It is undeniable that most people in the workplace are "opportunists" on the issue of job-hopping. Especially in large enterprises, potential resignees who are dissatisfied with their existing positions can often find the opportunities they want in other departments. Cutting corners under the same roof is a good way to save costs and reduce risks.

Internal job-hopping is a rediscovery and planning of one's career goals, and it is not appropriate to rush into it. Compared with the decision to resign, internal job-hopping is probably more laborious. There are always many fine things to do to find goals and coordinate relationships. There are always * * * methods for reference in different situations. Compare the following five successful methods and launch your "internal jump" with a clear goal.

Step 1 think twice before you act.

There is a formula to explain the loss caused by employee turnover: turnover costs = historical cost, replacement cost, opportunity cost and non-competitive cost. For employees, leaving the enterprise and re-entering the labor market is also a great cost of living. Correctly evaluate the reasons why you are dissatisfied with your job. If you agree with the enterprise, but you are not satisfied with the style of the current leader, or your personal temperament doesn't match the department culture, then you can consider changing a department as much as possible instead of making up your mind to resign. If it is out of the will to change careers, internal job-hopping is also a choice to minimize risks.

difficult problem

When Karen graduated from the Chinese Department, she worked as an administrative assistant in a newspaper because she had no experience as a reporter. Two years later, she worked hard to do her job, give full play to her writing ability, and make the internal magazine colorful. Although my inner reporter dreams of not fade away, I am used to the regular life of 8-hour working system. Seeing that colleagues in the editorial department often travel during the day and stay up late to write articles, the elimination rate is also very high, and I can't help but back down. Karen thinks maybe we should wait in the same place. The leader of the editorial department may one day find her writing potential in the internal magazine and take the initiative to arrange a position to show her strengths. This may be safer than her rash application for transfer, but when will that day come? Jump or not? This is a serious problem for your future.

start off

Waiting for an opportunity equals no opportunity. It's too low to stay in one place all your life and wait for Bole to pick you up. Bole's department is what you yearn for. It is the most negative and unrealistic idea to let other department leaders guess your ability and willingness. Observe the real state of senior colleagues, including life rules, work norms and ability requirements, refer to their career development paths, and determine their own career planning direction.

Jackson of GE Sales Department is faced with the choice of job hopping, but which business department will he transfer to? When he was upset, he couldn't help thinking of his senior two tutors. His life experience, business vision and understanding of the company's strategic development are far better than his own. After a thoughtful conversation with his mentor, Jackson had a direction.

skill

Working in the same enterprise, the development opportunities and benefits of different departments will also be very different. There are also many people who can't find a good direction and resign in disguise or hinder development. Risk assessment also applies here. If you can't figure it out, find a more discerning friend to help you!

The second step is to collect information and let the leaders of the target department recognize you.

Now that we have decided to "jump" into a department that is more suitable for development, we should also do more homework on the understanding beyond the position appearance. What is the actual feeling of this position? What is departmental culture? What is the work style of department leaders? If you don't know clearly in advance, it is difficult to guarantee that the internal job-hopping will succeed. Of course, understanding goes both ways. Why let the target department leaders favor you and vigorously pull you in?

difficult problem

Xiao Xie works in the software R&D department of an IT company. The company is very big and has many departments. He works on different floors, but he doesn't communicate much with each other. Recently, he had the idea of going to another department, but the leader of that department didn't even know him. How can we let the leaders of the target departments know their abilities in a short time and readily agree to join?

start off

It is very important to collect information if you want to fight an unprepared war. Many companies will publish the demand status of vacant positions on internal web pages from time to time, which provides public information and opportunities for people with "internal jumping" heart. As for the specific situation, in addition to consulting the human resources department, we should also seize the "dignitaries" around us, including the current boss, get to know your colleagues and make recommendations. The views of third parties are often more convincing. Or be more proactive and find opportunities to talk to the leaders of the target departments. As long as it is expressed properly, sincerely and sincerely, the employees who yearn for it will not be disgusted even if they don't agree.

Colleagues familiar with the target department may also provide you with a lot of information that cannot be obtained through official channels. Of course, we should learn to distinguish between these gossips and whether the opinions of colleagues are subjective feelings or objective reality. The idea of stopping job-hopping completely because it is easy to deny it, or blindly agreeing with the higher authorities instead of not going, is immature.

skill

There is no airtight wall in the world. If you complain about poor performance in the original department, the leaders here will know it well. Who would want to put a hot potato into their own hands?

The third step is to turn the current leader into your booster.

There is no doubt that your immediate boss and you are honored, and a large part of your value is defined by him. If the current leader thinks that it is the glory of his leadership to be transferred to other departments as an excellent representative, then congratulations, you will move from one success to another; But if you don't handle it well and confirm his other guess, you should be careful. The wishful thinking of changing departments is likely to encounter the greatest resistance or even failure.

difficult problem

Chang Xin is a very valued backbone in the department at present, but he feels more and more interested and wants to try new developments in other departments. But the current leader has a good personal relationship with him, and he doesn't know how to speak, for fear that the leader will think that he betrayed him when he needed help most. Their company did have this precedent, because it offended the department leaders, which led to no one dare to take the risk and finally had to leave. Chang Xin was afraid that she would end up like that.

start off

The most embarrassing thing on this issue is when and how to talk to the current department leaders. If you speak too early, will the leader think you are uncomfortable in the room? If you finally tell him, he will think that you didn't mention anything before, didn't trust him and betrayed him.

