Gestão de carreiras na era digital: um estudo sobre competências dos pt e práticas adotadas na gestão de profissionais da área de TI

Macedo, Renato Reis de; Veloso, Elza Fátima Rosa; Pinsky, Vanessa; Trevisan, Leonardo

Renato Reis de Macedo

Definition of research problem

Development of hypotheses or research questions (empirical studies)

Development of theoretical propositions (theoretical work)

Theoretical foundation / Literature review

Definition of methodological procedures

Data collection

Analysis and interpretation of data

Critical revision of the manuscript

Manuscript writing

Fundação Instituto de Administração, São Paulo, São Paulo, Brazil

http://orcid.org/0000-0001-8471-4622

Elza Fátima Rosa Veloso

Definition of research problem

Development of hypotheses or research questions (empirical studies)

Development of theoretical propositions (theoretical work)

Theoretical foundation / Literature review

Definition of methodological procedures

Critical revision of the manuscript

Fundação Instituto de Administração, São Paulo, São Paulo, Brazil

http://orcid.org/0000-0002-9494-2108

Vanessa Pinsky

Development of hypotheses or research questions (empirical studies)

Critical revision of the manuscript

Fundação Instituto de Administração, São Paulo, São Paulo, Brazil

http://orcid.org/0000-0002-7679-2353

Leonardo Trevisan

Definition of research problem

Definition of methodological procedures

Data collection

Analysis and interpretation of data

Critical revision of the manuscript

Pontifícia Universidade Católica de São Paulo, São Paulo, São Paulo, Brazil

http://orcid.org/0000-0002-0914-3679

Authors

1 - Renato Reis de Macedo Institution: Fundação Instituto de Administração, São Paulo, São Paulo, Brazil. Master in Science in Business Administration from Faculdade FIA de Administração e Negócios E-mail: renatoreismacedo@hotmail.com

2 - Elza Fátima Rosa Veloso Institution: Fundação Instituto de Administração, São Paulo, São Paulo, Brazil. Master in Science in Business Administration from Pontifícia Universidade Católica de São Paulo. PhD in Business Administration from Universidade de Sao Paulo E-mail: elzafrv@gmail.com

3 - Vanessa Pinsky Institution: Fundação Instituto de Administração, São Paulo, São Paulo, Brazil. PhD in Business Management from University of São Paulo E-mail: vanessa.pinsky@usp.br

4 - Leonardo Trevisan Institution: Pontifícia Universidade Católica de São Paulo, São Paulo, São Paulo, Brazil. Master in Economic Science and PhD in Political Science from University of Sao Paulo E-mail: ltrevisan@espm.br

Conflict of Interest

The authors have stated that there is no conflict of interest.

