Влияние личностных характеристик талантливых сотрудников на их добровольное увольнение

Несмотря на рост интереса к вопросам управления талантливыми сотрудниками, в литературе до сих пор не сформировалось исследовательского консенсуса относительно характеристик и особенностей трудового поведения этой группы работников. В качестве одного из подходов выделяется объективный взгляд, постулирующий о том, что формирует и влияет на поведение талантливого сотрудника набор их личностных характеристик. В работе проводится попытка определить перечень этих характеристик и оценить их влияние не трудовое поведение. Перечнем характеристик выступили личностные параметры, содержащиеся в модели «Большой пятерки». В качестве формы трудового поведения — добровольное увольнение. Эмпирической базой исследования стали данные о реализации программы управления талантливыми сотрудниками в международном аэропорту «Шереметьево». Построена эконометрическая пробит-модель, где в качестве объясняемой переменной использовался факт добровольного увольнения талантливого сотрудника в течение первого года после трудоустройства. Внимание к увольнениям в первый год связано с попыткой снизить влияние факторов, формирующих устойчивое отношение к характеристикам рабочего места — удовлетворенности трудом и приверженности организации. Набор независимых переменных помимо личностных характеристик представлен организационными и социально-демографическими характеристиками. Результаты оценивания подтвердили гипотезы о влиянии более высоких значений открытости опыту, добросовестности, невротизма и экстраверсии вне зависимости от организационного контекста, на вероятность добровольного увольнения. Результаты исследования позволили провести эмпирическую оценку объективного подхода к талантливым сотрудникам на российском рынке труда и могут быть использованы для верификации в других корпоративных контекстах или при попытке оценить их устойчивость при более длительном стаже работы. В практической плоскости выводы могут быть использованы для развития персонализированных практик управления талантливыми сотрудниками в российских компаниях.

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