Is It Really Against The Law For People In The Workplace To Want To Gap?

The reality that people in the workforce are afraid to have empty slots on their resumes pokes at some much-needed Gaps in our career development system. Resumes with empty slots will be labeled by the system    
If there is an empty slot on the resume, it may indeed attract questions from HR. Some recruitment software will also intelligently label the resume with "gap period" to remind HR to pay attention to it. 

In the opinion of some HR, not looking for a good next home on the bare resignation, indicating that the degree of commitment to the work of the job or job stability is not good, and may even be with the former owner of the "agreement to leave". And one and a half years do not work, it shows that the degree of willingness to work is not high, there is a suspicion of knowledge and skills out of touch. 

When we put the "Gap on the resume really affect employment?" This question was thrown into a group of headhunters, the answer was basically affirmative: 
"Because it is felt that this person is not job first." 
"More than half a year window, will feel that this person business rusty, need time to re-adapt to the rhythm of work." 

Also based on this "unspoken rule", people in the workplace to change the runway in fear, trying to do the same month to leave the next month into the job, always worried about the resume has a three-month window period, we have to bother to explain, as for the rest of a year and a half, I'm afraid we have to come up with a "non-loiterer certificate As for a year and a half off, I'm afraid I'll have to produce a "certificate of non-loiterer" to keep HR from putting me in the cold. 

If you don't have a job, you don't have an identity in a city?
In addition to the fear of being looked at differently by HR, people in the workplace do not dare to Gap, or worry about their own "disconnection", which includes three levels of socialization, identity and skills. 

The first is social disconnection. For many workers whose hometowns are not in first-tier cities. Work is the most important and even the only way to establish contact with the city. Many working people who are busy at two points and one line lack in-depth contact with the local community, and once they are out of work, they seem to be in a state of "social isolation" and have no more reasons to continue living in a city. 

Once again, there is a disconnection of skills. Some of the marketing positions that run after the hot search every day, once they stop, they have the anxiety of falling behind. Yesterday's hotspot did not rub on the need to catch up, let alone three months without work. And some "resource link type" positions, once the work is interrupted for too long, many of the business will no longer belong to them. 

There is also the most realistic consideration, which is money. In the so-called casual economy, it is difficult to compare the income and risk-resistance of the so-called casual workers with that of the "unit workers", as they can get a paycheck after sitting in the office for a day. 
It seems that the whole employment system does not allow people to stop and rest. 

Job seekers really need to consider the gains and losses of different options. "It is not realistic to want to work and have a stable income at the same time. It's not impossible to want both, but it often requires more effort." 

"For companies, it is true that sometimes HR is lazy and they simply use experience interruptions to screen out candidates who may leave the hiring department unsatisfied or quickly after they start. That's because it's hard for HR to justify recruiting high-value people, but recruiting people who don't listen or leave quickly is an easy way to get blamed by the business unit, so it's a safer bet not to recruit people who can easily look like they've made a mistake. People with interrupted careers often fall into this 'disobedient' category." 

HR needs to agree with the business department on exactly what kind of ability quality people are more helpful to business development, because recruiting people with high career stability does not mean higher business contribution to the company; on the other hand, job seekers themselves need to think about, even if HR is not so screened out of the candidate, what makes us in the job search process can outperform the people who have been working hard in the workplace, or whether they can accept that after the Gap the salary and positions are Or can we accept that after the Gap, our salaries and positions will not be as good as they used to be? 

Behind the Gap controversy is the company's view of talent and organizational model.

Soft resignation has become the choice of some people who are afraid of the empty window of their resume. During the working period, they are muddling through, even if there is no growth, they just want their jobs to be still there, and their resumes are not Gap. 
Everyone is muddling through, which is a lose-lose for both the organization and the individual. 

It is not enough to talk about personal consciousness and social culture, how to face up to the Gap, we still need to go back to the business culture and company organizational structure to answer this question. 

Since the 1990s, when college students chose their own jobs, the market-based employment system has actually developed for less than thirty years. Most people, including many entrepreneurs and HR, have not experienced a complete economic cycle, nor lifelong learning and continuing education, and have not yet begun to deal with the challenges of marriage, parenthood and old age, and do not have a lot of experience with the various variables of life and society, which is why they feel that the Gap is a novelty. 