Category of Analysis: CMCs identified	Code Frequency
Management education, ensuring evolution and change with a focus on interdisciplinary processes, concerned with diversity, adaptive and capable of encouraging authenticity and respect for individual differences (Örtenblad,2006)	11
Capacity to deal with the diversity of individual competencies and behavioral profiles (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )	7
Ability to map the competencies of the team in terms of Knowledge, Skills and Attitudes (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )	18
Fostering the protagonism of people in terms of career development (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).)	25
Forms of retention beyond financial compensation, quality of the work environment, culture, challenge, recognition, flexible careers, inclusion, promotion of remote and flexible work (KIM, WILLIAMS, ROTHWELL, PENALOZA, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ).	13
Managing relationships and career expectations between people and organization (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	12
Ability to manage shorter career cycles of generation Y (GUTRIDGE, KOMM, LAWSON, 2008).	20
Leadership style oriented to intellectual knowledge workers in the Information Age (EL-FARR, 2009El-Farr, H.K. (2009). Knowledge work and workers: a critical literature review. UK: Leeds University Business School.).	40
The role of the manager regarding career orientation (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	77
Mentor Manager Profile, engaging in career guidance and empathy (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	7
HR's Role in Career Management (FERREIRA, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	10
Purpose at work (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	21
Trust of the manager (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	20
Knowledge of the Technological Plan by the manager (GARTNER RESEARCH, 2012Gartner Research. (2012). The Nexus of Forces: social, mobile, cloud and information. https://www.gartner.com/search/all?q=The%20Nexus%20of%20Forces%3A%20social%2C%20mobile%2C%20cloud%20and%20information (restricted access) https://www.gartner.com/search/all?q=The... ).	24
Knowledge of market demands and future technologies by the manager (WEF, 2018,2020WEF- World Economic Forum. (2020). The Future of Jobs Report, the Forum’s Towards a Reskilling Revolution: Industry-Led Action for the Future of Work report, (2018), (2020).).	29
Leader communicating the company's strategy and career possibilities (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ; DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	17
Priority Time for Career Guidance.	20
Analysis Category: Generational Differences
Career management skills with generational differences (SILVA et al., 2013Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N. (2013). Percepções geracionais no ambiente de trabalho no Brasil e suas influências no compromisso com a organização. Article presented at the Annual Conference of Academia Iberoamericana de Gestão, São Paulo.; VELOSO et al., 2020Veloso, E.; Silva, R.; Trevisan, L.; Dutra, J. (2020). Technological innovations in the work environment and the career of the millennium generation - Innovation & Management Review - Emerald Publishing Limited.).	28
Job stability as a motivation for Generation X (FLEURY; FISCHER, 1992).	5
Generation X work values (DRIES, PEPERMANS, KERPEL, 2008Dries, N.; Peperman, R.; Kerpel, E. (2008). Article Exploring four generations' beliefs about career, Journal of Managerial Psychology, Vol. 23 Iss 8 pp. 907 - 928. http://dx.doi.org/10.1108/02683940810904394 . Access on 05/03/2021 https://doi.org/http://dx.doi.org/10.110... ).	26
Generation Y work values (DRIES, PEPERMANS, KERPEL, 2008Dries, N.; Peperman, R.; Kerpel, E. (2008). Article Exploring four generations' beliefs about career, Journal of Managerial Psychology, Vol. 23 Iss 8 pp. 907 - 928. http://dx.doi.org/10.1108/02683940810904394 . Access on 05/03/2021 https://doi.org/http://dx.doi.org/10.110... ).	60
Analysis Category: CMPs identified
1. High Potential Careers A-positions (CADIGAN et al. (2017Cadigan, F.; Roulin, N.; Neville, L. (2017). Article Talent Management - Unscrambled, Academy of Management Vol. 1, https://doi.org/10.5465/AMBPP.2017.34 https://doi.org/https://doi.org/10.5465/... )	19
2. Agility in Learning (LOMBARDO, EICHINGER, 1996, 2000)	21
3. Capacity Building and Training Diagnosis (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas e FERREIRA, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	39
4. Dual Ladder System (ALLEN et al., 1986Allen, T.J., Katz, R. (1996). The dual ladder: motivational solution or managerial delusion. R&D Management, 16(2), 185-197, 1996.)	16
5. Movement as a career strategy (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).)	23
6. Career Plan (ARAÚJO, GARCIA, 2009)	24
7. Career trajectory (FERREIRA, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.) e programa de gestão de talentos técnicos (KIM, WILLIAMS, ROTHWELL, PENALOZA, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... )	3
8. Differentiated compensation as a retention factor (KIM, WILLIAMS, ROTHWELL, PENALOZA, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... e DRUCKER, 2002)	4
9. Differentiated Career Management practices in remote work (SULL, SULL, BERSIN, 2020Sull, D.; Sull, C.; Bersin, J. (2020). Five ways leaders can support remote work. MIT Sloan Management Review.)	21
10. Coaching as a career management practice as a negative aspect perceived by the interviewees - Mentor Manager Profile (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )	9
11. Coaching as a career management practice as a positive aspect perceived by the interviewees - Mentor Manager Profile (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )	24
12. Frequent communication between manager and employees (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ; DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).; SILVA et al., 2013Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N. (2013). Percepções geracionais no ambiente de trabalho no Brasil e suas influências no compromisso com a organização. Article presented at the Annual Conference of Academia Iberoamericana de Gestão, São Paulo.; VELOSO et al., 2020Veloso, E.; Silva, R.; Trevisan, L.; Dutra, J. (2020). Technological innovations in the work environment and the career of the millennium generation - Innovation & Management Review - Emerald Publishing Limited.)	33
13. Career Protagonism by the employee (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).)	22
14. Succession plan (FERREIRA, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	6
15. Training as a factor of people retention (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )	18
16. Place and flexible hours as a factor of people retention (KIM, WILLIAMS, ROTHWELL, PENALOZA, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ) e pesquisa ADP (2015)	7

