Embracing the Wanderlust: The Value of Job Hoppers in the Hospitality Industry

An abbreviated version of this article was published in the May 2024 issue of Hotel Management Magazine.

A job applicant emailed me his resume the other day, and it showed that he had worked at 5 different restaurants in the past 3 years. And you know what I did? 

I forwarded that resume to one of our Ivar’s district managers and encouraged him to interview the candidate. Now, your first thought might be that I would be crazy to want to hire a job hopper, but please let me explain why I did so – it’s because the days of hospitality workers spending many years or decades moving up the career ladder at a single company are fading. Newer generations instead tend to see their careers less like ladders and more like lattices that weave together experiences from different companies and roles to gain new skills, take on additional responsibilities, and earn higher pay. As an industry dependent on attracting emerging workers, I believe we need to rewrite some old assumptions about career trajectories and job hopping rather than summarily ignore an entire class of candidates solely for frequent moves. 

Understanding the Shift

It’s true that in the past, extended stints at one employer often signaled loyalty, competence, and responsibility – but those traits were compensated with steady pay increases, comprehensive family insurance plans, and pensions. These incentives, coupled with a societal expectation of staying with one employer for a significant part of one's career, created a workforce that valued stability above all.

The economic and cultural landscape has shifted dramatically, however, for today's emerging talent. The promise of long-term financial and job security through pensions, 401Ks, and similar benefits has diminished, and the turbulent pandemic years and the rise of the gig economy and freelance work has changed perceptions of what employment looks like and what it should provide. Those entering the labor force now prioritize flexibility, work-life balance, and the opportunity for rapid career advancement over the perceived stability of staying with one company for a long period of time.

Research shows just how normalized job fluidity has become, especially for younger demographics. A recent Deloitte survey found that 43% of millennials and Gen Z intend to leave their company within two years versus only 17% of older employees, and the U.S. Bureau of Labor Statistics found that the median tenure for workers ages 25-34 was 2.8 years in 2021 versus 9.9 years for workers ages 55-64. Tenures under 3-5 years no longer indicate poor performance or ethics; they represent a cultural shift in beliefs about advancement and career self-determination.

What Job Hoppers Bring to the Table

This shift presents a unique opportunity for hospitality employers. We are known for our fast-paced and ever-changing environments, and we can greatly benefit from the adaptability and fresh perspectives that job hoppers bring. Looking at the list below, can you honestly say that these staff member qualities would not be highly prized at your hotel or restaurant?

• Adaptability and resilience – Individuals who have worked in various roles and settings are typically quick to adapt to new environments and challenges. This ability is invaluable in hospitality, where adaptability can enhance guest experiences and operational efficiency.

• Diverse experiences – Job hoppers often bring a wealth of experiences from different sectors and roles (thanks to their exposure to various foods/menus, technology, management styles, etc.), offering innovative solutions and fresh ideas that can drive the hospitality industry forward and improve your productivity and profitability.

• Evolving skill sets – The continual pursuit of new opportunities means job hoppers are likely to have up-to-date skills and knowledge, keeping your business competitive in a fast-evolving market.

Rather than dismissing job hoppers as unstable, you should be embracing the creative ideas and versatility they can inject into your workplaces and benefiting from their experiences.

Adapting to the New Reality

You can only unlock the potential of career-fluid applicants if you update any antiquated screening processes that unfairly ding wanderlust. If you want to achieve this goal, here are 5 suggestions to adapt your hiring criteria to the realities of the modern workforce:

• Understand the motivations for job changes – Instead of viewing frequent job changes as a red flag, delve into the reasons behind any job-hopping during the interviews. Yes, you will want to be wary of candidates who bring up frequent terminations or toxic patterns, but for many it will be because they were seeking new challenges or a desire for professional growth. These reasons can provide insights into a candidate's ambition, resilience, and commitment to personal development, and thoughtfully made moves might reveal foresight and intentional career planning that you hadn’t considered. And if you hire this person, you can use this insight to customize their position and create workplace opportunities that fit their professional needs and desires.
• Leverage behavioral interviewing techniques – Use behavioral interviewing to get a deeper understanding of how candidates have applied their skills in real-world situations, regardless of the time spent at each job. Ask for specific real-life examples of how they have overcome challenges, contributed to team successes, or led projects in their previous roles. This approach can provide a more accurate assessment of their capabilities and potential impact on your team.
• Evaluate the speed of capability-building – Discuss how quickly candidates have gotten up to speed with new skills and responsibilities as they moved from role to role. Did they master the POS in one shift, or could they successfully check in all the guests after just a few hours? People who can rapidly master new tasks tend to be fast learners and adapt well to change, both of which are invaluable qualities in the world of hotels and restaurants.
• Evaluate patterns of increasing responsibility – Look for a pattern of job changes that involve taking on greater levels of responsibility, managing larger teams, or overseeing higher-revenue operations. This upward trajectory shows ambition and the ability to continually step up to handle more complex roles.
• Emphasize culture and values alignment – Job hoppers often seek workplaces where they feel a strong sense of belonging and purpose, so by transparently communicating your company's mission, values, and vision during the interview process, you can attract individuals who are not just looking for another position, but rather are in search of a satisfying career path where they can contribute meaningfully. Candidates who resonate with your culture are more likely to be engaged, motivated, and loyal, despite a previous history of erratic employment where they were not fulfilled.

Conclusion

The changing dynamics of the workforce, characterized by increased job hopping, present both challenges and opportunities for hotel and restaurant managers. By understanding the motivations behind this trend and adjusting your hiring practices accordingly, you can harness the potential of a diverse, dynamic, and skilled workforce. Embracing this change isn’t just about accommodating a new generation of workers – it's about ensuring that the hospitality industry continues to innovate and thrive in an ever-evolving landscape.