Parallel careers and their consequences for companies in Brazil

Abstract

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.

Understanding the impact of confessional diversity in the Lebanese public sector. Case study: The Lebanese Ministry of Finance

“…A career is related to professional activities rather than to extracurricular interests or hobbies. A career does not necessarily have to produce income (Azevedo, 2014). Alboher (2007) examined one person's concept with multiple careers, which is a new model for work and/or life success.…”

Do parallel career tracks harm professionals more than single career tracks?

“…a lawyer who loves taking pictures or an accountant who plays basketball on a weekly basis without being hired by any team). However, the latter situation can become a PCT with the addition of a professional relationship, which can include a recruiter, boss, or client who has hiring or contracting options (Azevedo, 2014).…”

“…Alboher (2007) and Schuiling (2012) discuss PCTs from an individual perspective and look at singular cases to describe the different possible career combinations of PCT holders. Azevedo (2014) further explores the organization's perceptions towards PCT holders, the reasons why people pursue PCTs, and the benefits and drawbacks for both the individual and the organization. All three studies were based on explorative qualitative research, which is relevant to beginning to understand the new phenomenon but is insufficient to measure it more rigorously along with its possible predictors and consequences.…”

Slash youth in China: From precarious strugglers to successful exemplars

“…Finally, multiple job holding (MJH) is defined as working for different organizations as an employee, or having more than one paid job as an employee while also being self-employed (Bouwhuis et al, 2017). The content of the work can be practically similar (Azevedo, 2014) or different (Bouwhuis et al, 2017), but the typical aim of MJH is to increase individual employability. In the case of slash youth, the content can be related but not the same.…”

“…In studies of slash youth in China (Ren, 2019) and slash career in Brazil (Azevedo 2014), the notion of slash is discussed primarily from two perspectives on careers: boundaryless career and protean career. The boundaryless career, as is espoused by Arthur and his associates (1996; Arthur, 1994), refers to a career unfolding beyond physical as well as psychological boundaries.…”