Career Management Practice	Citations	Relative frequency of citations in the survey	Degree of relevance
Capacity Building and Training Diagnostic (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas e Ferreira, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	39	13%	13%
InVivo - Frequent communication between manager and employees (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ; Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).; Silva et al., 2013Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N. (2013). Percepções geracionais no ambiente de trabalho no Brasil e suas influências no compromisso com a organização. Article presented at the Annual Conference of Academia Iberoamericana de Gestão, São Paulo.; Veloso et al., 2020Veloso, E.; Silva, R.; Trevisan, L.; Dutra, J. (2020). Technological innovations in the work environment and the career of the millennium generation - Innovation & Management Review - Emerald Publishing Limited.).	33	11%	25%
Career plan (Ferreira, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	27	9%	34%
Coaching as a career management practice as a positive aspect perceived by respondents - Mentor Manager Profile (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	24	8%	43%
Movement as a career strategy (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	23	8%	51%
InVivo - Career Protagonism by the employee (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	22	8%	58%
Agility in Learning (Lombardo, Eichinger, 1996, 2000).	21	7%	65%
Differentiated Career Management practices in remote work (Sull, Sull, Bersin, 2020Sull, D.; Sull, C.; Bersin, J. (2020). Five ways leaders can support remote work. MIT Sloan Management Review.).	21	7%	73%
High Potential Careers A-positions (Cadigan et al. (2017Cadigan, F.; Roulin, N.; Neville, L. (2017). Article Talent Management - Unscrambled, Academy of Management Vol. 1, https://doi.org/10.5465/AMBPP.2017.34 https://doi.org/https://doi.org/10.5465/... ).	19	7%	79%
InVivo - Training as a factor in retaining people (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	18	6%	85%
Dual Ladder System or Dual Path System (Allen et al., 1986Allen, T.J., Katz, R. (1996). The dual ladder: motivational solution or managerial delusion. R&D Management, 16(2), 185-197, 1996.).	16	6%	91%
Coaching as a career management practice as a negative aspect perceived by respondents - Mentor Manager Profile (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	9	3%	94%
InVivo - Location and flexible hours as a factor in retaining people (Kim, Williams, Rothwell, Penaloza, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ).	7	2%	97%
InVivo - Succession plan (Ferreira, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	6	2%	99%
InVivo - Differentiated compensation as a retention factor (Kim, Williams, Rothwell, Penaloza, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... e Drucker, 2002; El-Farr, 2009El-Farr, H.K. (2009). Knowledge work and workers: a critical literature review. UK: Leeds University Business School.).	4	1%	100%
Career trajectory and technical talent management program (Ferreira, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.) e (Kim, Williams, Rothwell, Penaloza, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ).	0	0%	100%
Total Citations	289	100%

