No full-text available
To read the full-text of this research,
you can request a copy directly from the authors.
Navigating Talent Mobility for Career Growth: The Role of Career Conversations in Covid-19
Abstract
The human desire for growth can be clearly seen in the realm of career prospects in organizations. People want to be given greater opportunities with the potential to advance within a firm which is much appreciated by both prospective and the current workforce. The top talent may be found internally, but if the organization lacks cross-functional visibility, these talents may go unrecognized. Shifting from vertical to an aspiration-based growth mindset becomes critical for creating aspiration-based talent mobility. Sometimes people may be more concerned about titles and designations as compared to the roles and job descriptions. This study examines the role of career conversations in creating cross-functional mobility of talent based on their aspirations in Covid-19. The objective of such conversations is to carve a path beyond just hiring or promotion. It becomes important in the light of lack of career growth, attrition and engagement in the organizations, while aligning organizational goals with employee career goals. This study will be valuable to the managers, coaches and mentors, as well as policymakers in the organizations.
... Ocg is a highly topical issue, having gathered much scholarly attention and discussion for decades (Modem et al., 2022;Weng & Zhu, 2020). individuals prefer to explore Ocg opportunities based on their aspirations (Kharsan et al., 2022). employees who perceive and achieve career growth within the organisation tend to have a stronger organisational commitment and lower turnover intentions (al Balushi et al., 2022;amah & Oyetuunde, 2020;Ohunakin et al., 2018). ...
Organizational career growth (OCG) is important for the development of both individuals and organizations. Based on a systematic literature review (SLR) methodology that complies with PRISMA guidelines, this study synthesised 40 empirical articles on OCG published between 2013 and 2024. First, it summarised the characteristics of the articles on OCG research and addressed that the themes concerning OCG are concentrated in personal traits and work support, work emotions and work behaviours, and job performance and management practices. Then, the current research gaps were identified, and corresponding future research directions were proposed: to have more discussions on the mediating and interactive mechanisms of OCG, to pay more attention to the influencing factors at the organizational or cultural level, to focus on the potential negative impacts of OCG, and to further expand the theoretical perspectives on OCG. Finally, research implications are also provided.
Purpose:
This paper aims to explore the career aspirations of individuals belonging to the Gen Z cohort, i.e. born between 1995 and 2012.
Design/methodology/approach:
This paper is a systematic review of the literature. The authors accessed five databases to collect literature for review. The databases included were Academic Search Ultimate, Business Source Ultimate, ERIC and Google Scholar. Keywords used to conduct the search process were as follows: career development, career aspiration, generation Z, Gen Z and iGen. The authors imported all articles to RefWorks, read article abstracts and decided on whether to include or exclude the article in the review.
Findings:
Based on this systematic review, the authors found that intrinsic and extrinsic factors determine Gen Z's career aspirations. Further, based on past studies' predictions, the authors concluded that Gen Z has well-defined career expectations and career development plans.
Research limitations/implications:
Gen Z is the newest generation to enter the workforce. With limited research on this cohort, this study synthesized the existing knowledge of Gen Z students' career aspirations and their future employers' expectations. All research around Gen Z is currently focused on students, and hence, it is challenging to predict their workplace behavior. In this work, the authors provided organizations and practitioners guidelines to be prepared with Gen Z's expectations as they enter the workplace.
Originality/value:
This systematic literature review synthesizes empirical research from around the world on career aspirations related to Gen Z.
The report is meant to demonstrate the positive impact growth mindset initiatives have had on organizations.
It describes how learning to adopt a growth mindset can help employees in times of change and disruption to adapt to the new reality and support successful transformation.
The report leans on existing data NLI has collected from client work and other proprietary research and shows how growth mindset initiatives have enabled:
- Desired behavior change at scale during tremendous disruptions at Nokia, Cigna, and an American Telecom company.
- Increased employee engagement at HP and a biopharma company, and
- Greater workplace satisfaction in a separate study that our research and measurement team conducted.
In NLI’s new Idea Report, “Growth Mindset Culture,” we present and analyze data from 20 organizations around the world using growth mindset in various forms. The Report offers compelling insights into how billion-dollar giants think about the future; includes a Q&A with growth mindset’s originator, psychologist Carol Dweck; features thought-provoking case studies; and presents research-backed advice for leaders looking to implement a growth mindset in their own teams.
Growth mindset has existed in academia for decades. For the first time ever, NLI’s Idea Report shows how organizations are making Growth Mindset Culture come alive.
