{"id":60639,"date":"2021-05-21T00:00:00","date_gmt":"2021-05-20T22:00:00","guid":{"rendered":"https:\/\/llyc.global\/2021\/05\/21\/do-que-falamos-quando-falamos-de-talento\/"},"modified":"2021-05-21T00:00:00","modified_gmt":"2021-05-20T22:00:00","slug":"do-que-falamos-quando-falamos-de-talento","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-br\/ideas\/do-que-falamos-quando-falamos-de-talento\/","title":{"rendered":"Do que falamos quando falamos de talento"},"content":{"rendered":"

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Talento n\u00e3o \u00e9 apenas a facilidade natural que algu\u00e9m tem para realizar uma tarefa, n\u00e3o \u00e9 pelo menos o que falamos quando falamos de talento em uma organiza\u00e7\u00e3o, em um projeto. E menos quando falamos em reter esse talento.<\/p>\n

Claro que o talento \u00e9 aptid\u00e3o, habilidade, comportamento inato que favorece o bom andamento das coisas, mas fundamentalmente se trata de forma\u00e7\u00e3o, experi\u00eancia, uso das ferramentas necess\u00e1rias para agregar valor a uma organiza\u00e7\u00e3o e ao mesmo tempo tamb\u00e9m o conhecimento que essa pessoa tem da organiza\u00e7\u00e3o, seus objetivos, seus prop\u00f3sitos.<\/p>\n

A\u00ed surge um componente muito interessante e atual: hoje \u00e9 muito dif\u00edcil reter um talento se n\u00e3o incorporarmos, al\u00e9m dos conhecimentos necess\u00e1rios inerentes a uma fun\u00e7\u00e3o\/causa, que a pessoa \u201ccompre\u201d aquele projeto como seu. Cada pessoa que se junta a uma organiza\u00e7\u00e3o deve ter clareza sobre seu prop\u00f3sito. Vivemos no mundo VUCA, um mundo em que existem est\u00edmulos que nos distraem permanentemente, como as redes sociais e o seu incessante bombardeamento de informa\u00e7\u00f5es, onde estamos cada vez mais expostos a mais temas que, paradoxalmente, conhecemos cada vez menos e como conseq\u00fc\u00eancia disso, o que n\u00e3o sabemos, imaginamos.<\/p>\n

Tomemos como exemplo o caso de uma empresa local da qual curiosamente nunca t\u00ednhamos ouvido falar at\u00e9 que um dia descobrimos que ela \u00e9 vendida por v\u00e1rios bilh\u00f5es de d\u00f3lares, tornando seus propriet\u00e1rios ricos em um instante, um grupo de vinte e poucos anos, que a princ\u00edpio, e a julgar pela do feed do Twitter, ela teve uma ideia, quase como algu\u00e9m que ganha na loteria. N\u00e3o queremos saber mais, nem nos interessa, s\u00f3 queremos alimentar essa ilus\u00e3o do sucesso instant\u00e2neo. At\u00e9 poucos anos atr\u00e1s, a riqueza prematura era um estado alcan\u00e7ado quase exclusivamente por atletas de elite e o ocasional artista excepcional, e com um pouco de sanidade, t\u00ednhamos o suficiente para perceber que nunca poder\u00edamos ter sido eles. Quando se trata de neg\u00f3cios, as coisas n\u00e3o s\u00e3o t\u00e3o f\u00e1ceis de digerir. Por que eles e n\u00e3o eu?<\/p>\n

