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

Volume: 21

Issue: 1

Pages: 31-33

Publisher: Emerald Group Publishing Ltd.

ISSN: 0967-0734

DOI: 10.1108/09670731311296492


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.

Source: Manual