managers should bear in mind? How can they increase the likelihood that starperformers will replicate past success in a new environment?
Our research shows that stars whose jobs require them to cooperate andcollaborate with other workers have a hard time maintaining performance whenthey move to a new organization. So if you're a manager, you might want to think strategically about what positions you can hire a top-notch outsider for, and whichones you're better off developing talent for inside the organization.If you do hire outside talent for a highly interactive job
give them adequate time to get up to speed, and provide them withmentorship and structure. Don't be too quick to get rid of someone who needs toreestablish his or her network in order to succeed. Instead, focus your efforts onhelping those individuals to build the network they need. Careful integration is akey.
From the point of view of someone's career in the current economic climate, itwould seem wiser to cultivate portable skills as opposed to company-specificskills. Based on your research, does that sound reasonable to you, and if so, howcould people better plan their own career in terms of accepting new assignmentsand responsibilities so as to avoid overreliance on one company alone?
In any climate, workers with portable skills are the least vulnerable when theyswitch firms. What our research suggests is that portability isn't only determined bywhat industry you are in, or what particular company you work for, but it's also aresult of how collaborative your job is. This suggests that workers who havealready developed extensive firm-specific human capital (in the form of relationships or mastery of the firm's system and processes) should weigh thedecision to change jobs carefully, because their major value is in the company theycurrently work for and the teammates they work with. If they do change jobs, theyshould make sure that the new employer is invested in their success and will givethem the resources, and the time, to build the relationships that they need.If your strengths are in collaborating with others, don't pull away from that in orderto build a more "portable" career. But do extensive due diligence on anorganization before you join it, because rising in an organization might be a betterway to maximize your long-term value than frequent job-hopping. And make sureyour collaborative efforts take you outside your own team, and get you workingacross departments and with people outside the firm. These boundary-spanningrelationships can help protect your portability
and your value in your current job.