Parallel Careers and their Consequences for Companies in Brazil
| Autor | Maria Candida Baumer Azevedo |
| Cargo | Open University of the Netherlands |
Available online at
http://www.anpad.org.br/bar
BAR, Rio de Janeiro, v. 11, n. 2, art. 1,
pp. 125-144, Apr./June 2014
Parallel Careers and their Consequences for Companies in
Brazil
Maria Candida Baumer Azevedo
E-mail address: mariacandida@peopleandresults.com.br
Open University of the Netherlands
Open Universiteit, Valkenburgerweg 177, 6419 AT Heerlen, the Netherlands.
Received 5 October 2012; received in revised form 20 August 2013 (this paper has been with the
authors for four revisions); accepted 21 August 2013; published online 1st April 2014.
M. C. B. Azevedo 126
BAR, Rio de Janeiro, v. 11, n. 2, art. 1, pp. 125-144, Apr./June 2014 www.anpad.org.br/bar
Abstract
Given th e 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 per spective 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. T he organizational perspective
arises from the 15 interviews with human resources (HR) executives from different companies. The in dividual
viewpoint originates from the interviews with 15 executives who ar e 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.
Key words: parallel careers; parallel career holders; talent attraction; development; retention.
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