Career Management Competencies	Citations	Relative frequency of citations in the survey	Degree of relevance
The role of the manager regarding career guidance (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	77	16%	16%
Values regarding the work Generation Y (Dries, Pepermans, Kerpel, 2008Dries, N.; Peperman, R.; Kerpel, E. (2008). Article Exploring four generations' beliefs about career, Journal of Managerial Psychology, Vol. 23 Iss 8 pp. 907 - 928. http://dx.doi.org/10.1108/02683940810904394 . Access on 05/03/2021 https://doi.org/http://dx.doi.org/10.110... ).	60	12%	28%
Leadership style oriented to knowledge workers or individuals with high intellectual capital in the Information Age (El-Farr, 2009El-Farr, H.K. (2009). Knowledge work and workers: a critical literature review. UK: Leeds University Business School.).	40	8%	36%
Knowledge of market demands and future technologies by the manager (WEF, 2018,2020WEF- World Economic Forum. (2020). The Future of Jobs Report, the Forum’s Towards a Reskilling Revolution: Industry-Led Action for the Future of Work report, (2018), (2020).).	29	6%	42%
Skill in career management with generational differences (Silva et al., 2013Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N. (2013). Percepções geracionais no ambiente de trabalho no Brasil e suas influências no compromisso com a organização. Article presented at the Annual Conference of Academia Iberoamericana de Gestão, São Paulo.; Veloso et al., 2020Veloso, E.; Silva, R.; Trevisan, L.; Dutra, J. (2020). Technological innovations in the work environment and the career of the millennium generation - Innovation & Management Review - Emerald Publishing Limited.).	28	6%	48%
Values in relation to work Generation X (Dries, Pepermans, Kerpel, 2008Dries, N.; Peperman, R.; Kerpel, E. (2008). Article Exploring four generations' beliefs about career, Journal of Managerial Psychology, Vol. 23 Iss 8 pp. 907 - 928. http://dx.doi.org/10.1108/02683940810904394 . Access on 05/03/2021 https://doi.org/http://dx.doi.org/10.110... ).	26	5%	53%
Fostering team protagonism (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	25	5%	58%
Knowledge of the Technology Plan (Gartner Research, 2012Gartner Research. (2012). The Nexus of Forces: social, mobile, cloud and information. https://www.gartner.com/search/all?q=The%20Nexus%20of%20Forces%3A%20social%2C%20mobile%2C%20cloud%20and%20information (restricted access) https://www.gartner.com/search/all?q=The... ).	24	5%	63%
InVivo - Building purpose at work (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	21	4%	67%
Ability to manage shorter career cycles of generation Y.	20	4%	71%
InVivo - Building purpose at work (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	21	4%	67%
Ability to manage shorter career cycles of generation Y.	20	4%	71%
InVivo - Trust of the manager (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	20	4%	76%
Prioritization of time for Career Guidance.	20	4%	80%
Ability to map team competencies regarding Knowledge, Skills and Attitudes (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	18	4%	83%
InVivo - Leader Communicating Company Direction and career possibilities (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ; Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	17	3%	87%
InVivo - Ways of retention beyond financial compensation (Kim, Williams, Rothwell, Penaloza, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ).	13	3%	89%
Managing relationships and career expectations between people and organization (Dutra, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).).	12	2%	92%
InVivo - Management education, to ensure evolution and change with a focus on processes (Örtenblad,2006).	11	2%	94%
Role of HR in Career Management (Ferreira, 2015Ferreira, P. I. (2015). Gestão por competências. Rio de Janeiro: LTC.).	10	2%	96%
Ability to deal with the diversity of competencies (Silva et al., 2013Silva, R.C.; Dutra, J.S.; Veloso, E.F.R.; Fischer, A.L.; Trevisan, L.N. (2013). Percepções geracionais no ambiente de trabalho no Brasil e suas influências no compromisso com a organização. Article presented at the Annual Conference of Academia Iberoamericana de Gestão, São Paulo.; Veloso et al., 2020Veloso, E.; Silva, R.; Trevisan, L.; Dutra, J. (2020). Technological innovations in the work environment and the career of the millennium generation - Innovation & Management Review - Emerald Publishing Limited.).	7	1%	98%
Mentor Manager Profile (Coda, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ).	7	1%	99%
InVivo - Job stability as a motivation of Generation X (Fleury; Fischer, 1992).	5	1%	100%
Total Citations	490	100%

