Dual-Career Couples Are Forcing Firms to Rethink Talent Management

HBR IdeaCast

Harvard Business Review

Leadership, Entrepreneurship, Communication, Marketing, Business, Business/management, Management, Business/marketing, Business/entrepreneurship, Innovation, Hbr, Strategy, Economics, Finance, Teams, Harvard

4.4 • 1.9K Ratings

🗓️ 15 May 2018

⏱️ 26 minutes

🔗️ Recording | iTunes | RSS

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Summary

Jennifer Petriglieri, an assistant professor of organizational behavior at INSEAD, asks company leaders to consider whether they really need to relocate their high-potential employees or make them travel so much. She says moving around is particularly hard on dual-career couples. And if workers can't set boundaries around mobility and flexibility, she argues, firms lose out on talent. Petriglieri is the author of the HBR article “Talent Management and the Dual-Career Couple.”

Transcript

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0:00.0	If you work with early career professionals, my colleagues at
0:03.8	HPR have a great new podcast for you. It's called New Here. Think of it like the
0:08.4	Young Professional's Guide to Building a Meaningful Career on your own terms.
0:11.9	Share New Here with the Young Professionals in your life. a meaningful career on your own terms.
0:12.8	Share new here with the young professionals in your life.
0:15.9	Listen for free wherever you got your podcasts.
0:18.6	Just search new here. Welcome to the HBO Idea Cast from Harvard Business Review.
0:37.0	I'm Sarah Green Carmichael. To me it seems ridiculous to tell someone they need to move across the country or to
0:50.3	a new country in just a month.
0:52.8	I mean you might have kids in school, a spouse who needs to find a job, a house you need
0:57.1	to sell, and a new housing you need to find.
1:00.2	Who are these people who expect us to drop everything and jump for a new role?
1:04.0	So I think those people are us, Sarah, quite frankly.
1:08.0	And I think it comes from two sources.
1:10.0	That's our guest Jennifer Petriguary.
1:13.0	So one is really ingrained expectations.
1:17.0	We might call them unconscious expectations
1:20.0	of what we are sociiologist call the ideal worker.
1:23.7	Always available can move at the drop of a hat,
1:26.1	is 100% dedicated, and has a support call at home
1:29.8	who can take care of everything.
1:31.3	She says the other expectation is the fact that sometimes
	...

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