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Rational Job Hopping Is The Best Plan For Job Hopping.

2013/12/3 9:19:00 14

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Job Hopping Job Hopping Rational Job Hopping

IT industry is indeed a very serious job hopping industry. No industry will change jobs as frequently as IT people, and the purpose of jumping is only one goal -- high salary.

As the industry is still young people gathered in the short term, experience has become a scarce resource in the industry.

People who have the same experience will have more competitive advantages than those without working experience.

especially when talking about remuneration with enterprises, those who are more experienced will often get much higher pay than the average person. This is precisely the weakness of graduating students.

Therefore, job hoppers with certain working experience have become the first choice for enterprises to recruit.

At the same time, the directors of enterprises are always worried about the high turnover rate.

rational choice, and then skip /p > after planning.

we need to remind you that rational choice and planning job hopping can really achieve the purpose of enhancing their own value. Too frequent and aimless job hopping will surely reduce your loyalty to the enterprise and affect the future career development.

at the same time, the software development industry is essentially the characteristics of information tools. It also determines that the technicians working in this industry need to pay more attention to the continuity of their experience accumulated in a specific field. For example, if we are engaged in the research and development of software products in the telecommunications field, we will gradually accumulate certain experience in the telecom business process, and if these experiences are pferred to other fields, they may lose their value and significance.

Therefore, in the process of selecting and replacing the company, technicians need to pay more attention to the accumulation of professional business processes in specific industries, and to maintain their sustainability and scalability as far as possible.

maintain industry continuity /p >

as shown in Figure 1, in Japan, a relatively developed software development industry, at present, a horizontal structure of Software Engineer (Engineer) and the structure chart of job demand can see that the distribution of employees' positions is directly related to their age, that is, the actual time of employment. In a sense, it means that as a technician in a specific industry (such as finance, e-government, telecommunications, ERP, etc.), the accumulation of relevant knowledge and experience in the actual industry field is very important.

the new fashion of off site job hopping

in addition, there is another interesting phenomenon: with the increasingly fierce competition in employment and the constant updating of people's concept, the proportion of job hopping in different places is increasing.

In the past, people who quit job in the local area were mostly simply for salary and job promotion.

In addition to the above two points, more people are considering the needs of individual career development and the realization of the value of life.

I believe such a choice will be more rational, scientific and serious.

It is possible to combine personal career planning with job changes gradually, matching job matching, personality fit and career experience as important considerations before career change, which often leads to good development results.

At present, there are still a large number of job seekers who are not doing their job well, but blindly changing the cities. The consequences are often very bad.

In short, job hopping should be a matter of careful consideration, and personal development will eventually be tied up with the development of enterprises.

We need to avoid blind and frequent job hopping.

several steps of career planning

confirm purpose and plan

to determine the purpose is the first step in employee career management, because only by clarified the purpose of the work can the follow-up work be carried out.

And specifically, how to determine the purpose, enterprises need to do two aspects of work. First, clear and decompose the development strategy of enterprises, extract the future human resource management needs from the strategy; second, assess the existing human resources management status of enterprises, and understand the actual situation of enterprises.

After doing these two aspects of work, enterprises can set a reasonable purpose for employee career management. For example, to carry out employee career management is to meet the needs of human resources management in the next five years or to manage employees' career management in order to build a people-oriented corporate culture. We need to emphasize that the purpose of employee career management must be clear and consistent with the actual situation of enterprises. After all, it is clear and realistic that it is instructive and feasible.

of course, after determining the purpose of employee career management, we also need to work out a plan for this work. The plan is to carry out the macro traverse to achieve the whole purpose. Generally speaking, the main plan is to make overall planning for the whole process of employee career management from task, time, method, macro level and micro level, such as what work to do in the specific time period and who should do it, and what level and level of concrete effect should be achieved.

But at the same time, in formulating specific implementation plans, we should pay attention to striving to be practical and detailed.

Because only a truly detailed and practicable implementation plan can effectively guide every aspect of the implementation process, and the plan described by obscure or overly macroscopic words will not only affect executive ability, but also mislead the implementation of career management for the entire staff.

establishing employee career management team

employee career management is an inter departmental and cross domain work. Therefore, in the process of implementation, we need to set up an inter departmental and cross disciplinary team to take charge of the employee career management work in an orderly way, so that it can be fundamentally guaranteed in personnel and organization.

As for how to build employee career management team, I think we should adhere to the principle of one center and two basic points.

First of all, the head of the human resources department of the enterprise should play a leading and coordinating role in this group. From the functional point of view, it is also the center of the group, which is determined by the functions of the Department of human resources and its professional field.

Secondly, the heads of departments should play a coordinating role, that is to say, constitute a basic point, because employees' career management involves all sectors and areas of the enterprise. Whether the work can be implemented effectively depends on the integration of personnel in various departments and various fields. Therefore, from this perspective, the heads of departments should be important members in this group.

