New job: Have I made a mistake?

This article originally appeared on LinkedIn.


Have you moved jobs recently, or even in the last year and thought any of the following:


  • I really don’t know if I like it here?
  • It’s not how I thought it would be
  • My new boss is quite weird
  • Why did I hate my last job again?
  • I feel out of my depth
  • I don’t know where anything is
  • Was this a knee-jerk reaction?
  • My new team are okkkkkaay but not like my old team
  • Have I made a mistake?


If you have, then you are not alone. And don’t panic. You probably haven’t made a mistake and, even if you have, it isn’t the end of the world. If you haven’t then you are very lucky and have hit the professional jackpot (or genuinely hated your last job and the new one is dreamy in comparison) and long may it continue!


I was having lunch with a friend last year, someone who I have helped in a professional capacity for a many years. We were discussing her new role and she admitted to feeling a lot of these things and it surprised her how many other people I speak to who feel the same. I gave her some advice, and explained why I think it happens and why I think people need to stick it out before judging too quickly. It gave her some food for thought and she called me recently, 7 months on to thank me for my help during that tricky time. She now loves her new role and colleagues and is so pleased she made the move. It’s easy to forget that a new job, whatever you seniority and level can be scary and very unsettling. Because she found my advice helpful she encouraged me to write a little article about it in case it can also be of help to others.


Sometimes people can even still feel these emotions a year on from when they have moved jobs and it can be difficult to decipher whether the new company or role is really not for you or if it is a case of getting used to a new environment and settling in.


It is important to remember a few key things. People usually want to move jobs because they are in need of a new challenge, feeling too comfortable, are maybe even bored and lack progression in their current role. If this was you then some of the following were probably true of your old role and situation:


You knew where everything was and who everyone was


You were really efficient in your job and you knew how to get things done – who to ask for what, what systems to use, the company’s attitude towards things like risk


You knew your role inside out and the parameters of it


You had relatively good hours as you were so efficient and not being stretched


You knew your team well and this is something that had kept you there so long – they cared about you, you cared about them. You all knew each other’s business, sense of humour and generally had a sense of security (and someone to get lunch with)

You knew your boss well – their views and how to handle them, how to get what you wanted from them!


You knew the company’s values and vision.


I should mention that the longer you have been at a company the more heightened all of this is likely to be. If you have only been somewhere a couple of years before moving then you may not feel quite as strongly.


By the nature of feeling all of the things above, when you move somewhere new you can quite often feel the complete opposite to all of them which leads to the panicky feeling of ‘have I made a mistake’?


In a lot of cases it is just the feeling of being “new” and it will pass.


I always tell people to try hard not to really evaluate their new role until they have been there 6 months. By that stage you should have moved past all of the insecurity of not knowing where things are and not having any friends yet. It is after 6 months that you need to concentrate on whether there are any factors left over which are making you unhappy and might be pointing to the fact that this role isn’t for you. These could include:


  • Company is unethical
  • Role has been mis-sold and doesn’t represent what you were told it would be during the interview process
  • A key personality clash which is unresolvable
  • Doubts about the company’s future


If you do feel the above is true then our advice is always to try to resolve as much as you can internally before you look for a new role – for example personality clashes and the role not being as you had expected. And if you still feel it isn’t right for you and it can’t change then get in touch and we can give you some advice. Whilst it is true that it can be off putting to future employers to see a “jumpy” CV, remember it is you that has to live the next 2-5 years day to day being unhappy if you don’t find something that is right!!


One final thing to note is that I do often find that when people have been at a business for a really long time, c.6 years + and then move on, the first move doesn’t always turn out to be another long-term role and they move on again relatively quickly. I put this down to the person having obviously liked their old company a lot otherwise they wouldn’t have stayed for so long. At the end of their tenure they get a bit disillusioned with the old company and are so focused on what they don’t like about the business that they forget what they do like and value until they no longer have it and start somewhere new. If this is the case, you have the comfort that you have that 6 year + stint on your CV and, as such, if your next role isn’t a roaring success, don’t panic!


If you would like any advice about a sinking feeling that you have made a mistake or just about new exciting roles, please do get in touch!


