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Publication
Políticas e Práticas de Gestão de Talento nas Organizações: Um Estudo Exploratório
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Advisor(s)
Abstract(s)
A quarta revolução tecnológica, as tendências demográficas divergentes entre países
desenvolvidos e países em vias de desenvolvimento, a incerteza geopolítica, e as alterações
climáticas, entre outros, têm transformado de forma significativa as necessidades de mão de
obra das organizações, cada vez mais tecnológicas e especializadas. Assim, para que as
organizações alcancem com sucesso os seus objetivos estratégicos, têm de contratar e reter
profissionais, classificados como talentos, cujas competências são escassas no mercado de
trabalho. A gestão do talento surge assim como um imperativo para atrair, desenvolver e reter
trabalhadores identificados como “talento” na organização.
O objetivo geral deste trabalho consiste na caracterização das políticas e práticas de gestão
de talento nas organizações. Esta investigação de natureza qualitativa, recorreu a entrevistas
semiestruturadas a 6 Diretores de Recursos Humanos, de empresas de diferentes setores de
atividade e de diferente dimensão, com o intuito de compreender, neste estudo exploratório
as políticas e práticas de gestão de talento adotadas pelas organizações que representam.
Os resultados da análise empírica indicam que as empresas em estudo apresentam diferentes
conceptualizações de talento e encontram-se em diferentes níveis de maturidade no que se
refere quer à estratégia, quer às políticas e práticas de gestão de talento, estando as
empresas do sector tecnológico num estado de maturidade claramente mais avançado,
devido à escassez de talento particularmente acentuada neste sector de atividade. Verificou se também que mesmo as organizações com um menor nível de maturidade no âmbito da
gestão de talento, estão a implementar processos e procedimentos, ainda que de forma
menos estruturada ou mais informal, que lhes permitam atrair, desenvolver e reter
trabalhadores considerados talentos. A presente investigação permitiu ainda concluir que as
organizações têm investido sobretudo nas práticas de desenvolvimento de talento. Por fim,
no que concerne às métricas de gestão de talento foram referenciadas sobretudo a avaliação
de desempenho, o questionário de satisfação e a medição do turnover, sendo que todos os
entrevistados referenciaram pelo menos uma destas métricas.
The fourth technological revolution, divergent demographic trends between developed countries and emerging countries, geopolitical uncertainty, and climate changes, among others, have significantly transformed the workforce needs in organizations, which are increasingly technological and specialized. Therefore, for organizations to successfully achieve their strategic objectives, they must hire and retain professionals whose skills are scarce in the job market. In this context, talent management emerges as an imperative to attract, develop and retain workers identified as “talent” in the organization. The general objective of this research is the characterization of talent management policies and practices in organizations. This qualitative research based on semi-structured interviews focuses on 6 Human Resources Directors, working in companies from different sectors of activity and sizes in order to understand in, this exploratory study, the policies and practices of talent management in organizations that represent. The results of the empirical analysis show that the organizations under study have different conceptualizations of talent and are at different levels of maturity in terms of both talent strategy and talent management policies and practices, with companies in the sector technology in a clearly more advanced state of maturity, due to the need and shortage of talent even more accentuated in this industry. It was also found that even organizations with a lower level of maturity in terms of talent management are implementing processes and procedures, albeit in a less structured or more informal way, that allows them to attract, develop and retain talented workers. The present investigation also allowed us to conclude that organizations have invested mainly in talent development practices. Finally, with regard to talent management metrics, performance evaluation, the satisfaction questionnaire and turnover measurement were mentioned above all, and all respondents mentioned at least one of these metrics. The emerging research results allow us to contribute to the relevant and scientific debate on talent management in organizations.
The fourth technological revolution, divergent demographic trends between developed countries and emerging countries, geopolitical uncertainty, and climate changes, among others, have significantly transformed the workforce needs in organizations, which are increasingly technological and specialized. Therefore, for organizations to successfully achieve their strategic objectives, they must hire and retain professionals whose skills are scarce in the job market. In this context, talent management emerges as an imperative to attract, develop and retain workers identified as “talent” in the organization. The general objective of this research is the characterization of talent management policies and practices in organizations. This qualitative research based on semi-structured interviews focuses on 6 Human Resources Directors, working in companies from different sectors of activity and sizes in order to understand in, this exploratory study, the policies and practices of talent management in organizations that represent. The results of the empirical analysis show that the organizations under study have different conceptualizations of talent and are at different levels of maturity in terms of both talent strategy and talent management policies and practices, with companies in the sector technology in a clearly more advanced state of maturity, due to the need and shortage of talent even more accentuated in this industry. It was also found that even organizations with a lower level of maturity in terms of talent management are implementing processes and procedures, albeit in a less structured or more informal way, that allows them to attract, develop and retain talented workers. The present investigation also allowed us to conclude that organizations have invested mainly in talent development practices. Finally, with regard to talent management metrics, performance evaluation, the satisfaction questionnaire and turnover measurement were mentioned above all, and all respondents mentioned at least one of these metrics. The emerging research results allow us to contribute to the relevant and scientific debate on talent management in organizations.
Description
Keywords
Talento Gestão de Talento Estratégia de Gestão de Talento Políticas e Práticas de Gestão de Talento Talent Talent Management Talent Management Strategy Talent Management Policies and Practices