Future of career and careers of the future

1
Future of career and careers of the future

• Yehuda Baruch
• Norwich Business School
• University of East Anglia
• UK

2
A Major shift

• From careers that offer secured employment
• To careers that provide opportunities for
  development
• From hierarchy based system
• To boundaryless career
• From either organizational or individual
• To balancing individual and organizational needs
  
• The broader environment professional,
  organizational and cultural - is the reference
  for career aspirations.

3
Rousseau Herriot Pemberton New
psychological contracts new deals

• The old deal was
• employee offer loyalty, conformity, commitment
• employer offer security of employment, career
  prospects, training and development and care in
  trouble.

• The new deal is
• employee offer long hours, added responsibility,
  broader skills, and tolerance of change and
  ambiguity
• employer offer high pay, reward for performance,
  and above all, having a job.

4
HRM transition

• The old system
• HRM as administration
• Causal selection
• Apprenticeship system
• Deal with unions
• Individual move with the stream

• The new system
• Professional HRM
• Competence based selection
• Train, support
• Deal with individuals
• Push people or push them out

5
Internal career

• The self-perception of a person about his or her
  own career its development, advancement, and
  fulfilment
• This self-perception involves setting career
  goals and evaluating own achievement in reaching
  them
• It is subjective, and so is the definition of
  career success.

6
External career

• The way other people and organizations perceive
  persons career development, advancement, and
  fulfilment of goals
• It is objective, but still depends on the
  specific observer view-point
• Success in external career would be measured
  mainly in terms of hierarchy level and pace of
  progress, social status, professional
  qualifications, and monetary benefits.

7
The CAST model (Baruch, 2004)

8
The Individual three As

• Aspirations
• What you want to fulfill and wish to achieve in
  life and in particular in working life
• Reflected in career goals and aims
• Needed to be adjusted according to competence and
  ability (realistic)
• Develop under certain cultural, educational,
  family influence, and social learning context

9
The Individual three As

• Attitudes
• Towards work
• Towards organization
• Towards career

10
The Individual three As

• Actions
• Specific behaviours and activities
• Aimed at reaching career goals and aims
• Some are short-term, others are long-term related
• Subject to proactivity on the individual side
• May be prompted by the organization

11
The organizational three Ps

• Philosophy and strategy
• Guides organizations in their development,
  growth, and maintenance
• Provides a direction
• In career terms
• what kind of people we need
• how do we treat our people

12
The organizational three Ps

• Policies
• Guidelines to translate the philosophy into
  operation
• Instruct actions
• In career terms direct HRM activities

13
The organizational three Ps

• Practice
• What the organization actually do
• When managing its resources
• In career terms
• Career practices, techniques and activities
  performed by the HRM and other managers
• Aimed at retaining the right people

14
Theoretical developments

• Traditional vs. current careers
• Boundaryless
• Intelligent
• Protean
• Kaleidoscope
• Post-corporate

15
Theoretical developments

• Boundaryless
• Demolition of old structure
• Multidirectional paths and system
• Holistic system
• Global system
• Intelligent
• Knowing Why values, attitudes, internal needs,
  identity
• Knowing How competencies skills, expertise,
  capabilities Tacit explicit knowledge
• Knowing Whom networking, connections,
  relationships
• Knowing What opportunities, threats
• Knowing Where entering, training, advancing
• Knowing When timing of choices and activities
• Protean
• The individual takes control
• Decides what is success

16
Theoretical developments

• Kaleidoscope
• Kaleidoscope Careerists adjusting three life
  parameters
• Authenticity a striving to be genuine, to be
  ones true self, to create a healthy alignment
  between ones values and outward behaviors
• Balance finding congruence between work and
  family
• Challenge the need to continuously learn and
  find stimulating, exciting work.

17
The Post-corporate CareerPeiperl Baruch, 1997,
Organizational Dynamics

• From individual and relationship perspective
• To organizational and system perspective

18
(No Transcript)
19
(No Transcript)
20

21
Theoretical developments

• Career success
• Resilience
• Proactivity
• Social networking
• Labour markets
• New opportunities
• More freedom
• More risk

22
From Military to Civilian Career

• A clear case of change
• From strong bureaucracy to apparently dynamic
  labour market

23
Two studies

• Study 1 Traditional and protean careers of
  former U.S. Navy admirals
• Baruch Quick
• Study 2 Second Career of Army retirees
• Vigoda, Baruch, Grimland

24
Career Proactivity

• Hypothesis 1a Proactivity in terms of career
  search and involvement will be negatively
  associated with aggregate unemployment periods
• Hypothesis 1b Proactivity in terms of career
  search and involvement will be positively
  associated with a shorter time taken to find the
  first job following early retirement

