Abstract
The aim of this paper is to propose a discussion about the corporative influence that programs have on high-performance careers. The study testes two assumptions: the high-performance professionals from an international IT company are directly influenced by training programs and policies to high-performance or the high-performance professionals from this company are only reinforced by training programs and policies, once technical and behavioral skills are an important part from professionals. The study is implemented with an specific company, driven by company’s results in a survey on leadership, which is classified in December 2009, by HR consultancy Hewitt Associates, as the top company on leadership development. The data collection is made through a questionnaire with closed questions applied to 57 high-performance professionals from different areas, ages, and career time at the company. It is observed that high-performance professionals in this organization are reinforced by the policies, training and programs, but it is concluded that there is a large portion of personal history, studies and life choices, which make them become highperformance professionals and only training programs and policies can not arouse highperformance professions.
Highlights
Today we live in a knowledge era, which people represent a very large value for the company
Besides investigating how the high-performance is influenced by the policies, training programs, we aim to investigate whether high performance depends more on their own skills and their graduation history, than development programs from the corporation. 2.1 Some background regarding careers today
The career starts to have a meaning far from a synonym of office, and takes on a new concept, with features that suggest frequent changes, self innovation, autonomy, self-direction, ability to learn, ability to redirect career and life, ability to build relationships, and as a driving force the personal and psychological success. These are characteristics from protean career (Hall, 2002 apud Dutra, 2010). Another type of career that we find in this new environment transitions, where changes are been seen at employees behavior and company itself needs to position increasingly competitive, with leaner staff, competent and exhibit greater flexibility, the boundary less career (Arthur and Rousseau, 1996 apud Dutra, 2010) could present as characteristics careers with different employers, autonomous forms supported by a network, choose the among family or others
Summary
Today we live in a knowledge era, which people represent a very large value for the company. These skills are systematically integrated into a wide range of development processes, as they recognize the need to evolve as business needs and the world transformed To reflect this significant change in business today, the company has identified and validated a new set of nine characteristics that describe and define the modern employee as he or she needs to behave to ensure that the company is in its best: (1) Embrace challenge (2) Partner for clients' success (3) Collaborate globally (4) Act with a systemic perspective (5) Build mutual trust (6) Influence through expertise (7) Continuously transform (8) Communicate for impact (9) Help employees succeed. These skills reflect the updated form as the real business and the world are changing These new approaches bring leadership and unite all existing programs of career development at this corporation, offering the employees a clearer picture of the knowledge, skills and general leadership behaviors necessary to succeed in today’s market.” 2 Throughout 2010, this corporation will incorporate the new competencies in a wide range of training initiatives and employee development. The plan goal is to help prepare talento and leadership to fill key positions and in future, resulting in a world class leadership team.” 3
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