HR's concern about the "window period" also shows that some companies have a single, templated talent selection criteria. A valuable Gap can refresh your knowledge, update your skills and expand your network. Such a Gap is a plus for life. If HR doesn't understand it, or even resents it, then the hiring concept of this company may not match the young people who pursue diversified growth. 
Zuo Qian, the founder of Chief Organization Officer, divided the talent system of enterprises into three types in one of his sharing: 
Incentive type: entrepreneurial incentive type, salary incentive type, influence incentive type; 

Discipline type: result-discipline type, program-discipline type, thought-discipline type; 
Empowerment type: key talent type, talent management ability type, talent ecology type. 

In Zuo Qian's opinion, many types of enterprises, such as general manufacturing, trade, marketing, sales, resource-based and even model innovative enterprises, do not have to completely "empowerment" as the first element of the talent system, but can be "discipline" or "incentive". Or "incentive" as the first element. However, technologically innovative companies can't go far with discipline and incentives alone, and must gradually move closer to empowerment. 

This also means that if we want companies to have underlying technological innovation, rather than just relying on models, gameplay and speed to lead, we need to pay more attention to the "underlying energy" of talent, rather than just "whether they are disciplined" and "whether they are willing to work hard" and "whether they are willing to work hard". "Whether they are willing to work hard. 

An organization with a high degree of acceptance of Gap tends to recognize the importance of the "underlying energy" of talent. 
This underlying energy includes quality and skills, as well as vision, style and the pursuit of what they love. "Enabling" organization between the talent and the employer is not simply "money for time", not "plug and play, use and discard", but in the work of mutual achievement. 

"Silicon Valley technology companies have an average of less than two years on the job. Recruiting people with a high level of career stability doesn't mean that they create a high level of value. This actually still reflects that the business department and HR have not reached a consensus on what kind of people are needed and how to realize their potential." Chen Zuo said. 

 Have your own life first, then talk about Gap
In the view of young people who are eager to Gap, Gap is not swinging for the fences, let alone giving up on life. Rest for a while, study and recharge, travel and let go, organize your state and start again. 
When systematic rest and recharge cannot be realized, people in the workplace rely on Gap Day and Gap Hour to comfort themselves. 
Everyone takes pride in being saturated with work, even though this busyness may not produce actual value. 

From the individual's body and mind, to the operation of the company and even the operation of the society, in fact, we need "redundancy", so that we can better cope with unforeseen circumstances, and the development can be more resilient. 

Programmers know to design systems with disaster recovery redundancy, so that even if a component fails, the system can continue to operate normally. But the problem today is that businesses and individuals lack resilience and redundancy, and once a part stops it is going to be a mess, and there is no room for dissimulation. 

People in the workplace who are vocal about wanting to Gap may not actually take a break. If you really want to let them unplug the Internet and do nothing for a day, it is estimated to be a mental breakdown. 

Not daring to rest, will not rest leads us to equate rest with "indulgence in life" or "give up on life". "The reason why people are not in shape when they rest is because of the emptiness they feel after indulging in their desires. 

People who really know how to take a break are more capable of planning their lives. People who can take the initiative to plan a Gap in their life tend to think more clearly about what they want, and the value of a Gap lies in learning new knowledge, seeing new worlds, and establishing new connections. 

The most important thing for people in the workplace is to learn how to plan their own life, there is no Gap in life, and problem solvers are always good at answering questions according to the routes set by others, and they know a lot of truths, but they are always unable to live a good life. In the pursuit of the perfect resume on the road to self-lost. In the end, it is still the inner immature, not become an independent adult who can be responsible for their own. 

"In fact, you can hardly find a standard practice to make all HR feel satisfied." David, a senior career counselor and partner of an executive search firm, told The Workplace Anthropology Lab that employers care about focusing on what the person has done in terms of career planning during the period of time when there is a gap on the resume, and what kind of perceptions, plans, and intentions he or she has in submitting the job now. 

David suggested that the workplace need to change the perspective of thinking, to their own career as a starting point, to their own as the active party to choose, to plan and run their own Gap. 
A more important question than whether to Gap or not is how to stay online in life.