Be cautious about job-hopping within the company.

Be cautious about job-hopping within the company.

We need to be careful when transferring jobs within the company. In the workplace, we sometimes feel that we may not like the position we are doing now and want to move to another position in the company, but is it appropriate to change jobs? Let me take a look at the need for caution in the internal transfer of the company.

Be cautious about job-hopping within the company 1 case

Internal work transfer failed and there was no development direction.

Kevin has worked in X Company for two years and has been dealing with employees, which gave him the idea of switching to HR.

During the internal training, Kevin has accumulated a lot of training experience and has a certain understanding of other work of the human resources department. He was confident about changing jobs, so he wrote a report to apply for internal transfer. Shortly after the application was approved, Kevin was overjoyed

It is naturally a good thing to be able to transfer jobs smoothly. Leaders also attach great importance to Kevin's transfer. As long as he performs well within three months, he can gain a firm foothold in his new post and formally transfer to HR.

Kevin works hard and wants to make some achievements in his new position, but things are not as simple as he thought. When he started to take charge of personnel recruitment, he found that there was not much previous training experience to transfer. The first month has passed, and the recruitment target of that month has not been reached; In the next month, he tried to find various channels to recruit people, but most of the new people who could be sent to various departments could not satisfy the supervisor, which made the HR department very embarrassed when facing various departments. Kevin, one head suddenly becomes two big ones.

After three months of assessment, the heads of all departments were dissatisfied with his recruitment performance, and finally, the transfer failed.

Kevin is depressed and has no confidence. Before, he felt that the internal training had not developed and wanted to transfer to HR, but he died before he could conquer it. How to go on in the future is completely confused. The more Kevin thinks about it, the more he blames himself, and the deeper the knot in his heart. He is very reluctant to find a sunny career. I hope CCDM career planner can help him evaluate the value and define the development direction.

solution

There is no best job, only a position that suits you.

The key to solve Kevin's problem lies in reorganizing core competitiveness and defining career orientation. Yan Ling, a career planner, made an in-depth analysis of Kevin's career, and combined with the career evaluation report, Yan Ling and Kevin conducted an in-depth discussion on career development. Under the guidance of professional consulting technology, Kevin found himself more suitable to stay in the training post. Through path planning and practical efforts, he can develop towards the professional direction of trainers. "Kevin is serious and responsible, willing to listen, and likes to help others solve problems, all of which match the career of trainer. More importantly, the three-year internal training experience not only laid the foundation for his professional skills, but also helped him develop a mature and systematic working mode and habits, which can help him become an excellent trainer. "

Case enlightenment

Five criteria for evaluating job transfer opportunities

It is a rare opportunity to realize job transfer within the enterprise. Many people think that the subjective lack of development is because they are tired from work and have not made an in-depth evaluation. When they see the opportunity to change jobs, they will make a hasty decision.

In fact, internal job transfer is naturally an opportunity for personal career development, but whether it is suitable for you needs detailed evaluation. Dale Hong, the chief career planner of Xiangyang Career, pointed out that taking recruiters as an example, there is a big gap between job content and internal training positions, and their core functions are also different. Sometimes two seemingly similar jobs actually have completely different core work contents and different requirements for personal professional skills and work ability. Therefore, when you change jobs, you must make a comprehensive evaluation of the requirements of the new position and your actual ability. Dale Hong reminded professionals that in the face of internal job transfer opportunities, they should seriously consider the following five basic issues:

1) What is the actual ability of the individual in the target post of job transfer;

2) Whether the transfer target position is in line with personal career planning;

3) Whether the target position meets the needs of career development at this stage.

4) Have a strong interest in the target position?

5) Do individuals have the ability to learn quickly?

Of the above five questions, the first three should be carefully considered. Remind people in the workplace that the higher the technical threshold of the industry, the stronger the degree of specialization and the more difficult it is to transfer jobs. Compared with external job-hopping, the risk of internal job-hopping seems to be much smaller, but it still needs clear career planning to guide and judge. Job-hopping is not the goal, but sustainable long-term development is the ultimate pursuit.

Be careful when transferring jobs within the company. 2. Internal transfer is not careful.

You may face the following situations

1, painting a pie-like passive job-hopping is actually a signal of marginalization.

In the workplace, in order to better motivate employees and establish a clear sense of purpose, enterprises will make a commitment to the future development of their posts and the possibility that employees will be promoted to "cakes" in the future, so that employees can better work hard to create and show their social values.

But among them, there are also some enterprises or leaders who, under the hat of planning the future, actually return empty-handed, draw impossible "cakes" for employees and extract their maximum value.

