{"id":58692,"date":"2021-05-21T00:00:00","date_gmt":"2021-05-20T22:00:00","guid":{"rendered":"https:\/\/llyc.global\/2021\/05\/21\/de-que-falamos-quando-falamos-de-talento\/"},"modified":"2023-10-27T09:08:32","modified_gmt":"2023-10-27T07:08:32","slug":"de-que-falamos-quando-falamos-de-talento","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-pt\/ideas\/de-que-falamos-quando-falamos-de-talento\/","title":{"rendered":"De que falamos quando falamos de talento"},"content":{"rendered":"

[et_pb_section bb_built=”1″ inner_width=”auto” inner_max_width=”none”][et_pb_row][et_pb_column type=”4_4″ custom_padding__hover=”|||” custom_padding=”|||”][et_pb_image _builder_version=”4.4.8″ src=”http:\/\/ideaspt.llorenteycuenca.com\/wp-content\/uploads\/sites\/9\/2021\/05\/210521_IDEAS_TALENTO_ARGENTINA_IMG_WEB_01.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_image _builder_version=”4.4.8″ src=”http:\/\/ideaspt.llorenteycuenca.com\/wp-content\/uploads\/sites\/9\/2021\/05\/210521_IDEAS_TALENTO_ARGENTINA_IMG_WEB_01.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=”INTRO ” _builder_version=”4.4.8″ 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O talento n\u00e3o \u00e9 apenas a facilidade natural que algu\u00e9m tem para realizar uma tarefa; pelo menos n\u00e3o \u00e9 desta vertente que falamos, quando falamos de talento numa organiza\u00e7\u00e3o, num projeto, e muito menos quando falamos de reter este talento.<\/p>\n

\u00c9 evidente que o talento \u00e9 a aptid\u00e3o, a capacidade, o comportamento inato favor\u00e1vel para que as coisas corram bem, mas, acima de tudo, trata-se da forma\u00e7\u00e3o, da experi\u00eancia, da utiliza\u00e7\u00e3o das ferramentas necess\u00e1rias para acrescentar valor a uma organiza\u00e7\u00e3o e, simultaneamente, \u00e9 o conhecimento que a pessoa tem da organiza\u00e7\u00e3o, dos objetivos e dos prop\u00f3sitos desta.<\/p>\n

Surge ent\u00e3o uma componente muito interessante e atual: hoje \u00e9 muito dif\u00edcil reter talento se, al\u00e9m do necess\u00e1rio conhecimento inerente a uma fun\u00e7\u00e3o \/ causa, n\u00e3o conseguirmos que esta pessoa assuma como pr\u00f3prio tal projeto. Qualquer pessoa que passe a integrar uma organiza\u00e7\u00e3o deve estar ciente do prop\u00f3sito desta. Vivemos num mundo VUCA, um mundo em que existem est\u00edmulos que nos distraem constantemente, como \u00e9 o caso das redes sociais e do incessante bombardeamento de informa\u00e7\u00e3o que nelas ocorre, estando cada vez mais expostos a assuntos sobre os quais, paradoxalmente, sabemos cada vez menos e, consequentemente, aquilo que n\u00e3o conhecemos, 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 ficamos a saber que \u00e9 vendida por v\u00e1rios milhares de milh\u00f5es de d\u00f3lares, tornando instantaneamente ricos os donos, um grupo de rapazes na casa dos 20 anos que, em princ\u00edpio e a julgar pela leitura do feed<\/em> do Twitter, acertaram numa ideia, quase como quem acerta na lotaria. N\u00e3o queremos saber mais, nem sequer nos interessa; queremos apenas alimentar esta ilus\u00e3o do sucesso instant\u00e2neo. At\u00e9 h\u00e1 poucos anos, a riqueza prematura era um estado alcan\u00e7ado quase em exclusividade por desportistas de elite e por algum artista excecional e, com um pouco de bom senso, perceb\u00edamos que jamais poder\u00edamos ter estado no lugar deles. Quando se trata da empresa, as coisas n\u00e3o s\u00e3o t\u00e3o f\u00e1ceis de digerir. Porque \u00e9 que eles conseguem e eu n\u00e3o?<\/p>\n

