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Author Hamori, Monika, author

Title What High-Potential Young Managers Want / Hamori, Monika
Edition 1st edition
Published MIT Sloan Management Review, 2015
Online access available from:
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Description 1 online resource (8 pages)
Summary The authors conducted two surveys, yielding responses from more than 1,200 young professionals, and had 18 in-depth interviews to examine the work behaviors and experiences of early-career, highly skilled employees. They found that young professionals have short average tenures at organizations. Ninety-two percent of them are on the lookout for other job opportunities while employed, and their job search continues even if they seem engaged in their current job. They consider jobs with high stakes, top management support, and ample formal training the most valuable and important for their career development, and they want more coaching, mentoring, and formal training from employers than is currently given to them. The authors organize their conclusions around three themes: the rewards of job change, the job-search behaviors of this footloose group of professionals, and the management-development practices that may keep them with employers. The researchers note that their findings on the relationship between employer changes and promotions represent a radical departure from both previous empirical research and past conventional wisdom about job hopping and career success. A decade ago, it was generally believed that promotions accompanied with a disproportionately large increase in responsibility were more likely to be given to insiders than outsiders. This advantage seems to have eroded: The authors found no marked differences between the promotion patterns of job hoppers and those who stayed with the same employer during the early stage of their career. Young professionals have marked and ambitious career goals that are often not linked to any particular organization, and they don’t see frequent jumps across employers in a negative light. In fact, this relentless job search is not necessarily driven by dissatisfaction with the job and the intention to leave the organization, as traditional models of job search and turnover might assume. How do employers retain this group of employees? The authors’ findings suggest that developmental practices are essential. Today’s young employees crave development, especially assignments that offer clear responsibility and accountability for a project, and visibility to and support from senior managers. Organizations that are ready to give young professionals these forms of development will be the most likely to attract and keep them
Notes Mode of access: World Wide Web
Copyright © 2015 MIT Sloan Management Review 2015
Issuing Body Made available through: Safari, an O’Reilly Media Company
Notes Online resource; Title from title page (viewed October 1, 2015)
Form Electronic book
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Safari, an O’Reilly Media Company