Many HR executives frown upon people quickly hopping from job to job later on in their careers, saying it shows a lack of commitment.GETTY IMAGES
Remember when people had jobs for life? Those days are long gone. Most companies have no intention of keeping staff for decades. And while some employees long for the stability of the past, some go in the other direction and job hop, moving companies and roles every two years or less.
According to Robert Walters’ 2025 Salary Survey, 74 per cent of professionals in Canada are seeking new jobs. Statistics Canada, which looks at all sectors, reported in January that 6.1 per cent of permanent employees planned to leave their jobs over the next year.
Employees move more in strong economies, when there are jobs galore. In today’s uncertain times, the trend is slowing – StatsCan found that 6.9 per cent planned to leave their jobs in January 2024 – but it’s still happening.
When it comes to hiring, “companies do not like it,” says Edmonton-based career coach Jasleen Sidhu of job hopping. Onboarding costs are around $5,000 per employee, so human resources teams will frown on people they consider a so-called flight risk.
Can both parties find a better balance between stability, loyalty, pay and perks?
Why people move
Job hoppers often seek the pay bump from a new contract. “You’re going to make more money by moving. That’s the reality. In a typical organization, you’re probably getting a three- to five-per-cent increase,” says Paola Accettola, chief executive officer and principal consultant for True North HR Consulting in Toronto.
According to ADP Research, pay growth in the U.S. for those who stayed in jobs was 4.7 per cent in January, but 6.8 per cent for those who changed jobs.
Martin Fox, managing director for Canada for recruitment firm Robert Walters, says the company’s 2025 survey suggests many seek advancement opportunities. “That can mean an advancement in title, broadening your job responsibilities and compensation.” He notes that many are dissatisfied with their company benefits and could be lured by health plans and pensions.
Dabbling in additional roles, especially early in your career, can help you develop an array of skills. Ms. Sidhu worked at a large corporation and the HR team deliberately moved high potential employees every two years. “It’s important for our future leaders to not only have a depth of technical or functional expertise, but also a breadth of experience,” she says.
People flee companies with poor cultures such as “when you’re in a toxic environment, where you feel exploited and burnt out,” says Ms. Sidhu. “In these cases, I advise [clients] to work on a transition plan right away.”
Employer backlash
“It’s a red flag for me personally,” says Ms. Accettola of how she views job hoppers when hiring. “I’m an HR consultant as well as a business owner, and I don’t want to put all this effort into this individual if they’re only going to be with me for two years.”
She admits this reaction is not always fair, so she pushes herself to look deeper. “Give yourself the opportunity to have an interview with this person. There’s often a bigger story behind just what’s on paper.”
Those without a good reason for their job history – being downsized, having no place to grow – may be concealing issues that companies want to avoid such as restlessness, an over-concern with money or a difficult personality.
However, moving around in the early years of a career is more acceptable than doing so later. Ms. Accettola likes to see senior leaders sticking around for five to seven years.
Stopping the hop
Mr. Fox says it’s up to organizations to make themselves appealing and prevent people from wanting to leave. “There are always greener pastures. It falls to the employer to make sure they’re doing everything they can to retain their staff.”
That includes offering decent pay raises, training, opportunities to advance, and making a real commitment to a positive company culture. Mr. Fox says skipping or rushing through 360s [reviews] is a mistake: managers need to know what’s going on with their direct reports and what they’re looking for in their careers.
As well, companies should be prepared for even some of their most loyal team members leaving from time to time. Keeping some resumes on file and having succession plans in place for key roles is the only way to guard against inevitable turnover, says Mr. Fox.
Looking beyond
For employees pondering a move – or two – to increase their salaries, they may want to slow the pace and hop strategically. “Every employee should have a career development plan that is authentic and motivating for them,” says Ms. Sidhu. Eventually, people should try to settle in and make a longer-term impact.
Companies could look at frequent movers not as a nuisance, but proof that it’s not just employees that have to prove themselves, but employers, too. “The job-hopping trend, it’s putting employers on a bit of notice that they have to step up their game,” says Mr. Fox.