Parallel careers and their consequences for companies in Brazil

Detalhes bibliográficos
Autor(a) principal: Azevedo,Maria Candida Baumer
Data de Publicação: 2014
Tipo de documento: Artigo
Idioma: eng
Título da fonte: BAR - Brazilian Administration Review
Texto Completo: http://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922014000200002
Resumo: Given the relevance of the need to manage parallel careers to attract and retain people in organizations, this paper provides insight into this phenomenon from an organizational perspective. The parallel career concept, introduced by Alboher (2007) and recently addressed by Schuiling (2012), has previously been examined only from the perspective of the parallel career holder (PC holder). The paper provides insight from both individual and organizational perspectives on the phenomenon of parallel careers and considers how it can function as an important tool for attracting and retaining people by contributing to human development. This paper employs a qualitative approach that includes 30 semi-structured one-on-one interviews. The organizational perspective arises from the 15 interviews with human resources (HR) executives from different companies. The individual viewpoint originates from the interviews with 15 executives who are also PC holders. An inductive content analysis approach was used to examine Brazilian companies and the Brazilian office of multinationals. Companies that are concerned about having the best talent on their teams can benefit from a deeper understanding of parallel careers, which can be used to attract, develop, and retain talent. Limitations and directions for future research are discussed.
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spelling Parallel careers and their consequences for companies in Brazilparallel careersparallel career holderstalent attractiondevelopmentretentionGiven the relevance of the need to manage parallel careers to attract and retain people in organizations, this paper provides insight into this phenomenon from an organizational perspective. The parallel career concept, introduced by Alboher (2007) and recently addressed by Schuiling (2012), has previously been examined only from the perspective of the parallel career holder (PC holder). The paper provides insight from both individual and organizational perspectives on the phenomenon of parallel careers and considers how it can function as an important tool for attracting and retaining people by contributing to human development. This paper employs a qualitative approach that includes 30 semi-structured one-on-one interviews. The organizational perspective arises from the 15 interviews with human resources (HR) executives from different companies. The individual viewpoint originates from the interviews with 15 executives who are also PC holders. An inductive content analysis approach was used to examine Brazilian companies and the Brazilian office of multinationals. Companies that are concerned about having the best talent on their teams can benefit from a deeper understanding of parallel careers, which can be used to attract, develop, and retain talent. Limitations and directions for future research are discussed.ANPAD - Associação Nacional de Pós-Graduação e Pesquisa em Administração2014-06-01info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersiontext/htmlhttp://old.scielo.br/scielo.php?script=sci_arttext&pid=S1807-76922014000200002BAR - Brazilian Administration Review v.11 n.2 2014reponame:BAR - Brazilian Administration Reviewinstname:Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD)instacron:ANPAD10.1590/S1807-76922014000200002info:eu-repo/semantics/openAccessAzevedo,Maria Candida Baumereng2014-04-11T00:00:00Zoai:scielo:S1807-76922014000200002Revistahttp://www.scielo.br/scielo.php?script=sci_serial&pid=1807-7692&lng=pt&nrm=isohttps://old.scielo.br/oai/scielo-oai.php||bar@anpad.org.br1807-76921807-7692opendoar:2014-04-11T00:00BAR - Brazilian Administration Review - Associação Nacional de Pós-Graduação e Pesquisa em Administração (ANPAD)false
dc.title.none.fl_str_mv Parallel careers and their consequences for companies in Brazil
title Parallel careers and their consequences for companies in Brazil
spellingShingle Parallel careers and their consequences for companies in Brazil
Azevedo,Maria Candida Baumer
parallel careers
parallel career holders
talent attraction
development
retention
title_short Parallel careers and their consequences for companies in Brazil
title_full Parallel careers and their consequences for companies in Brazil
title_fullStr Parallel careers and their consequences for companies in Brazil
title_full_unstemmed Parallel careers and their consequences for companies in Brazil
title_sort Parallel careers and their consequences for companies in Brazil
author Azevedo,Maria Candida Baumer
author_facet Azevedo,Maria Candida Baumer
author_role author
dc.contributor.author.fl_str_mv Azevedo,Maria Candida Baumer
dc.subject.por.fl_str_mv parallel careers
parallel career holders
talent attraction
development
retention
topic parallel careers
parallel career holders
talent attraction
development
retention
description Given the relevance of the need to manage parallel careers to attract and retain people in organizations, this paper provides insight into this phenomenon from an organizational perspective. The parallel career concept, introduced by Alboher (2007) and recently addressed by Schuiling (2012), has previously been examined only from the perspective of the parallel career holder (PC holder). The paper provides insight from both individual and organizational perspectives on the phenomenon of parallel careers and considers how it can function as an important tool for attracting and retaining people by contributing to human development. This paper employs a qualitative approach that includes 30 semi-structured one-on-one interviews. The organizational perspective arises from the 15 interviews with human resources (HR) executives from different companies. The individual viewpoint originates from the interviews with 15 executives who are also PC holders. An inductive content analysis approach was used to examine Brazilian companies and the Brazilian office of multinationals. Companies that are concerned about having the best talent on their teams can benefit from a deeper understanding of parallel careers, which can be used to attract, develop, and retain talent. Limitations and directions for future research are discussed.
publishDate 2014
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