Nesse contexto, atrair profissionais e manter essa atra\u00e7\u00e3o atualizada para gerar talentos que atendam a pessoa e a organiza\u00e7\u00e3o \u00e9 muito dif\u00edcil. A primeira conclus\u00e3o ent\u00e3o seria que reter talentos implica em ganhar tempo para fornecer ferramentas a uma pessoa adequada, disposta e capaz, uma pessoa que tenha a facilidade para que todas as engrenagens com as quais se relacionam funcionem melhor em um projeto, em uma empresa . Por isso \u00e9 fundamental que essa pessoa acredite no projeto, no prop\u00f3sito, e seja dona dele. E que saiba que est\u00e1 fazendo uma op\u00e7\u00e3o por um projeto que n\u00e3o tem todas as respostas imediatas e definitivas a respeito daquela satisfa\u00e7\u00e3o imediata que parece ser a busca constante desses tempos. \u00c9 um desafio, \u00e9 dif\u00edcil, implica muito mais esfor\u00e7o por parte das organiza\u00e7\u00f5es, exige muito mais dos l\u00edderes, porque n\u00e3o basta comandar e dirigir.<\/p>\n

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\u201cA boa gest\u00e3o de talentos \u00e9 incluir, \u00e9 fazer com que as pessoas fa\u00e7am parte, \u00e9 dedicar tempo para explicar o sonho, os prop\u00f3sitos, os objetivos, o porqu\u00ea e o para qu\u00ea\u201d<\/h2>\n

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A boa gest\u00e3o de talentos \u00e9 incluir, \u00e9 fazer com que as pessoas fa\u00e7am parte, \u00e9 dedicar tempo para explicar o sonho, os prop\u00f3sitos, os objetivos, o porqu\u00ea e o para qu\u00ea. Claro que haver\u00e1 pessoas que compartilham essa vis\u00e3o, essa metodologia e outras que n\u00e3o. E \u00e9 exatamente disso que a organiza\u00e7\u00e3o e as pessoas precisam. Somente a comunica\u00e7\u00e3o honesta pode resultar em um v\u00ednculo saud\u00e1vel e construtivo.<\/p>\n

Aqui adquire uma relev\u00e2ncia fundamental, um aspecto que at\u00e9 um tempo atr\u00e1s parecia acess\u00f3rio, ou no melhor dos casos, era visto como o resultado natural da passagem do tempo: a identidade corporativa. A identidade corporativa, a identidade de um projeto, define a margem de manobra que temos para atuar, na medida em que somos reconhec\u00edveis, confi\u00e1veis, cred\u00edveis. Entender o que essa organiza\u00e7\u00e3o \u00e9 e o que n\u00e3o \u00e9. O que \u00e9 hoje e o que pode ser amanh\u00e3, o que essa organiza\u00e7\u00e3o nunca deixar\u00e1 de ser e o que n\u00e3o ser\u00e1, mesmo que queiramos. Essa \u00e9 uma quest\u00e3o muito importante na gest\u00e3o de talentos, pois evita decep\u00e7\u00f5es, evita que a pessoa sinta que o projeto que comprou n\u00e3o \u00e9 o mesmo que est\u00e1 envolvida.<\/p>\n

\u00c9 um desafio muito grande que tem a ver com a comunica\u00e7\u00e3o, com transpar\u00eancia, com autenticidade, at\u00e9 com ingenuidade, com a confian\u00e7a que se mostra como l\u00edder de uma organiza\u00e7\u00e3o quando est\u00e1 at\u00e9 disposto a revelar que n\u00e3o tem todas as respostas, tem algumas muito valiosas e importantes, e o resto das respostas temos que encontrar juntos, com aquelas pessoas que se incorporam. Isso exige grande humildade por parte dos l\u00edderes. Essa humildade contagia, deveria ser e faz parte do cr\u00e9dito que a gente vai tirando de alguma forma, no v\u00ednculo com um profissional que pode se sentir tentado a dizer que quer a recompensa agora, quer chegar l\u00e1 agora, que merece agora .<\/p>\n

Outra quest\u00e3o importante na gest\u00e3o de talentos tamb\u00e9m se levanta, que \u00e9 a defini\u00e7\u00e3o precisa de objetivos, decorrentes de um sistema conhecido, comprovado, transparente, aberto e, em \u00faltima inst\u00e2ncia, justo. Qual \u00e9 o sistema de recompensa, atrelado ao sonho e aos prop\u00f3sitos de uma organiza\u00e7\u00e3o, bem como ao papel de cada um de seus membros. Essa \u00e9 a redu\u00e7\u00e3o de tudo isso, a cascata desse compartilhamento, dessa aposta, s\u00e3o os objetivos.<\/p>\n