Neste contexto, \u00e9 muito dif\u00edcil atrair profissionais e manter vigente esta atra\u00e7\u00e3o de forma a gerar talento que sirva tanto a pessoa quanto a organiza\u00e7\u00e3o. A primeira conclus\u00e3o, ent\u00e3o, seria que reter o talento implica ganhar tempo para dotar de ferramentas uma pessoa apta, disposta, capaz, uma pessoa que tem facilidade para que todas as engrenagens com as quais se relacione trabalhem melhor num projeto, numa empresa. Para tal, \u00e9 fundamental que esta pessoa acredite no projeto, no prop\u00f3sito, pelo qual assuma a responsabilidade, ciente de que est\u00e1 a escolher um projeto que n\u00e3o tem todas as respostas imediatas e definitivas no que respeita \u00e0 satisfa\u00e7\u00e3o imediata, que parece ser o que todos procuram incessantemente nos dias de hoje. \u00c9 um desafio, \u00e9 dif\u00edcil, implica muit\u00edssimo mais esfor\u00e7o por parte das organiza\u00e7\u00f5es, exige muito mais dos l\u00edderes, porque n\u00e3o se alcan\u00e7a a mandar e a dirigir.<\/p>\n

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\u201cA boa gest\u00e3o de talento implica incentivar a inclus\u00e3o, fazer que as pessoas sejam parte, dedicar tempo a explicar a aspira\u00e7\u00e3o, os prop\u00f3sitos, os objetivos, os porqu\u00ea e os para qu\u00ea\u201d<\/h2>\n

[\/et_pb_text][et_pb_text admin_label=”INTRO 2 ” _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

A boa gest\u00e3o de talento implica incentivar a inclus\u00e3o, fazer que as pessoas sejam parte, dedicar tempo a explicar a aspira\u00e7\u00e3o, os prop\u00f3sitos, os objetivos, os porqu\u00ea e os para qu\u00ea. \u00c9 evidente que haver\u00e1 quem partilhe desta vis\u00e3o e metodologia, mas outros n\u00e3o o far\u00e3o, e \u00e9 exatamente isto de que tanto a organiza\u00e7\u00e3o quanto as pessoas necessitam. Apenas uma comunica\u00e7\u00e3o honesta poder\u00e1 resultar num v\u00ednculo s\u00e3o e construtivo.<\/p>\n

Neste ponto, ganha uma relev\u00e2ncia fundamental um aspeto que, at\u00e9 h\u00e1 pouco tempo, parecia acess\u00f3rio ou, no melhor dos casos, era considerado 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 agir, at\u00e9 onde somos reconhec\u00edveis, merecemos confian\u00e7a e somos cred\u00edveis. \u00c9 necess\u00e1rio compreender o que \u00e9 e o que n\u00e3o \u00e9 a organiza\u00e7\u00e3o \u2013 o que \u00e9 hoje e poder\u00e1 ser amanh\u00e3, o que nunca deixar\u00e1 de ser e o que nunca ser\u00e1, por muito que queiramos. Trata-se de uma quest\u00e3o muito importante na gest\u00e3o do talento, pois evita dece\u00e7\u00f5es, evita que a pessoa sinta que o projeto que assumiu n\u00e3o \u00e9 o mesmo em que est\u00e1 envolvida.<\/p>\n

H\u00e1 um desafio muito grande que tem a ver com a comunica\u00e7\u00e3o, com a transpar\u00eancia, com a autenticidade, e mesmo com a franqueza, com a confian\u00e7a que algu\u00e9m demonstra enquanto l\u00edder de uma organiza\u00e7\u00e3o quando, inclusivamente, est\u00e1 disposto a revelar que n\u00e3o tem todas as respostas, tem apenas algumas muito valiosas e fundamentais, e que as restantes respostas ter\u00e3o de ser encontradas em conjunto, com as pessoas que v\u00e3o sendo integradas, o que exige uma grande humildade da parte dos l\u00edderes. Esta humildade \u00e9 contagiosa, e deve s\u00ea-lo, sendo parte do cr\u00e9dito que, de alguma forma, vamos recebendo, no v\u00ednculo com um profissional que pode estar tentado a dizer que quer a recompensa dele rapidamente, que quer chegar rapidamente, que a merece j\u00e1.<\/p>\n

