The Job-hopping Bible: Methodology for Finding A Job


If there are two kinds of people in the world, one who can survive after the bankruptcy of a company, and the other cannot survive, then what is the cause of these two different fates?

What is your competitiveness in the workplace?

The book “The Job-hopping Bible(directly translated from Japanese)”, will give you a simple and practical methodology of workplace competitiveness and finding a job.

This book is ranked first in Japan’s workplace bestsellers, and it describes how to find work through the correct view of yourself and the market methods and techniques, highly respected by the vast number of professionals.

In the book, the author first answers the above question:

The reason for these two different fates is whether you are “looking up at the nose of your superiors” or “moving by the market”.

Why do you get paid? Is it because you’ve accomplished the task that the company gave to you? This is the typical idea of a person who looks up to his superior’s nose.

But the truth is the opposite.

A salary is a cost of selling your goods to a company that buys your goods. In the end, all you sell is yourself. You only chose the company you are now by occasional, and the company bought your goods by occasional.

In other words, employment is a “deal” in which the first thing you need to think of yourself as a commodity is to understand your market value clearer, which is the “move by the market” thinking.

As a competency commodity, how to measure your market value?

The authors say that market value can be broken down into three elements: technical assets, human assets, and industry productivity:

1. Technical assets, literally, refer to how much valuable technical a person has. 

Technical assets can consist of professionalism and experience.

Market value is always relative. Although you already master the highest expertise, if the people around you have the same technique, then it cannot be converted into value.

Therefore, pay attention to the professional “scarcity”.

Professionalism, which is possible for anyone, will become more and more distant from others as you age. And experience cannot be replicated.

As a result, at the age of 20, we compete on professionalism and at the age of 30, we compete by experience.

2. Human assets, often used in the community to describe “people”.

No matter which industry, there will always be people who need to rely on interpersonal relationships to get good job opportunities.

It takes time for human assets to generate value. After the age of 40, this factor becomes very important.

As you get older, human assets become more important:

Professionalism is more important at 20, experience is more important at 30, and relationships are more important at 40.

The Job-hopping Bible: Methodology for Finding A Job

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3. Industry productivity refers to the average value of value created by employees in the field.

The industry’s gross profit is the main source of wages, and the expected value of wages, that is, market value, is greatly affected by the productivity of the industry.

In other words, the market value will show the difference between the different industries you choose.

You work in the Internet business for 5 years and you work in the cement industry for 5 years, and you’ve got a gap of 10 times what you might have in the future, which is the difference in productivity in the industry.

“Technical assets, human assets, and industry productivity, the larger the cube of these three elements, the higher the expected value of wages, the smaller the volume, the lower the expected value of wages.”

The ideal career and market value should be at least two of the three elements at a high level.

Market value is most affected by industry productivity.

No matter how high your technical or human assets are, if you enter the wrong sector, the market value will not be too high.

There may be a dozen-fold gap in output per capita between different industries, and it is very difficult to make up for it through individual qualifications or efforts.

So the author says that ordinary people with no technical or human assets actually have two options when choosing a company:

One is to choose an industry where productivity is already high; The other is to choose an industry where elevators are on the upstream.

For example, in the years since 2010, the smartphone gaming market has exploded.

Work experience in the smartphone gaming industry becomes a valuable technical asset, as there are so many companies in the market that want to hire people with relevant experience.

In an up-and-coming industry, the value of experience will multiply.

Therefore, if you want to change a good job, you must first choose a good industry.

There are two ways to find potential markets:

Method 1, focus on risk enterprises, focus on different enterprises in the development of the business. Which is about focusing on the movement of entrepreneurship and investment.

Competitive risk enterprises and the strategy is basically the same, simply put, is to follow the development of society.

Venture start-ups, which are not as big as big companies in terms of capital and numbers, have become the magic weapon for these companies to win because they are developing in the future.

In a growth market, there are a number of risky start-ups that can compete with big business.

Method 2, pay attention to break through the existing industry inefficiency logic.

Goods with market potential are bound to break the market’s inefficiency.

For example, education has not changed much since 30 years ago, but the inefficiency of the education industry is an indisputable fact.

Internet penetration, online education, and knowledge payments have been popular in these two years, which is a sign of increased industry efficiency.

So the author said, in a game with 1 million people, don’t think about competing for the first place, but should be the first to participate in the game.

The key to winning this game lies in whether there is a powerful logic to change the inefficiencies of the industry.

Most people don’t need to “do what they want to do”.

The authors say that people can be divided into the type of todo who values “what to do” and the type of person who values “what you want to do and what state you want to be in”.

People who value todo ask themselves what they want when they think about things. Such people have clear dreams and goals.

For example, leave society with an innovative product, or make the company bigger.

People who value the state value what they want to be and what kind of state they want to be.

For example, to be respected by those around you, or to have influence in society.

In other words, different types of people have different ways of enjoying their job.

Ninety-nine percent of people are of the being type, so if you don’t have “something you really want to do” and don’t be pessimistic, you can enjoy your work by:

The first is to increase your own market value, and then on this basis, try not to lie at work.

Because if you can’t recognize yourself, no matter how valuable your market value is, how strong you become, you won’t be happy at your job.


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