Job hoppers frequently change jobs, traveling from one to the next without staying for very long. In the United States, this practice has given rise to the term "quick quitting."
This trend has gained significant traction in recent years, particularly among younger generations entering the workforce. The COVID-19 pandemic has further accelerated this shift, as many employees reassessed their priorities and sought out new opportunities that better aligned with their values and lifestyle preferences. According to a recent survey by Gallup, 48% of America's working population is actively job searching or watching for new job opportunities, indicating a widespread openness to job changes.
The word refers to employees that do not want to spend their entire career with the same employer, as many of their predecessors did. They stay for a maximum of one year before deciding whether the grass is greener elsewhere.
While quick quitting may seem impulsive to some, proponents argue that it can lead to faster career advancement and higher salary growth. A study by ADP Research Institute found that job switchers experienced wage growth of 6.7% compared to 5.0% for job stayers in 2022. This financial incentive, coupled with the desire for new challenges and skill development, has made job hopping an attractive strategy for many ambitious professionals.
This term should not be confused with the concept of silent resignation, which entails accomplishing the bare minimum at work - only what is specified in your contract.
And if swift quitters are constantly on the move, it's to avoid the trap of quiet quitting. They are concerned about boredom at work and boreout, a type of fatigue induced by extended periods of little or no work and the accumulation of unrewarding professional activities.
The rise of quick quitting has prompted many companies to reevaluate their retention strategies. Progressive organizations are now focusing on creating more engaging work environments, offering continuous learning opportunities, and providing clear career progression paths. Some companies have even implemented "boomerang employee" programs, welcoming back former employees who left to gain new experiences elsewhere. This approach recognizes the value of diverse experiences and can bring fresh perspectives back into the organization.
Employees who are bored at work are two to three times more likely to have heart problems, according to a study conducted in the United Kingdom. If boredom syndrome is still a long way from being recognized by medicine and labor law, the epidemic has reignited the search for professional meaning, to the point where 92% of workers consider it a big worry, according to a survey done last year by Audencia and Jobs That Make Sense.
But what exactly are they aiming for? It appears that 57% want to contribute to the challenges of the ecological and/or social transition, while 53% want to feel useful.
The quest for meaningful work has become a driving force in career decisions, particularly for Millennials and Gen Z. A report by Deloitte found that 44% of millennials and 49% of Gen Z have made choices about the type of work they'd do and the organizations they're willing to work for based on their personal ethics. This shift in priorities is reshaping the employer-employee relationship, with companies increasingly expected to demonstrate a commitment to social and environmental causes to attract and retain top talent.
What's your career plan? What is your professional plan?
Employees looking for significance, particularly younger ones, are no longer afraid to move professions several times to achieve their personal and professional goals. This trend is especially obvious in the United States, where the short-term tenure rate - the number of positions that finish within a year - increased in 2022, according to LinkedIn's Economic Graph.
Junior employees are joining the ranks of US quick quitters, as are supervisors who experienced substantial hurdles during the pandemic and are eager to jump ship if the job they were promoted to isn't everything they hoped for.
This shift in behavior creates concerns among recruiters and managers, who view job hopping as a lack of professional consistency or business loyalty. However, quick quitters ignore these complaints, especially if they are Gen Zers who have a more casual attitude toward their professional progress.
Indeed, the concept of a "career plan" does not appeal to them, and they see no harm in working for multiple organizations for short periods of time. They even claim that their diverse experiences are a strength, just as the so-called insane skills on their resumes.
As the job market continues to evolve, the debate around quick quitting is likely to persist. While some argue that it leads to a more dynamic and adaptable workforce, others worry about the long-term implications for organizational knowledge retention and team cohesion. Ultimately, the success of quick quitting as a career strategy may depend on an individual's ability to effectively leverage their diverse experiences and demonstrate tangible value to each new employer. As the workforce landscape shifts, both employees and employers will need to find new ways to navigate this changing paradigm of career progression and job loyalty.