Os objetivos devem ser absolutamente claros, as m\u00e9tricas dos indicadores de desempenho devem ser de uma precis\u00e3o que n\u00e3o admita d\u00favidas, pois \u00e9 o contrato em que elencamos o que esperamos de cada pessoa da organiza\u00e7\u00e3o. Os objetivos tornam transparente o v\u00ednculo entre a organiza\u00e7\u00e3o e seus membros e entre os membros da organiza\u00e7\u00e3o que os compartilham. Se a defini\u00e7\u00e3o de indicadores de desempenho \u00e9 quase uma ci\u00eancia exata, a defini\u00e7\u00e3o global dos objetivos de uma organiza\u00e7\u00e3o e o bordado de objetivos que se interrelacionam entre \u00e1reas e equipes s\u00e3o uma arte.<\/p>\n

Pessoas talentosas procuram desafios e organiza\u00e7\u00f5es que correspondem aos seus talentos. \u00c9 por isso que definir metas desafiadoras \u00e9 algo que pessoas valiosas exigem e de que pessoas med\u00edocres fogem. Os objetivos t\u00eam uma no\u00e7\u00e3o de justi\u00e7a no sentido de que d\u00e3o a cada um o que \u00e9 seu e sua realiza\u00e7\u00e3o gera recompensas vinculadas ao desempenho.<\/p>\n

[\/et_pb_text][et_pb_image _builder_version=”4.4.8″ src=”https:\/\/ideasbr.llorenteycuenca.com\/wp-content\/uploads\/sites\/8\/2021\/05\/210521_IDEAS_TALENTO_ARGENTINA_IMG_WEB_02.jpg” box_shadow_horizontal_tablet=”0px” box_shadow_vertical_tablet=”0px” box_shadow_blur_tablet=”40px” box_shadow_spread_tablet=”0px” vertical_offset_tablet=”0″ horizontal_offset_tablet=”0″ z_index_tablet=”0″ align=”center” \/][et_pb_text admin_label=”Impacto de la tecolog\u00eda” _builder_version=”4.4.8″ text_text_shadow_horizontal_length=”text_text_shadow_style,%91object Object%93″ text_text_shadow_horizontal_length_tablet=”0px” text_text_shadow_vertical_length=”text_text_shadow_style,%91object Object%93″ text_text_shadow_vertical_length_tablet=”0px” text_text_shadow_blur_strength=”text_text_shadow_style,%91object Object%93″ text_text_shadow_blur_strength_tablet=”1px” link_text_shadow_horizontal_length=”link_text_shadow_style,%91object Object%93″ link_text_shadow_horizontal_length_tablet=”0px” link_text_shadow_vertical_length=”link_text_shadow_style,%91object Object%93″ link_text_shadow_vertical_length_tablet=”0px” link_text_shadow_blur_strength=”link_text_shadow_style,%91object Object%93″ link_text_shadow_blur_strength_tablet=”1px” ul_text_shadow_horizontal_length=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_horizontal_length_tablet=”0px” ul_text_shadow_vertical_length=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_vertical_length_tablet=”0px” ul_text_shadow_blur_strength=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_blur_strength_tablet=”1px” ol_text_shadow_horizontal_length=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_horizontal_length_tablet=”0px” ol_text_shadow_vertical_length=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_vertical_length_tablet=”0px” ol_text_shadow_blur_strength=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_blur_strength_tablet=”1px” quote_text_shadow_horizontal_length=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_horizontal_length_tablet=”0px” quote_text_shadow_vertical_length=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_vertical_length_tablet=”0px” quote_text_shadow_blur_strength=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_blur_strength_tablet=”1px” header_text_shadow_horizontal_length=”header_text_shadow_style,%91object Object%93″ header_text_shadow_horizontal_length_tablet=”0px” header_text_shadow_vertical_length=”header_text_shadow_style,%91object Object%93″ header_text_shadow_vertical_length_tablet=”0px” header_text_shadow_blur_strength=”header_text_shadow_style,%91object Object%93″ header_text_shadow_blur_strength_tablet=”1px” header_2_text_shadow_horizontal_length=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_horizontal_length_tablet=”0px” header_2_text_shadow_vertical_length=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_vertical_length_tablet=”0px” header_2_text_shadow_blur_strength=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_blur_strength_tablet=”1px” header_3_text_shadow_horizontal_length=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_horizontal_length_tablet=”0px” header_3_text_shadow_vertical_length=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_vertical_length_tablet=”0px” header_3_text_shadow_blur_strength=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_blur_strength_tablet=”1px” header_4_text_shadow_horizontal_length=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_horizontal_length_tablet=”0px” header_4_text_shadow_vertical_length=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_vertical_length_tablet=”0px” header_4_text_shadow_blur_strength=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_blur_strength_tablet=”1px” header_5_text_shadow_horizontal_length=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_horizontal_length_tablet=”0px” header_5_text_shadow_vertical_length=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_vertical_length_tablet=”0px” header_5_text_shadow_blur_strength=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_blur_strength_tablet=”1px” header_6_text_shadow_horizontal_length=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_horizontal_length_tablet=”0px” header_6_text_shadow_vertical_length=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_vertical_length_tablet=”0px” header_6_text_shadow_blur_strength=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_blur_strength_tablet=”1px” box_shadow_horizontal_tablet=”0px” box_shadow_vertical_tablet=”0px” box_shadow_blur_tablet=”40px” box_shadow_spread_tablet=”0px” vertical_offset_tablet=”0″ horizontal_offset_tablet=”0″ z_index_tablet=”0″]<\/p>\n

