More reports and surveys showing that “job hopping” and a lack of perceived value being tied to tenure is on the rise. Is this just a trend or a more accepted norm in the world we live in today? Is it largely a bi-product of the extremely low unemployment rates of recent years and will it change when we see things swing the other way at some point? How much impact does the wave of young entrepreneurial tech billionaires who seem to have skipped over the traditional period of paying your dues have to do with this trend? All things to consider, but in general it does appear that younger professionals changing jobs on a more frequent basis is more accepted now than it has been in previous generations. Prior to the last 5 years I would say 3+ years was the expected norm for being in a job before looking at transitioning, but now we are seeing 18 months or less in many cases and the candidates don’t seem to be concerned about how it will impact their candidacy for new roles. At least not for now. In today’s blog I’ll dig in a bit on the topic of changing jobs more frequently than the norm and offer some insight to the potential benefits and draw-backs.

For many people, salary negotiations can be uncomfortable and awkward, however there may come a time when the work you are doing is not reflected in your compensation or when you are considering an opportunity that requires the art of negotiating compensation. If you’re in this situation, it’s important to build a case for your desired outcome. Here are some tips to prepare for your meeting so you can go in confident, self-assured and empowered.

Remember White Out? It’s not as prevalent today, but it was a staple for covering up mistakes back when things had to be typed out. Well, there’s no real White Out for work mistakes. In fact, we all make mistakes at work – however it’s what you do after a mistake, intentional or not, that can set you up for long term success. Whether you’re a new employee or a seasoned manager, here are some tips to bounce back the next time it happens.

Changing permanent jobs on a frequent basis is a problem and eventually will prevent companies from seeing you as a viable hiring option. That said, staying at a job too long when an employee really knows they should leave is also a problem. Remaining in a job that is no longer a good fit or one that isn’t taking you towards your career goals can be driven by both practical and emotional reasons. Some of the practical reasons are things like a decent paycheck, benefits, and the anticipation of future work experience that will look good on your resume. While these things all matter, it’s worth asking if you could get these things or improve upon them at another company that would be a better opportunity and cultural fit. Some of the emotional reasons employees stay are fear of making a change, concerns about the unknowns in a new job opportunity, or a sense of loyalty you feel towards your current boss and colleagues. Let’s take a deeper look at each of these and the psychology behind why people stay at a role that is no longer serving their best long term interest.

Millennials and now Gen Z are the face of young professional talent and the future of business in more ways than one. As the older generation begins entering retirement, positions are opening for younger generations to hold more responsibility and bring new ideas to the table across almost every industry. However, it’s no secret that the younger generation is perceived differently - Growing up in the age of technology and progressing with its advances, they have shifted their focus much more toward innovation than tradition. Due to this, along with millennials and Gen Z’s come many preconceived ideas about this group as a whole. In order to get past these perceptions about their unconventional contributions to the workplace, it is important for managers to understand these young professionals to properly lead them. Here are things senior, and typically more tenured, managers can consider when connecting with these younger generations, ultimately leading both groups to achieve better results.