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> Western employers don't deliberately reward people who job-hop I don't know of any employers who would admit to deliberately rewarding job-hopping outside th

> Western employers don't deliberately reward people who job-hop I don't know of any employers who would admit to deliberately rewarding job-hopping outside the company[1], but I suspect that's out of concern for potential negative consequences of admitting to the practice, not because they don't do it intentionally. Hiring skilled job-hoppers often makes a lot of sense. They bring in knowledge and experience of things that worked (or didn't) in other organizations. It can be a great way to avoid getting stuck in local maximums, and avoid repeating mistakes others have already made. [1] At least one previous employer deliberately rewarded job-hopping between roles internally, because it gave people a much wider base of knowledge and promoted empathy between people in different parts of the company.

digging 3y ago
> Hiring skilled job-hoppers often makes a lot of sense. They bring in knowledge and experience of things that worked (or didn't) in other organizations. It can be a great way to avoid getting stuck in local maximums, and avoid repeating mistakes others have already made. Understandable. A counter would be that you can't expect to retain someone who's really good if this is your habit, but the counter to that would be that you can make it up if you're really cultivating a culture of hiring high quality job-hoppers. It's the difference between taking one extended-release medication or taking a new pill every hour for the same effect. With the ER, if you get a dud, you're in trouble all day. With short-lived medication, duds can be a big problem in the short term but overall you can still be getting better.
wisemang 3y ago
It can make sense, but serial job hoppers may also keep bouncing to the next thing before learning what the medium to longer term implications are of certain technologies or design decisions. For example operational issues and maintenance. I’ve seen teams get screwed over by someone parachuting in to deliver v1 with shiny new tech and getting a pat on the back ($$) for a job well done. Fast forward 6-12 months and you realize the new tech debt is as bad or worse as the old tech debt. That said, stagnation and sticking with Blub can also bring its own set of issues.
- happymellon 3y ago
  Currently dealing with this situation, shiny new architect declares Kafka as "the one true way" and forces all services to use it. Fast forward 12 months and we have a terrible, complex, non-scalable, system, which should have just been a really simple REST service but instead we just have another point of failure. Oh, and they quit so have no idea that their designs were trash.
soperj 3y ago
> They bring in knowledge and experience of things that worked (or didn't) in other organizations. They also bring in a lot of change for change sake because they don't know the current systems.

digging 3y ago

> Hiring skilled job-hoppers often makes a lot of sense. They bring in knowledge and experience of things that worked (or didn't) in other organizations. It can be a great way to avoid getting stuck in local maximums, and avoid repeating mistakes others have already made. Understandable. A counter would be that you can't expect to retain someone who's really good if this is your habit, but the counter to that would be that you can make it up if you're really cultivating a culture of hiring high quality job-hoppers. It's the difference between taking one extended-release medication or taking a new pill every hour for the same effect. With the ER, if you get a dud, you're in trouble all day. With short-lived medication, duds can be a big problem in the short term but overall you can still be getting better.

wisemang 3y ago

It can make sense, but serial job hoppers may also keep bouncing to the next thing before learning what the medium to longer term implications are of certain technologies or design decisions. For example operational issues and maintenance. I’ve seen teams get screwed over by someone parachuting in to deliver v1 with shiny new tech and getting a pat on the back ($$) for a job well done. Fast forward 6-12 months and you realize the new tech debt is as bad or worse as the old tech debt. That said, stagnation and sticking with Blub can also bring its own set of issues.

happymellon 3y ago
Currently dealing with this situation, shiny new architect declares Kafka as "the one true way" and forces all services to use it. Fast forward 12 months and we have a terrible, complex, non-scalable, system, which should have just been a really simple REST service but instead we just have another point of failure. Oh, and they quit so have no idea that their designs were trash.

soperj 3y ago

> They bring in knowledge and experience of things that worked (or didn't) in other organizations. They also bring in a lot of change for change sake because they don't know the current systems.