\u00a0<\/h3>\n

O impacto da tecnologia e a liberdade de fazer<\/strong><\/h3>\n

 <\/p>\n

Duas outras quest\u00f5es que s\u00e3o importantes para abordar brevemente s\u00e3o: liberdade e tecnologia. Pessoas talentosas buscam ambientes livres para se desenvolverem porque confiam em seu talento, em sua prepara\u00e7\u00e3o, por isso optam por correr riscos. Quem n\u00e3o est\u00e1 preparado, n\u00e3o confia em suas habilidades, busca ambientes regulados, onde prevale\u00e7am subs\u00eddios e indeniza\u00e7\u00f5es. Em um mundo como o que vivemos, confinados, essa liberdade se potencializa ainda mais.<\/p>\n

Sergundo o informe de Tend\u00eancias de Talento 2021<\/a>, um dos principais focos \u00e9 estabelecer novos modelos de relacionamento entre empresas e colaboradores, buscando romper com pr\u00e1ticas antigas e estruturadas de modelos instalados h\u00e1 anos, para passar a novos modelos que sejam flex\u00edveis e atentos \u00e0s novas necessidades das pessoas.<\/p>\n

Conceitos como \u201cda experi\u00eancia do colaborador \u00e0 experi\u00eancia de vida\u201d, \u201cdo trabalho remoto ao h\u00edbrido\u201d e \u201cde onde para quando\u201d, nos marcam um caminho muito claro de maior flexibilidade, maior liberdade e maior empatia com os colaboradores (soft skills).<\/p>\n

Quando falamos sobre tecnologia, tamb\u00e9m falamos sobre as capacidades dos funcion\u00e1rios. Conceitos como Reskilling<\/em> e Upskilling<\/em> j\u00e1 existem h\u00e1 muito tempo, mas agora se tornaram essenciais para empresas que buscam compreender, treinar e reter funcion\u00e1rios. A partir dos chamados \u201ccolaboradores eternos\u201d, \u201caprendizes cont\u00ednuos\u201d ou \u201cnovos gestores\u201d, prop\u00f5e-se o caminho de identifica\u00e7\u00e3o, forma\u00e7\u00e3o e treinamento dos colaboradores, em vez de se preocupar em buscar no mercado. Isso multiplica o impacto positivo dentro da empresa e gera uma cultura na equipe e um sentimento de pertencimento. Quanto mais conhecimento, mais liberdade.<\/p>\n

