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Gestão estratégica de talentos: um estudo multicaso
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Abstract(s)
A presente investigação tem como objetivo geral estudar as práticas de gestão de talentos. O
contexto altamente competitivo tem vindo a exigir às organizações que repensem a forma
como internamente orientam a gestão dos recursos humanos, levando-as a competir para dar
o melhor aos seus trabalhadores e para construir uma imagem atrativa. Neste sentido, o
departamento de recursos humanos assume um papel estratégico dentro da empresa pois
tem a missão de gerir os talentos.
Com o objetivo de conhecer o que está a ser feito por quem gere pessoas, foram desafiadas
três empresas da indústria automóvel a partilharem as suas soluções, mais ou menos
criativas, dentro da trilogia da atração, desenvolvimento e retenção de talentos.
Para alcançar este objetivo, a pesquisa de natureza qualitativa, incide num estudo multicaso,
mediante entrevistas semiestruturadas a Diretores e Técnicos de RH, com o intuito de
perceber se as práticas identificadas, neste estudo exploratório, vão de encontro às
estratégias de gestão de talentos postuladas na literatura.
Os dados recolhidos evocam a importância inquestionável do capital humano, assim como a
promoção da captação, de métodos para incrementar o seu valor aportado e de sistemas de
retenção para que o seu contributo conceba vantagem competitiva à organização.
Os resultados da análise empírica indicam que as empresas têm estratégicas personalizadas
e contextuais. Para atraírem o talento baseiam-se no employer branding, nos programas de
trainees e no recrutamento com o apoio de empresas externas. Os programas de
desenvolvimento são particularizados, mas incidem na gestão da formação e nos planos de
carreiras. Como práticas de retenção sugerem um pacote de benefícios, que afeta a atração
de forma similar. O cerne da gestão de talentos está na gestão do desempenho.
Da investigação conduzida emergiram resultados fulcrais para o entendimento das dinâmicas
de gestão de talentos, contribuindo para debate científico sobre o conceito de talento e suas
práticas de gestão.
This research general objective is to study talent management practices. The highly competitive context has required organizations to rethink the way they internally guide human resource management, leading them to compete in order to give the best to their workers and to build an attractive image. In this sense, the human resources department assumes a strategic role within the company because it has the mission of managing the talents. To know what is being done by those who manage people, three companies in the automotive industry have been challenged to share their solutions, more or less creative, within the trilogy of attraction, development and retention of talent. To achieve this objective, qualitative research focuses on a multi-case study, through semi structured interviews with HR Directors and Technicians, in order to understand whether the practices identified in this exploratory study meet the talent management strategies postulated in the literature. The data collected brought up the unquestionable importance of human capital, as well as the promotion of attraction methods to increase its added value and retention systems so that its contribution conceives competitive advantage to the organization. The results of the empirical analysis indicate that companies have customized and contextual strategies. To attract talent, they are based on employer branding, trainee programs and recruitment with the support of external companies. Development programs are individualized but focus on training management and career plans. As retention practices suggest a benefit package, which affects attraction in a similar way. The heart of talent management is in performance management. From the research conducted emerged key results for the understanding of dynamic talent management, contributing to scientific debate about the concept of talent and its management practices.
This research general objective is to study talent management practices. The highly competitive context has required organizations to rethink the way they internally guide human resource management, leading them to compete in order to give the best to their workers and to build an attractive image. In this sense, the human resources department assumes a strategic role within the company because it has the mission of managing the talents. To know what is being done by those who manage people, three companies in the automotive industry have been challenged to share their solutions, more or less creative, within the trilogy of attraction, development and retention of talent. To achieve this objective, qualitative research focuses on a multi-case study, through semi structured interviews with HR Directors and Technicians, in order to understand whether the practices identified in this exploratory study meet the talent management strategies postulated in the literature. The data collected brought up the unquestionable importance of human capital, as well as the promotion of attraction methods to increase its added value and retention systems so that its contribution conceives competitive advantage to the organization. The results of the empirical analysis indicate that companies have customized and contextual strategies. To attract talent, they are based on employer branding, trainee programs and recruitment with the support of external companies. Development programs are individualized but focus on training management and career plans. As retention practices suggest a benefit package, which affects attraction in a similar way. The heart of talent management is in performance management. From the research conducted emerged key results for the understanding of dynamic talent management, contributing to scientific debate about the concept of talent and its management practices.
Description
Keywords
Talentos Gestão de Talentos Práticas de Gestão de Talentos Gestão Estratégica de Recursos Humanos Talents Talent Management Talent Management Practices Strategic Human Resources Management