{"id":58533,"date":"2020-08-06T00:00:00","date_gmt":"2020-08-05T22:00:00","guid":{"rendered":"https:\/\/llyc.global\/2020\/08\/06\/comunicacao-e-relacionamento-com-o-talento-no-pos-covid\/"},"modified":"2020-08-06T00:00:00","modified_gmt":"2020-08-05T22:00:00","slug":"comunicacao-e-relacionamento-com-o-talento-no-pos-covid","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-pt\/ideas\/comunicacao-e-relacionamento-com-o-talento-no-pos-covid\/","title":{"rendered":"Comunica\u00e7\u00e3o e relacionamento com o talento no p\u00f3s-Covid"},"content":{"rendered":"

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No seguimento das decis\u00f5es governamentais e das autoridades de sa\u00fade que permitiram uma maior flexibiliza\u00e7\u00e3o das regras de isolamento social, algumas empresas regressam progressivamente aos seus modelos operacionais pr\u00e9-crise. Outras antecipam os pr\u00f3ximos passos do regresso \u00e0 atividade dentro de uma nova realidade, enquanto ainda n\u00e3o existem vacinas ou tratamentos eficazes contra a COVID-19.<\/p>\n

Seguran\u00e7a e sa\u00fade num contexto corporativo continuam a ser as principais premissas deste regresso ao espa\u00e7o f\u00edsico de trabalho, mas h\u00e1 muitas outras quest\u00f5es em causa. Redu\u00e7\u00e3o de receitas e de investimentos, reavalia\u00e7\u00e3o das necessidades estruturais das empresas, transforma\u00e7\u00e3o de modelos e do pr\u00f3prio neg\u00f3cio, novos riscos e compliance<\/em>, reestrutura\u00e7\u00f5es, desafios de opera\u00e7\u00e3o e de gest\u00e3o, comunica\u00e7\u00e3o e envolvimento \u2013 s\u00f3 para darmos alguns exemplos.<\/p>\n

No contexto atual, todas estas vari\u00e1veis est\u00e3o a redefinir a maneira como cada empresa enfrenta a crise que a pandemia trouxe e, em muitos casos, ir\u00e3o consolidar transforma\u00e7\u00f5es permanentes nos modelos de trabalho. Um inqu\u00e9rito realizado em julho de 2020 pela LLYC com 24 executivos de Recursos Humanos, Talento ou Gest\u00e3o de Pessoas[1]<\/a>, trouxe alguns insights <\/em>interessantes sobre os desafios para promover o verdadeiro talent engagement<\/em> neste momento que \u00e9 crucial para as organiza\u00e7\u00f5es.<\/p>\n

Rodeadas de incertezas, mudan\u00e7as de mindsets <\/em>e d\u00favidas quanto a uma nova normalidade, as empresas vivem um momento decisivo a que chamamos de \u201cturning point\u201d<\/em>, o ponto de inflex\u00e3o ou do ponto de viragem, no qual \u00e9 preciso estar pronto para os novos cen\u00e1rios que ningu\u00e9m pode ainda definir de forma assertiva.<\/p>\n

Poucas organiza\u00e7\u00f5es t\u00eam j\u00e1 a certeza de que voltar\u00e3o aos seus antigos modelos de trabalho e \u00e0s antigas estruturas, e v\u00e1rias mudan\u00e7as poder\u00e3o ser necess\u00e1rias ou bem-vindas num contexto onde todos procuram retomar as receitas, ajustar despesas e reinventar o neg\u00f3cio para fortalecer a sua sustentabilidade. Na estreia da nova realidade, os principais desafios s\u00e3o o pr\u00f3prio retorno aos modelos antigos de opera\u00e7\u00e3o, a ado\u00e7\u00e3o de bons protocolos de sa\u00fade e seguran\u00e7a, a sa\u00fade mental e o equil\u00edbrio entre vida profissional e pessoal, o papel das lideran\u00e7as, a forma de manter o engagement<\/em> individual e entre diferentes equipas, o foco nas pessoas e o fortalecimento da cultura organizacional.<\/p>\n

