Does Job Hopping Affect Your Future Career Prospects?

karlmontgomery • May 11, 2018

Job hopping is becoming a frequently used term for job seekers. Is it a Millennial trait or is that an unfair generation stereotype? Previous generations would seem to follow their status quo of longevity equals job security and career progression. We live in an era where that is, in part, no longer true, some would say that job-hoppers are more likely to provide innovative ideas and help companies break the mould. But, how do employers look at job hoppers?

How would you define job hopping?

Job-Hoppers are essentially job seekers who change roles and sometimes careers more often than not, if we were to quantify it, they tend to be people who take on a new role for two years or less. An individual can leave a job for an infinite amount of reasons; however, we can categorise them.

The Opportunist

These are the individuals who opt to change job or career regularly, as they deem the job to provide a much better opportunity for them, whether that is because they believe there is more progression there, a better work culture or perhaps better benefits. Whatever the reason they believe ‘the grass is greener’. These are typically workers in the early stages of their careers who are yet to decide where their future career lies.

The Unlucky Hoppers

These are job hoppers where most of the hops are down to situations out of their control. This could be company takeovers, redundancy, or relocation amongst others. Some careers are destined to job hop, such as project-related roles (IT contractors, construction workers), time-related roles (events-based work).

Regardless of the number of roles the individual has had they should be able to explain why they moved and what they achieved in their time at the company.

The Strugglers

The final categorisation of job hoppers is ‘The Strugglers’, people who are struggling to find their feet in a position and within the working world in general, unsure of direction and what best suits them.

Their CV will evidently show a pattern of situations where the individual would have struggled to set in and explain these by stating bad management, colleagues, or experiences.

The Benefits of job hopping

The majority will perceive job hopping negatively when they see it on your CV, however, there are several reasons why you should consider changing your job regularly:

  • Development of Skills


  • Moving jobs can be an excellent strategic decision, it can allow you to over time make yourself more employable by learning different skill sets helping to enable you to climb the career ladder.
  • Building a strong network


  • How many times have you heard the phrase ‘it’s not what you know, it’s who you know’. Well by moving jobs it can allow you make new connections and build a network you may well need later in your career.
  • Become more adaptable


  • Adaptability means more able to deal with change, if job hop then this indicates you make changes more frequently than others and are successful when bedding into new teams, companies and surroundings.
  • Find the right career



  • By changing jobs and careers it allows you to try different fields and areas of work. Which in turn will allow you to find the career you’re most suited to and most importantly enjoy.

What does job hopping look like to an employer?

The recruitment process for any company or recruitment agency costs time and money, therefore employers will generally look for potential employees who appear to be loyal and stable to allow them to get the best return on investment. Some of the negatives associated with job hopping are:

  • No long-term focus
  • Unsure what you want
  • No loyalty
  • Risk of poor performance
  • Lack of direction
  • Are you a quitter?
  • Shallow experience

If your CV does portray job hopping it will raise questions from your potential employers to find answers to the above, you should expect this in your interview process. However dependent on the company they may look favourable on job hopping. If the company operates in an agile fast-moving environment, then an adaptable job hopper may be more aligned with company and their culture than perhaps someone who was in their last role for 10 years.

How to overcome your job hopping CV

There are some steps you can take to ensure that the negative impact of your job-hopping is minimised as much as possible:

  • Explanation


  • You have the perfect opportunity in your CV to briefly explain why you left your position, answer the inevitable question before the interviewer can ask it.
  • Type of Work


  • If you have moved around because you are a contractor, then take the time explain this on your CV.
  • Describe the impact you had


  • Emphasise the impact you had on your team and the company if you genuinely positively affected the company you worked for, explain what it was you achieved. Whether that was set a record for sales, reduced staff turnover, whatever the achievement, say what it was and how you did it.
  • Have a strong summary


  • Use this to show how many years you have in the relevant roles, if you then say how you’re looking for a long-term position and want to grow at a company.
  • Don’t include everything


  • It is perfectly acceptable if you worked in one position for 2 years, then 3 months at another one followed by a year at the next company, to leave the short-term position off your CV. Also, include only the relevant positions for the role. With this, your CV looks tailored and shorter, and if the interviewer does bring up the gap you can explain it.

