Domestic workplace: Transition to normal in a short period of time

LinkedIn recently released the job-hopping report for Chinese professionals. The report shows that the frequency of job-hopping in China is much higher than that in the United States, and it has become the norm. More than half of Chinese professionals have been working in a company for less than a year and a half, and they have begun to resign and quit. Which industries are more mobile? Why is there such a high frequency of Job hopping? What do Chinese professionals look like most? How can enterprises retain talents? This article is recommended for "something about the Internet.

In China, Job hopping has become the norm for most people, and most people are looking for a home in less than a year and a half. Titanium Media Note: LinkedIn recently released the "Job hopping report for Chinese professionals". The report shows that the frequency of job-hopping in China is much higher than that in the United States, and it has become the norm. More than half of Chinese professionals have been working in a company for less than a year and a half, and they have begun to resign and quit. Which industries are more mobile? Why is there such a high frequency of Job hopping? What do Chinese professionals look like most? How can enterprises retain talents? The following is the job-hopping report for professionals in China:

LinkedIn released the "job-hopping report for Chinese professionals" in October 20, 2014. The report shows that the frequency of job-hopping for Chinese professionals is significantly higher than that in the United States and has become the norm. During the preliminary survey, LinkedIn conducted a large-scale survey of professionals in four major cities in China's economic development circles (Beijing-Tianjin-Hebei Economic Circle, Yangtze River Delta Economic Circle, Pearl River Delta Economic Circle, and central economic circle. LinkedIn found that the working hours of the previous job (how many months) are as follows:

The average service time for Chinese professionals is 34 months, which is almost two years shorter than the 56 months in the United States. The median service time for Chinese professionals is 24 months, less than half a year in the United States.

Usually, it takes half a year to start paying attention to the job-hopping opportunities. It takes more than half of Chinese professionals to work in a company for less than one and a half years, in contrast, most American professionals can work in a company for two and a half years.

In China, job-hopping has become the norm for most people, and most people are seeking for a job in less than a year and a half.

LinkedIn found that the mobility of working people in different industries varies greatly in terms of mobility of people in different occupations:

In China, commercial services (such as law firms, accounting firms, and consulting companies), Financial Insurance, and the Internet are the three industries with the lowest average service time, the highest job-hopping frequency, and the highest employee mobility; internet is an industry with short service time in the United States. Its service time in China is second only to commercial service and Financial Insurance. China is 31 months, which is more than a year shorter than the 45 months in the United States; both China and the US have the longest service time, but China has only 39 months, almost half of the average service time in the US in 71 months.

In China, job-hopping has become the norm for most people, and most people are looking for a home in less than a year and a half. According to a large-scale survey conducted by LinkedIn in the third quarter of this year on Chinese professionals, job hopping is not only the norm in China, but also a habit of Chinese professionals. Where:

About 20% of respondents said they are actively looking for the next job. These employees are called "active job seekers", and 80% are "passive job seekers ", only 12% of them said they are not interested in new jobs for the moment, and 53% are willing to contact with recruiters and discuss new career opportunities, another 13% discuss job opportunities in their own network.

　　Where is the high skip rate?

When analyzing the reasons for the high turnover rate in China's workplace, LinkedIn believes that the three main reasons have led to a high turnover rate in China:

1. The rapid adjustment of China's industrial structure has led to a high demand for talent.

Take the Internet industry as an example: 2011.10 ~ 2014.10 in the past three years, according to the investment and financing data disclosed by investment websites, 103 Internet and IT enterprises have obtained angel or venture capital, and the financing quota has reached ~ 24 billion RMB. Publicly disclosed enterprises generally account for less than 10% of the total financing enterprises. A large part of financing is used to attract talents and build stronger and larger teams. At the same time, large enterprises such as BAT are constantly expanding the number of talents. The annual cost for talent recruitment for each company is as high as Yuan. In addition, the upgrading and transformation of the Internet to traditional Chinese industries is accelerating, and the demand for Internet talents in traditional industries/enterprises is also greatly increasing.

2. in a fast-paced macro environment, few enterprises can have enough time and resources to cultivate an effective internal talent system. A large number of talents are recruited through external recruitment, which leads to a surge in talent turnover.

None of the 70-80% of Chinese companies that have been exposed to Harvard by the internationally renowned headhunting consultant cladio ferandes have established effective models to assess talent potential. Most Chinese companies have no idea about this. They urgently need to establish a comprehensive potential evaluation system to attract, motivate, and cultivate their best talents. In the absence of an internal talent training system, enterprises are used to attracting external talents by providing higher positions and salaries. This makes Chinese professionals often fail to be patient and change jobs frequently.

3. Serious information asymmetry exists between talent and enterprises in the job search process. Employment decisions are often made based on inadequate information, and they also lay the groundwork for rapid job-hopping.

During the job-hopping process, a large amount of information is required for decision-making. In the United States, in order to reduce information asymmetry between individuals and job-seeking enterprises, individuals will take the initiative to learn some of the company's hidden information through various social channels and professional social platforms, professional social platforms such as LinkedIn provide the possibility of such information flow. However, more professionals in China tend to passively accept information rather than actively looking for it. Therefore, the sources of information obtained are more concentrated in companies and HR. They often make decisions based on "their imagination of the company and the position", and then find that the gap between reality and imagination is big enough to be unacceptable, then I chose to vote with my feet. In LinkedIn's focus group interview for the third quarter of this year ~ 30% of white-collar workers once had this experience.

　　Why do I change jobs?

So frequently, what is the jump? Which of the following are most important to Chinese professionals? LinkedIn found that the intensity of work is the least important indicator, which also shows why the Internet industry is so tired, but a large number of talents are flocking every year "; in addition, internationalization, brand awareness, work location, working hours, and job rank are not important considerations. The development space, work content, learning knowledge, work atmosphere, and compensation and welfare are the most important indicators, with the development space ranking first. This is because the pace of China's economic development and changes is too fast, and people in the workplace are facing constant capacity updates and growth pressure. On the other hand, it is because Chinese enterprises generally lack a system for Internal Talent Training, the internal growth of talents is often faced with bottlenecks, which must be achieved through job-hopping.

In China, job-hopping has become the norm for most people, and most people are looking for a home in less than a year and a half. The key to retaining talent in some Internet affairs is to cultivate

　　Based on the survey, LinkedIn recommends domestic enterprises:

1. From now on, we have established, reviewed, and optimized our internal talent training system. However, the difficulty of establishing the internal talent system is that the company's strategic development direction must be clear. Based on this, a long-term Talent Demand Plan should be established to conduct targeted talent training.

2. Soft-hardware combination to attract talents. Based on competitive compensation and benefits, enterprises can highlight development space, learning opportunities, and other important dimensions to attract talents. In addition, during the recruitment process, the employer's brand is displayed through multiple channels and dimensions to increase the transparency of important soft information such as the company and position, such as the working atmosphere and corporate culture, reduce the information asymmetry between the applicant and the employer, thus reducing the subsequent brain drain.

Domestic workplace: Transition to normal in a short period of time