Coloca-se tamb\u00e9m outra quest\u00e3o fundamental da gest\u00e3o de talentos, que \u00e9 a defini\u00e7\u00e3o precisa de objetivos, que surjam de um sistema conhecido, comprovado, transparente, aberto e, em \u00faltima an\u00e1lise, justo. Qual \u00e9 o sistema de recompensas, associado \u00e0 aspira\u00e7\u00e3o e aos prop\u00f3sitos de uma organiza\u00e7\u00e3o, bem como \u00e0 fun\u00e7\u00e3o de cada um dos respetivos membros? \u00c9 o resultado de tudo o que foi referido: os objetivos s\u00e3o o encadeamento da partilha e da aposta.<\/p>\n

Os objetivos t\u00eam de ser absolutamente claros, a m\u00e9trica dos indicadores de performance<\/em> deve ser de uma precis\u00e3o que n\u00e3o admita d\u00favidas, porque se trata do contrato no qual elencamos o que esperamos de cada pessoa na organiza\u00e7\u00e3o. Os objetivos tornam transparente o v\u00ednculo entre a organiza\u00e7\u00e3o e os respetivos membros, bem como entre os integrantes da organiza\u00e7\u00e3o que os partilham. Se a defini\u00e7\u00e3o dos indicadores de performance<\/em> \u00e9 quase uma ci\u00eancia exata, a defini\u00e7\u00e3o global dos objetivos de uma organiza\u00e7\u00e3o e a idealiza\u00e7\u00e3o de objetivos que se inter-relacionam entre \u00e1reas e equipas s\u00e3o uma arte.<\/p>\n

As pessoas talentosas procuram desafios e organiza\u00e7\u00f5es que estejam \u00e0 altura do talento que t\u00eam. Por este motivo, a defini\u00e7\u00e3o de objetivos desafiantes \u00e9 a de que s\u00e3o algo que as pessoas de valor exigem e de que as pessoas med\u00edocres fogem. Os objetivos representam uma no\u00e7\u00e3o de justi\u00e7a, no sentido em que atribuem a cada um o que lhe corresponde, e o cumprimento gera recompensas vinculadas \u00e0 performance<\/em>.<\/p>\n

[\/et_pb_text][et_pb_image _builder_version=”4.4.8″ src=”http:\/\/ideaspt.llorenteycuenca.com\/wp-content\/uploads\/sites\/9\/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

<\/h3>\n

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

Outras das quest\u00f5es que importa abordar brevemente s\u00e3o: a liberdade e a tecnologia. As pessoas talentosas procuram ambientes livres para se desenvolverem, porque confiam no pr\u00f3prio talento, na prepara\u00e7\u00e3o que t\u00eam, pelo que preferem arriscar. As que n\u00e3o est\u00e3o preparadas, que n\u00e3o confiam nas pr\u00f3prias capacidades, procuram ambientes regulados, que promovam os subs\u00eddios, as compensa\u00e7\u00f5es. Num mundo como aquele em que temos de viver, confinados, promoveu-se ainda mais esta liberdade.<\/p>\n

Segundo o relat\u00f3rio de Tend\u00eancias de Talento 2021<\/a>, um dos principais enfoques est\u00e1 no estabelecer de novos modelos de rela\u00e7\u00e3o entre as empresas e os colaboradores, tentando romper pr\u00e1ticas de modelos obsoletas e estruturadas implementadas h\u00e1 anos, de modo a passar para novos modelos flex\u00edveis e recetivos \u00e0s novas necessidades das pessoas.<\/p>\n

Conceitos como \u00abDa employee experience<\/em> \u00e0 life experience<\/em>\u00bb, \u00abdo trabalho remoto ao h\u00edbrido\u00bb e \u00abdo where<\/em> ao when<\/em>\u00bb, tra\u00e7am um caminho muito claro de maior flexibilidade, maior liberdade e de maior empatia com os colaboradores (compet\u00eancias pessoais).<\/p>\n

