A gestão de talento numa empresa de consultoria e tecnologias de informação: o caso Capgemini

O relatório de estágio aqui apresentado foi realizado no âmbito do plano de estudos do Mestrado em Gestão – especialização em Recursos Humanos- da Universidade de Évora. Tendo por base a experiência de estágio curricular no Departamento de Recursos Humanos da empresa Capgemini Portugal – Serviços de Consultoria e Informática, S.A., procedeu-se a uma descrição detalhada das atividades realizadas e posterior análise de acordo com as dimensões (i) Estratégia de Gestão de Recursos Humanos, (ii) Gestão de Emprego, (iii) Recrutamento e Seleção, (iv) Formação e Desenvolvimento, e (v) Manutenção de Gestão de Recursos Humanos. Posteriormente, foram enquadradas as atividades a nível teórico, e partindo de uma análise crítica, elaborou-se um conjunto de propostas de intervenção/melhoria da realidade organizacional, nomeadamente ao nível dos Recursos Humanos; Abstract: “Talent Management on a Consulting and IT Organization – Capgemini case” The presented probation report was conducted as part of the Master’s curriculum in Management - specialization in Human Resources at Universidade de Évora. Based on the internship experience in the Human Resources Department of Capgemini Portugal – Serviços de Consultoria e Informática, S.A., the trainee proceeded to a detailed description of the activities and subsequent analysis according to the dimensions (i) Strategic Management of Human Resources, (ii) Employment Management, (iii) Recruitment and Selection, (iv) Training and Development, and (v) Maintenance of Human Resources Management. Afterwards, the activities were framed at a theoretical level, and a set of proposals for action / improvement of organizational reality were recommended, based on the previous critical analysis described.

A gestão de recursos humanos numa organização de saúde

A Gestão de Recursos Humanos é uma área que nos últimos anos se tem vindo a destacar, possibilitando uma empresa a prosperar ou não. Assim, desde que as estratégias organizacionais sofreram uma redefinição, os recursos humanos das empresas são vistos como uma fonte de vantagem competitiva. Este Trabalho Final de Mestrado faz uma descrição das atividades desenvolvidas, segundo o plano elaborado, no estágio académico durante 6 meses, com vista ao desenvolvimento pessoal, mas acima de tudo profissional e de experiência na área dos Recursos Humanos, através do qual se visa a aquisição e o desenvolvimento de conhecimentos e aptidões de prática organizacional numa organização de saúde. A metodologia utilizada foi do tipo observação participante e a análise da teoria para melhor entender e agir diligentemente nas tarefas em que se participa. O trabalho final seguirá a forma de um Relatório de Estágio e consequentes críticas que possam ter surgido durante o mesmo; Abstract: The Human Resources Management in a Health Organization The Human Resource Management is an area that in recent years has emphasized, enabling a company to prosper or not. So, since the organizational strategies suffered a redefinition, human resources companies are seen as a source of competitive advantage. This Master Final Work is a description of activities, according to the plan drawn up in the academic internship for 6 months with a view to personal development, but above all professional and experience in the field of Human Resources, through which it aims the acquisition and development of knowledge and skills of organizational practice in a healthcare organization. The methodology used was the type participant observation and analysis of the theory to better understand and act diligently on the tasks in which they participate. The final work will follow the form of an internship report and subsequent criticism that may have arisen in the meantime.

A influência do modelo e estrutura de recursos humanos na motivação e comprometimento dos trabalhadores: gestão interna versus Outsourcing