At Recruit Mint we will work with every candidate that comes to us and because of our extremely close relationship with our clients we can help explain the reasons around the frequent job moves. So, let us help you today, job hoppers and all. All you need to do is register or take a look at the currently available jobs in Peterborough on our job board.

By Karl Montgomery May 14, 2025
The UK's food manufacturing sector stands at a critical crossroads. With advanced automation technologies revolutionising production processes, a significant disconnect has emerged between the sophisticated capabilities of Industry 4.0 systems and the skills of the existing workforce. This gap isn't just a minor operational challenge—it represents an existential threat to the sector's competitiveness, productivity, and long-term sustainability.
By Karl Montgomery May 14, 2025
The explosion of e-commerce has fundamentally transformed the logistics landscape, pushing traditional warehouse and distribution models beyond their limits. In the UK, where online penetration rates have increased from 9.3% to 26.6% between 2012 and 2022, logistics providers face mounting pressure to deliver faster, more flexible solutions while maintaining efficiency and controlling costs. This revolution isn't just changing what logistics teams do – it's transforming how they're structured, the skills they need, and the roles they're creating to meet the demands of the digital commerce age.
By Karl Montgomery May 14, 2025
In today's fast-paced business environment, the ability to secure top talent quickly has become a critical competitive differentiator. Yet many organisations continue to struggle with prolonged hiring processes that not only frustrate candidates but also impact the bottom line in ways that often go unmeasured. While quality hiring decisions should never be rushed, there's a substantial difference between thorough assessment and unnecessary delays.
By Shazamme System User May 12, 2025
In the competitive landscape of technical recruitment, your CV might secure you an interview, but it's your problem-solving prowess that will land you the job. Technical interviews have evolved far beyond simple knowledge checks, becoming sophisticated evaluations of how you approach challenges, communicate solutions, and adapt under pressure.
By Karl Montgomery March 17, 2025
Picture this: after weeks of interviews, countless email exchanges, and meticulous CV screening, you've finally found the perfect candidate. The offer letter is sent, champagne is on ice—then silence. A few days later, the dreaded email arrives: "Thank you for the opportunity, but I've decided to pursue another option." Last-minute candidate rejections aren't just frustrating—they're expensive, time-consuming, and increasingly common in today's competitive job market. According to recent research by Robert Half UK, 42% of UK professionals have accepted a job offer but continued to interview for other roles. More alarmingly, 28% admitted to accepting an offer only to back out before starting. But why is this happening, and what can recruitment professionals and hiring managers do to prevent these eleventh-hour disappointments?
By Karl Montgomery March 17, 2025
In today's competitive business landscape, intuition and experience remain valuable, but they're no longer sufficient on their own. UK businesses facing rising operational costs, increasing competition, and a challenging economic environment can no longer afford to make critical workforce decisions based on gut feeling alone. The difference between thriving and merely surviving increasingly depends on how effectively organisations leverage data to optimise their most valuable resource: their people. According to research from the Office for National Statistics (ONS) , UK productivity growth has stagnated since the 2008 financial crisis, lagging behind other G7 nations. With the April 2025 minimum wage increases looming, businesses face growing pressure to extract maximum value from their workforce investments. The good news? The rise of workforce analytics provides unprecedented opportunities to identify inefficiencies, optimise performance, and cultivate environments where employees thrive. As Matthew Taylor, Chief Executive of the Royal Society for Arts (RSA), noted in the UK Government's Good Work Review : "In a world of increasing workplace complexity, the organisations that thrive will be those that measure what matters and act on the insights." This blog explores how data-driven decision making can transform workforce productivity, examining practical approaches that UK businesses are implementing today with remarkable results.
