https://www.michaelpage.com.vn/ en https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-prevent-employees-from-job-hopping In today’s fast-paced job market, job hopping has become prevalent. The culture of long-term service to a single company is becoming obsolete.People are increasingly open to exploring new opportunities, and job hopping has become the norm. Employers are often faced with the challenge of retaining their employees and preventing them from seeking new opportunities elsewhere.Understanding the reasons behind job hopping and implementing effective strategies to prevent it is crucial for businesses to maintain a stable workforce.Related: Navigating hybrid work: Redefining traditional work patternsUnderstanding the phenomenon of job hoppingBefore delving into the strategies to prevent job hopping, it is crucial to understand what job hopping means. Job hopping is defined as the act of frequently changing jobs within a short period of time. This trend has risen in recent years, with employees being more willing to explore different opportunities.Defining job hoppingJob hopping is characterised by employees who change jobs every few years or months. It is a departure from the traditional career path, where individuals would commit to a single employer for a longer period.It can be seen as a strategic move for individuals looking to enhance their skill sets, broaden their professional network and increase their salaries. By switching jobs, employees and job seekers can gain exposure to different industries, work cultures, and management styles, ultimately contributing to their overall career development.Job hopping can also result from external factors such as economic instability or company downsizing. In such situations, employees may have no choice but to seek new employment opportunities to secure their financial stability.The rising trend of job hoppingThe workforce, especially among younger generations like Millennials and Gen Z, is more inclined towards job hopping as a means of career advancement, skill acquisition, and personal fulfilment. While the trend of job-hopping predated the pandemic, COVID-19 influenced and amplified its trajectory. Here’s why:Remote work opportunities: The widespread adoption of remote work during the pandemic made it easier for people to explore new careers and job opportunities without geographical constraints, and away from prying eyes in the office.Reevaluation of work-life balance: The pandemic led many to reassess their work-life balance and career choices, prioritising personal well-being and flexibility. People are more empowered to seek opportunities that best fit their lifestyle and career goals.Increased focus on mental health: There was a heightened awareness of mental health and its importance in the workplace. Employees began seeking out employers who offered better support in this area.Economic uncertainty and resilience: The economic impact of the pandemic also played a role, as some individuals were forced to job-hop due to layoffs or to seek more secure or better-compensated positions.Demand for specialised skills: Technological advancements created new industries and job roles, and this has resulted in a higher demand for specialised skills and expertise. As a result, employees are more inclined to switch jobs to capitalise on these emerging opportunities and stay relevant in the ever-evolving job market.Traditionally, employers may view frequent job changes as a lack of commitment or loyalty, impacting an individual’s reputation and future job prospects. They still do. However, given the prevalence of job-hopping, employers who view a candidate’s history of frequent job changes unfavourably risk missing out on qualified talent in a highly competitive talent market.At the same time, employers need to be cautious about candidates who leave jobs too quickly without clear reasons, as it could indicate issues with commitment or performance.Related: How to be a good team leaderHow job hopping impacts businessesJob hopping can have significant implications for businesses, both financially and operationally. Employers need to recognise the impact and devise strategies to mitigate its effects.When employees frequently switch jobs, it can create a ripple effect of financial burdens for businesses. The costs associated with recruitment, training, and onboarding new hires can be substantial. Not only does the company have to invest time and resources in finding suitable candidates to hire, but they also need to allocate resources to train these new employees.This constant turnover can drain the company’s financial resources, hindering its ability to invest in other areas of growth and development. The financial implications of job hopping go beyond recruitment and training costs. Losing intellectual capital and institutional knowledge can have long-term financial consequences for businesses.When experienced employees leave, they take with them valuable insights, expertise, and relationships that they have built over time. This loss can result in a decline in productivity and performance, as new hires may take time to adjust and learn the intricacies of the job.How job-hopping affects team dynamics and moraleJob hopping not only affects a business’s financial stability but also significantly impacts team dynamics and morale within an organisation.Frequent departures can create a sense of instability among the remaining employees. The constant turnover can make employees question the stability and prospects of the company, leading to decreased morale and job satisfaction.When employees see their colleagues leaving one after