Nesse sentido, a tecnologia \u00e9 hoje a ferramenta mais poderosa que encontra a liberdade de se expressar. Democratiza a vida como nenhum outro. Este ambiente tecnol\u00f3gico est\u00e1 fundamentalmente ligado \u00e0 liberdade: requer liberdade, exige liberdade, depende da liberdade, educa na liberdade e desenvolve pessoas que defendem a liberdade<\/p>\n

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\u00a0<\/h3>\n

A import\u00e2ncia da marca empregadora<\/strong><\/h3>\n

 <\/p>\n

Recentemente, em um dos nossos IDEAS LLYC<\/a>, iniciamos um artigo com uma frase do fil\u00f3sofo japon\u00eas Kaoru Ishikama que fazia refer\u00eancia ao fato de que as empresas, em certa medida, s\u00e3o um reflexo das pessoas que as constituem. Precisamente a marca do empregador ser\u00e1 muito mais relevante \u00e0 medida que a cultura corporativa se torna mais forte, mais distinta, e isso \u00e9 feito pelas pessoas que a comp\u00f5em. N\u00e3o percamos de vista que uma marca \u00e9 uma marca, logo o que deixa uma marca \u00e9 algo que \u00e9 especial, diferente, que tem alguma caracter\u00edstica para a qual, a certa altura, se torna insubstitu\u00edvel, essencial. N\u00e3o existe marca empregadora sem empresa que deixe uma marca nos seus colaboradores, nos seus consumidores, clientes ou utilizadores, em todos os stakeholders. N\u00e3o existe marca empregadora em uma organiza\u00e7\u00e3o comum igual a qualquer outra.<\/p>\n

O desafio n\u00e3o \u00e9 ter uma marca limpa e correta. \u00c9 ter uma marca que deixa uma marca, uma marca indel\u00e9vel. \u00c9 isso que far\u00e1 os funcion\u00e1rios sentirem “este \u00e9 o meu lugar”. E que valorizam o pertencimento face \u00e0s tenta\u00e7\u00f5es, l\u00f3gicas, ocasionais de outros projetos que circunstancialmente podem se apresentar como atrativos. Quando o mercado de trabalho est\u00e1 dif\u00edcil, o medo impera e as empresas com talento levam uma vantagem: ret\u00ea-los, para os quais voc\u00ea deve saber como fornecer seguran\u00e7a. Qualquer mudan\u00e7a em um contexto como o atual traz mais d\u00favidas do que certezas. Todos n\u00f3s inicialmente ficamos onde estamos quando n\u00e3o temos nenhum outro lugar para ir. A marca empregadora \u00e9 testada nos momentos em que a mar\u00e9 do ciclo de neg\u00f3cios est\u00e1 alta.<\/p>\n

Alimentar uma marca empregadora neste, para n\u00f3s in\u00e9dito, contexto pand\u00eamico sem precedentes de trabalho remoto \u00e9, sem d\u00favida, um desafio adicional. N\u00e3o se tem \u00e0 m\u00e3o, n\u00e3o se frequenta aqueles lugares f\u00edsicos que facilitam o pertencimento por h\u00e1bito e costume. Hoje o efeito placebo das viagens corporativas, o glamour das hierarquias, escrit\u00f3rios, refeit\u00f3rios, almo\u00e7os, reuni\u00f5es de corredor e\/ou Happy Hours com colegas que vimos mais do que nossas fam\u00edlias e amigos est\u00e1 suspenso. A possibilidade de compartilhar tempo com colegas al\u00e9m das intera\u00e7\u00f5es puramente de trabalho foi cancelada de um dia para o outro e h\u00e1 mais de um ano. Construir esse v\u00ednculo entre a empresa e seus colaboradores \u00e9 mais dif\u00edcil e, na medida em que n\u00e3o resolvermos bem o problema que essa mudan\u00e7a abrupta representa, a empresa vai perder for\u00e7a. O sentido oposto ser\u00e1 um diferencial, neste contexto, que uma empresa tenha seus funcion\u00e1rios comprometidos e motivados.<\/p>\n

