Keeping potential job‐hoppers' feet on the ground: Well trained workers stay loyal to their employer
Authors: Leidner, S. and Smith, S.M.
Journal: Human Resource Management International Digest
Publisher: Emerald Group Publishing Ltd.
Purpose – This paper aims to explain that job‐hopping has become more common in recent years, partly because of globalization, greater short‐termism, shortened product life‐cycles and growing and vanishing markets.
Design/methodology/approach – The paper provides the results of a survey of four chief executives from the metalworking industry, and one from a four‐star hotel within a management center, to back up claims that training is helping to discourage employees from job‐hopping in rural south Germany.
Findings – The paper claims that job‐hopping may be more of a problem in urban than in rural areas, among lower‐paid employees and among people working in fast‐growing economies.
Practical implications – The paper highlights some of the advantages firms can gain if their employees stay for longer than the average 3.3 years.
Social implications – The paper reveals that numerous German organizations strive to train a certain number of young people – often more than required for the company – and develop key skills within the employment market. This includes an agreement with unions to employ these trainees for a minimum of 12 months after the training period is completed.
Originality/value – The paper reveals that the cost of replacing an employee is, on average, between 100 percent and 125 percent of his or her annual salary, so retention is financially important.