THE DUAL-CAREER CONUNDRUM:
HOLISTIC HIRING – MORE MATTERS
By Angela McNerney
President, Tech Valley Connect
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Abstract
Historically, employers have focused resources on somewhat antiquated recruitment
methods to attract valued human capital. Paying little to no attention to measures aimed at
retaining those new hires, businesses and institutions typically saw their hiring role in black and
white terms: match skills set to candidate. This limited focus on the recruitment process,
however unintentional, led to a growing and costly challenge for employers: retention. Over
time, thought leaders, under pressure as a result of repercussions associated with losing talent,
have begun to see the wisdom in evaluating recruitment from a different angle: from the new
employee’s point of view. Much of the research on the dual-career conundrum has focused on
the professional woman’s inability to stay on their career track, financial impediments (going
from two incomes to one), and the recruitment process. Minimal light has been shed on hiring
‘holistically’ as a preventative measure to ensure retention and enhance recruitment efforts
(which includes focus on the new hire’s family and essential link to personal and professional
networks).
This paper explores the economic and psychological impact for professionals in
transition, as well as an innovative approach in meeting their needs. The Tech Valley Connect
model was created to addresses the newly relocating professional’s plight in a holistic manner,
focusing on structured, regional dual-career support and community integration, ensuring greater
retention and often tipping the scales in the employer’s favor when it comes to recruitment.
Collaborative efforts toward regional recruitment create a stronger, more profound momentum in
changing how academic and business communities hire, retain and value their greatest
investment: human capital.
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Overview
When it comes to recruiting and retaining professionals, a new hire’s spouse/partner has
more often than not, been left out of the employer’s hiring equation. This omission has led to
decreased employee retention, failed recruitment efforts, and a significant waste of financial and
human resources for employers. According to the workforce mobility association, Worldwide
ERC, U.S. corporations collectively spend $9.3 billion annually on corporate relocation
(Worldwide ERC 2013). In academia, reports vary, but most put the cost of losing a faculty hire
within the first three years, minimally at two times the employee's salary—a cost significant
enough for employers to make a concerted effort to
source meaningful solutions.
Thirty years ago, the accompanying partner
was nearly always female and typically not in the
professions. At that time, women tended to follow
their male partners when it came to job advancement;
66% of employers surveyed
report that dual-career and partner
issues are increasingly important to
their organizations.
70% believe that their
organization should do a better job
of supporting dual-career couples.
the men were older, that much more established in
their careers and making more money. Same-sex couples and domestic partners were not even
tracked. Women who were in the professions often had to make the difficult decision to live
apart from their spouse to keep their own careers on track. Although much of that scenario
remains frustratingly the same, the bigger picture is slowly changing. In the United States today,
women earn the majority of degrees at all levels. Between 2009-2010, females earned 62.6
percent of all master’s degrees and 53.3 percent of all doctorates at U.S. degree-granting
institutions (NCES 2012). The Bureau of Labor Statistics reports “among women ages 25 to 64
who are in the labor force, the proportion with a college degree more than tripled from 1970 to
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2012” (Bureau of Labor Statistics 2013). In a study conducted by the Clayman Institute for
Gender Research at Stanford University, 83% of women scientists in academic couples are
partnered with another scientist, compared with 54% of men scientists (Schiebinger, Henderson,
and Gilmartin 2008). One thing that hasn’t changed, however, is that although women’s
earnings, as a proportion of men’s earnings, have grown over time, women with doctoral degrees
earn more than 20% less (or on average $19,000 per year) than a similarly educated man (Bureau
of Labor Statistics 2013).
Conceived with good intent, solutions such as shared faculty positions and highereducation job boards began to answer the dual-career conundrum for academic institutions, but
did not holistically address the professional and financial long-term needs of dual-career couples.
Aware that a more robust solution was needed, Rensselaer Polytechnic Institute, using funding
from the National Science Foundation’s ADVANCE program and the Elsevier Foundation’s
New Scholars Program, set out to find one. Rensselaer’s “Ph.D. Move” (which later became
Tech Valley Connect) was conceived as a pilot program that explored collaborative solutions
outside the walls of academia that would enhance employer efforts to attract and retain
professional talent—centering on the plight of dual-career couples.
