Is role negotiation the key to accessing hot jobs?

Role negotiation could make a dramatic difference in the careers of talented women who want to take on rewarding leadership assignments

Is role negotiation the key to accessing hot jobs?
Rol
e negotiation may represent the kind of intentional, bold action that is helpful to both women and men in their career advancement, but also to leaders who are worried about retaining top talent.
                    
There are several potential pay offs to high potentials’ successful role negotiations: they report greater access to hot jobs, see themselves as more innovative in their work, and picture themselves as more likely to stay with their current organization, according to a new Catalyst report, Role Negotiation and the Pursuit of Hot Jobs.  
 
“Catalyst has already dispelled the myth that high-potential women and men receive the same access to career-making roles,” said Deborah Gillis, President and CEO, Catalyst.
 
“We’ve now determined that role negotiation could make a dramatic difference in the careers of talented women who want to take on rewarding leadership assignments.
 
“Our research also makes clear that high-potential women (and men) can’t do it alone. It takes deliberate investment on the part of leaders and organisations to help those individuals who will probably become key players in the future.”
 
The report findings include:
  • Access to hot jobs—High-potential women and men who were most successful in negotiating their roles were 42% more likely to have profit and loss responsibility and 30% more likely to lead projects with “very great” visibility to the C-suite than were those who were least successful negotiating their roles.
  • More innovative—High-potential women and men who reported the greatest success negotiating their roles were more than twice as likely to report being “most” innovative in their roles than were high potentials who were the least successful in role negotiation.
  • Intentions to remain with current organization—High-potential women and men who reported the greatest success in role negotiation were 143% more likely to indicate the “strongest” intentions to remain with their current organisations than were those who reported the least success in role negotiation.
Inclusive leadership and supportive organizations—High-potential women and men reported greater success in role negotiation when they perceived that their managers modeled inclusive leadership behaviors, and their organisations supported them. For example, high potentials who perceived their leaders to be most inclusive were 4.5 times more likely to report the greatest success in role negotiation than were those who perceived their leaders to be least inclusive.

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