n the past six months,
has increased her salary by nearly £10,000. She has gradually negotiated her way from full-time office hours to a permanent remote-working contract. Her day-to-day opportunities have swelled. Compared to the start of the year, she has struck a better
-life balance. And she’s done it with practically zero haggling or demands.
, her career upgrade has been achieved by swiftly changing
. “Whenever I’ve felt as though the
hasn’t been exactly as promised, I’ve looked for the
,” explains
. “If
something that’s closer to my ideal
set-up, a company that looks appealing,
I apply.”
Based in Yorkshire, UK,
is soon
her
account-manager
year. She says she’s only been able to
command a fair wage and flexible working by adopting
-seeking mindset. “Unfortunately, my experience is that I’ll only receive a pay rise if I go to my boss with another
offer,” adds
. “My end goal has always been remote working. It felt unachievable – until I found my new
.”
Since the start of the pandemic, swathes of
across industries have left their
– and millions more are contemplating quitting, too.
helping to cause a worldwide hiring crisis.
,
not just recent
companies are struggling to fill. As many global economies are growing, businesses are struggling to keep up as they expand. The demand for talent is,
, skyrocketing.
created a sellers’ market:
have more leverage than ever, and many can afford to cherry pick a
that aligns more with their values and desires.
Rather than begin searching for a new position when they’re unhappy or burned out – typically years into a
– some
are opting to seek a better
from day one.
mindset is a kind of ‘Great Flirtation’ with new
: a constantly wandering eye to other openings, regardless of how long a worker has been in a
, and how content they are in their current
.
In a labour market that favours
, is constantly flirting with other openings the right approach to help
stay happy, get into better positions – or even achieve more in their career?
‘Irrational, aimless wandering’
For decades, the prevailing narrative has been to stay in a
for as long as possible, build résumé clout and make a lasting contribution to an organisation.
Prematurely switching
was stigmatised as ‘
hopping’ – not just by bosses, but
wider society. In 1974, American industrial psychologist Edwin Ghiselli likened it to vagrancy, coining the term ‘Hobo Syndrome’ to describe
who frequently changed
. His approach essentially re-framed the complexities of frequent quitting to irrational, aimless wandering – driven by internal impulses absent from “organised or logical thought”.
can take advantage of the current labour shortage and secure their dream
– Simon
In
framework, employers held power over employees, which kept them in their
. “The idea was if the employer takes care of you, you do the same and stick with them,” explains Mark Bolino, director of management and international business at the University of Oklahoma, US.
The global recession of the 1980s shook loose some of
thinking. As companies had to cut costs, they laid off
, says Bolino, whose research has focused on employees’ dedication to their organisations and why they quit.
of employers expecting
to stay in
indefinitely, he says “the relationship
became more transactional: ‘if we have layoffs, we have them. If you find a better
, we understand’.”
Rather than climbing a career ladder with one company,
, the onus fell to the employee to forge their own path. Yet, ‘sticking’ at a
for the long-term was ingrained. According to data from the US Bureau of Labor Statistics, American
’ median
tenure steadily rose from 3.5 years in the 1980s to 4.4 years in the 2000s, before slightly dipping at the end of the past decade.
Looking for the
has, typically, been a reactive process. Often,
to the employee’s detriment: waiting until frustration, a lack of progression or workplace conflict kicks in before bailing.
But the pandemic seems to have changed
thinking; as
report long stretches of stress and introspection, many are re-evaluating their lives and careers – and are more open to making moves.
have begun looking for
that better match the
set-ups they want – particularly the option for remote- and flexible
. “In August, we found that the
of applications for
with remote working outpaced the
of
offering a hybrid
set-up,” says Simon
, managing director at UK recruitment firm Reed.
,
adverts have continued in their droves.
says 120,000
were added to Reed in the
10 days of November, meaning
on track to have its highest
of monthly postings since 2008. A higher
of
, coupled with an increase in employers offering better options to fill those
, has created an embarrassment of riches for new
options. “
can take advantage of the current labour shortage and secure their dream
,” adds
.
, employees can seek
opportunities, even if they’re not necessarily itching to leave their company immediately, and leverage the hot
market to their advantage.
is particularly the case as companies create remote-
, opening access to thousands of new
for millions of
once geographically excluded. “The power is currently in the workforce’s hands, meaning they can make more demands – including a higher wage, more perks and flexible working arrangements,” says
.