Under the leadership of Professor Cheryl Geisler, who spent much of her professional
career helping to better the careers of academic women, the Tech Valley Connect ideal was
conceived in April 2008. Geisler directed the implementation of bringing together academic and
corporate professional-hiring employers to address the escalating “accompanying partner” issue.
“We sought a unique, collaborative approach to helping professional couples settle into the
community by building their professional networks in the Capital District,” Geisler recalls. “We
wanted to come up with something that had not been pursued anywhere else in a structured
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way.” With support from Rensselaer’s principal investigator and provost, Robert Palazzo, and
co-principal investigators, Deborah Kaminski and Kristin Bennett, and Program Director Angela
McNerney - the project took off.
Tech Valley Connect initially formed partnerships with 12 large Ph.D.-hiring
organizations in upstate New York’s Capital Region. Over time, those partnerships grew to
include more than 65 employer members crossing industry sectors to from a regional employer
consortium. The pilot program ran at Rensselaer from July 2009 to December 2009 and in
January 2010, Tech Valley Connect transitioned to an independent nonprofit serving the greater
Capital Region and surrounding Berkshires in Massachusetts. After piloting the program for six
months, it was quickly decided the organization needed to be independent as it served employers
who competed for similar talent. The program committed their leadership to high-level
informational interviews for the spouse/partner of new hires within the consortium. These
interviews were not ‘job interviews,’ but a means to professionally network newcomers to an
area where they knew no one —with the goal of advancing the spouse/partner’s professional
prospects and assist newcomers to integrate into their new community. This collaborative
employer network became a powerful tool to support the regional employer’s ability to attract
and retain high-level employees.
Over the past five years, Tech Valley Connect, headquartered in Rensselaer, New York,
has been the only organization in the country modeling an across-industry-sector regional
commitment to informational interviews from employers with the intent to substantively address
dual-career challenges.
This white paper outlines why the Tech Valley Connect’s innovative method of assisting
regional employers by pooling internal resources to meet common recruitment and hiring needs
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is a substantive solution to meeting the needs of relocating professionals and their families. By
providing comprehensive, holistic support for newly relocated talent, the program not only helps
increase employee retention, but accelerates the time it takes career-minded spouse/partners to
find work. This innovative business model can further work to build a robust economic climate
by becoming a unique part of a region’s infrastructure.
The Employer Evolution
For decades, employers focused resources on traditional recruitment efforts enticing prospective
talent with salaries and often, robust benefit packages. Once the hire accepted an offer, the
process was deemed ‘successful’. Businesses and institutions saw their hiring role in terms of
how to ‘attract’ the best and the brightest and would try to stay competitive alluding to vague
promises of ‘helping’ with the spouse’s job search or offering higher salary compensation. This
shortsighted focus on recruitment however unintentional, led to a growing and costly challenge
for employers: ‘retaining’ those high-level prospects they had fought so hard to attract. The costs
involved with the inability to retain professionals became significant enough for solutions to be
sought in earnest. A study by the Center for American Progress projected that it costs employers
at least 213% of the employee’s annual salary to replace a highly educated executive—i.e.
estimated $213,000 to replace a $100,000 salaried CEO (Boushey and Glynn 2012).
Today, employees are on the move. In the United States alone in 2013, 41% of
companies saw an increase in relocation volume over the previous year, with mid- to large-sized
firms experiencing the highest increases. Another 37% saw international relocation volumes
increase (Brookfield 2014). Industry analysts expect that employers will see similar trends in
2014. Those professional candidates who choose not to relocate often do so for reasons that have
little to do with money. In fact, family ties/issues topped the chart as the main reason employees
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declined corporate relocation in 2013, with spouse/partner employment taking second place
(Brookfield 2014). Nearly half of firms surveyed by Atlas in 2013 indicated that spouse/partner
employment “almost always” or “frequently” affects an employee’s relocation (Atlas 2014). This
has been a ‘known’ obstacle for hiring leaders in the academic sector for decades.
