The Job-Hopping Trap: Why Constantly Moving Jobs Could Damage Your Career in Town Planning

In recent years, I have observed a concerning trend in town planning—planners who jump from job to job, often staying no longer than a year or 18 months before moving on. On paper, this might look like rapid career progression. In reality, I question whether it’s anything more than a desperate dash for bigger salaries and shinier job titles at the expense of genuine professional development.

As an employer who has recruited many planners over the years, I frequently find myself sceptical when reviewing CVs packed with short stints at multiple firms. Of course, everyone leaves a job at some point. Some roles simply don’t work out. But if a planner has never stayed in a single role for more than two years, I have to ask—are they truly developing the skills needed to become a well-rounded professional, or are they just chasing the next marginally better opportunity?

The Rise of Job-Hopping in Planning

Job-hopping has become an accepted, even encouraged, career strategy in many industries. A study by LiveCareer suggests that UK professionals now change jobs roughly every 2.6 years on average. However, among younger professionals, particularly in fields like town planning, it’s often much sooner. In a competitive job market, where there is demand for planners across both public and private sectors, many professionals have found that moving frequently can result in higher salaries and faster promotions.

But at what cost?

What Are You Really Learning?

Planners who jump from job to job often miss out on the deep learning that comes from staying in a role for a sustained period. Town planning is not just about knowing policies and writing reports; it’s about understanding how complex projects evolve, how different stakeholders interact, and how long-term planning strategies are implemented.

Can you truly claim to understand a local plan process if you’ve never seen one through from start to finish? Can you honestly say you’ve learned the nuances of negotiation if you’ve only ever dealt with a handful of applications before moving on? The reality is that true professional development often comes in the second, third, or even fourth year of a role—when you move beyond basic competence and start mastering the complexities of the job.

Employer Perceptions: Red Flags on a CV

As an employer, when I see a CV littered with 12- to 18-month stints, alarm bells ring. It makes me wonder:

• Did this person leave because they were struggling?
• Were they let go?
• Do they lack the ability to see things through?
• Will they leave my organisation just as quickly if a slightly better offer comes along?

It’s one thing to move on from a job that clearly isn’t a good fit. But a constant cycle of short stays suggests a pattern of impatience, lack of commitment, or worse—a failure to build strong professional relationships that make a job worth staying in. Employers want planners who are invested in their work, not those who treat every role as a temporary stepping stone.

Research backs this up. Studies show that frequent job changes can signal to hiring managers that a candidate lacks loyalty or the ability to adapt within an organisation. Some employers even avoid candidates with multiple short tenures entirely, favouring those who demonstrate commitment and consistency.

The Long-Term Risk: Career Instability

While job-hopping may provide short-term financial gains, it can be a dangerous game in the long run. What happens when you reach a senior level and the competition becomes tougher? Employers hiring for leadership roles don’t just look at technical skills—they look for people who have shown long-term commitment, built strong networks, and gained extensive, hands-on experience.

If your entire career is built on one- or two-year stints, you may find yourself struggling to compete with those who have taken the time to embed themselves within organisations, lead teams, and see major projects through to completion.

There’s also the issue of reputation. The planning world is small. If you develop a reputation as someone who jumps ship the moment something better comes along, it will follow you—and not in a good way.

The Case for Stability: Why Staying Put Can Be the Best Career Move

Staying in a role for a longer period isn’t about stagnation. It’s about deepening your expertise, building meaningful professional relationships, and proving that you have the patience and resilience to see projects through.

• Skills Development: The longer you stay, the more you learn. You’re exposed to different challenges, giving you the chance to refine your problem-solving and strategic thinking.
• Networking & Influence: Senior planners and decision-makers remember those who stick around. A good reputation within an organisation (or local authority) can open doors that no number of job moves can.
• Project Completion: Seeing a major development or local plan through to completion gives you credibility. It demonstrates experience that goes beyond a checklist of job titles.
• Future-Proofing Your Career: When redundancies or economic downturns happen, employers often retain those who have shown commitment and built institutional knowledge. If you’ve only ever stayed in jobs for a short time, you may find yourself at greater risk.

Rethinking Career Progression

This is not an argument for staying in a role you dislike, nor is it an endorsement of companies that fail to support their staff. Career progression is important, and there are times when moving on is the right decision. Toxic workplaces, lack of opportunity, or personal circumstances will always be valid reasons for change.

However, planners should think more critically about what they’re gaining from each move. Are you leaving because you’ve truly outgrown a role, or just because a recruiter has dangled a slightly better offer in front of you?

Employers, too, need to play their part. If firms want to retain good planners, they must provide genuine opportunities for growth, fair salaries, and an engaging work environment. The responsibility isn’t just on the employee.

Final Thoughts: A Challenge to the Profession

The planning industry needs to have a serious conversation about career progression. We cannot afford to create a workforce of professionals who never stay in one place long enough to gain real expertise. We should be fostering planners who are skilled, knowledgeable, and committed—not just those who can jump the fastest from one job to the next.

So, to the planners reading this: Before you make your next move, ask yourself—what are you really gaining? And more importantly, what are you leaving behind?

#career #wearehiring #cpd