Com esta investigação, pretende-se fazer uma análise comparativa sobre o comprometimento e motivação dos trabalhadores, tendo como fator diferencial a gestão do recrutamento, de modo interno e a gestão por outsourcing. O objetivo principal é verificar se existem diferenças significativas nos dois grupos de trabalhadores, à luz de um quadro teórico muito vasto. Para concretizar esta análise foi elaborado um questionário on-line, com questões de escala manifestadas por afirmações elaboradas, com base no enquadramento teórico que constituiu a revisão da literatura, sobre motivação e comprometimento. Os resultados demonstraram que não existem diferenças significativas nos valores médios dos dois grupos na avaliação dos fatores de motivação, embora em ambos os grupos, se verifique uma grande vontade de darem mais de si à organização, de forma a superarem objetivos. Os valores de motivação revelaram-se muito baixos no geral, nos dois grupos. Em ambos os grupos apurou-se que há mais insatisfação face a fatores recompensatórios (tanto a nível material como imaterial): o salário e o reconhecimento do trabalho. Em relação ao comprometimento, verifica-se menor comprometimento por parte dos trabalhadores outsourcing, não numa análise de comparabilidade de médias gerais, mas numa análise de médias mais específicas de alguns fatores em avaliação: intenções de abandono. As médias das intenções de abandono foram mais visíveis neste grupo. No geral, ambos os trabalhadores dos dois grupos são movidos por um comprometimento instrumental, mais relacionado com as poucas alternativas que o mercado de trabalho dispõe , para uma evolução profissional; Abstract: The influence of human resource management structure in the motivation and commitment of employees: internal management versus outsourcing With this research aims to make a comparative analysis on the commitment and motivation of workers, with the differentiating factor the management of the internal mode recruitment and management by outsourcing. The main objective is to verify whether there are significant differences in the two groups of workers in the light of a very broad theoretical framework. To realize this analysis was prepared an online questionnaire with scale issues raised by elaborate statements, based on the theoretical framework that was the literature review of motivation and commitment. The results showed no significant differences in mean values of the two groups in the evaluation of the motivating factors, although in both groups, that there is a great desire to give more of themselves to the organization in order to overcome objectives. The motivation values proved to be very low in general, in both groups. In both groups it was found that there is more dissatisfaction with the recompensatórios factors (both material and immaterial level): wages and recognition of the work. Regarding the commitment, there is less commitment by the outsourcing workers, not an analysis of comparability of overall averages but a more average specific analysis of some factors reviewed abandonment of intentions. The average dropout intentions were more visible in this group. Overall, both employees of the two groups are driven by an instrumental commitment, more related to the few alternatives that the labor market has for professional development.

Family Business in Mexico: Responses to Human Resource Limitations and Management Succession

Indigenous firms in Mexico, as in most developing countries, take the shape of family businesses. Regardless of size, the most predominant ones are those owned and managed by one or more families or descendent families of the founders. From the point of view of economics and business administration, family business is considered to have variety of limitations when it seeks to grow. One of the serious limitations is concerning human resource, which is revealed at the time of management succession. Big family businesses in Mexico deal with human resource limitations adopting measures such as the education and training of the successors, the establishment of management structure that makes control by the owner family possible and divisions of roles among the owner family members, and between the owner family members and the salaried managers. Institutionalization is a strategy that considerable number of family businesses have adopted in order to undergo the succession process without committing serious errors. Institutionalization is observed in such aspects as the establishment of the requisite condition to be met by the candidate of future successor and the screening by an institution which is independent of the owner family. At present these measures allow for the continuation of family businesses in an extremely competitive environment.

Human resource strategy:introducing a new management typology to make change stick

Human resource management (HRM) is now being seen as a strategic activity. This recognises that change processes must include the management of human resources as part of an integrated approach to strategy. Without also linking management development and business strategy, change will not stick and organisations will not develop. Contributing to the debate about integrating HR and other strategies, including linking management development and business strategy, this paper develops a new Generic Management Typology of co-existing management philosophies in order to help change agents diagnose the culture of an organisation and to modify that culture. The typology is derived from reflecting on research about the global transformation of public service organisations over the last twenty-five years.

Management of human resource in Oman

This paper provides an overview of the scenario of management of human resources and the factors influencing the same in the Sultanate of Oman. The initial section of the paper builds the case for investigating HRM practices in the Omani context. This is followed by an analysis of the background information and aspects of social environment of the Sultanate of Oman along with key national initiatives that are likely to influence the take-up and endorsement of HRM in Oman. Next, research evidence in support of key issues related to management of human resources is presented, and conclusions are drawn by analysing the significance of the reported findings. This is done by considering the current situation in Oman and by assessing key challenges for the future.