Although academia is not in isolation when it comes to dual-career challenges,
corporations are starting to make more inroads to investing in solving the dilemmas that come
with relocating talent. When Swiss-based Nestlé realized that 80% of its high-potential female
candidates in dual-career families were hesitant to relocate abroad to advance their careers, it
established its own Dual Career Network, extending relocation support to spouses and opening
its ranks to other global businesses searching for top talent. “A barrier to anyone with a family,
relocation is often a worse deal for high-performing, mid-level women loathe to interrupt and
lose the income of their high-earning spouses,” writes Jean Martin, executive director of CEB’s
Human Resource practice. “As women ‘lean in’ to opportunities, leading organizations are
meeting them half way…and helping to remove the barriers that impede their progress. They are
seeing the investment in such programs return significant benefits in increased effort, more
effective teamwork and collaboration, and decreased turnover—without breaking the bank”
(Martin 2013).
Worthy Considerations: Dual-Career Couples and the Families that Follow
Of critical concern to the accompanying partner is the high potential for derailing the
momentum of his/her professional career. A 2008 study by The Permits Foundation, a not-forprofit organization that helps partners of expatriates gain employment during international
assignments, found that 82% of spouses/partners held college degrees, and 90% gave up their
careers to support their partner’s move abroad. Of these partners, only 35% worked during their
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time overseas (van Bylandtlaan 2011). In a Stanford University Dual Career study, findings
showed 72% of full time faculty who participated in the study had employed partners and 36%
had academic partners (Schiebinger, Davies-Henderson, Gilmartin 2008).
The collateral damage is often more than ‘the job’ for the partner of a dual career
couple—the stress of relocating to a new community often affects the emotional equilibrium of a
family. Relocation forces new hires to disconnect from critical connections that help people
thrive and define their place in the world. They become separate from what was familiar in their
old community and until they find ways to feel connected to their new surroundings by creating
personal and professional networks, their isolation can be crippling.
A psychology study points out, “Consistent with the belongingness hypothesis, people
form social attachments readily under most conditions and resist the dissolution of existing
bonds. Belongingness appears to have multiple and strong effects on emotional patterns and on
cognitive processes. Lack of attachments is linked to a variety of ill effects on health, adjustment,
and well-being.”(Baumeister, Leary 1995) “Research shows that the need to connect socially
with others is as basic as our need for food, water and shelter,” writes Matthew Lieberman,
UCLA psychology professor and director of the university’s Social Cognitive Neuroscience
Laboratory, in his book Social: Why Our Brains Are Wired to Connect. “Social and physical
pain are more similar than we imagine. We don't expect someone with a broken leg to ‘just get
over it.’ Yet when it comes to the pain of social loss, this is a common—and mistaken—
response” (Lieberman 2013). Lieberman points to functional magnetic resonance imaging (MRI)
studies that prove that the human brain reacts to social pain/pleasure and physical pain/pleasure
similarly. It is no wonder, then, that the sudden loss of these basic social networks for recently
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relocated new hires and their families can lead to serious recruitment and retention challenges for
employers.
In 2011, the Permits Foundation found 66% of employers surveyed reported dual-career
and partner issues are increasingly important to their organizations, and 70% believe that their
organization should do a better job of supporting dual-career couples (van Bylandtlaan 2011).
Despite this, the annual Atlas Corporate Relocation Survey shows only 42% of companies help
partners of new hires find employment in a new location, while a mere 7% of companies
surveyed help spouses/partners find employment outside the company (Atlas 2014).
In academia, women are more likely (40%) than men (34%) to have an academic partner.
54% of women surveyed perceive a loss of professional mobility as a result of their academic
partnerships and actively refuse job offers if their partner cannot find a position. A relentless
scourge for academics, there have been a number of solutions proposed to the “two-body
problem” over the years. While some offer good starting points, many fall short in addressing the
needs of this mobile professional population. Job boards, for example begin the conversation, but
may not go far enough. In terms of being a comprehensive or long-term strategy for assisting
dual-career couples, job boards fail to provide meaningful professional/community connections
that can produce wide-ranging and substantive results down the road. High-level networking not
only leads to information about potential openings, but provides a means to accelerating access
to significant professional relationships. This can work in the job seeker’s favor, especially if
there are no current vacancies. The ability to participate in face-to-face, high-level networking
gives the newcomer critical entrée to decision makers in their profession who may not only have
knowledge about local movement within the discipline but serve to forge relationships necessary
in creating a professional network that can serve to enhance a job search over time.