another, it can create a domino effect, where more employees consider job opportunities elsewhere. This can further exacerbate the turnover problem, resulting in a vicious cycle of departures.On top of that, the constant flux of new faces can disrupt team dynamics as employees struggle to build cohesive working relationships. This can hinder collaboration, communication, and overall productivity within the organisation.The departure of experienced employees can lead to losing mentorship and guidance for junior staff members. Without experienced individuals to learn from, employees may feel a lack of professional growth opportunities, which can further impact morale and job satisfaction.Related: How to lay off employees with graceWhy do people job-hop?To effectively prevent job hopping, employers must understand the underlying reasons that drive employees to seek new opportunities. By addressing these root causes, businesses can create an environment that encourages loyalty and commitment.Lack of career growth opportunitiesEmployees strive for career growth and development, and if they feel stagnant in their current roles, they are more likely to explore opportunities elsewhere. Employers can prevent this by providing clear career paths, promoting from within, and offering training programs for skill development.Inadequate compensation and benefitsEmployees who feel undervalued or underpaid are more likely to seek higher-paying positions, so employers should regularly evaluate their compensation packages and ensure they are competitive.Besides a higher salary, offering attractive benefits such as healthcare, insurance plans, gym memberships and flexible work arrangements can also enhance job satisfaction and loyalty.Poor work-life balanceA healthy work-life balance is a priority for many employees. Those who feel overwhelmed and unable to maintain a satisfactory balance are more susceptible to job hopping.Employers can address this issue by promoting flexible work arrangements, encouraging time off, and promoting employee well-being and work-life balance initiatives.Related: Workplace flexibility a top priority for candidates: reportActionable strategies to prevent job hoppingUnderstanding the underlying causes of job hopping empowers businesses to craft effective strategies aimed at curbing this trend.By addressing these key factors, companies can foster a more stable and satisfied workforce, reducing the frequency of employees seeking opportunities elsewhere.1. Create a positive work environmentA positive work environment plays a crucial role in employee satisfaction and retention. Employers should foster a culture of respect, open communication, and collaboration. Recognising and rewarding employee achievements can also contribute to a sense of belonging and loyalty.2. Offer competitive compensation packagesCompetitive compensation packages are vital in attracting qualified talent and retaining top performers. Employers should regularly benchmark their salaries against industry standards and adjust accordingly. Besides salary, performance-based incentives and bonuses can further incentivise employees to stay with the company.3. Provide opportunities for professional developmentInvesting in employee development can demonstrate a commitment to their growth and success. Offering training programs, mentorship opportunities, and career coaching can help employees develop new skills and advance within the organisation. Providing opportunities for personal and professional growth can significantly reduce the urge to job-hop.4. Implement employee retention programsWhile implementing strategies to prevent job hopping is crucial, it is equally important to proactively engage employees and foster their loyalty through well-designed employee retention programs.Related: A culture of employee recognition contributes to retentionEmployee engagement initiativesEngaged employees are more likely to stay committed to their organisation. Implementing initiatives such as regular feedback sessions, team-building activities, and employee recognition programs can foster a sense of loyalty and satisfaction. Employers should strive to create an inclusive and supportive work environment that values each individual’s contributions.Mentorship and leadership programmesMentorship and leadership development programs can provide employees with guidance and support, encouraging their professional growth within the organisation.By connecting employees with experienced mentors and providing leadership training opportunities, employers can nurture their talent and promote long-term loyalty.Creating a loyal workforce through effective communication, empathetic leadership, and a culture of appreciationBesides what organisations can do for their employees, the journey towards mitigating job hopping in the modern workplace also hinges on the management team.Foremost among these is fostering open, two-way communication channels between employees and management. Regular feedback sessions are not just a formality but a crucial tool in identifying and addressing concerns before they escalate into reasons for employees to seek opportunities elsewhere.Equally important is the role of leadership and company culture in shaping an environment that nurtures employee satisfaction and retention. Leaders who demonstrate empathy, support, and inclusivity are more likely to cultivate a workforce that is engaged and committed.This leadership style, complemented by a company culture that actively recognises and appreciates employee efforts, goes a long way in enhancing job satisfaction and loyalty. Celebrating achievements and milestones, both big