Thirdly, employee representatives should act as a timely feedback.

Whether the enterprise's career management system, the technology and method used by the enterprise are in line with the needs of employees, the psychological status of employees, and what level of cognition they have reached on career management, all these information need to be reflected from the employees in the first place. Therefore, in the sense of this level, employee representatives should also be an important basic point of this group.

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career management team members and their division of work:

HR Director: leading, overall planning and coordination.

heads of departments: specific implementation of employee career management, coordination with HR department, internal staff assessment and interview.

employee representatives: provide advice and advice to the head of human resources department, and timely feedback employees' first-line information.

carry out career management learning and propaganda

developing career management learning and propaganda is mainly to inculcate employees' career management concepts, management techniques and methods to enable employees to have a correct understanding of their career management.

To carry out career management learning and propaganda, we need to carry out two levels. The first level is to train employees' career management team members, because they are the leaders and executors of the whole staff career management. Their cognition of career management and the mastery of related technologies and methods directly determine the final effect of the whole work. Therefore, we should focus on training for this level of personnel.

The second level is the vast number of employees.

Whether employees' career management can be effectively promoted depends largely on their understanding of their career management and their coordination. Therefore, in the process of propaganda, we need to focus on explaining the benefits of career management, the benefits they can get, and how they should cooperate with them in order to get their effective cooperation.

organization staff interview and employee self cognition /p >

We need to organize employee interviews and staff self cognition after setting up the employee career management team and carrying out relevant propaganda and learning.

Employee interview is mainly based on the communication of employees' superiors according to the performance of the past stage and the communication with their employees, making clear the past achievements and capabilities of the employees, and pointing out their shortcomings and improving methods. The employee's self cognition is an important supplement to the employee interview, because some latent abilities and information are only known to the employees themselves, so this time, employees need to develop self cognition, comprehensively assess their past, present and future, what interests and hobbies they have, and what plans they have for their future career.

At the same time, employees should take the initiative to communicate with their superiors and inform the real information of self-assessment, so that enterprises can integrate these two aspects of information and design a career planning route that is consistent with employee career orientation and enterprise development strategy.

Outline career planning roadmap /p >

once the relevant information of the employee is obtained, the enterprise must carry out the career planning roadmap.

Specifically, the outline of career planning roadmap is divided into three steps: the first step is to study and integrate the information of interview assessment information and employees' self cognition, and identify employees' career orientation.

The second step is to design a career development route according to the employee's career orientation, such as designing a technological development route for employees with technological tendency, identifying when to turn off jobs, achieving what kind of abilities they can achieve, and promoting future goals.

The third step is to negotiate with employees to determine career planning roadmap.

One of the basic services of the roadmap is the staff. Therefore, when formulating the career planning roadmap, the business must negotiate with employees.

Another point to add is that when formulating employee career roadmap, enterprises must look at the existing resources of enterprises and the resources they can provide in the future, so as to ensure the feasibility and operability of career planning roadmap.

build employee career development path

the realization of employee career development goals also depends on a smooth career path. Therefore, enterprises must pay attention to the work of building career paths for employees and ensure the realization of their career management objectives.

As for the current situation of the industry, there are three main types of career development channels. One is the vertical career development channel, that is, the promotion on the job. This kind of channel is mostly used for the development of management career, for example, from supervisor to manager to the chief supervisor is a typical vertical career development channel. The second category is horizontal career development channel.

This is the traditional sense of career development in rotation and non administrative levels. This type of career development channel is mostly used for technical personnel career development.

The horizontal career development channel mainly includes the two ways of enriching the job content and job rotation. It is of great significance for how to enrich the staff's work content and realize the employees' career growth in the trend of the increasingly flat organizational structure.

The third is the double ladder career development channel.

It refers to the design of several equal promotion channels to meet the career development needs of various types of employees.

An important sign of the double ladder career development corridor is the rise of ranks, but the administrative level does not change.

Generally speaking, for these three types of development channels, enterprises must be differentiated according to the design of different personnel, but there is a premise that enterprises must be able to provide jobs for these development channels.

implementation of personnel training and promotion

after completing the career planning route and career development channel construction, enterprises need to implement personnel training and promotion.

According to the general situation, the implementation of personnel training and promotion is mainly based on two purposes: first, the career development route set by the enterprise has set new demands on the employees' capabilities, which requires enterprises to carry out relevant training programs to meet this demand.

Second, in the process of employee career management, enterprises need to tilt and maintain relevant personnel, so as to introduce incentive factors in the implementation of the whole process, and realize the pformation of career planning roadmap from static to dynamic.

In addition, the implementation of personnel training and promotion is also an important guarantee factor to achieve employee career growth and career management objectives.

Therefore, it is easy to see that in the process of implementing employee career management objectives, we must pay attention to personnel training and promotion work, and ensure that the work is effectively implemented from the system and process.