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In a 2011 interview with National Public Radio, Matt Youngquist, a nationally
recognized expert in the field of professional employment counseling, said 70-80% of available
(professional/executive) jobs are not published. Despite this, he says, job seekers spend the
majority of their time “surfing the net versus getting out there, talking to employers, taking some
chances [and] realizing that the vast majority of hiring is friends and acquaintances hiring other
trusted friends and acquaintances” (Kaufman 2011). Big business agrees. Larry Nash, director of
experienced and executive recruiting at Ernst & Young, said that referrals put candidates “in the
express lane” and that applicants from corporate websites and internet job boards often get lost in
the shuffle (Schwartz 2013). In 2013, The New York Times cited a study conducted by the
Federal Reserve Bank of New York, revealing that referred candidates are twice as likely to land
an interview as non-referred applicants, and that “for those who make it to the interview stage,
referred candidates had a 40% better chance of being hired than other applicants” (Schwartz
2013).
Another common tactic for assisting accompanying partners is offering résumé help and
interview preparation via university and corporate human resources offices. These services are
worthwhile, but only scratch the surface of the needs of these job seekers. There are strict
limitations on an employer’s ability to ask personal questions of a new hire and his/her partner,
making it more difficult to provide a structured solution for dual-career and community
integration needs. Although internal human resource offices may want to help dual-career
couples with quality-of-life issues, their hands are technically tied due to federal regulations
designed to prohibit discrimination.
The creation of tenure-track lines for partners of new hires is another long-time solution
in academia. Although this has been referred to as the “holy grail of dual-career
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accommodation,” (Wolf-Wendel, Twombly, and Rice 2003) these lines are difficult to find and
can create internal departmental unrest, violate anti-nepotism rules, and strain departmental
budgets. Further, ‘shared positions,’ in which partners split teaching and research responsibilities
for one tenure-track position, can be unsuitable for faculty couples who both want tenure and/or
are dependent upon two full-time salaries (Wolf-Wendel et al 2003).
Go Big or Go Home: The Solution from 30,000 Feet
After the economic downturn of 2008, local economies were desperate to make the most
of dwindling budgets. The conversation crossing industry sectors quickly shifted to how to pool
resources to meet common challenges—including attracting and retaining high-potential
employees. “Regionalization” became the buzzword of the day, forcing local municipalities to
knock down carefully built silos and shift their energies toward thinking “globally” on a local
level. In New York’s Capital Region, economic leaders began questioning the area’s plethora of
separate economic development organizations within a 60-mile radius. Regional healthcare
centers and hospitals, along with technical schools, community colleges and universities, began
merging services and developing programs that could optimize resources more efficiently. At
the same time, Rensselaer Polytechnic Institute began to implement a Tech Valley Connect’s
pilot project, (funded by a Elsevier Foundation’s New Scholar’s program award and
subsequently supported by the National Science Foundation’s ADVANCE grant) that could
collaboratively explore ways to use a regional network to meet the needs of dual career couples - in academia and beyond.
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Tech Valley Connect became a consortium of over 65 regional employers who
committed to high-level informational interviews for job seeking spouse/partners within the
employer network. Committing to working with newly relocated hires, partners and families for
one full year, the organization connects newcomers to focused professional and personal
networks (such as neighborhoods, housing, schools, physicians, recreational and cultural
resources).
Gone are the days of evaluating a professional candidate as a “set of qualified skills.” If a
new hire relocates for “just the job,” it is entirely likely that he or she may relocate for “just
another job,” especially if neither they nor their partner form meaningful connections to their
new community. Individuals are made up of the networks they are connected to: personal,
professional and family networks. Those responsible for workplace culture have been forced to
recognize that recruitment planning must encompass the dual-career couple, not just the
individual hire. Thinking has shifted from “What can we do to get them here?” to include “What
we can do to keep them here?” This means embracing a multidimensional recruitment and
retention template that provides comprehensive dual-career support.
By helping couples forge community connections, finding appropriate employment for
accompanying spouses, and assisting with cultural integration, the necessary networks upon
which individuals thrive are created, building an
overall quality of life that enable them to grow roots
in their new surroundings. Bringing accompanying
partners into the decision-making process for
recruitment is taken very seriously on both sides of the
table for those involved with Tech Valley Connect.
