Ingrid Haegele

I am a PhD candidate in the Economics department at UC Berkeley and a visiting research scholar at NBER. My interests are at the intersection of labor and personnel economics.

In 2022, I will join the Ludwig Maximilian University of Munich (LMU) as an Assistant Professor of Economics.

My research studies the role of firms in the labor market. In my current projects, I collaborate with large companies to understand how organizational design affects labor market outcomes and long-term inequality.

You can contact me per email using inha [at]

Curriculum Vitae

Working Papers

Talent Hoarding in Organizations [Most recent version: January 2022], Link to SSRN

Awards: Young Labour Economist Prize 2021 of the European Association of Labour Economists , Outstanding Poster Award 2021 ACLEC

Coverage: Süddeutsche Zeitung

Abstract: Most organizations rely on managers to identify talented workers. However, because managers are evaluated on team performance, they have an incentive to hoard talented workers, thus jeopardizing the efficient allocation of talent within firms. This study provides the first empirical evidence of talent hoarding using a unique combination of personnel records and application data from a large manufacturing firm. When managers rotate to a new position and temporarily stop hoarding talent, workers’ applications for promotions increase by 123%. Marginal applicants, who would not have applied in the absence of manager rotations, are three times as likely as average applicants to land a promotion, and perform well in higher-level positions. By reducing the quality and performance of promoted workers, talent hoarding causes misallocation of talent. Because female workers react more to talent hoarding than males, talent hoarding perpetuates gender inequality in representation and pay at the firm.

The Broken Rung: Gender and the Leadership Gap [This version: December 2021]

Abstract: Women are vastly underrepresented in leadership positions, but little is known about when and why gender gaps in representation first emerge in the leadership hierarchy. This study uses novel personnel data from a large manufacturing firm to document that gender differences in applications for first-level leadership positions create a key bottleneck in women's career progression. Women are not less likely to learn about job openings at the firm and do not experience lower hiring likelihoods than male applicants. Instead, gender differences in revealed preferences for leading a team account for women's lower propensities to apply for first-level leadership positions. Women who rise to the first leadership level are not less likely than men to apply to or to receive subsequent promotions, rejecting the common notion that a glass ceiling at higher-level leadership positions is the key barrier to gender equality.