Time to move on...when to change jobs?

In my recruitment career, I speak with a large number of candidates (even though I run a specialized recruitment firm not focused on mass recruitment projects). To this day, after many years, I remember the motto of one of the delightful candidates. When I called him asking if he was possibly looking for a new position, he replied, "always, Ms. Agnieszka :)"

This did not mean he was constantly dissatisfied with his role or employer. He was just always open to discussing potential opportunities, following the principle that "it can never be so good that it couldn't be better."

Various factors motivate each of us, and not everyone is keen on changing employers, and they have every right to feel this way. However, sometimes different circumstances force us to change. It is worth observing what is happening within the organization and the market it operates in, as well as "observing" oneself – how the job affects our overall well-being.

But when should one actually start actively looking for a new job?

Perhaps "the grass is greener on the other side," or maybe "all that glitters is not gold," but in the end, sometimes it's just worth starting to look seriously - before it's too late. Usually, we subconsciously feel that things are not going too well in the organization, but we tell ourselves that maybe we are worrying too much, that maybe it's not so bad. We rationalize our somewhat passive attitude, actually fearing change and the whole job-seeking process.

What should you be sensitive to? What symptoms clearly show that it's time for a change?

MARKET - external factors (PESTLE):

• Political - changes in political conditions affecting the organization's operation (e.g., introduction of laws hindering growth or further functioning, changes in the tax system, changes in the registration process and market entry of products and services, changes in employment legislation, significant changes after elections and political trends), lobbying, corruption, bureaucracy, armed conflicts affecting the organization or its key suppliers.

• Economic – changes in inflation rates, interest rates, currency exchange rates, financing opportunities (access to loans), embargoes, recession, seasonality, etc. Unfavorable market trends: decreasing demand in the market for products/services offered by the organization – lack of new implementations. Tendency for company's stock prices to fall (if listed).

• Sociological/Social changes negatively impacting the organization e.g., demographics, reduced demand in some markets due to the sharing economy, changes in social trends affecting consumer behavior, brand image of the organization, ethical issues, opinions and behavior of customers, lifestyle.

• Technological changes negatively impacting the organization e.g., high barriers to entry into new technology, maturity of the used technology, law related to adapting technology, growth of competitive technology, issues related to intellectual property.

• Legal changes having a significant impact on the organization's operation e.g., changes in labor law, consumer law, competition law, safety standards, environmental standards, taxes, import/export, intellectual property as above.

• Environmental changes impacting the organization's operation e.g., carbon dioxide emission reduction/sustainable development (key in some types of business such as tourism, agriculture, food production, construction).

A PESTLE analysis is a fairly simple tool used in management, but it's not reserved exclusively for senior management. In its simple form, it can be conducted by anyone who observes the market. By observing market conditions, we can react in time.

COMPANY - internal factors:

• The company ceases to be competitive in the market (product/service - technology, patents, brand, quality, price, availability).

• The company's strategy/business model becomes inadequate to market conditions.

• You observe a decrease in the company's net income.

• The company is losing customers.

• You hear about restructuring or the company is going through another restructuring.

• You hear rumors about the company being acquired by another.

• You observe layoffs.

• Raises and promotions have been on hold for a long time.

• Internal recruitments are halted.

• Senior managers are leaving.

• The company does not pay suppliers on time.

• You observe that planned investments are postponed or halted.

• You observe that the company is moving more business processes to low-cost countries.

YOU - personal factors

• You dislike the people you must work with and your boss.

• You experience immense stress and tension related to work. You feel unhappy at work.

• Your ideas are not noticed.

• You are bored at work and feel that you are not developing or learning anything new – work is routine.

• You are or are becoming a victim of bullying.

• Your responsibilities have increased, but this is not reflected in your salary.

• You feel that you are not fully utilizing your potential and do not see opportunities to do so.

• The organizational culture is toxic.

• Work stress is so great that it affects your health.

• Work or behaviors in the organization are inconsistent with your values.

• Your salary is lower than the market rate (the market offers higher salaries for such positions).

• You feel professionally burned out.

• You are already thinking about changing jobs.

• You do not receive feedback.

• The company does not invest in employee development and/or does not encourage their development.

• You are overlooked for promotion without specific reasons.

• It is likely that the company will change its location, and you know it will not be possible for you to work in the new location.

• You stop trusting your boss and the organization.

How to prepare in advance for a job change?

I recommend planning and consistently implementing an emergency career plan.

I encourage changing the way you think about your career from externally controlled thinking (i.e., the company/boss will set my goals and promotion opportunities, plan my development in the organization) to internally controlled thinking (i.e., I plan and design my career path).

I encourage the development of biographical competence – i.e., the ability to create one's own life and development. Thanks to it, we increase our chance of achieving or maintaining a certain quality of life (Prof. Zbigniew Pietrasiński, Psychology).