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\u201cN\u00e3o existe marca empregadora sem empresa que deixe uma marca nos seus colaboradores\u201d<\/h2>\n

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\u00a0<\/h3>\n

Decis\u00f5es compartilhadas e a import\u00e2ncia de explicar o porqu\u00ea das coisas<\/strong><\/h3>\n

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Nesse contexto, as decis\u00f5es e conquistas devem ser compartilhadas e alcan\u00e7adas entre todos, as pol\u00edticas \u201cde cima para baixo\u201d s\u00e3o vistas como imposi\u00e7\u00f5es e t\u00eam poucas chances de transcender. Este n\u00e3o \u00e9 um fen\u00f4meno novo, mas a pandemia aprofundou e acelerou dramaticamente essa tend\u00eancia. Uma redu\u00e7\u00e3o de objetivos que n\u00e3o esteja relacionado ao est\u00e1gio da organiza\u00e7\u00e3o n\u00e3o \u00e9 mais poss\u00edvel.<\/p>\n

No processo de chegar a decis\u00f5es transcendentes, os funcion\u00e1rios exigem saber o motivo das mudan\u00e7as, o motivo pelo qual as coisas s\u00e3o feitas. Para isso, necessitamos que os colaboradores tenham a forma\u00e7\u00e3o adequada e uma forma\u00e7\u00e3o que lhes permita colocar as quest\u00f5es correspondentes e desafiar a necessidade de mudan\u00e7as. Hoje o funcion\u00e1rio \u00e9 uma pessoa comprometida com uma causa e isso vale principalmente para o talento. A marca empregadora tamb\u00e9m \u00e9 aquela causa compartilhada entre a empresa e seus colaboradores.<\/p>\n

Tornar isso poss\u00edvel envolve diminuir os n\u00edveis de obviedade, empoderar as pessoas, trabalhar a diversidade em um sentido amplo. A diversidade n\u00e3o deve ser considerada uma pr\u00e1tica de politicamente correto, uma caixa marcada nos \u00edndices de governan\u00e7a corporativa ou classifica\u00e7\u00f5es de imagem, mas sim uma fonte de criatividade e disrup\u00e7\u00e3o.<\/p>\n

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\u201cHoje o funcion\u00e1rio \u00e9 uma pessoa comprometida com uma causa e isso vale principalmente para o talento\u201d<\/h2>\n

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\u00a0<\/h3>\n

O valor da diversidade<\/strong><\/b><\/h3>\n

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Perspectivas diferentes ir\u00e3o gerar respostas mais ricas de uma organiza\u00e7\u00e3o. \u00c9 nesse quadro que o funcion\u00e1rio capacitadoo, treinado, o colaborador aut\u00f4nomo vai agregar valor. Essa \u00e9 a verdadeira diversidade. At\u00e9 pouco tempo atr\u00e1s, era valorizado que uma empresa tinha colaboradores cujos perfis pareciam cortados pela mesma tesoura e o mais pr\u00f3ximo poss\u00edvel de um padr\u00e3o pr\u00e9-determinado. Isso mudou e, com o tempo, que assim seja. Hoje, \u00e9 valorizado que os funcion\u00e1rios tenham experi\u00eancias diferentes, origens diversas, prefer\u00eancias particulares, que fa\u00e7am escolhas pessoais aut\u00eanticas e honestas. Hoje a versatilidade \u00e9 um valor agregado que as organiza\u00e7\u00f5es t\u00eam e podem ter para seus colaboradores; mas voltando, essa versatilidade \u00e9 criada, desenvolvida e mantida pelos pr\u00f3prios funcion\u00e1rios.<\/p>\n