Quando falamos de Tecnologia, falamos tamb\u00e9m das capacidades dos colaboradores. Conceitos como \u00abrequalifica\u00e7\u00e3o\u00bb e \u00abmelhoria de compet\u00eancias\u00bb existem h\u00e1 muito, mas passaram agora a ser fundamentais para as empresas que procuram compreender, formar e reter colaboradores. Desde os chamados \u00abColaboradores eternos\u00bb, \u00abCont\u00ednuos aprendizes\u00bb ou \u00abOs novos managers<\/em>\u00bb, projeta-se o caminho da identifica\u00e7\u00e3o, da forma\u00e7\u00e3o e do treino dos colaboradores, em vez da preocupa\u00e7\u00e3o com a contrata\u00e7\u00e3o no mercado, aumentando, assim, o impacto positivo dentro da empresa e gerando uma cultura na equipa e um sentimento de perten\u00e7a. A mais conhecimento corresponde mais liberdade.<\/p>\n

Neste sentido, a tecnologia \u00e9 hoje a ferramenta mais poderosa que a liberdade encontra para se expressar, pois democratiza a vida como nenhuma outra. Este meio tecnol\u00f3gico est\u00e1 fundamentalmente ligado \u00e0 liberdade: requer liberdade, exige liberdade, depende da liberdade, educa na liberdade e desenvolve pessoas defensoras da liberdade.<\/p>\n

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<\/h3>\n

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

 <\/p>\n

Recentemente, num dos nossos IDEIAS LLYC<\/a>, come\u00e7\u00e1mos um artigo com uma frase do fil\u00f3sofo japon\u00eas Kaoru Ishikama, que fazia refer\u00eancia ao facto de as empresas, de certo modo, serem um reflexo das pessoas que as integram. Justamente, a marca empregadora ser\u00e1 muito mais relevante quando a cultura empresarial for mais forte, mais diferenciadora, o que \u00e9 feito pelas pessoas que a comp\u00f5em. N\u00e3o nos podemos esquecer de que uma marca \u00e9 uma pegada, e o que deixa uma marca, uma pegada, \u00e9 o que \u00e9 especial e diferente, que tem alguma carater\u00edstica pela qual, em determinado momento, se torna insubstitu\u00edvel e essencial. N\u00e3o existe uma marca empregadora sem uma empresa que deixe uma pegada nos colaboradores, nos consumidores, nos clientes ou utilizadores, nos restantes stakeholders<\/em>. N\u00e3o existe uma marca empregadora numa organiza\u00e7\u00e3o comum, igual a qualquer outra.<\/p>\n

O desafio n\u00e3o \u00e9 ter uma marca opulenta e correta. Trata-se de ter uma marca que deixe uma pegada, uma marca indel\u00e9vel. \u00c9 isto que vai fazer os colaboradores sentirem que \u00abeste \u00e9 o meu lugar\u00bb e valorizarem a perten\u00e7a face \u00e0s tenta\u00e7\u00f5es ocasionais (normais) de outros projetos que, pontualmente, possam parecer atrativos. Quando o mercado de trabalho est\u00e1 dif\u00edcil, o medo domina, e as empresas que contam com talento t\u00eam uma vantagem: reter os colaboradores, e, para tal, t\u00eam de saber oferecer-lhes seguran\u00e7a. Qualquer mudan\u00e7a num contexto como o atual traz mais d\u00favidas do que certezas. Em princ\u00edpio, todos ficamos onde estamos quando n\u00e3o temos outro lugar para onde ir. A marca empregadora \u00e9 testada sempre que a mar\u00e9 do ciclo econ\u00f3mico est\u00e1 alta.<\/p>\n