Although you may successfully change jobs to another department, your current boss will still have a great influence on you. So you must let him know that you jumped to other departments not because of his poor leadership, but because of your personal professional interest. Talk openly with him, express your thoughts euphemistically from his point of view, and pay attention to career development for personal reasons rather than interpersonal troubles.

skill

No matter whether there are unpleasant factors in the meantime, the apparent unity with colleagues in the old department must be done well. Being familiar with people and doing things easily are your advantages in getting a foothold in the new department quickly. Try to be happy: don't let colleagues in the old department alienate you, and don't let colleagues in the new department guard you.

Take the job transfer interview seriously. Herb, founder of Southwest Airlines? Kelleher said: "If you don't have the right attitude, even if you have skills, we don't need them." In the limited contact with the leaders of human resources department and target department, excellent interview performance is an important weapon to convince them to make a final decision.

difficult problem

Phil signed up for the company's internal recruitment, communicated with the department leaders he wanted to go to in advance, and felt that he also had more potential. However, the competition for this position is very fierce, and many practical job operation questions may be asked during the interview. To tell the truth, Phil can tell many reasons for internal job-hopping, but he hasn't figured it out yet. Once he doesn't improvise well, he is worried that he will fall short.

start off

Like applying for any job, the interview process is always imperfect in the summary afterwards. This sentence should not be said, that question should be answered like that. But one thing must be grasped, that is, don't be mean and aggressive when facing the examiner. If you seek another development within the enterprise, you should try your best to show your professionalism and good potential, and it will not be likable to irritate others too much or vilify former colleagues and leaders in person.

skill

In large enterprises, the human resources department will try to avoid cronyism among department leaders. Don't think that the interview is just a formality. If your performance is not convincing enough, the company will not play with you and jump ship casually.

Take the job transfer interview seriously

Herb, founder of Southwest Airlines? Kelleher said: "If you don't have the right attitude, even if you have skills, we don't need them." In the limited contact with the leaders of human resources department and target department, excellent interview performance is an important weapon to convince them to make a final decision.

difficult problem

Phil signed up for the company's internal recruitment, communicated with the department leaders he wanted to go to in advance, and felt that he also had more potential. However, the competition for this position is very fierce, and many practical job operation questions may be asked during the interview. To tell the truth, Phil can tell many reasons for internal job-hopping, but he hasn't figured it out yet. Once he doesn't improvise well, he is worried that he will fall short. Further reading: The boss gave my husband tenderness that he didn't have.

start off

Like applying for any job, the interview process is always imperfect in the summary afterwards. This sentence should not be said, that question should be answered like that. But one thing must be grasped, that is, don't be mean and aggressive when facing the examiner. If you seek another development within the enterprise, you should try your best to show your professionalism and good potential, and it will not be likable to irritate others too much or vilify former colleagues and leaders in person.

skill

In large enterprises, the human resources department will try to avoid cronyism among department leaders. Don't think that the interview is just a formality. If your performance is not convincing enough, the company will not play with you and jump ship casually.

Step5 as soon as possible into the department's "small culture"

No matter how big or small a company is, it has a big culture (macro culture) and a small culture (micro culture) environment. It is important that you can work effectively in two cultures. Maybe the company will show a very formal big culture to the outside world, but in different departments, the cultural performance is different. Engineers in the software department dress casually and play jokes on each other. Because the public relations department often contacts customers, its appearance is much more rigorous.

There must be a cultural connection in the work, and the human resources department should ensure that the right person is arranged for the right job and matched with the company culture. The people you hire should be able to strengthen this connection without causing conflict. By the same token, department leaders should make sure in advance that your participation will only have a positive effect on this "small culture" that you are satisfied with, otherwise it will simply cause trouble for yourself.

difficult problem

Troy finally succeeded in changing jobs. Before long, the excitement of the new department soon died down. In the past, the atmosphere in the old department was active, and the boss and subordinates got along more casually. Everyone often plays together after work. The style of the new department is obviously different. Many times, colleagues do things silently, and even meetings are very solemn. He felt a little depressed and lonely, for fear of accidentally telling a cold joke and causing an embarrassing atmosphere.

start off

It is not necessarily unwise to keep a low profile when entering a new department. When you don't have a good grasp of the small culture of the department, caution can reduce the chances of conflicts and mistakes. Put all your heart into your work and work hard. This is the most effective and convenient way to gain recognition from others. In addition, don't always take the old department as a reference, which will arouse the resentment of new colleagues.

skill

According to statistics, 17 people will speak ill of a person, which is also an advertising effect. This statistic is best not to be verified, whether in the new department or the old department.