Business world began to realize that humans have such a place above other production factors; even more the most important value. In such an environment where changes occur so fast and competition increase, companies having broader visions in effort of placing a pioneer and proactive position regarding to competitors, try to meet the expectations and needs of the employees, especially who are talented as to make difference and add value to the company and scarce as other functional resources, to attract and retain them. On the other side, the latest internal customers of the companies, generation z, who are capable of improving themselves due to technological developments and have radical changes in career intelligence such as boundless career and weak organizational commitment are starting to fill the places of the qualified enough but to retire soon-employees. When the career related changes occurred in employees and the wishes of the companies are considered, the other side of the medallion that is employer part should be changed also by leaving the traditional human resource management and choose talent management practices. In this research by the aim of deep understanding from discovering the possible advantages of talent management in career development process of generation z, case study method is practiced with a company by interview and document review techniques. Introduction:
Abstract
Human Talent is a major profitable resource and a source of ingenious supremacy in all the important fields that are existent in today's competitive environment. Talent mobility has increased with globalization and multiplication of new information technologies. It enhances the retention rate by increasing the employee's commitment level and by creating challenging work that acts as a motivating factor for the employees to contribute more. In today's " war for talent " an organization which manages its talent pool effectively wins the race. The organization that invests on its talented workforce reaps more benefits. With this background an attempt has been made to examine the impact of talent mobility on the performance of employees in select software companies in Bangalore.
Examines how the hierarchical organization is withering away, and with it the function of a sizeable chunk of the workforce - the middle manager. Given the current demographic situation and recent organizational restructuring, the shrinking of middle management positions, and the linear focus of promotional programmes is increasingly at odds with reality. The stark reality of limited promotional opportunities is now forcing individuals in the workplace to rethink their career plans and strategy. Some forecasts suggest there will be one job for every 20 qualified executives by the year 2000. Most middle managers will have reached their last plateau in the corporate hierarchy. Examines why the hierarchical organization is out and why the horizontal organization is in vogue and the impact on career plateauing and career development strategy of the horizontal organization. By understanding the phenomenon of career plateauing as influenced by flattened organizations, an individual can begin to look at career strategies to improve his/her career opportunities within or outside the organization. Offers insights to determine if one’s career has reached a “dead-end” and what course(s) of action can be taken, by both the individual and the organization.
Purpose
– Demonstrates how to build commitment and retain employees through a career-development strategy.
Design/methodology/approach
– Shows how organizations often mismanage career development and how they could do better.
Findings
– Describes the five “Ps” of poor career development, the foundations of a career-development strategy and a number of career-development activities.
Practical implications
– Highlights the importance of beginning early, communicating clearly, partnering employees, facilitating internal movements and taking action frequently.
Social implications
– Advances the view that employee disengagement and high employee turnover are expensive and often avoidable.
Originality/value
– Argues that the lack of career development continues to be a major cause of employee dissatisfaction and turnover and shows how this can be avoided.
Purpose
– The purpose of this paper is to share findings from consulting engagements on performance reviews.
Design/methodology/approach
– A case‐study method was used to demonstrate the obstacles to what maintains many organizations.
Practical implications
– The paper outlines deliberate steps that will transform the performance review process by shifting responsibility to the employee.
Originality/value
– The paper provides new insights on effective performance reviews.
Employers' experience inmanaging high potential
- Nurita Juhdi
Nurita Juhdi, F. P. (2015). Employers' experience
inmanaging high potential. Journal of Management
Developmen, 34(2), 187-201.
Retaining High Potential Talent: Assessment and Coaching As a Means of
- A Lueneburger
Lueneburger, A. (2012). Retaining High Potential
Talent: Assessment and Coaching As a Means of. International Journal of Evidence Based Coaching and
Mentoring, 10(1), 124.
Emerging Leaders: Build Versus Buy . An Oracle White Paper
- David Wilkins
David Wilkins, A. S. (2012). Emerging Leaders:
Build Versus Buy. An Oracle White Paper.
ROLE OF COACH-ING MODELS. Institute of Management Sciences
- Dr
- P Kunos
Dr. István Kunos, P. (2019). ROLE OF COACH-ING MODELS. Institute of Management Sciences,
University of Miskolc, Hungary.
Career Conversations: How getting them right helps your business flourish
- P Lee Hecht Harrison
Lee Hecht Harrison, P. (2016). Career Conversations: How getting them right helps your business
flourish. UK.
Athens as an international tourism destination: An empirical investigation to the city's imagery and the role of local DMO's
- S Langos
LANGOS, S. (2014). Athens as an international
tourism destination: An empirical investigation to the
city's imagery and the role of local DMO's.
Straighttalking: Effective Career Discussions Atwork. The National Institute for Careers Education and Counselling (NICEC)
- W C Kidd
KIDD, W. C. (2001). Straighttalking: Effective Career Discussions Atwork. The National Institute for
Careers Education and Counselling (NICEC).
Career Conversations in Small-to Medium-Sized Businesses: A Competitive Advantage
- William A Borgen
William A. Borgen, L. D. (2013). Career Conversations in Small-to Medium-Sized Businesses: A
Competitive Advantage. Canadian Journal of Counsellingand Psychotherapy, 47(2), 169-187.
17. Sajjad WAHEED, A. Z. (2012). TALENT MAN-AGEMENT IN FOUR STAGES. The USV Annals of
Economics and Public Administration, 12(1(15)).