25
The Role of the Organization

• Hypothesis 2a Supportive organizational career
  systems will be positively associated with short
  time taken to find a job
• Hypothesis 2b Perceived supportive
  organizational career systems will be positively
  associated with positive feelings during the
  transition process
• Hypothesis 2c Perceived supportive
  organizational career systems will be positively
  associated with satisfaction with the transition
  process

26
Support from friends and networking

• Hypothesis 3a Support from colleagues and
  networking will be positively associated with
  higher level of positive feelings during the
  transition process
• Hypothesis 3b Support from colleagues and
  networking will be positively associated with
  satisfaction with the transition process

27
Support from Family

• Hypothesis 4a Support from family will be
  positively associated with higher level of
  positive feelings during the transition process
• Hypothesis 4b Support from family will be
  positively associated with satisfaction with the
  transition process

28
The Transition Process and Career Success

• Hypothesis 5a The feelings during the transition
  process will be positively associated with both
  internal and external of career success
• Hypothesis 5b The satisfaction with the
  transition process will be positively associated
  with both internal and external of career success

29
Traditional vs. Protean careers

• Hypothesis 6a The traditional career approach
  will be positively associated with external
  career success
• Hypothesis 6b Protean approach to career will be
  positively associated with internal career success

30
Labour market

• Hypothesis 7 The perception of labor market
  will be positively associated with internal
  career success.

31
The Research Model

32
The Admirals Study

• An unusual opportunity to study the career
  transitions of a very rare sample of senior
  leaders and executives who moved from a stable,
  highly structured and bureaucratic system, to the
  dynamic labour market

33
Method

• Sample of half USA former Navy Admirals
• Response rate 47 334 out of 712 (high for an
  executive level population - see Baruch, 1999
  Baruch Holtom, 2008)

34
Constructs measurement

• All of the measures demonstrated good reliability
  with Cronbachs Alphas between .70 and .90
• To test for common method bias we computed the
  Harmans one-factor test (Podsakoff Organ,
  1986). No single factor accounted for the
  majority of the covariance, suggesting that the
  common method variance is not solely responsible
  for our findings.

35
Results of Regression Analysis for Feeling During
the Process of Retirement

• Dependent Variable Feeling During the Process of
  Retirement
• Constant 2.96
• Support from friends 0.26 (.06)
• Support from family 0.32 (.07)
• Organizational career treatment 0.25 (.07)
• Total R square .28
• Adjusted R square .27
• F (3, 297) 38.06

36
Regression Analysis for Career SatisfactionDepend
ent Variable Life Satisfaction

• Constant .736
• Protean career .63 (.09)
• Labor market perception .19 (.05)
• Salary .06 (.03)
• Total R square .28
• Adjusted R square .27
• F (3, 242) 27.80
• Plt.001

37
Regression Analysis for Life Satisfaction
Dependent Variable Life Satisfaction

• Constant 3.64
• Protean career .44 (.07)
• Labor market perception .08 (.03)
• Hours of work -.05 (.00)
• Total R square .21
• Adjusted R square .20
• F (3, 243) 21.78
• Plt.001

38
Results of Regression Analysis for Salary

• Constant 2.30
• Age -.08 (.02)
• Hours of work .03 (.01)
• Traditional career .59 (.14)
• Labor market perception .43 (.12)
• Total R square .22
• Adjusted R square .21
• F (4, 231) 22.67 Plt.001

39
Regression Analysis for Hierarchy

• Constant 0.36
• Hours of work .06 (.02)
• Labor market perception .08 (.03)
• Traditional career .07 (.03)
• Age .01 (.00)
• Total R square .16
• Adjusted R square .14
• F (4, 60) 7.55
• Plt.001

40
Structural Equation Modelling

• a moderate fit for the part of the model
  concerned with career satisfaction.
• Goodness-of-fit Index (GFI) 0.939
• Comparative fit index (CFI) 0.739
• RMSEA .0581
• Relative fit index (RFI) 0.560
• These findings provide further support for our
  hypotheses.