A study conducted by the Federal
Reserve Bank of New York
revealed that referred candidates
are twice as likely to land an
interview as non-referred
applicants, and that “for those who
make it to the interview stage,
referred candidates had a 40
percent better chance of being
hired than other applicants.”
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For employers, it’s about retention; for the dual-career couple, it’s about finances and keeping
their family unit intact, productive and happy.
Building a regional consortium committed to high-level informational interviews for
spouse/partners creates collaboration that benefits internal and external stakeholders alike.
Internal stakeholders (employers) realize increased retention and the enhanced ability to attract
talent. External (regional) stakeholders; businesses, local retailers and economic development
agencies - gain access to a distinctive, innovative infrastructure that attracts top talent who, int
turn contribute to a thriving economy as well as incentive for new business to come to the area
who in turn, attracts top talent.
The Inner Workings of Tech Valley Connect
Tech Valley Connect’s goal is to provide meaningful resources and connections for
newly hired professionals and their families over a period of one year to accelerate a desired
quality of life. Services provided include:

Pre-Hire Consult. A confidential meeting with valued candidates helps them make informed
decisions about local/regional resources and employer potential for the
spouse/partner. Families with personal and/or sensitive concerns can benefit from a
discussion with an independent third party when trying to determine the feasibility of
professional relocation. Tech Valley Connect, independent from the employer, has
coordinators who can speak freely with potential candidates and their families.
Included in the year-long service:
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
Dual-Career Support. Tech Valley Connect’s consortium of over 65 employers in New
York’s Capital Region and the Berkshire Mountain region have committed to high-level
informational interviews for partners of newly relocated hires within the employer network.
These interviews are not job interviews – they allow the partner to meet directly with
decision makers in their discipline to build professional networks that optimize employment
prospects. As newcomers, they gain entre to leaders in their field to whom they likely would
not have had access to for some time. This unique
methodology can accelerate the job-seeking
process for partners and enable families to resume
their quality of life in a timely manner. In fact,
Tech Valley Connect has assisted new-hire
partners in finding employment an average of
39% faster than the national average. (Executive
Job Market Intelligence Report 2013)

Community Integration. Tech Valley Connect
program coordinators are assigned to work with
dual-career couples for one full year, assisting
with community and cultural integration by
providing strategic social networking
opportunities and connecting people to qualified
resources specific to their needs. The organization
also schedules monthly social events to engage
newcomers and introduce them to others who
Tech Valley Connect Client:
When Spouse A’s husband accepted
a position at Skidmore College, she
was concerned about her
professional future. In anticipation of
their move from Los Angeles to
Saratoga Springs, Spouse A, a
professional in her own right, sent
resume after resume to companies
and institutions in New York’s
Capital Region with no response.
Skidmore referred the couple to Tech
Valley Connect, and things changed
almost immediately. Our coordinator
helped set up informational
interviews with area employers.
Within weeks, Rensselaer
Polytechnic Institute hired her, and
she started her position before her
husband (the original hire at
Skidmore) even arrived with their
children. “On the job front, it was a
very different experience when we
moved this time as a dual-career
family,” she said. “The last time we
relocated for my husband’s job, I
had two master’s degrees and I was
working at the mall! It took me three
years to get a career position. It was
a profound difference to have this
kind of connection.”
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have relocated.
One newly relocated physician was also an avid knitter looking for a group of likeminded hobbyists. Tech Valley Connect introduced her to a local knitting group, a local
sheep farm that produces woolen yarn, and local contacts involved in the New York State
Sheep and Wool Festival. Tech Valley Connect coordinators work diligently to connect
newcomers with local resources that satisfy their hobbies and pastimes and improve their
quality of life.

Cultural Transition Resources. International families must navigate cultural obstacles in
addition to relocation obstacles. According to Brookfield’s 2014 Global Mobility Trends
Survey, spousal resistance and family adjustment issues were critical international
assignment challenges.10 To help make
cultural transitions easier for international
new hires, Tech Valley Connect offers
resources that include welcome kits with
important and specific information
involving home and everyday life, as well
as monthly newsletters containing details
Tech Valley Connect International Client:
A woman from Malaysia believed that she
could not invite her children’s school friends
over for play dates because she had heard
that “Americans sue one another.”