and small, can significantly boost morale and a sense of belonging.By integrating these approaches, businesses can create a work environment where employees feel valued, heard, and motivated to grow alongside the organisation, significantly reducing the inclination towards job hopping.Read more:Employee retention strategies amid the Great ResignationHow to attract talent in a candidate-short marketHow to build a learning culture in your businessStart a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Thu, 11 Jan 2024 13:56:42 +0700 Simone Wu 223791 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/how-build-learning-culture-your-business A company with a strong learning culture can be thought of as the opposite of a company content to rest on its laurels. A solid learning culture in an organisation is one where everything from the structure to the processes to the culture are all geared towards allowing but also encouraging employees at all levels to continue their education in skills, knowledge, and top performance. This culture allows for insights and facts to inform growth across the entirely of a company. Try these tips to develop a learning culture in the workplace, and reap the benefits of a workforce that is constantly improving and growing. Implement formal training On-the-job training is commonplace throughout organisations, but can often be informal and relaxed. For some employees, this can create an atmosphere where the training isn’t taken as seriously as it should be, and those skills may not be implemented as a result. It’s vital to put training at the forefront of your culture by creating a formal process for upskilling, no matter the employee level. Reward learning As much as most managers understand the value for learning, there’s also the very common problem that nobody has spare time when faced with business deadlines, priorities and problems needing immediate attention. It’s therefore easy for learning to fall by the wayside. Creating a formal system for rewarding learning will encourage employees to bump training up their list of priorities, and to show learning is just as valuable as meeting targets. This could work as a new business or team responsibility with the offer or some form of reward such as additional work-from-home days or an early finish on Fridays. Related: How to create a great employee experience – in the office or at home Create time for learning To truly show your commitment to creating a learning culture in the workplace, it’s essential to carve out time for employees that’s dedicated purely for learning. An example could be dropping an employee’s projects one day of the month to allow for learning time, or setting aside a company-wide time slot to watch and discuss a presentation or similar. Lead by example Set the standard as a manager by bettering yourself through learning. Whether it’s through courses, conferences, or even simply sitting down with employees with different skill sets of your own, showing others in your team you are committed to learning shows you value their development, you lead by example and you follow through. When others see you taking the time and genuinely enjoying the process, they may be more inspired to commit to learning themselves. Ensure new skills are applied To both highlight the importance of learning and then ensuring those new skills aren’t wasted or forgotten, find ways to test, utilise and review what your employees have learned. You might consider incorporating their new skills into their tasks, or create a brief test or interview to double-check that new knowledge has become ingrained. Hire the right people Another fantastic way to create a learning culture is by planning ahead and hiring those who show a real interest in improving their skills and knowledge. They can help take ownership of your initiatives and may have some new approaches, since knowledge and further development comes naturally to them. Incorporate questions into your interview process that will allow those with curious minds to shine, and include a penchant for learning as a bonus factor when making your hiring decisions. Eventually, this should lead to a workplace filled with staff who always seek learning opportunities, strengthening your business and its culture as a result. Read more:How to lay off employees with graceHow to be more confident at work according to Asia's female leadersA culture of employee recognition contributes to talent retention and business success Start a hiring conversation with Michael Page to find out how you, too, can reap the many benefits of a leading global recruitment agency. Fri, 21 Apr 2023 20:49:41 +0700 Michael Page 223941 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/top-executive-trends-vietnam-2020-putting-mental-health-centre This is part three of eight articles on the upcoming trends that executives in Vietnam need to watch out for. In this story, we explore the value of nurturing workplace mental health and how it pertains to attracting and retaining talent — especially in these trying times.  