What do information technology managers think of career conversations

The current research study explores what information technology (IT) managers from a large organisation think about career conversations. The student researcher recruited 12 IT managers. The study builds on Borgen et al.'s (2010) career conversation study. The methodology includes an innovative design involving two focus group interviews, a thematic analysis, focus group analysis, and two enhanced critical incident technique credibility checks. The data analysis resulted in seven consolidated themes from the participants' discussions, including (a) managers' role; (b) corporate governance; (c) accountability and commitment; (d) opportunities and outcomes; (e) organisation's interests; (f) expectations; and (g) attitudes and behaviours. In addition, the student researcher identified a number of consistencies and contradictions between the consolidated theme ideas. This study discusses implications for professionals working in IT human resource management, career counselling psychology, organisational psychology, and business management (i.e., general human resource professionals and upper business management professionals). The implications recommend professionals conduct and support career conversations that meet the interests of employees and the organisation. Some findings of the current study did not align with or were not found in the literature. These findings suggested areas for future research.