Finally, if you try hard and finally fail to jump to your favorite department, takeiteasy, then there is nothing "so necessary". Don't let yourself die unless you succeed. Otherwise, as Newton said, "The more concentrated the action, the stronger the reaction." If it is the whole world, everyone knows it. Do you have a better choice than leaving?

dispel

Three ways of internal job-hopping

1. department recruitment

In large enterprises, HR will publish the vacant positions of various departments on the internal website or bulletin board from time to time, indicating the job requirements and recruiting for all employees. This form of changing departments has a high success rate.

Rotation position

Many foreign companies have a compulsory rotation system for newcomers, that is, in a large department or business department with complete positions, employees regularly rotate between different positions. Through job rotation, employees can not only eliminate the fatigue of repeating work in the same position, but also find jobs that they are really good at and like.

Change jobs

In different enterprises, job transfer has two different meanings. One is that the enterprise will give the employees with poor performance appraisal and the last eliminated the opportunity to transfer jobs. The other is the system of changing jobs regularly (such as 1 year), and all employees (except those with special provisions) can choose departments according to their own interests. If there are vacancies and they meet the job requirements, they can successfully jump ship.

Personally, we have been troubled by internal job-hopping for a long time. Why don't you listen to the views of the HR department of the enterprise on this matter, and maybe you will be inspired.

Talking about this topic, Wang Xiaowei, vice minister of personnel general affairs department of Panasonic (China) Company, suddenly became rigorous and gushing. Panasonic has a complete human resource system of internal recruitment, job transfer and job rotation, which to a great extent gives employees a fairer and more just opportunity to choose their career path.

Why does Panasonic attach so much importance to internal recruitment?

If there is a vacancy, we will take internal recruitment first and then consider external recruitment. So far, more than 50 positions have been successfully recruited internally. Instead of recruiting talents from outside, enterprises should dig ready-made talents from within, which also greatly saves the cost of human resources.

The information platform of large companies is very developed, and branches all over the country can see job vacancies. If there is a job demand, we will face the conditions for everyone to work openly, such as working years and experience, which is the same as the concept of external recruitment.

How to coordinate the interests of employees, departments and HR planning in specific processes?

The specific internal recruitment process is relatively confidential and is led by the Human Resources Department. Once the application is finally confirmed, we will come forward to communicate with the two departments. Any employee who succeeds in the interview must be the backbone of the original department. If he is not a good person, the next department may not want him to join. Since the company recognizes this system, all departments should 100% support it. What we emphasize is the overall talent allocation of the company, and the overall best is not the personal best.

Of course, some people bypass the human resources department and directly find the department leader to transfer. If there are no vacancies, it is impossible to succeed. In order to avoid private transactions, vacant positions must be published on the company LAN. The department will recommend this person to the personnel department according to the process, and the personnel department will conduct an assessment with relevant departments. This is a coordinated process.

Does Panasonic have hard and fast rules about job rotation?

One of the characteristics of Panasonic is that if you want to be a manager, you must have experience in several different fields, and his/her promotion is best related to the experience value of different positions in the previous period.

In large teams, there is a concept of "rotation". For example, in the financial department, people who have just worked for one or two years have to rotate their posts in cashier and financial management, and finally you may return to your original post. The company has a big framework to standardize the business of each department and ensure that everyone learns something different.

We are a public institution, and colleagues who work in other fields or have relevant experience often change jobs. For example, people who do media public relations may do marketing and manpower work, because they have the basic qualities required by the new position.

What companies often encounter is that everyone wants to go to the best department. In order to prevent excellent employees from flowing to higher authorities, we will balance the demand for talents in various departments. In a large group, it is impossible to give up other businesses for a department with excellent performance. Every industry and department will have its peak and trough stages, so the advantages of departments are always relative.

Are there any more dramatic examples of job transfers?

An employee who studied Japanese used to be a translator in the IT department, but at that time he was already in a state of being eliminated. Because many translators are willing to get in touch with IT knowledge, they gradually become people with combined competitiveness, but she is not interested in the IT industry and doesn't know much, and her own characteristics don't match her own department. After a year or two, she found herself in a big bottleneck.

We know exactly which employees sometimes just don't give full play to their advantages. We thought her comprehensive quality was good, so we took the initiative to let her try other jobs. After moving to the new department, she was responsible for the display and display of all Panasonic products, and suddenly she was suddenly enlightened and confident, and soon became the backbone of the department.

Of course, there will be examples of job transfer failure, because there is a gap between the imagination of the position and the actual situation. Even in the same company, it feels good to see the operation of other departments, but it is not the same thing. If the human resources department recognizes this person, it will still give him another chance. How a person's potential is much more important than whether he meets the job requirements now.

The talent training concept of Japanese enterprises is not a "takenism" approach, and it cannot be guaranteed that 100% is suitable for new jobs. Talents need some time to learn and improve themselves. But if it doesn't work after a while, then he may be eliminated.

If you don't find your interest in many positions, it is necessary for you to reflect on yourself, which will be very good for your future career.

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