At a time when societies and governments are thinking about how to harness the rise of technology such as artificial intelligence (AI) while dealing with the threat of job automation, it is vital for businesses to become ever more human in terms of their understanding and empathy. The importance of nurturing workplace mental health has increased in view of COVID-19, as has the scrutiny on business leaders when it comes to having robust support systems and clear policies. But how well equipped are organisations to offer this support? Are senior leaders themselves doing enough to look after their own mental health? Workplace support networks According to the UK-based Mental Health Foundation, 86% of employees believe their job and the act of being at work are important for their mental health. This highlights the need for a supportive company culture that helps make any problems visible and better understood. And that should come from the top down. Although C-suite executives should lead by example, it is important to remember mental illness does not discriminate by level of seniority. People with responsibility and the pressure to set an example have an even higher risk of suffering from mental illness. Business in the Community’s Mental Health at Work report says, “authority may be linked with depression and CEOs may be at twice the risk of the general public.” Managing mental health in the workplace Executives and employees suffer the effects of mental illness, so why are people not talking about it? UK charity Mind’s 2018 study revealed that 50% of employees who experienced poor mental health spoke to their employer about it. But PageGroup research shows that, of employees who reached out, one in five felt misunderstood and no better off after talking to their manager about their mental health. While half of mental illness sufferers talk to their managers about their problems, those who do are often reaching out to someone without the experience to help them. This highlights the need for education on mental health and training for managers to help recognise and respond to employees’ mental health concerns. Companies like RBS and Unilever offer training to help managers identify signs of mental health distress so they can connect employees with treatment programmes. Many companies have incorporated telemedicine technology for employees, which allows people to access healthcare remotely though live video. This means employees can speak to specialists when necessary, including psychologists. Fighting stigma There is a reluctance to talk about mental health in the workplace, which has contributed to an increased presenteeism (employees working when sick, injured, fatigued, or below normal productivity). In Japan, the costs of presenteeism due to mental health issues reaches US$14 billion per year, and affects almost 22% of the working population. In the United States, the only advanced economy that doesn’t guarantee paid vacation time, this cost represents US$225.8 billion annually. PageGroup research found that people think talking about mental health will hamper their career (36%), leave them ostracised (20%) and reflect badly on their ability to do their job properly (34%). Many felt their colleagues would judge them for talking about their condition (52%). “HR directors should own the wellbeing strategy of an organisation. They are responsible for the strategy, but the responsibility to push the agenda and support the programme sits with all senior leaders,” Jessica Whitehead, Partner and Head of HR Practice, Page Executive, explains. “A key aspect is strong communication channels, to ensure conversations are being had about mental health.” Some companies are battling the stigma behind mental illness. Barclay’s launched This is Me, where employees shared elements of their personal life, touching upon mental health issues like depression, personality disorders and anxiety. The campaign was so successful in educating people that other companies launched their own versions, reaching people from the UK, US and South Africa. Top-level professionals often work excessive hours and have limited days off, meaning they have less time to access support to manage their own mental wellbeing. Andrew Berrie, Time to Change Employer Programme Manager at Mind, explains that CEOs need to be more open about their own problems, as this will cascade down. “One of the biggest challenges for CEOs is to accept the advice that is now being shared with employees as part of corporate wellbeing strategies – don’t suffer alone, learn to manage your stress, understand that depression is common and treatable, maintain a balanced life and do things to boost your wellbeing,” Berrie explains. Arianna Huffington, Huffington Post founder and CEO of THRIVE Global, is a public advocate for the management of mental health. Influenced by her own experiences, she believes in the power of mental health for a more “productive, inspired, and joyful life.” Her company, Thrive Global, offers a platform for open discussion of corporate and consumer wellbeing. A supportive company culture To drive the change surrounding mental health in the workplace, businesses should build cultures of trust, acceptance and openness, as this makes a positive difference and empowers people to develop in their roles. “Company culture is vital in supporting employees overcoming stressful times. Personal circumstances often impact performance at work, particularly when faced with a difficult situation or tough period,” Simon Nolan, Senior Partner and Head of Consumer Practice, Page Executive highlights. “Over the last 10 years, we have seen a shift towards companies providing flexible working environments,” Nolan says. “Talented professionals seek companies that provide flexible, family-friendly working practices.” Diverse, inclusive and inspiring leaders Leadership needs to start the conversation shift, encouraging open communication between employees and management. The economic benefits of an open approach to mental health in the workplace are plain to see: a WHO study into mental health treatment and productivity found that every US $1 invested in care programmes resulted in a US $4 improvement in health and productivity. As Sarah