Hayley Still – In-house – hayleystill@hydrogengroup.com

26 Feb, 2024
​Our webinar 2025 and Beyond: Why Your Hiring, Learning, and Culture Need to Evolve brought together thought leaders Enrique Rubio (Hacking HR), Lisa Skinner Källström (Teamtailor), and Hydrogen Group’s Dean Jennings and Michelle Miller. The conversation explored strategies used to tackle the challenges of the future workforce, shift organisational cultures towards lasting partnerships, and ensure teams are equipped for the age of artificial intelligence. _ The Q&A box was brimming! Our webinar offered participants the chance to consult our HR experts on addressing shifts in the people and culture realm as we approach 2024 and beyond. Interesting questions were raised, and we compiled them all to seek and reached out to our experts to get some definitive answers. For a recap on the webinar, check out our blog Navigating the Future: Insights from our Webinar "2025 and Beyond"  So, here we are. Your questions - answered! - ​How can companies make people feel more secure in their jobs? Is it just a matter of increasing communication? Lisa suggested a shift towards a more sustainable approach. 'In recent years, we have seen many companies experience massive growth, and the need to get great talent onboard - hence offering extremely generous compensation packages. Unfortunately, many have now faced layoffs, and while the compensation and benefit strategies are not the sole reasons, I would like to propose a more sustainable approach for the future. [Increase benefits as the company grows, and as business results allow, we can increase pension levels or similar benefits – and discuss it internally! Open dialogue about results, investment choices, and their rationale fosters a sense of involvement among team members and signals the company's commitment to a sustainable direction.]' Dean echoed concerns about job security in today's volatile economy and advises, 'In today's uncertain economic climate, job security is a concern. However, by becoming indispensable and embracing tools like AI, individuals can enhance their value to employers, securing their positions for the future. Apart from using Chat GPT, what other tasks can be automated with AI? Lisa commented, ‘We’ve mentioned a few examples already, but I would look at all the systems your company allows you to use and question your suppliers on what features are or will be based on AI. For example, many applicant tracking systems allow the opportunity for AI to summarise CVs for an easy overview, generate interview questions and suggest more personalised replies to rejected candidates based on their CVs. Also, the opportunity for AI to transcribe an interview is an amazing tool which allows the interviewer to solely focus on listening and talking to a candidate as opposed to taking notes. As always, AI in these types of systems is not designed to make the decisions for a recruiter or business - but serve as an assistant to save time and work more efficiently.’ Dean added, ‘There are far too many to list. The AI directory https://aitoolsdirectory.com/ does a really good job of showcasing what does what and where you can find it.’ What is the impact of AI on employee engagement and how can HR teams use AI to promote engagement? Also, what precautions should professionals take when using AI? ​Dean offered his perspective by stating that ‘engagement and AI may seem contradictory, but there's a clear benefit when HR uses AI to streamline admin tasks, freeing up time for vital human interaction. Tools like Koios, for instance, offer Acoustic AI, helping HR understand team and individual personalities better, for more tailored approaches. Professionals must approach AI implementation carefully, ensuring ethical use to maintain trust and transparency in the workplace.’ How can we make sure our services stay personalised while using AI? Dean responded, ‘By leveraging AI to handle time-consuming tasks. The best thing about AI is that you get to choose what it does and what it doesn’t. If you feel strongly about human interaction to enable personalisation, you don’t have to let go of that – just embrace AI to make those interactions better. Get it to strip data in the background for you, or to type up your notes and actions as you have the conversations. The possibilities are endless, and they can be tailored to your needs.’ Within your businesses, have you experienced any resistance to the adoption of AI? How have you handled these objections? Dean responded, ‘A lot of the resistance I have seen has either been a fear of trying or a fear of being caught. There seems to be a negative connotation with AI, that if you get it to do something for you, are you cheating? The answer is a resounding no, you are working with the tools available to make yourself more productive for your organisation. Robot proof recruiter, if you haven’t read it, you should. Especially if you are a recruiter or if recruitment is part of your job role. I’ll spare you the details, but it is an amazing read that showcases the fact you can never take the people part out of recruitment - you’ll always be able to provide a better level of service than a robot (at least for now) and you need to focus on the parts of the process where human interaction is at its most vital and automate/utilise AI to get back time in your day to improve that social element of the process.’ Do you feel Employee Resource Groups will be on the rise with the future generation of workers? ​Dean replied, ‘A truly hybrid workplace cannot function effectively without the right technology in place. That doesn’t even need to be AI. For employees to feel a sense of belonging in a workplace, there should be a seamless experience that goes beyond just having teams up on 1 laptop in a room full of 30 people. Again, this will only advance with time ... my eutopia is to have my whole team (who are based in the UK + Thailand) sat around a virtual desk, on a beach with an interactive whiteboard we can utilise in real time via virtual and augmented reality. You may laugh now, but in the next couple of years, VR and AR tech will be the staple of hybrid working and teams coming together around the globe. This doesn’t take away from the in-person experience and nor do I think it should. It should be a tool that compliments real-time working solutions.’ How can we support older generation employees in the changing landscape? ​Dean offered his perspective, ‘AI is truly remarkable. It embodies the futuristic vision many of us had as children—computers and programs taking on tasks for us. For those uneasy about it, I believe it's a matter of not fully comprehending it or lacking the skills to use it effectively. AI has quietly become a part of the workplace, and many are still navigating its intricacies. The focus should be on empowering employees to leverage AI to enhance productivity and value to the organisation. Those who resist or fail to adapt won't be replaced by AI but by individuals who embrace change and view AI as a tool for greater contribution.’ How can we safeguard against the risk of AI stifling creativity in the workplace? ​Lisa said, ‘I would say the opposite, if we use AI for the more regular and routine tasks then we will have more time to use to be creative! For example, instead of spending hours on creating a presentation for an important project - let AI do this creating for you and spend the time on how you want to engage with your audience instead. Using ChatGPT to find easy tasks that I would previously have spent a lot of time on has been a big change in how I work and allows me find space in the day.’ Is there a regional divide across different parts of the world? Are Europeans more prone to appreciate safety/job security than Americans? Lisa commented, ‘My thoughts are that globally we have been through a lot in recent years, covid affected everyone regardless of location. After that, we had war in Europe for the first time in many years which had major effects on the economy, which I believe has made people appreciate job safety even more and value this in choosing their next employer. However, in some parts of Europe employees are still very protected by labour laws etc so I believe it is different from America where it is more common to have short notice period and less resistance from employers to terminate an employment.’ Expanding on the key themes discussed in our webinar, we're thrilled to introduce our Thrive Guide – a practical roadmap for building a thriving workplace. ​Within the Thrive Guide, discover actionable strategies to enhance employee engagement, foster diversity and inclusion, and implement flexible working models. 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