[1]<\/a> Este inqu\u00e9rito foi realizado junto de 24 grandes empresas com opera\u00e7\u00f5es no Brasil nos setores de infraestrutura, energia, tecnologia, sa\u00fade e farmac\u00eautica, al\u00e9m de servi\u00e7os financeiros e profissionais.<\/p>\n

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\u201cEm tEm todos os desafios do momento, a comunica\u00e7\u00e3o exerce um papel estrat\u00e9gico e foi uma das maiores dificuldades enfrentadas pelas empresas. Com a premissa de que se a tecnologia j\u00e1 era fundamental, agora sobe nas escala de prioridades<\/strong>\u201d<\/h2>\n

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Durante este primeiros cinco meses de pandemia \u2013 que implicaram um aumento das restri\u00e7\u00f5es de atividades econ\u00f3micas e das pol\u00edticas de isolamento social pelas autoridades e, depois, uma maior flexibiliza\u00e7\u00e3o dentro de uma \u201cnova normalidade\u201d \u2013, n\u00e3o foram poucas as dificuldades enfrentadas pelas organiza\u00e7\u00f5es de todas as dimens\u00f5es e setores da economia. Entre as maiores barreiras identificadas pelas empresas est\u00e1, em primeiro lugar, a queda nas receitas e a diminui\u00e7\u00e3o dos investimentos nas empresas; e, num segundo plano, a necessidade de manter o trabalho presencial em atividades consideradas essenciais e os riscos para sa\u00fade e seguran\u00e7a que essa situa\u00e7\u00e3o acarreta.<\/p>\n

As dificuldades na comunica\u00e7\u00e3o aparecem como terceiro obst\u00e1culo mais relevante \u2013 sendo melhor avaliada a comunica\u00e7\u00e3o entre a alta gest\u00e3o e as principais lideran\u00e7as do que aquela que existe entre as diferentes equipas. Temas como a adapta\u00e7\u00e3o ao teletrabalho, quest\u00f5es relacionadas com tecnologias e sistemas, cortes salariais e demiss\u00f5es \u2013 que far\u00e3o parte dos novos cen\u00e1rios a longo prazo \u2013, s\u00e3o menos destacados nesta etapa da crise.<\/p>\n

A comunica\u00e7\u00e3o interna ganhou uma import\u00e2ncia redobrada nas organiza\u00e7\u00f5es. Apesar de muitas empresas j\u00e1 estarem a desenvolver programas estruturados nessa \u00e1rea, a pandemia da COVID-19 amplificou a necessidade de manter e fortalecer o relacionamento entre pessoas e equipas, e, consequentemente, trouxe um aumento de atividades, informa\u00e7\u00f5es e a\u00e7\u00f5es de engagement, nem sempre com o investimento de mais recursos financeiros.<\/p>\n

A comunica\u00e7\u00e3o interna continuar\u00e1 a exercer um papel preponderante nas novas transi\u00e7\u00f5es que se desenham, mas os inquiridos neste estudo apontam para a necessidade de esta disciplina se renovar nas formas, conte\u00fados e abordagens para que possa continuar a contribuir de forma efetiva. Ser\u00e1 preciso colocar no primeiro plano as preocupa\u00e7\u00f5es, anseios e riscos reais relacionados com a seguran\u00e7a e sa\u00fade dos colaboradores, e mais do que adotar protocolos e procedimentos severos, promover uma comunica\u00e7\u00e3o clara, objetiva e cont\u00ednua, que tamb\u00e9m responda \u00e0s quest\u00f5es emocionais e individuais, e que portanto fa\u00e7a com que todos se sintam parte de compromissos coletivos.<\/p>\n