Kirk, Global Diversity and Inclusion Director at PageGroup, explains: “Businesses simply have to remember the vital role that senior leadership plays in driving inclusive cultures and de-stigmatising mental health problems. Employees can benefit from directly hearing senior executives talk about their career journeys and vision for an inclusive workplace.” Creating a culture of openness and trust is crucial, and using your leadership team to do so is powerful. By being more educated, supportive and open, businesses can transform the issue of mental illness into a platform with life-changing impact and long-term payoff. From now on businesses that succeed in a world fuelled and disrupted by technology will be those that learn to make the most of human intelligence. That begins with keeping the mind of every employee healthy. Businesses that create supportive people-centred cultures reduce the effects of mental health illness, improving enterprise performance. Employees avoid talking about mental health issues for fear of negatively impacting their career and being judged by colleagues. Seniority may be linked to depression. Executives are at twice the risk of suffering from mental health issues. Company culture needs to express trust, acceptance and openness. Economic benefits behind an open approach to mental health include ROI reaching 400% in some cases. Established company policies and training. Mon, 15 Jun 2020 13:44:33 +0700 Michael Page 223916 https://www.michaelpage.com.vn/recruitment-expertise/employer-insights/7-reasons-why-employees-lose-motivation As an employer, you have a certain amount of responsibility for the motivation and well-being of your workforce. For a team to function to the best of its ability, all members must be fully engaged and fully committed. It’s important to recognise that true engagement will mean different things to different people and to understand what really drives an individual’s motivation. Really listen and respond to your employees’ needs to ensure high levels of engagement throughout your company. Spotting the warning signs of a disengaged employee early and addressing them quickly can help encourage retention. RELATED: Six reasons why companies lose top talent If you fear that one of your employees may be lacking in motivation, here are seven common causes that could be at the root of the issue.  1.  Lack of career vision Money is merely one part of an employee’s motivation. Most people want clear career objectives in place to feel that there’s progression for them within their organisation. Career visioning can be a useful process in setting clear, long-term goals for an employee so that they can proactively work towards projected outcomes.  2. Job insecurity Following on from the above point, a lack of career vision can give rise to feelings of insecurity. All employees want to feel a sense of security and longevity in their roles and an employer must help facilitate this with regular coaching and objective setting.  3. Feeling under-valued If an employee feels that their efforts are not being recognised or appreciated, they’ll soon begin to lack energy and commitment in their role. It’s important to celebrate successes and give credit where it’s due. Try to make sure that achievements are rewarded – even if it’s just with a pat on the back. RELATED: 9 inexpensive but effective ways to motivate your staff  4. No development opportunities Regular training and development opportunities can help boost employee motivation and engagement. Most employees will value the opportunity to expand and improve their skills and knowledge. If a workplace feels stagnant, non-progressive and uninspired, your employees’ motivation levels will soon dwindle. Get regular feedback from your team to see where increased training or development opportunities would be best placed and appreciated. RELATED: How to be indispensable at work  5. Poor leadership Effective leadership is an essential factor in motivating your staff. If strong leadership is lacking, some employees may start to feel demoralised.  Leaders must have a flexible, inclusive approach when it comes to managing a team and be able to communicate clearly while instilling confidence and focus.  6. Conflict Conflict in the workplace is hugely detrimental. Healthy debate is often productive, but it’s important to keep an eye out for any workplace intimidation or bullying. Some employees may feel worried to come forward about issues relating to a fellow colleague - which is why an anonymous employee survey may help to reveal any problem areas. RELATED: Where to draw the friendship line at work  7. Unrealistic workload It is important to keep a check on the expectations and demands that are being placed on your employees. If someone feels overburdened by a large, impossible workload – they can soon become disillusioned, stressed and lose motivation. Equally, if an employee has a workload that’s too light or not varied enough, they might quickly lose interest. If you would like advice from one of our specialist recruitment consultants, please get in touch today. RELATED: 5 ways to beat the Monday morning blues Tue, 16 Aug 2016 07:53:11 +0700 Michael Page 223771 https://www.michaelpage.com.vn/advice/management-advice/staff-development/6-tips-managing-remote-teams-more-effectively Having looked after teams in Asia over the last eight years, I am the first to admit that managing people remotely is hard work. Why? Because remote teams are isolated from the day-to-day communication that the rest of us take for granted. While everyone might be clear about a project at the start of the week, by Friday the work may