The Role of Social Capital in the Formation and Implementation of Career Strategies of Personnel

Abstract

The article is devoted to the study of the role of social capital in the formation and implementation of personnel career strategies in modern organizations. The author reviews such concepts as network resources, trust, norms of interaction, professional environment and institutional support mechanisms that determine the possibilities of professional advancement. The article puts forward arguments that social capital functions as a multidimensional resource that not only complements human capital, but also determines access to information, opportunities and tools for career development. The author argues that the formation of social capital is ensured by a combination of individual efforts (accumulation of competencies, development of communication skills), interaction in professional networks and the influence of the organizational environment. The research methodology combines theoretical analysis of scientific approaches with empirical data obtained as a result of surveys and in-depth interviews with employees of various industries. The scientific novelty of the article lies in the author’s proposed operationalization of social capital, which structures its impact on a career through three interrelated components – resource, environmental and performance – and demonstrates their practical dimension in real career trajectories of employees. The main results of the study include: identifying key factors for the accumulation of social capital (participation in professional communities, trust, network connections, supportive environment); identifying barriers (low level of trust, weak institutional mechanisms, conflict in teams); developing practical recommendations for integrating social capital into the career strategies of employees and organizations. The approaches used made it possible to establish that it is the level of social capital that determines differences in career opportunities, access to resources and the effectiveness of professional activities. The practical conclusions of the study can be used by managers, HR specialists and the staff themselves to build effective career growth trajectories.