Alimentar uma marca empregadora neste contexto de pandemia, de trabalho remoto, que, para n\u00f3s, era in\u00e9dito, \u00e9, sem d\u00favida, um desafio adicional. Nada est\u00e1 \u00e0 m\u00e3o, n\u00e3o se frequentam os lugares f\u00edsicos que promovem a perten\u00e7a por meio do h\u00e1bito e do costume. Atualmente, est\u00e1 suspenso o efeito placebo que representam as viagens corporativas, o glamour<\/em> das hierarquias, os escrit\u00f3rios, os refeit\u00f3rios, os almo\u00e7os, as reuni\u00f5es de corredor e \/ ou os after hours<\/em> com colegas que v\u00edamos mais do que as nossas fam\u00edlias e os nossos amigos. A possibilidade de passar tempo com colegas al\u00e9m das intera\u00e7\u00f5es estritamente laborais foi cancelada de um dia para o outro e h\u00e1 mais de um ano. Desta forma, estabelecer um v\u00ednculo com a empresa e com os colaboradores \u00e9 mais dif\u00edcil; se n\u00e3o resolvermos bem o problema desencadeado por esta mudan\u00e7a abrupta, a empresa perder\u00e1 vigor. Pelo contr\u00e1rio, neste contexto, o facto de uma empresa ter os colaboradores comprometidos e motivados ser\u00e1 uma vantagem diferenciadora.<\/p>\n

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

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<\/h3>\n

As decis\u00f5es partilhadas e a import\u00e2ncia de explicar o porqu\u00ea das coisas<\/b><\/h3>\n

 <\/p>\n

Neste contexto, as decis\u00f5es e os resultados devem ser partilhados e alcan\u00e7ados por todos, as pol\u00edticas \u00abdo topo para a base\u00bb s\u00e3o vistas enquanto imposi\u00e7\u00f5es, e t\u00eam poucas probabilidades de perdurar. N\u00e3o se trata de um fen\u00f3meno novo, mas a pandemia aprofundou e acelerou dramaticamente esta tend\u00eancia. Uma redu\u00e7\u00e3o de objetivos que n\u00e3o esteja relacionada com o estado da organiza\u00e7\u00e3o j\u00e1 n\u00e3o \u00e9 poss\u00edvel.<\/p>\n

No processo de chegar \u00e0s decis\u00f5es importantes, os colaboradores exigem saber o motivo das mudan\u00e7as, a raz\u00e3o pela qual as coisas s\u00e3o feitas. Para tal, \u00e9 preciso que os colaboradores tenham a capacita\u00e7\u00e3o e a forma\u00e7\u00e3o adequadas, que lhes permitam fazer as perguntas certas e desafiar a necessidade das mudan\u00e7as. Atualmente, o colaborador \u00e9 uma pessoa comprometida com uma causa, especialmente quando falamos dos talentos. A marca empregadora \u00e9 tamb\u00e9m esta causa partilhada entre a empresa e os colaboradores.<\/p>\n

Tornar isto poss\u00edvel implica fazer que n\u00e3o seja t\u00e3o \u00f3bvio, capacitar as pessoas e trabalhar na diversidade num sentido amplo. A diversidade n\u00e3o deve ser considerada uma pr\u00e1tica de corre\u00e7\u00e3o pol\u00edtica, um conjunto de op\u00e7\u00f5es nos \u00edndices de governo societ\u00e1rio ou nos rankings<\/em> de imagem, mas uma fonte de criatividade e de disrup\u00e7\u00e3o.<\/p>\n

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\u201cO\u00a0colaborador \u00e9 uma pessoa comprometida com uma causa, especialmente quando falamos dos talentos\u201d<\/h2>\n

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<\/h3>\n

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

 <\/p>\n

Perspetivas diferentes poder\u00e3o gerar respostas mais ricas por parte de uma organiza\u00e7\u00e3o. Este \u00e9 o contexto em que o funcion\u00e1rio capacitado, formado, o colaborador aut\u00f3nomo acrescentar\u00e1 valor, e \u00e9 esta a verdadeira diversidade. At\u00e9 h\u00e1 pouco tempo, valorizava-se o facto de uma empresa ter colaboradores cujos perfis pareciam sa\u00eddos do mesmo molde e que se assemelhassem o mais poss\u00edvel a um determinado patr\u00e3o. Tal, felizmente, mudou. Hoje, valorizam-se os colaboradores que t\u00eam forma\u00e7\u00f5es distintas, origens diversas, prefer\u00eancias distintas, que fa\u00e7am escolhas pessoais aut\u00eanticas e honestas. Hoje, a versatilidade \u00e9 um valor acrescentado que as organiza\u00e7\u00f5es t\u00eam e que podem ter para os colaboradores; mas esta versatilidade \u00e9 criada, desenvolvida e mantida pelos pr\u00f3prios colaboradores.<\/p>\n