have been clarified, discussed, refined and massaged into something very different. Without access to these conversations, it’s no surprise that your remote team members can be five steps behind everyone else! We assume they’re on the same page, but in reality they’ve been left out and robbed of the opportunity to add value. Throughout my career, I have found that the secret to effectively managing teams remotely is simple: When in doubt, communicate! Here are six ideas that I’ve implemented to stay better connected to my team overseas: Create a daily summary At the end of each day, a member of my team will compile discussion points around key projects. If we talked about processes, issues, concerns, or made any decisions during the course of the day – it’s documented, filed, and sent out to the remote team members. That way, nothing gets lost in translation. I’ve been doing this with my teams for the last 12 weeks now and the results have been very positive – the remote members of my team feel more included and informed; and I can close doors faster with fewer errors than before. Give them clear goals, tasks and deadlines We all know role ambiguity kills engagement. The last thing I want is for the remote members of my team to feel like they’re isolated from the rest of the team, and are waiting around for work. It’s critical to let them know exactly what I want them to achieve over the coming month/quarter, so that they can feel empowered, independent and in control. During regular catch-ups we’ll verbally agree on tasks, KPIs, short and long-term milestones; document them; and then refer back to this on an on-going basis. Checking in regularly to see how they’re going is critical, particularly for those that are shy/uncomfortable about bringing up issues. Of all the engagement strategies I’ve implemented, I’ve found this to be the most effective so far. Recognise their efforts publically Remote teams often don’t get the verbal “Good job!” that people offer in passing here. I make an effort to regularly recognise their contribution publically, such as in a team meeting or team email. This helps them to feel like their efforts are acknowledged and valued – and that they’re part of the team. I don’t always wait for something “big” to happen to recognise them. It could be as simple as telling them they have written a good email, or thanking them for completing a task proactively. Recently one of my team members in Asia presented some information on a conference call. I sent them an email telling them they did a great job on the call citing a specific example: “I like the way you handled question x on the call.” I then followed that up in our next team meeting giving them a few minutes on the call to talk about their presentation and how they felt it went. When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win. Get them involved in team building/celebrations Celebrating together and creating shared memories is one of the best ways I’ve found to bring my remote and local teams together. Here’s an example: My team completed a major global project last year, and I was given budget to take them to lunch as a congratulations. Instead, we bought a cake in Sydney and organised a team meeting via teleconference. While on the line to Singapore, they received a knock at the door, and were surprised with a cake of their own (which I had organised through the office manager). We all enjoyed in the cake celebration as a team, and it’s a memory that the team in Singapore still recount to this day. We do the same for holidays – whether it’s exchanging Christmas cards, chocolates for Valentine’s Day, lanterns for Diwali or envelopes for Chinese New Year – if it happens here, we make sure it happens for the remote members of my team. For a small cost, these things go a long way to making people feel included. Schedule meetings within their time zone Another simple consideration: if you are managing people outside of your country, make meetings in a convenient time within their time zone. Unless a major crisis has erupted, I also avoid missing or changing meetings with Asia. They’re not here to understand why a meeting can’t happen, so it’s important to honour the commitment to demonstrate that I value their time and prioritise our catch ups. Slow down meeting agendas Phone conversations are tough, even if language issues aren’t a factor. For people on the receiving end it’s often difficult to hear, hard to interject, and impossible to interpret social queues. It’s critical to avoid rushing through the agenda. Remote teams need a chance to weigh in and respond, as we can’t see perplexed looks or confusion. They need to feel they’ve had a chance to listen and participate. Here’s how I structure each discussion point: “Does anyone in Asia have any questions?” “Does anyone in Australia have any questions?” “Asia team – before we move on from this topic, do you have anything more to add?” This gives my remote team ample opportunity to have things repeated, clarified or explained. Meetings are minuted and distributed, then followed up with a personal phone call to ensure everything was understood, and to give them a chance to clarify things privately. It also means that as a manager all major announcements and changes are captured, should I need to refer to them down the track. When it comes to managing people remotely, out of sight doesn’t need to mean out of mind. By making the effort to (over)communicate and include them as part of the team, we both win – the business leverages their talents, and they feel like an engaged and valued member of the team. Sun, 30 Nov 2014 11:07:12 +0700 Marcus Sandmann 3046