5 Reasons Why Career Burnout is a Crock

I, like most Americans, work very hard.  What this means is that I put in long hours and spread myself too thin sometimes.  I do this because it is part of my DNA to put in 110% into everything I begin.  My dad always set this example – when he wasn't inundated with work from his day job, he was managing his rental business or tackling a start-up project with a fellow techie who he respected.  I saw him as always busy, but happy and successful.

In my life pursuit of happiness and success, I also work hard.  I can outwork a majority of people on their most caffeinated day.  When I let the occasional person in on my secret about how much I actually do, they usually say, “Be careful, you are going to burn out.”  Now let me clarify – occasionally I enjoy some relaxation.  However, I’ll be honest – I often sit down to watch a movie and relax, and feel the need to break out my laptop within the first 10 minutes because it kills me that I may waste two perfect hours that could lead to productivity.  I’m an expert at multi-tasking, and this scenario is still more relaxing than working in an office.  I realize this is a choice that I make, and I’m okay with that.

But career burnout?  I don’t buy it.  I do not believe that one day after working hard for several years, I am just going to be so exhausted and disinterested that I can no longer trudge on.  I think career burnout is something different and something deeper.  I think burnout happens when people:

1. get fed up
2. begin to harbor resentment
3. feel they've experienced injustice in the workplace
4. are owed something
5. disagree with the business in some fashion

The point at which many people make a change in their life is when they get fed up.  When they say, “ I've had it!” they are able to move on to the next thing.  Resentment has the same effect on people.  It’s a feeling most people work hard to disassociate themselves with.  When this creeps into a person’s career, it can manifest many emotions, but often results in one feeling deflated which in turn is misinterpreted as “burnout”. 

Resentment usually happens due to reasons three through five.  Perceived injustices occur when someone is passed over for a promotion, not given due recognition, don’t feel they’re opinions or advice is heeded or for any other vast array of situations.  When we feel we are entitled to something we are not receiving, we also begin to feel resentment.  After 10 years on the job, one might feel they are entitled to be bumped to the next pay grade.  When that doesn't happen, what’s the result?  You guessed it, resentment.  Resentment also occurs when we disagree with our employer.  Whether this is how a project or even a department is structured, or the businesses an organization chooses to participate in, or even leadership practices.  All these things (and more) can be shaped by personal and fundamental beliefs.  When we are in disagreement with something we consider to be part of belief system, it can harbor resentment, especially when someone feels they are contributing to something with which they disagree.  When this happens in the workplace, particularly if a major organizational change occurred in recent memory, you may soon be hearing the words “burnout” from some of your staff.

Working hard?  Working hard about something you have so much passion about that you choose to spend your couch and movie watching time contributing to it?  Burnout is a result of lack of passion and motivation, not too much of it.

Hire Character, Teach Skill.

In today’s job market, with so many available workers for hire, job seekers have probably noticed a phenomena occur that didn't exist 5-10 years ago.  Job descriptions for openings are very SPECIFIC.  When companies have an opening, they want the perfect incumbent.  Heck, the economy still stinks, so money is tight and unemployment is still around 9%.  Why shouldn't expectations be high?

I’m guilty of this myself.  I used to look for niche tech talent at an Internet company in the Midwest.  I was pretty good at finding needles in haystacks.  Getting them to relocate to Indiana proved to the greatest challenge.  Common requirements would be:

• Bachelor’s degree in computer science or related field
• 4-7 years experience in a high traffic consumer facing web environment
• 4+ years experience in iOS development
• 2+ years building an eCommerce product for a high traffic website
• Experience in an agile web development environment

At first glance, not so bad.  Each bullet by itself seems reasonable.  You may have even seen some of these requirements if you've ever come across a job description for a web developer.  However, experience in a high traffic consumer facing web environment knocks out 99% of the population immediately, unless you are recruiting in the San Francisco Bay area.  Further, 4+ years of experience developing iphone apps is nearly impossible since the iphone only went to market in 2007.  Apps then took a year or two to catch fire.  eCommerce used to consist of making retail or brick and mortar business translate to the Internet.  Now, businesses are built for eCommerce  and while it’s not a new function, it takes a level of ingenuity and entrepreneurship that is not rampant among the job seeking population.  Agile methods of working are catching on.  Many candidates may not have experience with it, but are usually familiar with it.

