Partnoy), described in his documentary biography "FIASCO" (behind the good faith): "my training course in Credit Suisse First Boston is very representative: most of the interns are white men, not Harvard, Yale, Oxford graduates, or rich children.

As far as I know, No. 1 Boston has not yet employed any coloured person to work in the United States. "

According to the description of patnoy, he entered "Credit Suisse First Boston". It was about the beginning of 94, and it was only ten years since Jim and I worked there. Jim's ambitions should be expected.

His road to promotion was blocked at the top of the company.

When the surrounding ability is not as good as that of his white hole, all of them are promoted.

At a company meeting, Jim asked the senior figure boldly: "is our company's promotion based on its surnames, not its ability?" at that time, the senior manager was very embarrassed and could only take care of him.

But in the next two years, Jim remained in the position of AVP.

Later, Jim had to jump to Merrill Lynch and "promote himself".

During the interview, his future boss was very satisfied with him.

When asked what Jim asked for, he said there was only one requirement: to become a VP (vice president, an intermediate position in Wall Street investment bank).

His boss agreed to write this in the contract.

Jim jumped to Merrill Lynch with great enthusiasm. After three months' probation, he finally got his wish.

And such a request can only be put forward when interviewed.

stay

Perhaps "rolling stones do not grow moss" can also be interpreted as: once rolling stones do not move, moss is born, they are glued to the ground without moving, and the more they roll, the more moss grows, and the more difficult it is to move.

That is to say, people will lose the motivation and courage to rush ahead because they are satisfied with the status quo.

Fang Liang is the best example.

To put it more plainly, the relationship between a company and its employees is like a couple. When they are married, they want to grow old together.

In the past, growing old together was normal, but in today's society, "divorce wives" (layoffs) are becoming more and more common.

Especially for those large multinational companies, after retirement for quite a number of years (such as 18 years), the pension can always lead to a lifetime.

But such preferential treatment is now almost extinct. Those big multinational companies often happen to cut the employees who can take the pension for one or two years, which makes people feel chilly.

Since the husband (company) does not want to commit (Commitment), then the wife (staff) "red and shining" (job hopping) has also become a matter of course.

But whether or not job hopping depends on your own life plan.

If you work for your favorite cause, you should not be a "rolling stone". You should make sure that the stones are covered with moss. If you are forced to work for your life, then rolling stones is always a good choice.

In a word, to be or not to be must be cautious.