Professional Documents
Culture Documents
Job Hopping
to the Top
and other
career
Fallacies
by Monika Hamori
Group 10
2014PGP20
4
MOHAMMED SAHIR RIYAZ
2014PGP03
1
AMIT AGARWAL
2014PGP07
2
AUTKAR PARAG RATNAKAR
2014PGP04
6
ANUBHA AGGARWAL
2014PGP43
4
YEDDU POORNA DURGA
Objectiv
e
The article is trying to broadly analyse the perceived notions about career
development/management with respect to Job hopping.
Summa
ry
It tries to specifically chart out the conditions when changing Jobs can be at all beneficial for mid and
executive level employees.
It presents four fallacies about job hopping and gives suggestions to executives for a better career
enhancement
As the organisational hierarchies kept on becoming flatter, the number of executive roles decreased.
This led to decreased opportunity for frequent promotions. Executive in pursuit of career growth
started to switch companies.
Scope
Fallacie
s
Fallacy
Fallacy
Fallacy
Fallacy
1:
2:
3:
4:
Suggestions
Scope / Assumptions
This report is confined to
Executives and Mid level
managers.
The new joinees and fresh
graduated perspectives has
not been taken into account.
Suggestions
Lateral moves are justified if
they will result in promotion/ long
term success in near future.
There should a proper mix
between lateral and upward
movement while switching
companies.
Scope / Assumptions
During the initial years of career growth , lateral moves may not be
justified. One will try to quickly change jobs in search of better title
and salary.
Changing ones functional department can actually backfire the
growth prospect of an employee. S/He may not be having requisite
skills for that domain and will land on the left side of the bell curve
during Annual Appraisals.
Suggestions
Scope / Assumptions
Suggestions
Scope / Assumptions
Thank You