Technical positions are not unique to this phenomenon.  You’ll see it in all areas of business if you browse some career websites.  Don’t mistake me, pedigree is important, but a perfect background does not equal a perfect hire.  Culture fit is key.  By the time I found someone who met every qualification of the position, we had to pray they were also a cultural fit, because they were our only option.  Even if they weren't a cultural fit, we probably were going to hire them anyway, because it’s improbable that anyone else exists who will meet the impossible and unreasonable qualifications we've tied our hands with.  More organizations are realizing this and incorporating a culture fit portion into their hiring process.  I argue this is the most important part of picking a new employee. 

I recently interviewed a candidate whose background and experience were ideal for a position.  He answered every question in a way I would hope to hear.  He had the skill set the organization needed.  However, I felt concerned about the way he might interact with the hiring manager, and other leaders of the organization.  I felt OK about him, but not fantastic, and while gut is certainly not everything, it’s enough to take a second look.  A second interview revealed that he was the type of person who got things done, but potentially at a cost.  He would bulldoze any people or obstacles in his way in order to achieve goals.  That is not how our organization functions.  We needed a “doer”, but this candidate went too far in the direction we thought we wanted, and I saw years of problems down the road.  We let the “perfect candidate” go and started over.

However, we ultimately found someone who worked well with our group and had a great background.  Our hire was lighter on process improvement than would be ideal, but he had the firm but fair managerial character we were seeking.  Process improvement can be taught.  We sacrificed filling the position quickly in order to make sure we brought the right mix of skill and personality into the organization, and we’re more than satisfied with that sacrifice.  On the surface (and by this, I mean by looking at resumes), it looks like I made a mistake.  It looks like I traded my Cadillac candidate for a Toyota.  But I’ll tell you what – our staff sure find the Toyota approachable and really respect the new addition to our organization. 

Emergency Situation…AND…the HR Program of the Future

Two of my favorite topics – personal finance and HR.  When I got the idea to write this post, I had second thoughts because I wondered if anyone would really care.  Then, the more I thought about it, I realized that if they don’t, I believe they should.

I've been fortunate to work in a company that did wellness as well or better than I've ever seen or heard of elsewhere.  There was a free on-site gym and personal trainer for all staff.  A fit point program was put in place that could earn employees up to $75 per quarter just for engaging in healthy behavior.  On-site yoga, Pilates, and dance classes were offered in addition to boot camp twice per week.  Fresh fruit and smoothies were always available in the gym for staff wanting a healthy snack.  You could even wear work-out clothes to work if you used the gym that day!  The trainer walked throughout the offices during the day motivating people to make healthy choices, and it really helped having a cheerleader always there to push.  In addition to typical screenings and everything offered by other robust wellness programs, other programs like Weight Watchers were available, smoking cessation classes which paid you $1000 for staying smoke-free up to a year and an on-site massage therapist.  We even had a chicken coop on the company campus to provide fresh eggs for breakfast.  It may seem a little over the top, but it was very cost effective for the organization.

What does this have to do with finance?  Well, I’m lucky to have worked in companies (that organization included) where people are well paid, particularly anyone in a pay-for-performance role, like sales.  I say I’m fortunate because we all know people who have suffered unemployment or underemployment over the last 5 years.  Yet, I hear complaints about how tight money is for people, or why the high deductible health plan is breaking the bank for staff.  I find it puzzling, because of the complaints are from employees making six figures.  What this tells me is that they are spread thin, and highly leveraged.  They make good money, but are they financially healthy?  Webster’s defines “wellness” as the quality or state of being healthy in body and mind.  What is one of the number one factors contributing to marriage problems, stress, and anxiety in America?  Money problems.  If you think employees are leaving all that at the door, you are unfortunately living in a fantasy.

This is a minor tangent, but you’ll see the tie in – I promise.  Generation Y is the most in debt generation in American history.  I’m no exception.  I haven’t always made the most intelligent decisions with my money, and I made the questionable decision to acquire a mountain of student loan debt to get a graduate degree.  I’m pretty normal.  And if I chose to stay on a normal path, I would keep my student loan debt around for at least 20 years, over-extend myself on a home and car purchase, max out my credit cards in the name of instant gratification and take expensive vacations just so I can post the pictures on Facebook to maintain the perception that I've done pretty well in life.  If you think about this for a moment, the truth of it should frighten you a little.

