Innovation, talent attraction and retention

The success of an organization isn’t, in most cases, only shown trough their profits. Today the value of a company, with respect to its market value exceeds their financial quality. Intellectual capital is a major share in the value of the company. Managing employees with an emphasis on intellectual capital and talent is an emergency that arises in the path of human resource managers. The definition of intellectual capital and talent, leads us, first, to a high IQ (Intelligence Quotient), good schools and / or university results. But the intellectual capital and talent of an employee must be linked to his ability, to high performance and good results. How to manage, attract and keep these employees in organizations is also something that requires talent. Now, the basic skills of employees aren’t sufficient for competitive companies. There are currently required higher levels of skills, because there are a growing number of activities that involve "knowledge work". Most companies in the world have a great challenge for the coming years: the challenge of scarcity of talent. The most competitive companies will be those that have the most talented employees. In terms of originality, this paper aims to create discussion about the relationship between talent attraction, talent retention and innovation, as drivers of business competitiveness. The research is based on the categorization methodology defined by Yin (2003) as single case study carried out in a company that is specialized in high precision components.The findings presented here show a strong link between talents attraction, talents retention and innovation.

The Creation Process of a Local Museum

The present text holds as its main goal the advance of a number of reflections around the potentialities and problems of local museums taken as development instruments. Secondarily, it also intends to provide support to all those who, in one way or another, have faced the issue of creating a local museum. This support is intended not as a manual of the “the museum made easy” kind, but, instead, as the pointing to some pertinent issues and unavoidable options that, if not taken into account, will come to challenge the form and substance of the future organisation.

Empreendedorismo e as Políticas Ativas de Emprego Programa de Apoio ao Empreendedorismo e à Criação do Próprio Emprego

Este trabalho de investigação pretende contribuir para uma análise sobre o Empreendedorismo e as políticas ativas de emprego, na medida de “Apoio à criação do próprio emprego, por beneficiários das prestações de desemprego”, integrado no Programa de Apoio ao Empreendedorismo e à Criação do Próprio Emprego (PAECPE), cujo regime jurídico está estabelecido na Portaria nº 985/2009, de 4 de setembro, com as alterações introduzidas pela Portaria nº 58/2011, de 28 de janeiro. Para se compreender a complexidade do empreendedorismo e do processo de empreendedor, este estudo tem como fundamento nas teorias de base económica, comportamental e social e procura explicar, a origem e o desenvolvimento do empreendedorismo, a organização do trabalho, marcos históricos e, carateriza o desemprego, em Portugal e o perfil dos beneficiários da medida. Este estudo incide sobre projetos abrangidos no período 2009- 2011, sintetiza a execução do PAECPE no Continente, Distrito do Porto versus Distrito de Lisboa e Região Norte versus Região de Lisboa e Vale do Tejo.