H\u00e1 uma necessidade urgente de reinventar formatos, ap\u00f3s meses de excesso de videoconfer\u00eancias e lives<\/em> que pretendiam suprimir a sensa\u00e7\u00e3o de falta de intera\u00e7\u00e3o e proximidade e a urg\u00eancia coletiva pelo sentimento de alta produtividade e compromisso. O uso da tecnologia trouxe mais simplicidade \u00e0 comunica\u00e7\u00e3o interna, uma tend\u00eancia que se dever\u00e1 fortalecer, mas ser\u00e1 preciso criar novas ferramentas,\u00a0 espa\u00e7os de conversa\u00e7\u00e3o e mecanismos que possam suprimir as lacunas relacionais, inclusive em formatos h\u00edbridos, nos quais existir\u00e1 rotatividade de colaboradores a trabalhar nas depend\u00eancias da empresa para aumentar o distanciamento f\u00edsico, enquanto medida preventiva.<\/p>\n

Mais do que canais, conte\u00fados e eventos produzidos, o foco deve ser nas pessoas, e a vis\u00e3o dos gestores de Recursos Humanos \u00e9 de que dever\u00e1 apoiar tamb\u00e9m a sa\u00fade mental, o equil\u00edbrio entre vida pessoal e profissional e outros aspectos pessoais dos colaboradores, que, no entanto, dever\u00e3o ser trabalhados tamb\u00e9m a partir das decis\u00f5es e pontos de vista individuais. H\u00e1 percep\u00e7\u00f5es convergentes de que o foco no bem-estar passou a ser uma atribui\u00e7\u00e3o relevante das organiza\u00e7\u00f5es, e, tamb\u00e9m das lideran\u00e7as, porque ir\u00e1 impactar diretamente na motiva\u00e7\u00e3o, na produtividade e nos resultados. E muitos v\u00e3o al\u00e9m: o tom de voz e o foco no bem-estar e nas pessoas v\u00e3o-se manter, mesmo com um maior aumento do controlo sobre os avan\u00e7os da pandemia.<\/p>\n

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“As estrat\u00e9gias de engagement interno mais bem-sucedidas durante a crise ser\u00e3o as que t\u00eam por base a escuta da procura coletiva e individual e o foco nas pessoas, e ir\u00e3o ajudar a consolidar uma cultura corporativa forte e verdadeira”<\/strong><\/h2>\n

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Considerando uma vis\u00e3o a longo prazo, \u00e9 importante assinalar os impactos que v\u00e3o muito al\u00e9m da capacidade de adapta\u00e7\u00e3o a novos modelos operacionais, a capacidade de rea\u00e7\u00e3o e supera\u00e7\u00e3o de todas as dificuldades, o retomar dentro de uma nova ou da antiga normalidade. As experi\u00eancias vividas desde o in\u00edcio da pandemia at\u00e9 \u00e0 procura de sa\u00eddas para a crise v\u00e3o exigir que a comunica\u00e7\u00e3o interna tenha a for\u00e7a necess\u00e1ria para ajudar a manter, fortalecer e disseminar a cultura organizacional, dentro de um contexto novo, incerto e desconhecido para todos. H\u00e1 preocupa\u00e7\u00f5es em rela\u00e7\u00e3o a novos colaboradores que foram contratados durante a pandemia, a for\u00e7a da comunica\u00e7\u00e3o da lideran\u00e7a em novos formatos de trabalho, a redu\u00e7\u00e3o das trocas de experi\u00eancias, a perda do valor dos momentos formais e corporativos, informais e afetivos.<\/p>\n

\u201cOs desafios deste momento s\u00e3o manter a proximidade das equipas, melhorar o relacionamento entre o l\u00edder e o colaborador, entender os melhores pontos de engagement das equipas, e, no final, colher os frutos de uma cultura corporativa forte e verdadeira\u201d, resume um dos participantes do estudo. Junto a tantas incertezas, a crise parece tamb\u00e9m trazer a promessa de que h\u00e1 oportunidades de fortalecimento para os que se souberem adaptar rapidamente \u00e0s adversidades, ser resilientes aos impactos negativos e velozes no regresso, com uma comunica\u00e7\u00e3o efetivamente estrat\u00e9gica, que crie, antes do engagement, confian\u00e7a.<\/p>\n

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