Worried About Short Tenures?

Focus on Becoming the Company People Stay For.

The Resume Red Flag That Isn’t Always a Red Flag

Hiring managers often view short tenures on a resume with suspicion. “Job hopper.” “Lacks commitment.” “Won’t stick around.”

But after years of recruiting—and reviewing thousands of resumes—I can confidently say this: short tenures are rarely about candidate loyalty. 

More often, they’re about circumstances beyond their control.

It’s time to shift the conversation from why someone left…to why they didn’t want to stay.

Why Do Short Tenures Really Happen?

From my own experience (and countless candidate conversations), here are just a few common reasons:

🔄 Organizational Changes

• A company loses a key contract and restructures.

• New leadership arrives and reorganizes.

• Mergers or acquisitions eliminate roles.

• Private equity involvement leads to sudden cuts.

• Layoffs driven by economic downturns.

  
  

🏠 Family Commitments

• A parent becomes ill and caregiving becomes necessary.

• A spouse’s job relocation requires a move.

• Parental leave, mental health recovery, or family emergencies.

• Extensive travel demands conflict with family responsibilities.

  
  

📉 Poor Fit or Misrepresentation

• A role was not as advertised—leading to misalignment.

• Culture or leadership issues make the job unsustainable.

• The company lacked a growth path, prompting a move.

  
  

🌍 Immigration & Visa Issues

• Company changes void a visa.

• Sponsorship is lost during ownership shifts.

  
  

None of these scenarios mean a candidate is unreliable.

They mean they were human, navigating real life.

The Mirror Test: Would They Have Stayed at Your Company?

Here’s the irony: companies often worry about hiring someone who left a job after 18 months… but don’t reflect on their own culture, turnover, or lack of growth opportunities.

So ask yourself:

• Would a high-performing new hire stay at our company?

• Would they feel supported and engaged beyond onboarding?

• Are we providing an environment people want to grow in?

How to Become the Company People Don’t Want to Leave

If retention is the goal, the answer isn’t stricter screening—it’s a better workplace.

Consider these shifts:

• Improve onboarding: Make it an experience, not just a checklist.

• Invest in leadership: Poor managers drive great employees away.

• Promote internal growth: Let people see a path forward.

• Listen early and often: Exit interviews are too late.

• Create psychological safety: People stay where they feel heard.

Final Thought

Next time you see short stints on a resume, don’t dismiss the candidate—ask a better question.