Now for the argument as to whether finances can be considered part of the fad of “wellness”.  Well, I’m typically a pretty scientific person, but I recently asked employees who came to see me about other issues in our company to tell me what is on their mind.  I know this experiment lacks validity, but work with me.  What do they think about the most at work that is unrelated to their job.  I asked 6 employees.  Here are their responses:

1. My mother’s declining health and mental condition – she has trouble taking care of herself. 
2. Our dream home we purchased six years ago is severely under water, and we want to move to a new school district for when our children start school this fall. 
3. Our furnace went out this month and needed replacement and we also had a dishwasher that needed some parts replaced.  Last year, we had to replace our AC unit and a portion of our roof.  Our insurance just skyrocketed and the fiscal cliff shrunk our paychecks.  January has been tough. 
4. My wife is overworked and burning out – she didn't get home yesterday until after 3am working on a deal that came in.  It makes her stressed and emotional.  
5. My husband was laid off 3 months ago and is still unable to find a replacement position.  He took a food service job for the short term. 
6. My child was just diagnosed with scoliosis and the resolution is a complicated surgery that will require extensive physical therapy afterwards.

Employee problems are all over the board, and I’m sure the same would be true in your organization.  However, nearly all of them are related to personal finance in some manner.  An elderly parent with declining health is not only sad, but it’s expensive!  Underwater homes are commonplace now, and financially detrimental to millions of Americans.  We all have peaks and valleys financially.  I guarantee you that one of your employees is in a valley at any one point in time.  Overworked and over-stressed are commonplace.  Some do it because they love to work; others do it because they need the money.  Layoffs are also pretty common now – you may even be desensitized to them.  Ill children, especially those requiring medical procedures are tragic, but they can also break the bank.  A major surgery plus ongoing physical therapy will hit any family hard, even if you do have insurance.

The concept of being financially “well” is not new – I bet your grandmother could teach you a thing or two.  Much of it is common sense, which is unfortunately not so common any longer.  While some argue that it is the job of parents or the public school systems to teach people to manage their money in a responsible and healthy manner, the effects of not doing so fall on employers when our children become working adults.  What’s even more unfortunate is that managing money well is more about behavior than knowledge, meaning that bad habits are harder to break in adults.  However, giving employees the knowledge, tools and resources to improve their financial futures will bring peace to the lives of those interested in making a change (which is probably more people than you think). 

There are several organizations that can help provide and build programs for your organization around financial wellness.  I've also seen a couple organizations build the programs themselves.  Whatever route you choose, your program should include a few basic principles.

• Budgeting
• Reducing/eliminating debt
• Saving (in an emergency fund or elsewhere)
• Retirement planning

The need for such programs is staggering.  MetLife’s annual report said that 78% of employers agree that financial problems render employees distracted and less productive. 69% acknowledged that financial stress contributes to health costs; 58% admitted that financial “illness” contributes to employee absence.  81% of employees who admit that they are financially stressed want help and would definitely be interested in financial advice and guidance.  The most common financial problems cited by workers are credit card debt, student loan debt, and too much house.  It has been reliably calculated that lost productivity due to stress-induced absence, tardiness or inattention can cost companies as much as $7,000 per worker per year.

I think you get the picture.  HR – it’s time to make a difference for your organization and in the lives of your staff.  Now, get to work!

The Meaning of Entrepreneurship for Today’s Workforce

My last post got me thinking a little bit more about how different generations view the workforce.  I’m interested in entrepreneurship, and frankly, I’m not sure why or where the fascination comes from.  Neither my parents nor grandparents are entrepreneurs.  Everyone in my family worked for “the man” in corporate America.  They put in the hours, gave 100% effort and loyalty to their companies, and were rewarded over the years for their dedication.  My grandparents were particularly loyal to their employers – both of my grandfathers worked for the same major corporations for nearly their entire working life, which wasn't atypical of the generation.  My parents have had a couple employers throughout their careers, but that list has never included themselves.  My brother is an entrepreneur, and a surprisingly good one considering his lack of experience.  I, like my parents, work for an employer as do a majority of my friends.  In fact, I went to college, and then grad school, just so I could have my pick of employers.  However, I have this deep fascination and respect for those who work for themselves.