41
Real findings

• They managed, and managed well
• Most adjusted well
• Most gain great success in both internal and
  external career
• In the War for Talent they can be a
  significant source of future business leaders

42
Study 2 Second career of military retirees

• On wider range of ranks
• In Israel

43
Model and hypotheses

• Research Model

44
Hypotheses

• H1a Preparations for retirement are positively
  associated with success in a second career (new
  career job satisfaction, life satisfaction and
  tenure in second career), and are negatively
  related with turnover intentions and with number
  of jobs experienced after retirement
• H1b Preparations for retirement are positively
  associated with organizational commitment during
  the second career

45
Hypotheses (Cont.)

• H2a Social capital is positively associated with
  success in second career, and negatively
  associated with turnover intentions and number of
  jobs after retirement
• H2b Social capital is positively associated
  with organizational commitment during the second
  career

46
Hypotheses (Cont.)

• H3a Perceptions of organizational politics have
  a negative relationship with success in second
  career and positively related to turnover
  intentions and the number of jobs after
  retirement
• H3b Perceptions of organizational politics have
  a negative relationship with OC during the second
  career

47
Hypotheses (Cont.)

• H4a Work-family conflict has a negative
  relationship with success in second career and
  positively related to turnover intentions and
  number of jobs after retirement
• H4b Work-family conflict has a negative
  relationship with OC during the second career
• H5 Each of the independent variables will have
  a significant, unique contribution to the
  explanation of success in second career

48
Method

• The research population included 202 high ranking
  men and women who retired either from the army or
  from a civilian body in the Israeli defense set
  during the last ten years, following a long-term
  service
• Response rate was 33.9 202 out of 596, (within
  the norm for executive population-see Baruch,
  1999)

49
Findings (Career Sat)
Career satisfaction Career satisfaction Career satisfaction Career satisfaction
Step 3 Step 2 Step 1 Variables
ß(t) ß(t) ß(t)
NS NS NS 1. Age
.15 (2.58) .14 (2.12) .16 (2.27) 2. Education
NS NS NS 3. Service time before retirement
.16 (2.76) NS NS 4. Rank at the retirement
NS .15 (2.35) - 5. Preparations for Retirement
NS NS - 6. Work-Family-Conflict
NS -.18 (2.85) - 7. Perception of organizational politics
.19 (3.30) .29 (4.47) - 8. Social Capital
.51 (8.39) - - 9. Organizational Commitment
.43 .22 .05 R²
.40 .19 .04 Adjusted R²
16.10 6.84 2.84 F
.21 .17 - ? R²
70.46 10.31 - F for ? R²
50
Findings (Life Sat)
Life satisfaction Life satisfaction Life satisfaction Life satisfaction
Step 3 Step 2 Step 1 Variables
ß(t) ß(t) ß(t)
NS NS NS 1. Age
.14 (2.18) NS NS 2. Education
NS NS NS 3. Service time before retirement
.15 (2.43) NS NS 4. Rank at the retirement
.NS .20 (3.03) - 5. Preparations for Retirement
-.24 (-3.77) -.27 (-4.06) - 6. Work-Family-Conflict
.17 (2.80) .22 (3.46) - 7.Perception of organizational politics
.14 (2.14) .20 (3.05) - 8. Social Capital
.31 (4.63) - - 9. Organizational Commitment
.30 .22 .02 R²
.27 .19 00 Adjusted R²
9.18 6.92 .95 F
.08 .20 - ? R²
21.45 12.67 - F for ? R²
51
Contribution to the literature

• Examining the nature of transition process for a
  special group of top leaders, from a stable into
  a dynamic system
• The findings demonstrate
• the crucial role that the organization career
  management system can play in preparing senior
  leaders for career transition
• the distinct nature of two constructs of career
  success for the second career (i.e., internal and
  external). Each form of career success stems
  from a different set of antecedents.
• The concept of protean career was evaluated and
  shown relevant to the present turbulent business
  environment.

52
Managerial implications study 1

• The implications for management go beyond the
  military context
• Relevance of career systems
• employees leaving an organization with positive
  opinions do serve as ambassadors to the public
  and potential organizational members to create a
  positive impression of the company.
• Different career models
• CEO succession

53
Managerial implications study 2

• Managerial implications span beyond military
  context
• The defense industry may be a great source for
  new managerial talent, possessing high skills and
  qualities, and may be instrumental in applying
  organizational changes
• Organizations that hire retired military officers
  may benefit from the highly skilled people,
  typically characterized by strong personal
  integrity
• Effective administrative support mechanisms need
  to be in place, including the career practice of
  preparation for leaving the organization.
  Promoting the employability of their high grade
  managers would yield long-term bonds with
  employees at all levels
• Executives who leave may play a positive role as
  ambassadors, helping with good networking for
  the organization and for future generations of
  organizational members.

54
Publications

• Baruch Y. Quick J. C. (2007). Understanding
  Second Careers Lessons from a Study of U.S. Navy
  Admirals Human Resource Management, 46(4),
  471-491.
• Baruch, Y. Quick, J. C. (2009). Setting sails
  in new direction - Admirals 2nd career.
  Personnel Review, 38(3), 270-285.
• Vigoda, E. Baruch, Y. Grimland, S. (2009, in
  press). Second Career of Army retirees. Public
  Personnel Management

55
Thank you

• For the opportunity to present to you