Experienced data scientist Brian Richmond possesses extensive knowledge and expertise in statistics, experimental design, machine learning, and analytics. As a senior data scientist at Aura Health, Brian Richmond is particularly interested in people analytics as a rapidly-growing field that uses data to create and monitor company culture.
Employee turnover is very costly for companies, often costing over 20% of an employee’s salary to replace a position. An independent study on job hoppers sheds light on the reasons some employees don’t stay on a particular job for long. A job-hopper is defined as someone who has stayed for less than two years in his or her two previous jobs.
There are many variables to use in this study, but the researcher narrowed down on one single measure: fit. Fit refers to the alignment of an employee’s values with the values of his or her work environment. The study used three metrics of fit: culture fit, job fit, and manager style fit.
Culture fit describes how an employee’s values are aligned with the values of the organization she or he works for. Job fit measures how an employee fits into the role she or he is doing. Manager style fit refers to how an employee’s preferred style of being managed is aligned with how his or her superior manages him or her.
Job hoppers with low job fit have higher turnover rates. Job hoppers emphasize opportunities for learning and full utilization of their skills as primary factors for staying with a job longer than two years. Moreover, job hoppers with low culture fit at supervisory levels have higher turnover rates. The study also found that a manager style fit affects job hoppers and non-job hoppers in the same way. Therefore, manager style fit is not in any way related to job-hopping.
Brian Richmond 
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