This phenomenon is particularly common in passive job transfer. Admittedly, we don't deny that some transferred positions may have good development prospects and future, but more often, enterprises will let some employees slowly leave their original important positions and stay away from core positions for a long time by "painting cakes", which not only leads to hopeless promotion, but also risks being eliminated.

Therefore, in the workplace, people who exaggerate or are inconsistent with reality should have their own judgments, and they should have their own judgments more than blindly believing.

2. The new position is not well run-in, and self-doubt and denial are caused by leadership repression.

For newcomers, it often takes some time and energy to adapt and run in. It naturally takes some time to get used to changing jobs within the company, even if the job content changes in a familiar environment.

After passive job transfer, some employees often fall into a kind of self-doubt and negative emotion when faced with sudden increase in workload or difficult work content, which not only increases psychological pressure, but also faces the questioning and scolding of leaders.

We often blame ourselves for strangeness and uncertainty. Over time, even if it is not our own problem, it will become our own pot.

This constant attack and denial behavior is actually a common "PUA" in the workplace. For the passive job-hopping, it is uncomfortable to face the new job content. Don't be too busy doubting IQ and life. You may have met PUA.

3. Being assigned unreasonable work content, there is a huge psychological gap before and after changing jobs.

Unreasonable job content usually has the following characteristics:

1) overload workload;

2) The work content is vague and lacks a clear explanation;

3) things that cannot be completed and do not conform to the process.

Changes in job content brought about by job changes, especially the lack of screening for unreasonable job content, the inability to refuse when assigning tasks, and repeated requests to complete "impossible tasks".

Over time, the psychological gap between them is a typical "PUA in the workplace" phenomenon.

In the face of internal job transfer, this is the correct solution.

1, distinguish between active and passive job-hopping and clarify your own situation.

When the leader advised Xiaoyan to change jobs, he encouraged Xiaoyan to change jobs on the grounds that he might be able to lead his own team in the future and have good development prospects.

Xiaoyan is a little touched, but she prefers her present position and doesn't want to change. When communicating with the leader, he found that there was no room for discussion. Instead of encouraging Xiaoyan to ask for a transfer, he is already very relieved that he has no choice.

After the passive transfer, the new department is not as good as the former leader said. On the contrary, there may be the risk of being laid off because of the economic downturn. After figuring out her marginalized situation, Xiaoyan began to pay attention to new job opportunities. He intends to make preparations early and strive to take the initiative in his own hands.

For people in the workplace, the most embarrassing situation is to believe in the cake painted by the company. When preparing for a big fight, they didn't know that they had been on the optimization list.

Therefore, in the face of the situation of job transfer, we must first make clear whether the job transfer is active or passive, and then we must make clear our own situation and think rationally, rather than being influenced by others.

2, for the new position to have enough pre-judgment, to know whether there is room for manoeuvre.

Before the job transfer, Chen Yu deliberately went to consult with the leader, because the job transfer was newly established and was a test project of the company. If it fails, the whole project team may be dismissed.

Although Chen Yu wanted to accept the challenge and exercise her ability, before that, she still wanted to give herself more protection, so she went to the leader and asked if it was possible to return to her original post in case the project failed.

If she changes her job at the risk of losing her job, then she may choose to refuse. Fortunately, after receiving a positive reply from the leaders and signing relevant agreements, Chen Yu let go of her hands and feet in the new project and achieved remarkable results.

Chen Yu's practice has set a good example for people in the workplace who are facing job transfer. In the face of unknown jobs, we must first figure out what we are going to face, and when we understand the risks we are going to face, we should strive for the rights we can get as much as possible and increase some protection.

In the face of "compulsory transfer", you need to plan ahead as soon as possible.

Miao used to be a member of the passive transfer of the original company. There is no room for manoeuvre, even if you don't like the position and boss you are about to face, you should bite the bullet and answer.

While working, planning for myself, studying and applying for a job, I finally got out of the three-month "suffering" and became the first one among those colleagues who were forced to change jobs to find a new job.

The so-called "forced transfer" must be that there are unacceptable points in the post, whether it is the workload beyond the post load or the unreasonable boss, who arranges some difficult tasks all day. In the case that the existing working environment cannot be changed, why not consider jumping out of the painful environment as soon as possible and planning as early as possible is the best policy.

Job hopping always brings unknown risks to people in the workplace. How to minimize all kinds of risks and turn crises into opportunities under the premise of economic recession is the primary consideration for people in the workplace when they face job-hopping.

It is the greatest sense of security for people in the workplace to make their own career plans in time and keep changing.