Objective 1	Survey Script	Research Questions
Assess the perception of leaders of IT services companies regarding their managerial competencies most relevant to the career development of their employees at the technical level in the context of the Digital Age.	Question 1 - The role of the manager regarding career orientation (DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).; GUTRIDGE, KOMM, LAWSON, 2008; ÖRTENBLAD, 2006)	What is your perception about the importance of the role of the IT manager and the protagonism of the professional him/herself regarding the career development process in the Digital Age?
		Consider in your answer the challenges of career orientation in Generations X (between 1965 and 1980) and Y (between 1981 and 2001).
	Question 2 - The competencies of the career manager (CODA, 2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas ; DUTRA, 2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).; EL-FARR, 2009El-Farr, H.K. (2009). Knowledge work and workers: a critical literature review. UK: Leeds University Business School.; KIM, WILLIAMS, ROTHWEL, PENALOZA, 2014Kim, Y.; Williams, R.; Rothwell, W. J.; Penaloza, P. (2014). A Strategic Model for Technical Talent Management: a model based on a Qualitative Case Study. Performance Improvement Quarterly, 26 (4) p. 93-121, United States of America. Wiley Online Library. Available in: https://doi.org/10.1002/piq.21159 https://doi.org/https://doi.org/10.1002/... ).	What are the most relevant competencies in your strategy for managing people's careers, especially in the dynamic of remote work we are experiencing in 2020?
		Discuss some competencies such as: coaching; knowledge sharing; people orientation; people development; identification of employees' potential and instructional capacity for investments in technical or managerial training.
Research Form
Objective 2: Identify the most used remote career guidance practices, considering the differences between generations X and Y
Career Management Practices. Mark with an "X" the three practices most used in your organization:	According to your experience regarding career management tools, please mark with an "X" the three most used and efficient practices in your organization for Generations X (between 1965 and 1980) and Y (between 1981 and 2001) focused on Third Platform innovation projects?	Author (Year)
	Career plan: consists of the elaboration of documents with the steps defined along the time that the employee and the organization will work for the professional development, being reviewed at least every 12 months.	ARAÚJO, GARCIA (2009)
	Career paths: definition for the employee, given by the organization, about the possibilities of his growth within the organization, according to the existing job structure.	DUTRA (2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).)
	Dual Ladder System: are there possibilities for growth in the technical or managerial lines with equivalent degrees of recognition and compensation, either for a knowledge worker or for the people leadership line?	ALLEN et al. (1986Allen, T.J., Katz, R. (1996). The dual ladder: motivational solution or managerial delusion. R&D Management, 16(2), 185-197, 1996.)
	High Potential Careers or A-positions: does your organization apply a process for identifying high potential individuals and execute it according to principles of a differentiated career for these people?	*CADIGAN et al. (2017*Cadigan, F.; Roulin, N.; Neville, L. (2017). Article Talent Management - Unscrambled, Academy of Management Vol. 1, https://doi.org/10.5465/AMBPP.2017.34 https://doi.org/https://doi.org/10.5465/... )
	Capacity Building and Training Diagnosis: in your team, do you apply a criterion for the identification of a professional's knowledge needs and do you make retraining investments?	CODA (2016Coda, R. (2016). Competências comportamentais: como mapear e desenvolver competências pessoais no trabalho. São Paulo: Atlas )
	Agility in Learning: is there a defined methodology to identify the talents that most assimilate new knowledge in disruptive technologies and are served by training investments for their careers to be long-lasting in the technical area?	LOMBARDO, EICHINGER (1996, 2000)
	Movement: use of instruments defined with the employee or between managers regarding vertical and horizontal movement in the employee's career timeline.	DUTRA (2017Dutra, J. S. (2014). Competências: conceitos, instrumentos e experiências. 2.ed. São Paulo: Atlas , (2017).)

[1] Authors

1 - Renato Reis de Macedo Institution: Fundação Instituto de Administração, São Paulo, São Paulo, Brazil. Master in Science in Business Administration from Faculdade FIA de Administração e Negócios E-mail: renatoreismacedo@hotmail.com

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Gestão de carreiras na era digital: um estudo sobre competências dos pt e práticas adotadas na gestão de profissionais da área de TI

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