Como sempre, h\u00e1 uma grande responsabilidade dos l\u00edderes de uma organiza\u00e7\u00e3o em escolher pessoas diferentes umas das outras e at\u00e9 diferentes delas, que desafiam o status quo. O pior para uma organiza\u00e7\u00e3o \u00e9 n\u00e3o ir \u00e0 fal\u00eancia. A fal\u00eancia \u00e9 consequ\u00eancia de algo muito mais s\u00e9rio do que a irrelev\u00e2ncia. E uma empresa se torna irrelevante em um mundo din\u00e2mico, em um mundo VUCA, fazendo o mesmo de sempre, mesmo que seja um sucesso. E quando n\u00e3o est\u00e1 preparada para responder \u00e0s mudan\u00e7as de expectativas da sociedade e de seus stakeholders. \u00c9 fundamental desafiar a in\u00e9rcia, mudar e antecipar um mundo em mudan\u00e7a, n\u00e3o se apegando a uma f\u00f3rmula de sucesso como se fosse um dogma e n\u00e3o uma ferramenta ou metodologia que n\u00e3o garanta o sucesso no futuro.<\/p>\n

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\u201cEsta revolu\u00e7\u00e3o no local de trabalho n\u00e3o mudar\u00e1 apenas a estrutura organizacional das empresas, mas tamb\u00e9m o prop\u00f3sito de por qu\u00ea trabalhamos e para qu\u00ea usaremos nosso tempo e talento\u201d<\/h2>\n

[\/et_pb_text][et_pb_text admin_label=”Recuperar la vida que nos merecemos” _builder_version=”4.4.8″ text_text_shadow_horizontal_length=”text_text_shadow_style,%91object Object%93″ text_text_shadow_horizontal_length_tablet=”0px” text_text_shadow_vertical_length=”text_text_shadow_style,%91object Object%93″ text_text_shadow_vertical_length_tablet=”0px” text_text_shadow_blur_strength=”text_text_shadow_style,%91object Object%93″ text_text_shadow_blur_strength_tablet=”1px” link_text_shadow_horizontal_length=”link_text_shadow_style,%91object Object%93″ link_text_shadow_horizontal_length_tablet=”0px” link_text_shadow_vertical_length=”link_text_shadow_style,%91object Object%93″ link_text_shadow_vertical_length_tablet=”0px” link_text_shadow_blur_strength=”link_text_shadow_style,%91object Object%93″ link_text_shadow_blur_strength_tablet=”1px” ul_text_shadow_horizontal_length=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_horizontal_length_tablet=”0px” ul_text_shadow_vertical_length=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_vertical_length_tablet=”0px” ul_text_shadow_blur_strength=”ul_text_shadow_style,%91object Object%93″ ul_text_shadow_blur_strength_tablet=”1px” ol_text_shadow_horizontal_length=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_horizontal_length_tablet=”0px” ol_text_shadow_vertical_length=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_vertical_length_tablet=”0px” ol_text_shadow_blur_strength=”ol_text_shadow_style,%91object Object%93″ ol_text_shadow_blur_strength_tablet=”1px” quote_text_shadow_horizontal_length=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_horizontal_length_tablet=”0px” quote_text_shadow_vertical_length=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_vertical_length_tablet=”0px” quote_text_shadow_blur_strength=”quote_text_shadow_style,%91object Object%93″ quote_text_shadow_blur_strength_tablet=”1px” header_text_shadow_horizontal_length=”header_text_shadow_style,%91object Object%93″ header_text_shadow_horizontal_length_tablet=”0px” header_text_shadow_vertical_length=”header_text_shadow_style,%91object Object%93″ header_text_shadow_vertical_length_tablet=”0px” header_text_shadow_blur_strength=”header_text_shadow_style,%91object Object%93″ header_text_shadow_blur_strength_tablet=”1px” header_2_text_shadow_horizontal_length=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_horizontal_length_tablet=”0px” header_2_text_shadow_vertical_length=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_vertical_length_tablet=”0px” header_2_text_shadow_blur_strength=”header_2_text_shadow_style,%91object Object%93″ header_2_text_shadow_blur_strength_tablet=”1px” header_3_text_shadow_horizontal_length=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_horizontal_length_tablet=”0px” header_3_text_shadow_vertical_length=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_vertical_length_tablet=”0px” header_3_text_shadow_blur_strength=”header_3_text_shadow_style,%91object Object%93″ header_3_text_shadow_blur_strength_tablet=”1px” header_4_text_shadow_horizontal_length=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_horizontal_length_tablet=”0px” header_4_text_shadow_vertical_length=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_vertical_length_tablet=”0px” header_4_text_shadow_blur_strength=”header_4_text_shadow_style,%91object Object%93″ header_4_text_shadow_blur_strength_tablet=”1px” header_5_text_shadow_horizontal_length=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_horizontal_length_tablet=”0px” header_5_text_shadow_vertical_length=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_vertical_length_tablet=”0px” header_5_text_shadow_blur_strength=”header_5_text_shadow_style,%91object Object%93″ header_5_text_shadow_blur_strength_tablet=”1px” header_6_text_shadow_horizontal_length=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_horizontal_length_tablet=”0px” header_6_text_shadow_vertical_length=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_vertical_length_tablet=”0px” header_6_text_shadow_blur_strength=”header_6_text_shadow_style,%91object Object%93″ header_6_text_shadow_blur_strength_tablet=”1px” box_shadow_horizontal_tablet=”0px” box_shadow_vertical_tablet=”0px” box_shadow_blur_tablet=”40px” box_shadow_spread_tablet=”0px” vertical_offset_tablet=”0″ horizontal_offset_tablet=”0″ z_index_tablet=”0″]<\/p>\n