Como sempre, os l\u00edderes de uma organiza\u00e7\u00e3o t\u00eam uma grande responsabilidade ao selecionarem pessoas diferentes umas das outras e, inclusive, diferentes deles, que desafiem o statu quo<\/em>. O mais grave para uma organiza\u00e7\u00e3o n\u00e3o \u00e9 quebrar; quebrar \u00e9 a consequ\u00eancia de algo muito mais grave, que \u00e9 a irrelev\u00e2ncia. Uma empresa torna-se irrelevante num mundo din\u00e2mico, num mundo VUCA, fazendo o mesmo de sempre, incluindo aquilo que a tornou uma empresa de sucesso. Torna-se irrelevante tamb\u00e9m quando n\u00e3o est\u00e1 preparada para dar respostas a expetativas em mudan\u00e7a por parte da sociedade e dos stakeholders<\/em>. \u00c9 fundamental desafiar a in\u00e9rcia, mudar e antecipar-se a um mundo que est\u00e1 a mudar, n\u00e3o se agarrar a uma f\u00f3rmula de sucesso como se se tratasse de um dogma, em vez de uma ferramenta ou de uma metodologia que n\u00e3o garante o sucesso no futuro.<\/p>\n

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\u201cEsta revolu\u00e7\u00e3o nos espa\u00e7os de trabalho n\u00e3o s\u00f3 modificar\u00e1 a estrutura organizacional das empresas, mas tamb\u00e9m o motivo pelo qual trabalhamos e ao qual vamos dedicar o nosso tempo e o nosso talento\u201d<\/h2>\n

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<\/h3>\n

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

 <\/p>\n

O mundo h\u00edbrido que visualizamos para um futuro pr\u00f3ximo \u00e9 uma consequ\u00eancia natural de termos vindo a compreender o v\u00edrus e de que a pandemia n\u00e3o ser\u00e1 o Apocalipse. Hoje temos ind\u00edcios de que a vida, apesar das segundas e terceiras vagas, voltar\u00e1 a ser, em algum momento, mais parecida com a que tivemos do que com esta rea\u00e7\u00e3o natural, mas inevit\u00e1vel, de cancelar de uma vez por todas o contacto pessoal. Hoje pensamos em como voltar \u00e0quilo de que gost\u00e1vamos na vida que t\u00ednhamos.<\/p>\n

Queremos, em \u00faltima an\u00e1lise, voltar a consumir, a produzir, a viver a vida que merecemos. Voltaremos \u00e0s reuni\u00f5es e \u00e0s viagens, mas, tanto no \u00e2mbito pessoal quanto no profissional, f\u00e1-lo-emos quando for necess\u00e1rio e n\u00e3o apenas porque j\u00e1 era habitual. Voltaremos ao escrit\u00f3rio, escrit\u00f3rios mais pequenos, seguramente, com mais espa\u00e7os de reuni\u00e3o do que postos de trabalho individuais. Pensaremos em mais espa\u00e7os de encontros do que em lugares de trabalho, que s\u00e3o tend\u00eancias que j\u00e1 vinham de antes da pandemia e que aumentar\u00e3o.<\/p>\n

Esta revolu\u00e7\u00e3o nos espa\u00e7os de trabalho n\u00e3o s\u00f3 modificar\u00e1 a estrutura organizacional das empresas, mas tamb\u00e9m o motivo pelo qual trabalhamos e ao qual vamos dedicar o nosso tempo e o nosso talento, o que far\u00e1 que ganhemos tempo, sejamos mais eficientes, mais produtivos, libertemos a criatividade, alcan\u00e7ando maior qualidade de vida. Tempos apaixonantes aproximam-se.<\/p>\n

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