Continuous candidates are employee who are always looking for their next job opportunity. A new study from Manpower Group Solutions revealed that 37 percent of workers around the globe, and 41 percent of U.S. workers.

1. Continuous Candidates
Human Resource Management

2. Prepared By
Manu Melwin Joy
Assistant Professor
SCMS School of Technology and Management
Kerala, India.
Phone – 9744551114
Mail – manu_melwinjoy@yahoo.com
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3. Continuous Candidates
• Continuous candidates
are employee who are
always looking for their
next job opportunity.

5. Continuous Candidates
• A new study from
Manpower Group
Solutions revealed that
37 percent of workers
around the globe, and
41 percent of U.S.
workers.

7. Continuous Candidates
• Knowing that many
employees aren't fully
committed to their
organizations, employers
have more pressure than
ever to improve their
retention efforts if they
want to keep their
turnover to a minimum,
according to the authors
of the new research.

9. Continuous Candidates
• In organizations where
employers are not
meeting their candidates'
expectations or
aspirations for
advancement, that is
where individuals will be
more likely to always be
looking out for their next
opportunity.

10. Factors leading to Continuous
Candidates
• New ways of working.
– The growth of the gig
economy and on-
demand jobs, like those
with Uber and
TaskRabbit, are changing
the way people work and
the types of jobs they
look for.

11. Factors leading to Continuous
Candidates
• Increase in contract
work.
– Technology firms have
spurred an increase in
contract work. Because
they are constantly looking
for employees with
different skill sets, using
contract employees allows
them to quickly change
with the times when one
skill set becomes obsolete.

12. Factors leading to Continuous
Candidates
• Job loss.
– The recent recession,
and the layoffs that
ensued, was a clear sign
to all employees that job
security in today's
environment is not
guaranteed.

13. Continuous Candidates
• Perhaps not surprisingly,
the study found that job
happiness is one key
factor in whether people
are continuously looking
for a new job; continuous
candidates are twice as
likely as other employees
to express dissatisfaction
in their current role.

14. Continuous Candidates
• In addition, they are
almost four times as likely
to believe that the best
way to advance their
career is by changing jobs
frequently, and twice as
likely to think changing
jobs is the best way to
increase their
compensation.

15. Continuous Candidates
• Continuous candidates
don't just say they are
looking for a new job;
they are actively
seeking them out.

16. Continuous Candidates
• The research found that 29
percent of continuous
candidates have applied to
three to nine jobs in the past
six months, compared to just
11 percent of non-
continuous candidates.

17. Continuous Candidates
• Additionally, 12 percent
applied to more than 15 jobs
during the previous six
months, which is almost
three times as many as their
non-continuous
counterparts, according to
the study.

18. Continuous Candidates
• The research also found that
continuous candidates are
familiar with a range of
interviewing techniques,
including nontraditional
methods and technologies
such as videoconferencing.

19. Continuous Candidates
• So why are these
continuous candidates
always looking for their
next opportunity? The
survey found that money
is the biggest reason.

20. Continuous Candidates
• Of those surveyed, 33 percent
said compensation was the
biggest motivation behind
searching for a new job. Other
popular reasons included
looking for an opportunity for
advancement, a new type of
work and better benefits.

21. Retaining Continuous Candidates
• Clearly explain how to move
up.
– It is critical that hiring managers
clearly outline to job candidates
that there are opportunities for
advancement. It is important to
proactively offer this
information, instead of waiting
for them to ask.

22. Retaining Continuous Candidates
• Follow through on what you
outline.
– You can't just lay out a plan for
advancement and never take
action on it. Employers must
create an employment
experience that authentically
mirrors their advancement
messaging.

23. Retaining Continuous Candidates
• Highlight those who have
advanced.
– Showing employees that moving up
the ranks is possible is a good way
to demonstrate that you are doing
what you say in terms of
advancement. Stories about these
rising employees should be
communicated internally to existing
employees and externally to talent
communities.

24. Retaining Continuous Candidates
• Don't limit advancement to
promotions.
– Many of today workers' definitions
of advancement are different from
those of previous generations.
Employers should open up their
definition of advancement to
include expanded roles, job variety,
higher profile projects, and projects
that involve giving back to the
community or society.

25. Retaining Continuous Candidates
• Offer opportunities to learn.
– Employees are always looking for
ways to adapt their skills so that
they remain valuable to
organizations. Employers can foster
this opportunity by providing or
reimbursing for professional
development opportunities,
internal and external training, or
advanced degree programs.

26. Retaining Continuous Candidates
• Provide mentorship programs.
– Having a successful mentor within the
organization is a great way to
strengthen the bond between
employees and their employers. Many
younger workers identify the position
they want and then network with the
employee currently in that role. Instead
of worrying that these workers may
take their job one day, managers should
offer opportunities for them to learn.

27. Retaining Continuous Candidates
• Build a talent community.
– Because many employees are
looking for new jobs, make sure
they consider you as a potential
landing spot. Whether it is on
social media, career sites or the
company website, provide
opportunities for candidates to
receive job alerts.

28. Retaining Continuous Candidates
• Create a positive candidate
experience.
– Employers often receive a number
of resumes from job candidates
who are underqualified for the
open position. It is important to
clearly communicate why they
weren't a fit for the job in order to
avoid creating a negative
perception among applicants about
your organization.

29. Continuous Candidates
• Don't look down on
continuous candidates.
Hiring managers need to
understand that job-
hopping is becoming more
common and that they
shouldn't discount
candidates because of it.

30. Continuous Candidates
• To properly assess a candidate,
hiring managers must dig deep
into the reasons for this type of
behavior. Candidates who
moved jobs frequently may
reflect a desire for geographic
mobility or a lack of
advancement opportunity, not
poor job performance or
disloyalty.