How Age Affects the Relation between Personality Facets and Work Values of Business and Private Bankers

Abstract

The field of personnel selection is subject to major changes. In the pre financial crisis era until approximately the year 2008, it was commonplace to hire future employees for a specific job description. The main focus those days was to match the candidate with the tasks to be done and the corresponding responsibilities to be taken. However, since the economic recovery that started around the year 2012, many companies have rigorously organised themselves differently. Ever since, issues like adaptability and technological developments have been emerging. This resulted in a renewed approach on recruiting and hiring, in which both the initial fit between the job profile and the candidate as well as his future development opportunities or potential are assessed. Christensen and Schneider (2010), McDowell (2013) and Dos Santos and Russi De Domenico (2015) showed that today's constantly changing workplace requires from the employee the condition to be an authentic talent that is able to collaborate with other talents through shared values, seen as the stable factor within a less secure working environment. With this in mind, many companies try these days to select those types of employees who are able to disseminate the organisation's values beyond matching with a specific job profile.

The Design and Validation of the Renewed Systems-Oriented Talent Management Model

“…For all models, the resulting lexical-semantic distance was between 3.2 and 4.4 steps of Wordnet. This ordering of work values in four models was also confirmed by the stepwise multiple linear regression analyses, predicting the work values from the personality facets (Brouwer and Veldkamp 2018). Figure 3.5 presents the renewed version of the third STM diagram, showing the elaboration of the systems-oriented interplay between the building blocks strategy and resources of the MBBF in team roles as the junction in the relationship between business strategy and competences.…”

“…The algorithms of combinations of personality facets and work values per key competence are confirmed by both the lexical-semantic classification, found in Brouwer (2018, Chaps. 2 and 3), and the linear regression models found in Brouwer and Veldkamp (2018). Each of the 16 key competences is related to a series of lexical-semantic synonyms found in existing competence frameworks in which the different competences are clustered in: (1) strategic competences, (2) tactical competences, (3) communicating competences, and (4) operational competences.…”