Your Next Hire Is Not Going to Stay As Long as You Hope | No BS Hiring Advice Radio

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Jeff Altman, The Big Game Hunter. discusses a few changes in the labor market and suggests an honest conversation to have with your potential hires.

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There's a podcast I was listening to yesterday. I want to say it was with Tim Ferriss and, and the guy who started Evernote. There was a statistic that was quote I want you to hear.
The average tenure with Google--A little over a year. The average tenure with Apple-- a little over two years. "Yeah," you may go, "So what?"
These are great firms. Why are people leaving? That's not the point. The point is, for many of you, you have the mistaken notion that people are supposed to work with your firm FOREVER. They don't, they can't. Part of the reason they can't is if they stay with you, they're going to stagnate and, if they stagnate, if there's a point to their lives, where they have to face you laying them off, or "we're cutting back," and they stagnate even more, they have no marketability.
It's kind of like they have to look at themselves as a business or a product and be constantly in the position where they're revising the product coming out with new releases of the software, if you get the metaphor. So if your expectation is that they're going to stay there for five or 10 years, well, frankly, as I said, on Job Search Radio recently, when I got into recruiting a job hopper was someone who changed jobs in less than five years. So, they were with a firm for five years and, if they didn't stay that long, people questioned them.
These days, it's nowhere near that long. Plus, the economy is such where the number of people who doing temp work or contract work has grown exponentially. 10 years ago, 6% of the workforce were contract or temp. Today it's more than 30%.
So, I want you to start rethinking your attitude towards your employees. Number one is when you evaluate and assess people, don't think of them as being "lifers," because they won't be any more than you will be, right? How often have you changed jobs? . . . But you expect them to do things that you're not willing to do.
Next. Reid Hoffman from LinkedIn puts it very well. People should be expected and supported in staying for the life of a project or a particular period of time. Thus, if an engagement is going to run for 18 months, for example, or if a project or a major effort is going to run for that period of time, at the end of that, you can't expect them to sit there doing idiot work. They won't tolerate it.
Commit to supporting them if they stay for the duration of the project, that you're going to help them with finding something else, if that's what they want. If they want to stay, you'd be very happy to have them stay. But if they come to you and say, "you know, I'd like some help with finding something else, we're going to open your Rolodex up and try and help them land something else. I know it's a novel approach but whether you're in HR, a business owner or hiring manager, you've got to be in this situation where we face the new realities, rather than be blind to them. And this is a great approach where you're candide with your potential hires and they're going to find this remarkably refreshing.


Jeff Altman, The Big Game Hunter
Jeff Altman, The Big Game Hunter

Jeff Altman, The Big Game Hunter is a career and leadership coach who worked as a recruiter for more than 40 years. He is the host of “No BS Job Search Advice Radio,” the #1 podcast in iTunes for job search with more than 1400 episodes and his newest show, “No BS Coaching Advice.” He is a member of The Forbes Coaches Council. “No BS JobSearch Advice Radio” was recently named a Top 10 podcast for job search. was also recently named a Top 10 YouTube channel for job search.

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