A client from Nigeria was pulled over by
police for riding his bicycle on a major
highway. He did not realize that there were
laws against doing so in the United States.
And more who felt at the mercy of retailers
because they were slow to understand
currency.
about life in the United States and English
practice worksheets.
Collaboration Works: Implementing a Regional Consortium
An employer consortium solely focused on assisting dual-careers and catering to the
contextual challenges related to moving a professional to a new area can be a simple, yet
effective solution. This commonsense approach is gaining traction in municipalities across the
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country. Not only are employers enthusiastic about divesting themselves of the responsibility of
spousal employment and connecting resources, they are increasingly open to finding
collaborative solutions to common recruitment and hiring concerns. The Tech Valley Connect
model shifts the responsibility of career opportunities for partners from employers to an
independent agency whose sole focus is creating professional networks for job seeking
newcomers. By incorporating additional support for community integration and the ability to
accelerate personal networks, Tech Valley Connect creates a structured vehicle for onboarding
that employers can embrace without the complexity of navigating federal regulations. Access to
long-term, post-hire support gives new hires a more robust and distinctive benefits package,
which can weigh in the employer’s favor during the candidate’s decision-making process.
Establishing a consortium of employers ready to commit to high-level informational
interviews for partners of new hires creates a win-win opportunity for employers and new hires
alike. No one is asked to meet with newcomers more than three times a year, making the model
manageable in terms of time. Tech Valley Connect’s success has reached the notice of other
areas of the country, receiving requests to assist in replicating the model. Universities and the
business community within these municipalities have recognized that adding this unique
component to their infrastructure will help attract top talent and increase business to the area,
differentiating their communities in a highly competitive workforce environment. Retailers also
benefit economically as newcomers use local resources and venues. As a region becomes more
attractive to incoming businesses and the top talent they want to employ, the locale becomes less
of a turnstile and more of a strategic destination.
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After five years, 157 new hires have been
referred to the Tech Valley Connect program for
services. Of those 157 new hire referred, 139 had
spouse/partners who requested dual-career support. Not
only are dual-career partners engaged in this process
finding jobs 39% faster than the national average, but
since July 2009, Tech Valley Connect has helped
consortium members retain 92% of the original hires
referred to the program.
Be the Change You Want To See…
In Workforce Hiring
The Tech Valley Connect business model is on
the cutting edge of a culture shift in workforce hiring.
As employers try to gain leverage in landing the best
and the brightest, a more holistic hiring approach has
brought immediate and positive results for New York’s
Capital Region. A comprehensive and supportive
Competitive Recruitment:
A university in New York’s Capital
Region was heavily recruiting a
top-tier candidate—as were other
colleges and universities across the
nation. He was hesitant to accept
the offer in upstate New York,
because he feared there would not
be ample professional opportunities
for his wife, who held a Ph.D. in
social work with a focus on dance
therapy. The university referred the
family to Tech Valley Connect,
which arranged a weeklong visit
that included informational
interviews for the spouse with area
leaders in mental health, social
work, healthcare, dance, fitness
and the arts. By Thursday of that
week, the candidate accepted the
position—not because his wife
found a job, but because there was
a structured program in place that
would professionally network her
with leadership in her field for one
year that did not exist in other
places. As a result of one of the
interviews, an area employer,
intrigued by her work, ended up
creating a position for her.
infrastructure connecting newcomers to personal and professional resources has become a game
changer—not only during hiring negotiations, but also in significantly impacting long-term
retention efforts. By helping new hires and their families accelerate the quality of life by
connecting them to the things they are passionate about and that are most important to them, they
are more likely to put down roots that will be harder to pull up. For women, in particular, adding
leverage that offers more substantive professional opportunities for their partners may encourage
them to make decisions to relocate in order to advance their careers. As we more deeply begin to
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understand the human capital in which employers invest, we can meet the needs of that
investment in ways that result in sustainable long-lasting return. The Tech Valley Connect model
is a game changer for employers offering a substantive solution in meeting the needs of a
relocating professional workforce.
Contact information:
Angela McNerney, President
Tech Valley Connect
Phone: 518.283.1812
Email: angela.mcnerney@techvalleyconnect.com
Website: www.techvalleyconnect.com
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