I think a lot of people in today’s workforce consider themselves entrepreneurs, even in the smallest of senses.  However, I believe this is due to fear, and not true innovation.  Younger generation workers are scared of getting screwed by corporate America.  I’ll admit it, I have felt that way before and worry about it occasionally.  My control freak tendencies push me to identify this area of my life as having some risk, which helps me relate to some of those feelings I'm describing.  Many American workers saw their parents give up everything for corporate life and then get let down.  Workers today are fearful of repeating this in their own lives.  I read today that some hockey teams were releasing some of their business staff due to the recent hockey strike.  My organization could be similarly impacted by a prolonged labor strike, and it’s terrifying that I would have little to no control in that situation.  It’s easy to see why workers are looking at contingency plans, particularly with so much uncertainty about US employment and economic growth.   

For this reason, much of today’s workforce believes that the safest route in employment is entrepreneurship, which is a departure from previous beliefs on the topic.  Owning your own business has traditionally been viewed as the “risky” career move, and the idea it is a “safety” route sounds absurd to most serial entrepreneurs.  In many polls, Gen Y indicates that they want to own their own business.  Decoded, I think what this really means is that people want a safety net.  They want to feel like if they were to be let go from their job, they wouldn't be left high and dry like their parents were.  This creates a disconnect for many workers.  The Society for Human Resource Management (SHRM) has done studies that show many people in today’s workforce like assignments, meetings, feedback, group efforts and after-work happy hours.  These are all signs of people who work for someone else.  Most entrepreneurs experience phases in their careers that come with loneliness and anxiety.  Entrepreneurship is living on the edge of what’s normal, and that is enough to make most people run right back to corporate life.

What are your thoughts?

3 Kick-Butt Tactics that Start-Ups Should Use to Acquire “A” Talent

This post will only scratch the surface of a deeper topic on acquiring the right talent in a start-up or small business setting.  Anyone who has worked for a start-up knows what I’m talking about.  In order to achieve the ultimate goal of growth, you need “A” players (and only “A” players).  Start-ups are generally in a fight to survive within their first several years of operation, and that’s no environment for mediocrity.  There’s a paradox though, because as you’re trying to grow, you need capital for growth, and sometimes the funds are short when it’s time to hire that “A” talent. 

I’m going to give you some strategies for finding talent, but first you need to know what you want.  What are characteristics someone might possess that will enable your business to be successful?  I’ll share a list I compiled at a start-up I previously worked for.  Your list might be different or it could be similar.  My point is that it should exist.  If you can’t name qualities and skills that you need or value in your business, you need to stop what you’re doing and make a list.  Here is mine. 

• Problem solver
• Takes initiative
• Leads without being told to do so
• Is well networked
• Wants to make an impact
• Feels that they have something to prove
• Modernizes
• Innovative/thought leader
• Record of excellence
• Smart
• Adaptable
• Effective communicator with various types of personalities

Some of these things are easier to assess in a candidate than others.  We had methods for assessing each, some perhaps more effective than others.  Each of our hiring managers had an area or two on the list that they were awesome at assessing in candidates.  Start-ups are effective at attracting inexperienced talent, because the opportunity to prove oneself is typically greater than at a large company because so much responsibility is put on each individual.  Peter Drucker argues that start-up environments benefit from “generalists” - someone who has demonstrated learning in one field, who has an open mind and who can articulate relationships between known domains and new ideas.  In my experience, we expressed those qualities as “smart, flexible thinkers who communicate well.”  The salary expectations with inexperienced talent also tend to match the funds available in start-up hiring. 

Now that you have your list, and a better idea of what you’re looking for, it’s time to talk about 3 solid strategies for getting the talent you need.

          1.       Where to look:  Expand your use of LinkedIn and other online communities.

Some recruiters talk about finding talent on other social media sites like Facebook or even Pinterest.  Maybe in the future, these could be valid sites for finding candidates, but as of today, the effort may not be worth the reward. 

