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Consultadoria em gestão de talento
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Resumo(s)
Enquanto relatório de estágio, o presente trabalho foi elaborado no âmbito do Trabalho de Final de Mestrado de Gestão de Recursos Humanos (GRH). A escolha deveu-se à possibilidade que este oferecia de fazer uma maior ligação entre os conhecimentos teóricos adquiridos ao longo do Mestrado de GRH, sobretudo ao nível da gestão de talento (GT), e a execução prática desses mesmos conhecimentos, em contexto empresarial. O objetivo do presente trabalho passa pela verificação da aplicabilidade da GT nas organizações. Foca-se na análise da forma como os Gestores de RH atraem, selecionam, desenvolvem e gerem o talento. Partindo de uma abordagem qualitativa, optou-se pela observação de campo e análise documental, enquanto técnicas de recolha de dados. Por intermédio da análise crítica do estágio à luz da literatura científica, verificou-se a existência de uma convenção no que concerne à inclusão de práticas de atração, seleção, desenvolvimento e retenção na GT. Ainda que tendam a fazer uma gestão inclusiva do talento, os Gestores de RH investem mais em posições chave e estratégicas para o negócio. Ao nível da atração, apesar das empresas possuírem uma forte visibilidade no mercado, a experiência que as mesmas oferecem aos candidatos e/ou as próprias condições de trabalho podem estar aquém daquilo que os candidatos procuram. No que se refere ao recrutamento, embora as empresas sigam os passos descritos na literatura, alguns gestores apresentam dificuldade em definir corretamente os requisitos para as vagas em aberto. Um aumento da preocupação face à avaliação precisa do talento, leva as organizações a procurarem empresas como a SHL Portugal pelas soluções de que dispõem ao nível da avaliação objetiva dos candidatos. Por fim, foi possível verificar que as empresas têm vindo a investir, cada vez mais, na formação contínua dos colaboradores e na gestão das carreiras, como forma de retenção. Em suma, embora já se tenha percorrido um longo e positivo caminho até ao momento, as organizações precisam de continuar a investir na implementação de soluções inovadoras, principalmente no que à atração e retenção diz respeito.
As per an internship report, the present work was developed within the scope of the Final Work of the Masters in Human Resource Management. The choice was related to the possibility it offered to make a greater connection between the theoretical knowledge acquired throughout the Master of HRM, especially in terms of talent management, and the practical implementation of knowledge, in a business context. The objective of this work is to verify the applicability of TM in organizations. It focuses on analyzing how Human Resource Managers attract, select, develop and manage talent. Taking a qualitative approach, it was chosen field observation and document analysis as data gathering techniques. Through the critical analysis of the internship in light of the scientific literature, it was possible to verify the existence of a convention regarding the inclusion of attraction, selection, development, and retention practices in TM. Even though, they tend to make an inclusive management of talent, human resource managers invest more in key and strategic positions for the business. Regarding the attraction, despite companies having a strong visibility in the market, the experience they offer to the candidates and/or the working conditions themselves might fall short from what candidates look for. As for recruitment, although companies follow the steps described in the literature, some managers have difficulties in correctly defining the requirements for the vacancies. An increasing concern towards the accurate assessment of talent leads organizations to look for companies such as SHL Portugal, for the solutions they provide in objectively candidate assessment. Finally, it was possible to verify that companies have been ever investing in the continuous development of their employees and in the effective management of careers, for of retention purposes. In short, although a long and positive journey has been made so far, organizations need to continue investing in the implementation of innovative solutions, especially when it comes to attracting and retaining employees.
As per an internship report, the present work was developed within the scope of the Final Work of the Masters in Human Resource Management. The choice was related to the possibility it offered to make a greater connection between the theoretical knowledge acquired throughout the Master of HRM, especially in terms of talent management, and the practical implementation of knowledge, in a business context. The objective of this work is to verify the applicability of TM in organizations. It focuses on analyzing how Human Resource Managers attract, select, develop and manage talent. Taking a qualitative approach, it was chosen field observation and document analysis as data gathering techniques. Through the critical analysis of the internship in light of the scientific literature, it was possible to verify the existence of a convention regarding the inclusion of attraction, selection, development, and retention practices in TM. Even though, they tend to make an inclusive management of talent, human resource managers invest more in key and strategic positions for the business. Regarding the attraction, despite companies having a strong visibility in the market, the experience they offer to the candidates and/or the working conditions themselves might fall short from what candidates look for. As for recruitment, although companies follow the steps described in the literature, some managers have difficulties in correctly defining the requirements for the vacancies. An increasing concern towards the accurate assessment of talent leads organizations to look for companies such as SHL Portugal, for the solutions they provide in objectively candidate assessment. Finally, it was possible to verify that companies have been ever investing in the continuous development of their employees and in the effective management of careers, for of retention purposes. In short, although a long and positive journey has been made so far, organizations need to continue investing in the implementation of innovative solutions, especially when it comes to attracting and retaining employees.
Descrição
Mestrado em Gestão de Recursos Humanos
Palavras-chave
Gestão Estratégica de Recursos Humanos Gestão de Talento Atrair Desenvolver Reter Strategic Management of Human Resources Talent Management Attract Develop Retain
Contexto Educativo
Citação
Magalhães, Liliana Alexandra Nogueira (2022). “Consultadoria em gestão de talento”. Dissertação de Mestrado. Universidade de Lisboa. Instituto Superior de Economia e Gestão
Editora
Instituto Superior de Economia e Gestão