When considering candidates to put forward for roles, recruiters have many variables to consider. One in particular has come to the fore in today’s job market: the question of job hopping and how long one should stay in a particular role.

The Ashdown Group conducted a survey of 171 hiring managers to gauge hiring managers’ views regarding the optimal duration for employees to remain in their positions and potential implications of both short and long-term employment.

For entry-level roles, an overwhelming 98.76% of managers believe that employees should remain in their positions for at least one year. This suggests that managers value a minimum period of commitment to recoup training investments and to allow new hires to gain substantive experience.

Interestingly, 43% of managers suggested that a tenure of two to three years is best for entry-level employees. This preference indicates a desire for early career professionals to demonstrate growth and the ability to advance beyond the initial learning curve before moving on. For employees, meeting or exceeding this tenure can signal stability and a willingness to develop professionally within a role – traits that are highly valued in the workforce.

As professionals progress to mid-level roles, the expectations around job tenure become more nuanced. A significant 61% of managers prefer employees in mid-level positions to remain in their roles for three to five years.

This three to five-year period also reflects a balance between gaining deep expertise and the potential for career advancement. Staying within this range allows mid-level professionals to build a strong track record while still being flexible enough to pursue new opportunities and avoid stagnation.

For senior-level roles, the expectations become more varied. Around 60% of managers believe that employees should remain in their positions for at least five years, while 21% expect a tenure of 10 years or more. This extended period is likely due to the strategic and leadership responsibilities in senior roles, which often require time to implement substantial changes.

However, senior roles also afford a degree of flexibility. Some managers recognise the unique demands and opportunities at the senior level might necessitate more frequent transitions.

According to the Ashdown Group’s survey, 80% of managers view a pattern of short-term employment negatively, suggesting that job-hopping may signal instability or a lack of commitment. Additionally, when hiring for permanent positions, 64% are wary of candidates with a history of temporary or contract work.

Conversely, remaining in a role for an extended period does not inherently harm a candidate’s prospects. About 75% of managers indicated a long tenure did not cast candidates in a poor light.

For those who did view long-term employment unfavourably, 75% stated that the negative perception only arose if the individual had stayed longer than 10 years in a single role.

In talent management, understanding your clients’ hiring managers’ expectations regarding job tenure is crucial. While there is no ‘one-size-fits-all’ answer, balancing the stability of long-term employment with a candidate’s regular pursuit of new opportunities can be an advantage.

John Lynes is director at the Ashdown Group

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