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 Economic anI Racial Implications of the Globalization of Knowledge by Catholic Missionaries in Portuguese India, 16th-18th Centuries

The European Missionaries benefitted from the native Asian sources and knowledge providers much more than it is honestly acknowledged.

Identification of resilience factors in rail engineering work

This paper discusses an ongoing project that aims at improving the potential for resilience of a system responsible for the planning of rail engineering work delivery. It focuses on the use of a human factors based approach as a way to achieve this end. In particular, the paper discusses the initial data collected by means of interviews and how this process gave way to a two fold goal: Understanding how the planning process works in reality and identifying any critical aspects of the system from a Resilience Engineering perspective. Given the nature of the process under study, information flows and communication issues have been given particular attention throughout the data collection and analysis stages. Initial data confirms that the planning process is greatly reliant on the capability of people using their knowledge and skills to communicate in a dynamic informational environment. Finally, the added value of the interviews is discussed from a human factors perspective and as a mean towards the aim of better understanding resilience in rail engineering planning.

Resilience in rail engineering work

This paper discusses an ongoing project that aims at improving the potential for resilience of a system responsible for the planning of rail engineering work delivery. This is being addressed by means of a methodology based on the observation and analysis of “real” planning activities, using resilience engineering concepts as a background. Interviews with planners have been carried out to provide an overview of the planning process and steer more in-depth investigation. Analysis of historic information and observation of planners’ main activities is underway. Given the nature of the process under study, information flows and communication issues have been given particular attention throughout the data collection and analysis stages. Initial data confirms that the planning process is greatly reliant on the capability of people using their knowledge and skills to communicate in a dynamic informational environment. Evidence was found of communication breakdowns at the boundaries of different planning levels and teams. The fact that the process is divided amongst several different areas of the organisation, often with different goals and needs, creates potential sources of conflict and tension.

The Centre of Memories: work in progress. Case of the Michel Giacometti Labour Museum, Setúbal, Portugal

The work on Social Memory, focused on the biographic method and the paths of immaterial Heritage, are the fabric that we have chosen to substantiate the idea of museum. The social dimensions of memory, its construction and representation, are the thickness of the exhibition fabric. The specificity of museological work in contemporary times resembles a fine lace, a meticulous weaving of threads that flow from time, admirable lace, painstaking and complex, created with many needles, made up of hollow spots and stitches (of memories and things forgotten). Repetitions and symmetries are the pace that perpetuates it, the rhythmic grammar that gives it body. A fluid body, a single piece, circumstantial. It is always possible to create new patterns, new compositions, with the same threads. Accurately made, properly made, this lace of memories and things forgotten is always an extraordinary creation, a web of wonder that expands fantasy, generates value and feeds the endless reserve of the community’s knowledge, values and beliefs.