LinkedIn caters to the professional world.  In addition to utilizing their job postings, which I recommend, groups on LinkedIn provide a special insight into thought leaders and individuals committed to their respective areas of interest.  Look for groups that target your industry or the particular occupation you are looking for.   Then, look at the discussions in that group and look for consistent contributors, or individuals who start great discussions, or give solid input on a subject.  They took time out of their day to engage in these groups, so unless they were just bored, they are likely interested in the topic and potentially even passionate about it. 

          2.       Behavior to look for:  Don’t consider candidates who are not actively blogging or using social media. 

To blog, you have to be an active thinker and a creative person.  Actively thinking and innovation are prerequisites to many of the qualities on my list, and likely on your list also.  Individuals who use social media think quickly.  There’s so much information on the web, particularly on Facebook, Twitter, LinkedIn, etc., that in order to use these sites, an individual has to quickly process what they are reading, decide whether to respond, and if so, what the message will be, and move on.  It also means they are probably up to date on trends, usually in areas they’re interested in, meaning they are an asset if you’re trying to compete with the latest and greatest – which most start-ups are.  Owning their own business or start-up could potentially be a substitute for strategy #2, but do a good job of assessing why their business failed before committing to the hire.

          3.       Values to look for:  Don’t consider candidates who don’t give you (or can’t show you) measurable signs of their success.

Much of the workforce, particularly those in Gen Y are more interested in looking like winners than actually being winners.  That’s not what you want or need in your company.  The last several decades have been defined by soccer leagues where everyone gets a trophy for participating and dressing in status clothes despite income or what the rest of the office is wearing.  In the interview process, be sure to test candidates on their accomplishments, and ask them to clearly define the results and why they’re important.  Articulation of such points indicates they understand why they are of value, and helps you make sure you aren’t getting a hire that just appears to be really great.  Some candidates put up really good facades, and it can be hard to break through, so make sure you’re convinced they are the real deal before making an offer.

There you have it.  Unfortunately, it’s not a direct science, but still a helpful, straight-shooter way to get that “A” talent in the door.  Just don’t forget, once you get “A” talent, you have to keep it.  

New Year, No Promotion? 4 Little Secrets for Bouncing Back

Happy 2013!

In the spirit of New Years blog posts, I began thinking about the New Year in 2013 compared to last year’s in 2012.  I was feeling pretty low this time last year.  I had changed jobs in 2011, worked incredibly hard at my new job and emerged as a star within both the department and general young talent at the company.  I was the go-to person in HR, and built a reputation for getting things accomplished on time, on budget, and with a high level of quality.  When organizational leaders had HR needs, they wanted to work with me.  I knew the opportunity for a promotion would be coming due to organizational growth, and executed each day with the achievement of that promotion in mind.  To be frank, I busted my butt trying to prove myself.  The holiday season arrived, and my boss pulled me into her office a couple days before Christmas.  I wasn't expecting anything in particular that day, but was informed that the promotion had been given to a colleague of mine. 

I was devastated.  I had taken a significant pay cut when I took the opportunity with that company.  I did it because I wanted to work in technology, and I was confident I could prove myself worthy of a promotion.  I felt I had done exactly that, which made the decision look and feel unjustified.  I equate the feeling to running and pushing up to the top of a mountain, only to emerge at the top of the crest and realize that it was not the top, but rather just partway up a much larger hill.  Runners call this a “false plateau” and it’s a deflating feeling.  My colleagues and even my boss told me that my overall performance was better than the individual who received the promotion - so why didn't I get the job? 

With more than a year to ponder this question, and with some honest feedback from my manager, I realized that I had more work to do.  For me, the skill I needed to obtain that promotion (that I lacked) was the ability to nurture.  I set small goals over the last year to improve this quality, and tried to mimic others who are good at nurturing.  I am steps ahead of where I used to be in this aspect, and others have taken notice of my efforts and improvement.   I was later considered for other (even larger) promotion opportunities at that company, but I ultimately made the decision to relocate, and found a new opportunity that many people including me consider to be a dream job.  Everything worked out, just like I kept telling myself it would. 

I’m not the first person to encounter a challenge like this in my professional career, and I won’t be the last.  If you or someone you know has recently been overlooked for a promotion, I have 4 recommendations based on my personal experience and perseverance.

1. Make sure you’re focusing on the right things.  I was focused on being a strategic planner and executor, because I thought that was most important for the role I wanted.  In reality, I was already good at those things, which made it easier for me to continue getting better at them.  With the benefit of hindsight, I should have been focused on improving my nurturing capabilities.  I should have had a discussion with my manager to determine that this was a deal breaker quality, and that she felt I lacked it.  I was in the dark as to what to focus on, and can only blame myself for not knowing better.  If you are not getting feedback, solicit it.
2. Get a coach.  Coaches can keep us focused on what is important, particularly in difficult times.  Coaches can keep us disciplined and hold us accountable to our plan – and a good one will give you a honest assessment of where you stand.  I personally struggle to set up formal mentors or coaches because I feel it undermines what I’m really trying to get out of the relationship.  I prefer relationships where I can have a conversation with someone about these topics, and there’s no expectation that this is a mentoring relationship where the person is supposed to give me advice as a mentor would.  I get the advice as a “friend” and feel it’s more genuine that way.  Whatever works for you, don’t overlook the benefits of having a coach in your life.
3. Set your sights on interim milestones on the way to your goal.  It’s important to be aware of where you stand today, and what your ultimate goals are in the future.  But don’t fixate on either of these things because they won’t help you move forward in a way that’s most productive.  While focusing on the end result or goal, choose smaller, more visible milestones.  I recommend looking in the 3-6 month range initially.  Achieving goals is more about behavior than knowledge, and having a few wins (even if they’re small) every couple of months will keep you motivated to get where you ultimately want to go.
4. Start moving!  Achievers don’t wait long to get started again after stumbling.  It’s important to regroup, but be sure not to dwell on the negative.  Develop an action plan – this will help more than anything to make sure you don’t get stuck.  Once you have an action plan, get going on it.  That is what great professionals do.

Inspired by Daniel Shapero's LinkedIn blog.

5 Reasons You Should Hire Job Hoppers

I recently attended the HR Management Association of Chicago’s (HRMAC) annual conference.  The day held 4 informative sessions on HR topics – a nightmare for non-HR geeks.  I’ll come clean…I was excited all day long…please don’t judge.  I was particularly intrigued and even inspired by the first speaker, Penelope Trunk.  Since the conference, I've begun to read her blog regularly and find her ideas counter-intuitive  provocative and meaningful.  You should also check it out:  www.penelopetrunk.com.  She has created 3 start-ups, is considered a guru on Gen Y, and writes about several topics including homeschooling, coaching and career advice.  This post is based on the notes I took during her HRMAC presentation “How to Talk the Talk with Today’s Top Talent” in November 2012.

Before her HRMAC presentation, I’ll admit, I was expecting the general discussion around collaboration and technology, however, she went deeper.  Without giving away the details of her full presentation, I do want to address one idea she had, which was that it is best to hire job hoppers.  Don’t panic…I promise I’ll explain.  This idea (among a few others) actually offended many traditional HR professionals in the audience and was a hot discussion topic during lunch that day.  I generally enjoy a good button pusher.  To lay the foundation for this argument, we need to briefly discuss Gen Y (the Millennial Generation).  I belong to this group, so perhaps there is vanity in this post, but I hope it gets you thinking.

Generation Y was dubbed “Generation Me” by Jean Twenge in her 2007 book on the topic.  This group is characterized by having a sense of entitlement, narcissism and rejection of social conventions. They are also known as the "Trophy Generation", or "Trophy Kids", a term that reflects the trend in competitive sports, as well as many other aspects of life, where mere participation is frequently enough for a reward (Ron Alsop, 2008).  Next, we’ll move onto some fun statistics characterizing Gen Y.  Studies by the University of Michigan and UCLA revealed the percentage of students who said being wealthy was very important increased from 45% for Baby Boomers (surveyed between 1966 and 1982) to 70% for Gen X and 75% for Millennials. The percentage who said it was important to keep up to date with political affairs fell, from 50% for Boomers to 39% for Gen X and 35% for Millennials.  "Developing a meaningful philosophy of life" decreased the most, across generations, from 73% for Boomers to 45% for Millennials. "Becoming involved in programs to clean up the environment" dropped from 33% for Boomers to 21% for Millennials (Michelle Healy, 2012).  Generation Y has also led a trend towards irreligion that has been growing since the 1990s. 32 percent of Americans born between 1983 and 1994 are irreligious, as opposed to 21 percent born between 1963 and 1982, 15 percent born between 1948 and 1962 and only 7 percent born before 1948 (talkingpointsmemo.com, 2012).

Now that you know a little about the generation that led Penelope to outrageously declare that hiring job hoppers is a smart move, let’s discuss the crazy reasons used to support this notion.

1.  Job Hoppers are more intellectually challenged.  Most jobs have steep learning curves early on.  After about 2 years on the job, you have learned just about all there is to know in that position.  This makes you wonder how someone in a job for 20+ years keeps their brain sharp.  Due to this fact, job hoppers know more.  When you change jobs often, you’re always challenged, and your learning curve remains high – for office skills, industry specific skills, and even your emotional intelligence.  Navigating various corporate hierarchies, and dealing with different kinds of drama, the more you will learn about people (an important skill).
2. Job hoppers have more stable careers.  You might think I've been drinking at this point of this post, but I promise, just listen.  Corporate America doesn't provide stability to its employees – you have to create this on your own.  Layoffs, downsizing and JIT hiring/contract workers are the realities of today and probably tomorrow.  Creating careers stability begins with networking since most people find jobs through their network and not by applying to as many jobs as possible on the web.  Working for lots of companies means your network is larger than someone who stays put for awhile.  For this reason, job hopping creates stability.
3. Job hoppers are higher performers.  I may keep crossing lines, but we might as well keep going at this point.  Hopefully you are at least intrigued.  Job hoppers are always looking to do well at work because they know they are within a year or two of leaving.  In this situation, they need to be conscious of their resume and the skills and projects they’re tackling.  The want/need to become experts in their field.  If nothing else, this helps them get their next job.  You can’t job hop if you don’t add value at each of your jobs.  Job hoppers are usually over-achievers on the projects they’re involved in  - they want something good to put on their resume.  Companies benefit more from a strong performer who’s in a seat for 18 months than a mediocre employee that they keep for 20 years.
4. Job hoppers are more loyal.  I know, this is completely counter-intuitive, but keep reading.  Loyalty is caring about the people you’re with, and job hoppers are great team players, because that’s all they have.  They don’t identify with a company’s long term performance, but do identify with their work group’s short term performance.  They want their boss to give them a good reference and work hard to gain their respect.  For networking purposes, they want to network with co-workers for the purpose of future employment.  They don’t have 10 years on the job to fix a first impression, so they want to make sure those who work with them or meet them find it to be a good experience.  And it if you think about it, this makes sense for a company, too: the company isn't hiring you with any decade-long commitment, so you would be foolish to think you have to give one.
5. Job hoppers are more emotionally mature.  It takes self confidence and knowledge to know what you want to do next and go get it rather than stay in a seemingly safe place.  You must be committed to personal growth to embrace challenging your learning curve rather than being complacent in your career (over and over).  It’s rather brave for someone to say, “ I've only been here for 6 months, but it’s not right for me and I’m leaving”.  Most people around you will tell you to stick it out and give it a year or two.  But, why would you waste this precious time doing something you wish you weren't doing?

And there you have it.  The notion sounded far-fetched when Penelope started talking about it.  However, the points make sense, and I've seen real examples of this (and I’m sure you have to) in my professional world.  The new kid with the great degree or fantastic experience comes busting through the doors, and hits the ground running.  They make changes and/or have a significant impact on projects, their department of entire function in the workplace very quickly.  Then, before you know, 18-24 months into a job they are knocking out of the park, and they leave.  People are surprised that they are moving on since they did a great job, and the organization is unhappy to lose them.  The tenured employees say scathing things about how they are a job hopper and can’t stay in a job very long.  But imagine how excited the next company is based on what they can do.  Now for the tough part, they have to replicate that high level of performance all over again, and in just as short a time span.  It’s like running one marathon after another.  Could you do that?

I’d love to hear your thoughts on this topic!