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.

Competency Management Articulation for Human Resources

In recent years the approach to competences has gained great popularity due to process and organizational reengineering need. Taking opportunity on some recent work in this area dealing challenges that human resources face to develop planning training, I intend to identify several guidelines to develop a future architecture in a practical implementation. At this article is presented the concept development of competency management.

Conflito Trabalho-Família/Família-Trabalho e Capital Psicológico Positivo em Professores

Este estudo teve três grandes objetivos. Por um lado procurámos conhecer a prevalência do conflito trabalho-família e os níveis de capital psicológico positivo em professores; por outro, foi nosso intuito analisar a relação existente na perceção do conflito trabalho-família e os seus reflexos no capital psicológico individual; por fim, quisemos compreender a influência de algumas variáveis sociodemográficas nos dois constructos em estudo. Voluntariamente participaram nesta investigação 231 professores do ensino público e privado, aos quais foi aplicado o Questionário CTF_CP, composto por um conjunto de questões de caracterização sociodemográfica, pela escala S.W.I.N.G. (para avaliação do conflito trabalho-família) e pelo PsyCap Questionnaire (para determinação do capital psicológico positivo). No geral estes profissionais apresentaram níveis moderados de conflito trabalho-família negativo e de conflito família-trabalho-família positivo, assim como níveis moderados de autoeficácia, de resiliência e de capital psicológico positivo. Relativamente às variáveis sociodemográficas verificou-se que o conflito trabalho-família e família-trabalho negativo é significativamente mais elevado nos professores do ensino público, enquanto o conflito família-trabalho-família positivo é mais elevado nos professores do ensino privado. Verificou-se também que é o sexo feminino quem apresenta maiores índices de conflito trabalho-família negativo. Através da regressão linear constatou-se que as três dimensões do conflito trabalho-família estudadas explicam 24,3% da variação obtida no capital psicológico positivo dos inquiridos.

Museums and quality, from the concept of the museum that carries out functions to the museum that provides services

Quality management Self-evaluation of the organisation Citizens/customers satisfaction Impact on society evaluation Key performance evaluation Good practices comparison (Benchmarking) Continuous improvement In professional environments, when quality assessment of museums is discussed, one immediately thinks of the honourableness of the directors and curators, the erudition and specialisation of knowledge, the diversity of the gathered material and study of the collections, the collections conservation methods and environmental control, the regularity and notoriety of the exhibitions and artists, the building’s architecture and site, the recreation of environments, the museographic equipment design. We admit that the roles and attributes listed above can contribute to the definition of a specificity of museological good practice within a hierarchised functional perspective (the museum functions) and for the classification of museums according to a scale, validated between peers, based on “installed” appreciation criteria, enforced from above downwards, according to the “prestige” of the products and of those who conceive them, but that say nothing about the effective satisfaction of the citizen/customers and the real impact on society. There is a lack of evaluation instruments that would give us a return of all that the museum is and represents in contemporary society, focused on being and on the relation with the other, in detriment of the ostentatious possession and of the doing in order to meet one’s duties. But it is only possible to evaluate something by measurement and comparison, on the basis of well defined criteria, from a common grid, implicating all of the actors in the self-evaluation, in the definition of the aims to fulfil and in the obtaining of results.