Source of legitimacy in M-government initiatives in Turkey:concerns human vs. technical resource management

Emerging markets have recently been experiencing a dramatic increased in the number of mobile phone per capita. M-government has, hence, been heralded as an opportunity to leap-frog the technology cycle and provide cheaper and more inclusive and services to all. This chapter explores, within an emerging market context, the legitimacy and resistance facing civil servants’ at the engagement stage with m-government activities and the direct implication for resource management. Thirty in depth interview, in Turkey, are drawn-upon with key ICT civil servant in local organizations. The findings show that three types of resources are perceived as central namely: (i) diffusion of information management, (ii) operating system resource management and (iii) human resource management. The main evidence suggests that legitimacy for each resource management, at local level, is an ongoing struggle where all groups deploy multiples forms of resistance. Overall, greater attention in the resource management strategy for m-government application needs to be devoted to enablers such as civil servants rather than the final consumers or citizens.

Contaminated sites and brownfield management State of art in Brazil and in Germany

Purpose - The aim of this paper is to briefly present aspects of public brownfield management policies from Brazilian and German points of view. Design methodology approach - The data collection method combined literature and documental research. The bibliography included Brazilian and German literature about brownfield management. The documental research includes Brazilian and German legislation and official documents published by CETESB, the Environmental Company of the State of São Paulo, Brazil. Furthermore, publications of German governmental research institutions have been integrated in the paper. Findings - In Brazil, despite the lack of a federal public policy, the State of São Paulo has approved specific rules to deal with contaminated sites. Topics that could be targets of scientific studies have been identified. Experiences in Germany show that it is essential to have political will and cooperation between the different political levels and technical disciplines. Partnerships between German and Brazilian universities would be welcome as there is a wide range of opportunities for academic post-graduation studies and research focusing on human resources capacitation in environmental management. Originality value - The paper makes an original contribution of exploring an area (brownfield management) that is at the forefront of discussion in academe and industry

Relationships between human resource dimensions and environmental management in companies: proposal of a model

This work deals with the main contributions of human resource dimensions for the environmental management in a company. While the specialized literature concerning the technical aspects of environmental management expands, there is a gap in the bibliography: integrated approaches between human resource dimensions and environmental management. An extensive bibliographical review was undertaken in order to systematize the human resource dimensions and their contributions concerning the effectiveness of the environmental management system. A model that analyses the relationships between these dimensions and the typical phases of an environmental management system is presented, within a perspective of application for academicians and managers. (c) 2006 Elsevier Ltd. All rights reserved.

Taking the "cross" out of cross-cultural transfer of management practice

Multi-national enterprises often attempt to replicate successful management practices in "foreign" environments. However, such practices may be ethnocentric because they fit the assumptions, behaviors, expectations, and values of the home cultural environment. Unless the underlying assumptions are shared, transfer to a differing environment may fail. Even if the focus is shifted from cultural differences to implementation, implementation approaches may also be criticized as ethnocentric for the same reasons. In this article, a non-ethnocentric model is expanded and used to test the portability of one management practice, performance appraisal, from the USA to Brazil. This "Test of Portability" may help managers understand which management practices are portable, and, perhaps even more valuable, provide a rationale for adaptation or rejection.

Proposal for shared services performance management model applied to portugueses public administration

Comunicação apresentada no 8º Congresso Nacional de Administração Pública - Desafios e Soluções, em Carcavelos de 21 a 22 de Novembro de 2011.

Aplicação da metodologia de “lean management” no processo de desenvolvimento de produto