By Karl Montgomery March 17, 2025
Manufacturing in the UK faces a talent crisis of unprecedented proportions. While the sector contributes over £191 billion to the British economy according to Make UK, it's increasingly losing its most valuable resource—skilled workers—to competing industries. This talent exodus comes at a critical moment when technological advancement demands more specialised skills than ever before. The Manufacturing Skills Gap Survey reveals a stark reality: 83% of UK manufacturers struggle to recruit appropriate talent, while 64% report losing skilled employees to other sectors—particularly technology, logistics, and renewable energy. This isn't merely a staffing challenge but an existential threat to the industry's future competitiveness and innovation capacity. "Manufacturing has an image problem that masks its reality," notes Stephen Phipson, CEO of Make UK. "While other sectors have successfully repositioned themselves as modern, dynamic career destinations, manufacturing continues to battle outdated perceptions that undermine its appeal to today's workforce." The good news? Forward-thinking manufacturers are finding ways to reverse this trend, implementing innovative strategies that not only stem the tide of departing talent but successfully attract skilled workers from other industries. This blog explores how manufacturing can transform its approach to talent acquisition and retention, repositioning itself as an employer of choice in an increasingly competitive marketplace.
By Karl Montgomery March 17, 2025
The scenario is all too familiar: a key team member hands in their notice, triggering an immediate scramble to fill the position. Job descriptions are hastily updated, recruitment agencies engaged, and hiring managers pulled into urgent meetings—all while business continuity hangs in the balance and costs mount. This reactive approach to recruitment isn't merely stressful; it's strategically flawed. According to the Chartered Institute of Personnel and Development (CIPD), UK organisations take an average of 28 days to fill a vacancy, with specialist roles often exceeding 12 weeks. During this time, productivity suffers, remaining team members face increased pressure, and opportunities are missed. The alternative? Building a proactive talent pipeline—a continuously nurtured pool of engaged, pre-qualified candidates ready to step into roles as they become available. This approach doesn't just reduce time-to-hire; it fundamentally transforms recruitment from an emergency response to a strategic advantage.
By Karl Montgomery March 17, 2025
The race to deliver ever faster is transforming the logistics landscape. What began as Amazon's competitive edge has evolved into an industry-wide expectation, with same-day delivery rapidly becoming the new standard rather than a premium service. For warehouse and logistics leaders, this shift creates unprecedented operational challenges—none more pressing than how to recruit, train, and retain the workforce necessary to meet these accelerated timelines. According to the UK Warehousing Association (UKWA) , the demand for warehouse space has increased by 32% since 2020, driven largely by e-commerce growth and the same-day delivery paradigm. Yet while physical capacity expands, the human capital challenge grows even more acute. A recent LogisticsUK survey found that 82% of warehouse operators cite staffing as their most significant constraint in meeting same-day delivery demands. This isn't merely a challenge of hiring more people—it's about recruiting differently for roles that have fundamentally changed. As Peter Ward, former CEO of UKWA, notes: "Same-day delivery hasn't just accelerated timelines; it's transformed the very nature of warehouse work, creating new roles requiring different skills and aptitudes than traditional warehouse positions."
By Karl Montgomery March 17, 2025
In today's competitive labour market, attracting quality candidates for shift-based roles presents a unique challenge for HR professionals. The CIPD Working Lives Report found that 68% of UK shift workers report negative impacts on their personal lives, yet many businesses rely entirely on shift patterns to maintain operations. The critical question becomes: how can organisations recruit effectively for these positions while preserving the well-being and work-life balance that today's workforce demands? Far from being an impossible task, creating attractive shift-based roles requires strategic thinking and innovative approaches to work design. Companies that get this right gain a significant competitive advantage in recruitment, retention, and productivity – all while supporting employee wellbeing.
Show More