\u00a0<\/h3>\n

Recuperar a vida que merecemos<\/strong><\/h3>\n

\u00a0<\/p>\n

Sobre o mundo h\u00edbrido que estamos vendo para os pr\u00f3ximos tempos, \u00e9 uma consequ\u00eancia natural de termos entendido o v\u00edrus e que a pandemia n\u00e3o venha a ser Apocalipse. Hoje temos ind\u00edcios de que a vida, apesar da segunda e da terceira ondas, em algum momento ser\u00e1 mais semelhante \u00e0 que t\u00ednhamos do que \u00e0quela natural e, por outro lado, rea\u00e7\u00e3o inevit\u00e1vel de cancelar o contato pessoal de uma s\u00f3 vez. Hoje estamos pensando em como vamos voltar ao que gostamos naquela vida que tivemos.<\/p>\n

Voltar a consumir, a produzir, a viver a vida que merecemos, enfim. Voltaremos a ter reuni\u00f5es e viagens, mas tanto pessoal como profissionalmente, faremos quando for necess\u00e1rio e n\u00e3o s\u00f3 porque temos feito assim. Retornaremos ao escrit\u00f3rio, escrit\u00f3rios menores, com certeza, com mais espa\u00e7os para reuni\u00f5es do que esta\u00e7\u00f5es de trabalho individuais. Vamos pensar em mais espa\u00e7os de reuni\u00e3o do que locais de trabalho. Tend\u00eancias que vieram antes da pandemia e v\u00e3o se aprofundar.<\/p>\n

Esta revolu\u00e7\u00e3o no local de trabalho n\u00e3o mudar\u00e1 apenas a estrutura organizacional das empresas, mas tamb\u00e9m o prop\u00f3sito de por qu\u00ea trabalhamos e para qu\u00ea usaremos nosso tempo e talento. Isso nos poupar\u00e1 tempo, seremos mais eficientes, mais produtivos, liberaremos criatividade, obteremos melhor qualidade de vida. Tempos emocionantes est\u00e3o chegando.<\/p>\n

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