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Abstract(s)
O problema que está na base desta investigação endereça a Valorização de Talento, como pode a organização implementar
políticas de valorização dos seus Talentos através do
acompanhamento da satisfação de forma a mitigar o risco da Perda de Talento. O foco do estudo transitou de retenção para valorização com o desígnio reconhecer o Capital Humano e não
de os “reter”, expressão entendida como aprisionar ou deter
alguém num lugar específico contra a sua vontade. Na literatura as preocupações evidenciadas refletem a necessidade de endereçar um acompanhamento mais ativo sobre o profissional,
monitorizando a evolução e prevenindo situações de risco, sendo
necessário explorar novas métricas para identificar e valorizar o
Talento.
Criou-se um modelo de Gestão de Talento que beneficia a organização a monitorizar os índices de satisfação valorização
do Capital Humano, promovendo a autoconsciência para mitigar
o risco de Talent Churn nas Microempresas e PME. O modelo
foi desenvolvido segundo a metodologia Design Science Research, sendo esse o contributo que a tese procura dar ao nível do conhecimento teórico. A pesquisa realizada de Janeiro a Junho permitiu desenvolver o modelo através do suporte da revisão sistemática e de Junho a Novembro de 2021 o estudo
segundo a metodologia Métodos Mistos, sendo realizadas 40
entrevistas e questionários a Gestores, Chefias e RH para validar
a pertinência da investigação e as dimensões de análise do
modelo. Dos resultados obtidos, podemos concluir que a temática é reconhecida como pertinente e que existe interesse em implementar o modelo. Podemos afirmar que o MITEC
(Monitoring Indicators of Talent Employees Career),1)
acompanha a satisfação valorização do profissional, 2) as dimensões e indicadores permitem monitorizar e mitigar o risco
de perda de Talento e 3) a valorização de Talento pode contribuir
para a vantagem competitiva de uma organização. O modelo é constituído pela vertente Satisfação Dinâmica do Talento, por 7
dimensões e 47 indicadores, explora a Gamification e os conceitos de Dashboard, Auto-consciencialização e Autorregulação no processo de Talent Churn. Com o MITEC
surge a possibilidade de criar uma função nos RH, o Provedor do
Talento.
The problem at the root of this research is Talent Enhancement, how organizations can implement policies to enhance their Talent by monitoring satisfaction to mitigate the risk of Talent Loss. The focus of the study shifted from retaining to valuing with the aim of recognizing Human Capital and not "retaining" them, an expression understood as imprisoning or holding someone in a specific place against their will. The concerns highlighted in the literature reflect the need to provide more active support for professionals, monitoring their progress and preventing risk situations, making it necessary to explore new metrics for identifying and valuing Talent. A Talent Management model was created to help the organization monitor satisfaction rates and value Human Capital, promoting self-awareness to mitigate the risk of Talent Churn in micro-enterprises and SMEs. The model was developed using the Design Science Research methodology, which is the contribution the thesis seeks to make in terms of theoretical knowledge. The research carried out from January to June made it possible to develop the model using the systematic review and from June to November 2021 the study using the Mixed Methods methodology, with 40 interviews and questionnaires being carried out with Managers, Managers and HR to validate the relevance of the research and the dimensions of analysis of the model. From the results obtained, we can conclude that the topic is recognized as relevant and that there is interest in implementing the model. We can say that MITEC (Monitoring Indicators of Talent Employees Career), 1) monitors the satisfaction and appreciation of professionals, 2) the dimensions and indicators make it possible to monitor and mitigate the risk of losing talent and 3) the appreciation of talent can contribute to an organization's competitive advantage. The model consists of the Dynamic Talent Satisfaction aspect, 7 dimensions and 47 indicators, and explores Gamification and the concepts of Dashboard, Self-Awareness and Self-Regulation in the Talent Churn process. With MITEC comes the possibility of creating a function in HR, the Talent Ombudsman.
The problem at the root of this research is Talent Enhancement, how organizations can implement policies to enhance their Talent by monitoring satisfaction to mitigate the risk of Talent Loss. The focus of the study shifted from retaining to valuing with the aim of recognizing Human Capital and not "retaining" them, an expression understood as imprisoning or holding someone in a specific place against their will. The concerns highlighted in the literature reflect the need to provide more active support for professionals, monitoring their progress and preventing risk situations, making it necessary to explore new metrics for identifying and valuing Talent. A Talent Management model was created to help the organization monitor satisfaction rates and value Human Capital, promoting self-awareness to mitigate the risk of Talent Churn in micro-enterprises and SMEs. The model was developed using the Design Science Research methodology, which is the contribution the thesis seeks to make in terms of theoretical knowledge. The research carried out from January to June made it possible to develop the model using the systematic review and from June to November 2021 the study using the Mixed Methods methodology, with 40 interviews and questionnaires being carried out with Managers, Managers and HR to validate the relevance of the research and the dimensions of analysis of the model. From the results obtained, we can conclude that the topic is recognized as relevant and that there is interest in implementing the model. We can say that MITEC (Monitoring Indicators of Talent Employees Career), 1) monitors the satisfaction and appreciation of professionals, 2) the dimensions and indicators make it possible to monitor and mitigate the risk of losing talent and 3) the appreciation of talent can contribute to an organization's competitive advantage. The model consists of the Dynamic Talent Satisfaction aspect, 7 dimensions and 47 indicators, and explores Gamification and the concepts of Dashboard, Self-Awareness and Self-Regulation in the Talent Churn process. With MITEC comes the possibility of creating a function in HR, the Talent Ombudsman.
Description
Keywords
Capacidades Dinâmicas Gamification Retenção de Talento Self-Awarenes