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Theoretically, the more stable the HRD, the better. Because the more stable the situation, the better the familiarity with the company’s human resources, which in turn reduces the human resources costs associated with the company’s daily operations. However, HRD positions in private enterprises change quite frequently; in fact, it is one of the positions that changes most often. So how should HRDs change jobs? Analyze it from the following four aspects. The first is the frequency of job changes. HRD should work in at least one company for over four years to be considered to have job stability. Because in the first year, on the basis of understanding the business operations, it is necessary to become familiar with the current state of the human resources, especially the ability traits and behavioral styles of key employees, as well as the competency model requirements for these critical positions. On this basis, in the following year, the new human resources system was gradually streamlined, developed, and improved, with efforts being made to find the right match between employees and positions. It is not until the third year that the results of the efforts made by HRD can truly be seen, and the initial value of HRD begins to become apparent. By the fourth year, the benefits become highly significant, creating a multiplier effect. Many private enterprise owners expect HRD to see immediate results within just three months, but this is unrealistic; even sales directors can’t achieve such quick results. Therefore, the best career transition period for HRD is more than four years. The second is job hopping and competency models. Although HRDs belong to the general category of professionals, their skill characteristics vary greatly. The HRD capability model is a multidimensional matrix. Divided into seven categories based on the company’s development stage: startup, growth, mature, breakthrough, transformational, problematic, and bankrupt ； Classified into five categories based on company size: small, medium, large, super-large, and giant integrated groups ； The entities that generate revenue through business operations can be divided into four categories: manual laborers, skilled workers, engineers, and managers, etc ； The major industries can be divided into three categories: manufacturing, distribution and service industries, and the information industry ； Business operations can be divided into two categories based on their target customers: B2B and B2C. Considering these five dimensions, this matrix model **has 840 sub-models. An HRD should be clear about which of these 840 sub-models they belong to. Of course, some people have rich experiences; two to five of these are possible, but more is not realistic. When switching jobs between companies that share the same competency model, the cost of competency transition is low and the level of compatibility is high. Therefore, when HRDs change jobs, they should identify their own ability profile. Third is cross-cultural job hopping. Firstly, the investment entity determines the characteristics of corporate culture: foreign enterprise culture, private enterprise culture, and state-owned enterprise culture. There are clear differences among these three types of culture: foreign-owned companies are simple and rigid, private enterprises are flexible but chaotic, while state-owned enterprises follow strict rules. It is quite difficult for HRDs to switch from foreign companies to private or state-owned enterprises. And large private enterprises are similar to state-owned enterprises, as large private enterprises are even more like state-owned enterprises. Secondly, the background of entrepreneurs shapes corporate culture. Even among private enterprises, the cultures can vary greatly; there are scientist cultures, military cultures, capitalist cultures, and employee cultures – and these are primarily determined by the personal background and experiences of the entrepreneurs themselves. For example, if entrepreneurs are intellectuals, managers, etc., a scientist culture is likely to emerge; its typical features are respect for individuals and the emphasis on expressing their personalities, with motivation being the key element ； Entrepreneurs with a military background tend to develop a military culture, whose main characteristics are obedience to orders and a focus on efficiency ； Companies founded by people from humble backgrounds or those that receive investment from strategic investment firms tend to develop a capitalist culture characterized by aggressive behavior, a result-oriented approach, a focus on punishment, and a lack of concern for human elements ； *Most employee-owned businesses are formed after their founders started businesses as employees; they are exhausting for both the owners and employees, and their efficiency is low, which is why such private enterprises rarely manage to grow large. Although there are clear differences among the culture of soldiers, scientists, and capitalists, they share a common feature: prioritizing efficiency. So switching jobs among the three is generally not a problem; it mainly depends on the personality traits and adaptability of the HRD person themselves, and under normal circumstances, it’s possible to coordinate things smoothly. This is because HRDs have a high degree of adaptability; otherwise, they would not be suitable for working in HRD. Fourth is job hopping and age. HRD becomes better at understanding people as they get older. It seems that, at present, HRD professionals in private enterprises generally start to experience a decline in performance after the age of 40. There are mainly three reasons: first, the physical strength is insufficient, and it’s no longer possible to keep up. As mentioned earlier, private enterprises prioritize efficiency and are all in a phase of rapid growth. Those working in HRD within such enterprises must not only contribute intellectually but also physically, operating at high efficiency under heavy workload. Secondly, people over 40 today, influenced by their upbringing environment from a young age, have fixed values; their understanding of capital is one-sided, and they feel emotionally resistant toward it. Those who are smooth-talking may appear to obey their bosses on the surface, but in private they might undermine the interests of the shareholders ； Those who are straightforward simply confront their boss head-on. Third, the owners of many growing companies are usually around 40 years old, and these people prefer to hire HRDs who are younger than them. Furthermore, HRDs should be cautious about changing jobs during layoffs. Some HRDs, especially those who are older, find that they hired most of the company’s executives and employees themselves and have developed emotional bonds with them; therefore, when the board decides to lay off people, they are unable to bring themselves to do so and delay making such decisions. What should I do? Often, companies rehire an HRD to have the new HRD carry out the layoffs. The new HRD, being on a trial period, worked extremely hard and had no personal ties involved, so the layoffs were carried out effortlessly. However, once all the layoffs were completed, with few people left, there was no longer any need for the new HRD, so they were also laid off. Therefore, HRD must be cautious when encountering such situations; otherwise, after taking on a key role and working for three to five months, they might get fired, which would affect their career stability. Of course, since I’m currently at leisure, I might as well take on the role of an executioner. This situation is more likely to occur during the current economic downturn.