O presente trabalho de dissertação teve como objetivo a implementação de metodologias de Lean Management e avaliação do seu impacto no processo de Desenvolvimento de Produto. A abordagem utilizada consistiu em efetuar uma revisão da literatura e levantamento do Estado da Arte para obter a fundamentação teórica necessária à implementação de metodologias Lean. Prosseguiu com o levantamento da situação inicial da organização em estudo ao nível das atividades de desenvolvimento de produto, práticas de gestão documental e operacional e ainda de atividades de suporte através da realização de inquéritos e medições experimentais. Este conhecimento permitiu criar um modelo de referência para a implementação de Lean Management nesta área específica do desenvolvimento de produto. Após implementado, este modelo foi validado pela sua experimentação prática e recolha de indicadores. A implementação deste modelo de referência permitiu introduzir na Unidade de Desenvolvimento de Produto e Sistemas (DPS) da organização INEGI, as bases do pensamento Lean, contribuindo para a criação de um ambiente de Respeito pela Humanidade e de Melhoria Contínua. Neste ambiente foi possível obter ganhos qualitativos e quantitativos nas várias áreas em estudo, contribuindo de forma global para um aumento da eficiência e eficácia da DPS. Prevê-se que este aumento de eficiência represente um aumento da capacidade instalada na Organização, pela redução anual de 2290 horas de desperdício (6.5% da capacidade total da unidade) e pela redução significativa em custos operacionais. Algumas das implementações de melhoria propostas no decorrer deste trabalho, após verificado o seu sucesso, extravasaram a unidade em estudo e foram aplicadas transversalmente à da organização. Foram também obtidos ganhos qualitativos, tais como a normalização de práticas de gestão documental e a centralização e agilização de fluxos de informação. Isso permitiu um aumento de qualidade dos serviços prestados pela redução de correções e retrabalho. Adicionalmente, com o desenvolvimento de uma nova ferramenta que permite a monitorização do estado atual dos projetos a nível da sua percentagem de execução (cumprimento de objetivos), prazos e custos, bem como a estimação das datas de conclusão dos projetos possibilitando o replaneamento do projeto bem como a detecção atempada de desvios. A ferramenta permite também a criação de um histórico que identifica o esforço horário associado à realização das atividades/tarefas das várias áreas de Desenvolvimento de Produto e desta forma pode ser usada como suporte à orçamentação futura de atividades similares. No decorrer do projeto, foram também criados os mecanismos que permitem o cálculo de indicadores das competências técnicas e motivações intrínsecas individuais da equipa DPS. Estes indicadores podem ser usados na definição por parte dos gestores dos projetos da composição das equipas de trabalho, dos executantes de tarefas individuais do projeto e dos destinatários de ações de formação. Com esta informação é expectável que se consiga um maior aproveitamento do potencial humano e como consequência um aumento do desempenho e da satisfação pessoal dos recursos humanos da organização. Este caso de estudo veio demonstrar que o potencial de melhoria dos processos associados ao desenvolvimento de produto através de metodologias de Lean Management é muito significativo, e que estes resultam em ganhos visíveis para a organização bem como para os seus elementos individualmente.

Constrained Consumption Shifting Management in the Distributed Energy Resources Scheduling Considering Demand Response

Demand response concept has been gaining increasing importance while the success of several recent implementations makes this resource benefits unquestionable. This happens in a power systems operation environment that also considers an intensive use of distributed generation. However, more adequate approaches and models are needed in order to address the small size consumers and producers aggregation, while taking into account these resources goals. The present paper focuses on the demand response programs and distributed generation resources management by a Virtual Power Player that optimally aims to minimize its operation costs taking the consumption shifting constraints into account. The impact of the consumption shifting in the distributed generation resources schedule is also considered. The methodology is applied to three scenarios based on 218 consumers and 4 types of distributed generation, in a time frame of 96 periods.

Human capital in the knowledge-based society: comparative analysis: Romania-Portugal

The current economic crisis has rushed even more the economists’ concerns to identify new directions for the sustainable development of the society. In this context, the human capital is crystallised as the key variable of the creative economy and of the knowledge-based society. As such, we have directed the research underlying this paper to identifying the most eloquent indicators of human capital to meet the demands of the knowledge-based society and sustainable development as well as towards achieving a comprehensive analysis of the human capital in the EU countries, respectively of a comparative analysis: Romania - Portugal. To carry out this paper, the methodology used is based on the interdisciplinary triangulation involving approaches from the perspective of human resource management, economy and economic statistics. The research techniques used consist of the content analysis and investigation of secondary data of international organisations accredited in the field of this research, such as: the United Nation Development Programme - Human Development Reports, World Bank - World Development Reports, International Labour Organisation, Eurostat, European Commission’s Eurobarometer surveys and reports on human capital. The research results emphasise both similarities and differences between the two countries under the comparative analysis and the main directions in which one has to invest for the development of human capital.

People management in the Portuguese nonprofits

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics