POLICIES AND PRACTICES OF

Retention of talents
Me. Aurélio Moschin

GUIDE OF
DISCIPLINE
Universidade Santa Cecília - Educação a Distância

1. BASIC CONCEPTS OF TALENT RETENTION

In this first guide of the discipline, we will study the concepts of retention.
talents in the organization. We know that to achieve success organizations depend on
a qualified and distinguished workforce, as people are a key factor for the
desenvolvimento sustentável e contínuo ao longo do tempo.

Organizations have realized that human capital is a source of advantage.

competitive, as global competition is becoming increasingly fierce. Therefore, having a
a differentiated professional who brings significant results has become a resource
essential.

Thus, in a scenario where the main characteristics of the current

society is change and competitiveness in the universe
organizational, employees and employers try to adapt to the
demands placed upon them. Organizations seek value
human, the performance that will ensure your success in front of
competition, so they seek to retain talent.

On the other hand, employees are also seeking constant ways to

develop to become a differentiated resource for the company, for this new
attributions and requirements are added to performance and so that it is maintained
present and ready for this new job market.

Now that we know what we will address in this text, let's understand the
concepts that guide this topic.

1.2. CONCEPT AND DEFINITION OF TALENT

Talent is a word of Latin origin and means the aptitude of a
person able to perform a certain task with ease and success.

According to Mendonça (2002), talented employees make the difference in

organizations, as they have competencies that are difficult to acquire, and these are
competencies are extremely important for the company's strategy.

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According to Michaels, Handfield, and Axerold (2002), talent is a set of

skills of an employee, encompassing talents, knowledge, experience,
intelligence, discernment, attitude, character, innate impulses, and the ability to
to learn.

Now you might be questioning, I know someone who has this profile
Are you differentiated and talented? Am I a talent?

First of all, talent is not simply performing a task well, the

the meaning of the word talent is much more than executing a task well. A talent has
the ability to adapt to changes and to carry out a large number of tasks with
momentum and satisfactory results.

According to Neto (2013), talent has cognitive ability, initiative and

self-confidence.

According to Chowdhury 2003 (cited in Neto 2013), talent is the

capacity applied to the creation of value that is recognized and

rewarded by the main stakeholders. In this sense, the
talented people know how their jobs fit into the value chain of
the company not only performs the daily routine tasks well, but also
they also stand out in the high potentialization components of their jobs,
inovando e reagindo ao ambiente e à competitividade. Portanto, o talento energiza seus
colleagues, take on more responsibilities for success and failure, create a sense of
urgency.

NOW MAKE A REFLECTION:

If you were the owner of a large company, would you like to have an employee?
with excellent knowledge, skills, attitudes, experience, intelligence,
discernment, among other qualities?

If your answer was yes, you are aligned with 100% of companies, because it is
exactly this way that organizations think, and that is why they want
Attract, retain, and keep the employee who has talent.

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To retain means to hold, to keep firm, not to let slip away, which is why one of the main
The objectives of strategic people management are the retention of talented individuals in
organization.

Talent retention is a practice in which the company promotes ways for

your employees stay in the organization through specific policies and
growth, encouragement, professional and personal development.

It is understood that it is the company's responsibility to provide support.

minimum necessary for people to use their talents, skills and
knowledge in favor of better results, while receiving what
the company has the best to offer, contributing to growth and development
personal and professional. Dutra (2004).

According to Branham (2001), there are six most common reasons why the
talented professionals leave the company:
They do not see a correlation between their salaries and their performance.

2. They Do Not See Opportunities For Growth And Development;

3. They Do Not See Importance In The Contribution Of Their Work;

4. Your Natural Talents Are Not Explored;

Your expectations are somewhat unclear or unrealistic;
They Will Not Tolerate Abuse of Any Kind.

Para reter seus talentos as empresas investem em programas de desenvolvimento,

remuneration and well-being.

Ensure that talents feel recognized,

valued and therefore decide to stay in the company instead of leaving
for new challenges, it is a great challenge for Management
People.

Talents are important for the organization, which is why there is talent management, which
The main objective is to ensure that the company retains its talents and does not leave them at the mercy.

of the market and competitors.

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Did you know that the company Ernst & Young has a program for there to be a
better infrastructure for the development of talents from backgrounds
disadvantaged? A recent program titled "Leadership Matters" was
led by younger professionals in partnership with the team of
diversity and inclusion. The company emphasized in this program the exposure of
underrepresented groups and generational differences.

SUPPLEMENTARY READING:
Do you have any supplementary reading that adds knowledge about this?
theme: TALENT RETENTION - BY LÍDIA CAROLINA FOR [Link].

SOURCE: [Link]
talented youths

Read the proposed article as supplementary reading.

Will add more knowledge about the subject

DUTRA, Joel Souza. Career Management: a proposal to rethink

people management. São Paulo: Atlas, 1996.

The War for

Talento. Rio de Janeiro: Editora Campus, 2002.

NETO, Silvestre Prado de Souza; CALVOSA, Marcello Vinicius Doria. As

leadership competencies: attributes and practices of the 21st century leader, a
quantitative research. Rio de Janeiro: UNIMEP Administration Journal,
2006.

TACHIZAWA, T. People Management: an approach applied to strategies of

business. 2nd ed. Rio de Janeiro: FGV Press, 2001.

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2. TALENT ORGANIZATIONAL AND DEVELOPMENT OF

COMPETÊNCIAS

In this class we will study about the identification of the organization's talents.
through skills and how we can develop ourselves to become a
talent.

From the moment organizations start to recognize capital

human being your greatest investment capable of providing a competitive advantage, the companies
they created alternative ways to develop and retain their talents.

The company in this context is subject to losing its employees to others.

organizations that are also seeking talents with the skills
developed and improved, to enrich your human capital.

For the employee, it is important to define their

purposes and objectives, personal and professional, so that one can
direct your actions in your favor by developing skills
that will best contribute to achieving these goals and,
consequently raising your employability level.

Organizations are made up of people who have diverse skills,

in order for these skills to be improved, it is necessary for the company and the
employees determine which knowledge, skills, and attitudes are necessary.

All employees who are identified as organizational talents,

continuously develop and enhance their skills inside and outside the organization.

NOW THAT YOU ALREADY KNOW THAT COMPETENCE IS AN ESSENTIAL FACTOR

FOR TALENT MANAGEMENT AND RETENTION, WE WILL STUDY MORE IN DEPTH
THE BEHAVIORAL AND TECHNICAL SKILLS THAT COMPANIES
WE SEEK TO DEVELOP EMPLOYEES.

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2.1. Behavioral Competencies

According to Saad (cited in Boog, 2002), there are behavioral competencies that are
essential for an outstanding employee, among them we can mention: flexibility,
leadership, interpersonal relationships, communication, and creativity.

We can understand flexibility as the adaptation to frequent changes in

work environment and in society in general, require individuals to have a huge
ability to adapt. However, to a greater or lesser extent, the trend of
humanity has always been in the sense of advancing progressively, which characterizes the
change as a growing and inevitable process. In other words, change is a constant
In our society, what has changed in recent times is the volume and speed with which
these changes occur.

Thus, well-prepared and talented professionals are agents of

change, above all they know how to anticipate it and manage it
consequences, extracting the main advantages of the change.
According to Sorio (cited in Boog, 2002), some skills are essential to
professional who desires success in changing environments, these
skills are: flexibility and adaptation to new scenarios, vision of the future, good
interpersonal relationship and self-confidence in your qualification.

In this way, the processes of organizational change are not seen as

threats from talented employees. It is essential that modern professionals
learn to turn these changes into business opportunities, both for the
his companies as well as for his own professional development.

Having a profile aligned with the profession in which one operates, adding to
essential skills today such as leadership, creativity, and communication are
considered the most important factors for a high-level professional. This is because the
companies need professionals who have knowledge and experience to
contributing to the organization, avoiding excessive spending on training and time
wait for learning.

However, the profile that organizations currently aspire to for their workforce
work has also been undergoing changes. According to the study by Baggio and Francisco

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(2005), companies are seeking in their professionals, in addition to knowledge

specific to the function, behavioral competencies, that is, attitudinal competencies
which can be innate or developed. In the workplace, these attitudes become
reflect through the synergy in tasks with improvement in work processes and
internal relationships, quality of products and services offered, self-motivation and
quality of life for the internal public, innovation and creativity in problem-solving.

For the professional to achieve success in the role they perform, it is necessary that
has specific knowledge of the task and develops additional skills that
complement your performance. In this aspect, it is important for the employee to know
the skills that your company aims for, especially those that are considered
core (base) for the organization, so that it can direct its development efforts
in the same sense.

Interpersonal relationships according to some authors are

evidenced by the movement of globalization through the evolution of
means of communication and computer systems, through the
data transmission over distance, computer networks and the
dissemination of the Internet brought people closer and promoted
better integration in the so-called 'global village'. As a result, people began to
to communicate more and better, including with those with whom they may never have a
personal contact.

The simple exchange of information and experiences already makes a significant contribution in

improvement of professional performance. However, the greatest advantage of these contacts is

the strengthening of the network of relationships. According to Cabrera (2005), a network
relationships and contacts) is one of the three pillars of a successful professional, accompanied
through the axis of knowledge and that of competencies.

It is necessary for the professional to always be attentive to the constant search for new

knowledge. All actions to be taken need to be based on theory and

practical, so that the chance of success in carrying out each plan is even greater. For
therefore, it is of vital importance that the individual identifies the needs regarding the
knowledge that still needs to be acquired, whether technical or behavioral.

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The development of behavioral skills is

determinant to identify and develop a talent! Did you see that the
behavior-related competencies are of extreme relevance
for talent management, now we will look at technical competencies,
because both are essential for the identification and development of a
employee identified as talent.

2.2. Technical skills and updates

We know that it is indisputable that in order to succeed, companies depend on a
motivated and qualified workforce and, due to this interrelation, the importance of
education and corporate training is consolidating in organizations as
a primordial factor for sustainable and continuous development over time.
According to Chiavenato (1999), learning is essentially the process by which
people acquire new knowledge or skills to improve their
performance. In concrete terms, this represents the improvement of products and services,
reduction in costs, increase in productivity and level of innovation.

In the magazine Você AS - edition 100 (2004), of the 2,679 former students interviewed for the

research on the best MBAs in Brazil, 81% stated that the program increased
your performance and employability and 57% had an increase in remuneration during or
shortly after the course.

According to Saad (in Boog, 2002), technical and updating skills are nothing more than
they are about professional training courses, postgraduate studies, MBA, technical updates
and managerial. As the most important for maintaining employability, we can
quote:
1. Academic education, postgraduate studies and specialization courses: How we are
In a world of complete change, keeping knowledge updated will bring more
possibilities of professional growth
2. Languages: The globalized world makes it necessary for professionals to learn
other languages, the most requested are English and Spanish. Several mergers
happen between organizations with different standards and the professional who only speaks the

Portuguese will hardly be able to adapt to the changes and demands of

market, in addition to becoming less competitive compared to the professional

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who masters another language, thus gaining agility to solve possible

problems that cannot be solved in Portuguese.
3. Technical updates: it is necessary to have fully capable knowledge to perform
certain functions require different technical knowledge for each job,
we should always seek knowledge so that there is no
deficiency at work. The type of knowledge is a factor that
often defines the permanence in the job market.
4. Computer Science: for any position in the job market the
Knowledge in Informatics is essential; without this knowledge, it becomes complicated.
the exercise of the function. There are professionals who entered the labor market some time ago.
time, with that they are not from the Internet era and have restrictions on the use of some

softwares end up being replaced if they do not keep up with innovation

technological.
5. Work for results: Performing the function purely and simply has ceased to be
as important as in previous decades, it is now necessary to generate results for
The company as a whole, for success, requires results.
The world is not interested in the storms you faced, but rather if you
brought the ship and in what condition it arrived at the port" Saad (cited in Boog, 2002)".

To achieve the goal of having a qualified and updated workforce, the

organizations have been seeking alternatives such as corporate universities and support from
distance education. They are tools that enable the development of capital
human within the company itself, generating knowledge focused on strategies and
needs of the organization and providing growth to the company and the employee
together. It is an innovative vision of corporate education, which is
crescendo in the organizational universe sustained by the positive results it presents
and for the ease of access and reduced cost it represents for the company.

The technical knowledge of the function is essential for the employee, as without it
there is no way to obtain legitimacy for the function to be performed much less to be
identified as a Talent.

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Did you know that in Brazil the number of is significantly increasing

virtual coaching? According to the newspaper Folha de, 40% of coaching sessions are already
occurred in the internet environment, which results in lower time costs
the displacement!

COMPLEMENTARY READING:
Do you have supplementary reading that adds knowledge about this?
theme: FOUR SKILLS MOST VALUED BY THE MARKET
Talent retention

SOURCE:[Link]
valued by the market according to the CEO of the talent company

Read the proposed article as supplementary reading.

It will add more knowledge about the subject.

BAGGIO, L. and FRANCISCO, A.C. Competency Management from the perspective of

labor market of Ponta Grossa-PR. In: XXXIII Brazilian Congress of
Engineering Education. Campina Grande, PB. (CD ROM), 2005.

BOOG, Magdalena. (Organizers). People and Teams Management Manual:

Teams: Operations. São Paulo: Editora Gente, 2002.

CHIAVENATO, Idalberto. Administration in the new times. - 2nd ed. – Rio de

January: Elsevier, 2004.

CHIAVENATO, Idalberto. People management: The new role of resources

Humans in organizations. 3rd ed. - Rio de Janeiro: Elsevier, 2008.

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3. POLICIES AND PRACTICES OF RECOGNITION

The policies and practices of people management aimed at talent retention

they are based on different aspects. We can observe that companies are based on
recruitment and selection, personal development, management style, planning of
career, job and salary plan, quality of life, compensation and benefits, for
to form retention policies and practices. The unions of the various approaches in Management
People shape talent retention policies and practices.

Now you understand that Talent Retention is an extremely important task.

importance and is composed of various approaches, we will study the main ones.

3.1. Main approaches

For people, recognition comes from work and the
organization, with direct implications for motivational processes.
Remembering that motivation is the internal stimulus for action and that

Each one has different ways of motivating themselves.

Below is a table extracted from a master's thesis from France

Junior, who has the source: IZAWA, Maria Cristina. Da Silva, Simone Alves. SCHOLTZE,
Sirlei. (2004), what are the main approaches to retention policies and practices.

It should serve as an incentive for professionals to

Internal Recruitment continuously worry about improving their
professional qualifications.
It happens when the requirements and qualifications of
External Recruitment internal professionals do not meet the need of the
vague.
It serves as a strategic element. The company contributes to
Development the development of professionals and consequently with
the company's business.
It presupposes gradual professional development, the result of
relationship established between the person and the company, addressing
Career
perspective of both.

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The trust that exists between leaders and their followers facilitates cooperation.

Trust in teamwork, besides allowing for the permanence of

people in the organization.
Employee satisfaction and the establishment of a climate
Quality of Life in
favorable, bring a positive result in quality,
Work (Quality of Life at Work)
productivity and fosters a more creative environment.
There is the option to compensate oneself based on the analysis of
Remuneration person and their position in their skill set, and not
in your position.

Understand competence as a set of skills,

Remuneration for
knowledge and attitudes and more the ability to deliver to
competence
I work in a way that adds value to the organization.
It will depend on the real need of the company to attract and retain.

PSC talents, for this it requires a correct evaluation of the

positions and a certain market salary adjustment.
In addition to meeting basic needs, they are also
used as mechanisms for attracting and retaining people,
Benefícios
therefore it should be kept as something strict to maintain a
skilled workforce.

In the above frame, we can verify that there are several practices that make up the

Talent Management and Retention, when used in isolation, does not yield results.
Therefore, retention policies and practices are a set of procedures that the company
has to develop, attract, and retain professionals considered talents.

Recognition is associated with expectations of

compensation for the contribution made by individuals to
organization, according to Siqueira & Gomide (2004). It is done

It is important to emphasize that relationships within the

organization, are also factors that lead to retention of
talents.

A cohesive work team is important for talent retention in

organizations. In light of this, as the individual sees themselves as part of
team, and that its participation is accepted, feels stable and dependent on the group, extracting
to allocate resources to satisfy your motivational needs.

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The authors Brun and Dugas (2005) argue that recognition is a

"competence" of management, as the recognition promoted by management creates distinctions.
among people, selectively positioning them in the division of labor. In this sense, the
talent identification plays a fundamental role in avoiding distortions in
recognition of people, as it becomes a key issue to know 'who'
to recognize and the reason for doing it.

Thus, recognition depends on cognitive processing regarding

duties, obligations, and mutual expectations. Below are some of the most common types of
recognition used by organizations:
• Attractive Fixed Compensation
• Variable remuneration based on results
• Differentiated benefits
• Internal suggestion and awards programs
• Feedback on each good job done
• Assignment of new challenges
• Participation in important meetings
• Manager's Praise
• Award for good practices

When we talk about recognition, we cannot forget that it is the driving force.
for the motivation and satisfaction of the person.

It is a mindset that interferes with the way something is perceived, observed and
judged by what is around you, therefore there is an essential interest in the nature of the attitude
of employees when it comes to what is expected of their behavior. The person
distinguish your satisfaction and objective personal disposition for work as you start your
activity in the company: positively: with joy, politeness, feeling of happiness,
or you are negative: pessimistic, sad, irritable, closed off. In short, you are predisposed or
unsatisfied.

Why does SATISFACTION involve Talent Retention?

It is a set of favorable or unfavorable feelings and emotions, through
how a person faces their activity, with affection or rejection. Satisfaction involves: focus

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individual - (attitude of a single employee) allied to the work group - (team). In

Simple terms is how much one likes the work, what one does - Spector (2002).

According to Newstron (2008), the individual assessment of each team member reflects
in the satisfaction of the group, which we call 'group morale'. This can be monitored
frequently to adapt to their own attitudes and those of the team.

Attitudes are developed over time. In the same way that the
satisfaction and dissatisfaction with work. It occurs as the employee gains more
but the necessary information for the work. It's part of the satisfaction with life, because
is also influenced by the social and personal environment, since man is a being
relational. Man needs to be recognized for what he does; only then does he establish himself.
where it works. It is one of the pillars to retain you in the organization.

The era of globalization impacts talent retention, which is of utmost importance.

for the survival and growth of organizations and their permanence in the market.
Currently, the people manager in organizations must have the ability to manage with
competence, in order to satisfy and retain its employees, who represent values
invaluable to the company and to the employees.

Talent retention programs are essential for keeping people.

talented and motivated to continue in the organization, bringing results
significant for the business! If your company does not have a program
Adequate will probably lose their talents and eventually lose advantage.
competitive. Elektro is number 1 in the ranking of the best companies to work for
working in 2014 aimed to value employees, prioritizing the
internal recruitment and thus provide real growth opportunities. In the year
prior to the research, 93% of the open positions were filled by
employees of the company itself, this means that the organization prioritizes the
development provides opportunities and challenges.

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SUPPLEMENTARY READING:
Do you have a supplementary reading that adds knowledge about this?
theme: The Relationship Between Strategic Compensation and Talent Retention
In the Organization - Part 2

SOURCE:[Link]

Read the proposed article as additional reading.

It will add more knowledge about the subject.

BRUN, J. P., & DUGAS, N. Recognition at work: analysis of a concept

rich in meaning. Management, 30, 79-88 - (2005).

IZAWA, Maria Cristina; SILVA, Simone Alves da; SCHOLTZE, Sirlei. The Policies and
Talent Retention Practices in a Retail Organization. In:
SEMINARS IN ADMINISTRATION–SEMEAD FEA/ USP, 9, 2006, São Paulo.
Anais... São Paulo: USP, 2006.
NEWSTRON, Jonh W. Translation Ivan Pedro Ferreira Santos. Behavior
human organizational at work. São Paulo: Mac Graw Hill, 2008.

SPECTOR, Paul E. Psicologia nas Organizações. São Paulo: Saraiva, 2012.

SIQUEIRA M.M.M, and GOMIDE Junir, S. Individual Connections with the Organization
and with Work. In: Zanelli, J.C, Borges Andrade, J E. E Bastos. AVB (Orgs)
Psychology, organizations, and work (pp. 300-323). Porto Alegre RS. Artemed.
2004

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4. CAREER DEVELOPMENT AND ITS IMPORTANCE FOR

TALENT MANAGEMENT

In this class, you will learn the concepts of career development and its
impacts on talent management. Introduction: Career development is undoubtedly
a tool of extreme importance for the development of a talent. You
you need to manage your career as an individual to achieve your professional goals and
as a Human Resources professional, you should know how to apply the concepts of
career development, so that the professionals in your company can grow
more and more become the talents of the organization.

Definition of Career: According to Dutra (1996), the implementation

The career plan is the driving factor for obtaining qualification.

and access to the professional experiences necessary to compete
for opportunities and to achieve career goals.

According to Dutra (1996), there is a natural resistance on the part of people to

planning of their professional lives, both because they face the professional path
as something given, as much for the fact that they had no stimulation throughout their
lives. According to Dutra (1996), the resistance to individual planning is still very large in
In Brazil, people tend to guide their careers more by external appeals, such as,
remuneration, status, prestige, etc., than by personal preferences. According to Tachizawa
career planning is a continuous process of interaction between the
employee and the organization aiming to meet the objectives and interests of both
parts.

Why talk about Career?

According to research by Corporate Monster consulting:
• 75% of Brazilians are not satisfied with their careers;
• 76% of Americans and Europeans said they would reduce their payments if
they have the chance to work in a job that they really enjoy.

Remember that 65 to 70% of your waking time you are working!

Career Planning First of all, if you want to develop people in

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a company that works, or even develops, career planning is

fundamental for this. As we saw in the definitions above, the career plan is the factor
propellant for obtaining training and development.

Below are some tips for you to start planning your career or to guide
a person.

The first step is self-knowledge. How much have you dedicated yourself to knowing yourself?

Where do you want to go?

There are some self-knowledge exercises you can do.

• Write your life story (look back);
• Explore what gives you pleasure;
• Explore your vision of the future, where do you want to be in 10 years?
• Look within and know your values.

The 2nd Step is planning. Planning means HOW to reach the career project.
What do you want.
• Set your goal and the deadline you expect to need.
to reach you;
• Make sure that the deadline you set is
adequate: neither too long nor too short;
• Establish intermediate levels and deadlines to achieve each of your
objectives;
• Make sure there will be no extraproject barriers that could make
impossible or very difficult to achieve your goal
• Find trustworthy people who can help you determine if your plan
Is it really feasible? Are you overestimating or underestimating yourself?

• Be alert to update your Plan every time new ones emerge.

conditions may influence its realization;
• Desenvolvimento de competências para facilitar o atingimento de suas metas.
• Quote: "Undermining planning, procrastinating its preparation, and delaying it"
implementation is programming your own failure" Gutemberg B. de Macêdo.

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Step 3 is the implementation The implementation of the strategy of

career is the most delicate part of the whole process, as it involves
behavioral changes, restructuring of daily life, review of
relationships with people and companies. How we have a resistance
Natural changes require the establishment of objectives.
career planning, should be followed and continuously reassessed. At this stage,
You must develop the relevant skills to achieve your goal.
Remembering that maximum performance is the result of an evolution, which requires time and

dedication.

Talent management is directly connected to career planning,

Because to develop and become a talent, planning is essential.

True talents always insist on their dreams!

Talent management is directly connected to career planning, as
to develop and become a talent, in addition to planning, one must also develop
competências: determinação, disciplina, paciência, persistência, flexibilidade,
enhancement of skills and knowledge, being focused on goals. See now
below are some examples of these.

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SUPPLEMENTARY READING:
Do you have a complementary reading that adds knowledge about this?
theme: TALENTED PEOPLE WANT A SUCCESSFUL CAREER AND NOT JUST
EMPLOYMENT.

SOURCE: [Link]
they-want-successful-career-and-not-just-job/

Read the proposed article as complementary reading.

It will add more knowledge about the subject.

BOOG, G.: MAGDALENA, (coord) Manual of People and Team Management.

volume 1. São Paulo : Editora Gente, 2002. BOOG, G.: MAGDALENA, (coord)
People and Teams Management Manual. Volume 2. São Paulo: Editora Gente,
2002.

DUTRA, Joel Souza. Career Management: a proposal to rethink

people management. São Paulo: Atlas, 1996.

DUTRA, Joel Souza. People Management: Model, Processes, Trends and

Perspectives. São Paulo: Atlas, 2002.

TACHIZAWA, T. People Management: an approach applied to strategies

business. 2nd ed. Rio de Janeiro: FGV Publishing, 2001.

GIULIESE, Mariá. 61 atitudes para turbinar sua carreira. Revista Você S/A, São
Paulo, Edition 48, p. 37, Jun. 2002.

RABAGLIO, Maria Odete. Selection by competencies. São Paulo: Educator 2001

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5. THE IMPORTANCE OF LEADERSHIP IN MANAGEMENT AND RETENTION

TALENT

You will now study the importance of leadership in talent management, as the
talents only remain in organizations when they have leaders who develop them
people.

To retain a talent beyond the people management practices mentioned in the texts
previous, a good work environment and leadership are necessary
develops, supports, and encourages its employees. Talents need to feel that the leader
supports and develops it. Therefore, studying the leader's profile undoubtedly contributes to the
retention of talent in the organization. GIL (2014).

5.1. Definition of Leadership

According to studies, leadership is the use of symbolic and non-coercive influence to
promote the alignment of the activities of the members of an organizational network that
feel motivated by the contribution and committed to the result.
Essential competencies of a leader:
1. Initiative and enthusiasm
2. Self-confidence
3. Integrity and credibility
4. Ability to encourage and motivate others
5. Ability to accept challenges
6. Persistence and commitment
7. Commitment to continuous learning

5.2. Definition Leader-coach:

The coach leader, according to GIL (2014), is the one who trains their team with
the purpose of developing your abilities, skills, and potential.
Currently, companies expect their leaders to be more educators, coaches, and
responsible for the professional growth of their subordinates both in aspect
psychological, as in the aspect of maturity at work. Leadership based on stimuli
strongly contributes to the subordinate finding their values, gaining a clear vision,

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improve your strategies. The responsibility of facing challenges and finding solutions.
For the problems are also other strong characteristics of a good leader.

Is Brazil the world champion in turnover?

According to a global survey in 2013 by the company Robert Half conducted with
1,775 HR directors from 13 nationalities, Brazil is the world champion in
employee turnover! Human Resources develops leadership for
reter talents! None talent
will remain in an organization where the
leadership does not inspire him and does not serve him

example. The leaders of an organization

exert strong influence and impact on
talent retention management!

The leader must then know how to influence their subordinate through behavior.
mentor, clarifying, directly acting on the behavior of the subordinate, this means
that the leader as a manager must manage the behavior of the subordinate restricted to
specific position for which it was hired, and not the people who occupy the position.
Currently, the difference between a company and its competitor is increasingly the
ability to execute.

According to Gil (2014), communication is the great challenge of leadership. Currently,

communication between leaders and subordinates has become increasingly essential, the
new generations are eager for connections and continuous feedback, which is why the bond between leader
The subordinate should always be a point of attention for the Human Resources department.

5.3. The leader's communication

The leader's role in ensuring good communication with a subordinate should:

• Show interest
• Maintain eye contact
• Be aware of your body language
• Participate in the conversation in a timely manner
• Explore the power of silence when necessary

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At the time of communication, during performance evaluation, the leader must also
follow the steps above and do not forget to: point out the strengths and weaknesses, provide
adequate feedback and then continue to monitor the evolution of this employee. It is
exactly this is one of the major factors in talent retention by leadership. To know
each led by their performance, difficulties, and potentials.

SUPPLEMENTARY READING:
Do you have a supplementary reading that adds knowledge about this?
theme: COMPANIES BET ON FUTURE LEADERS

SOURCE:[Link]
future leaders

Read the proposed article as supplementary reading.

Will add more knowledge about the subject.

CHIAVENATO, I. People management: the new role of human resources. Rio de

January: Campus, 2014.
DUTRA, Joel Souza; FLEURY, Maria Tereza L. and RUAS, Roberto (eds).
Competencies: concepts, tools for People Management. São Paulo:
Atlas, 2014.
FLEURY, Maria Tereza L. (coord.) People in the organization. São Paulo: Gente,
2002.
GIL, Antonio Carlos. People management - focus on professional roles. São
Paulo: Atlas, 2014.

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6. THE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN

ORGANIZATION TO RETAIN TALENTS AND DEVELOP THEM
PROFESSIONALS

In this subject guide, you will study the concepts of knowledge management.
and its importance in talent retention and professional development.

WHAT IS KNOWLEDGE?
Knowledge is the act or effect of knowing. Information news or
science. Practice of life. Experiences. Discernment, criterion, appreciation,
instruction, knowing. Piaget's definition (education researcher and
pedagogy)

According to Nonaka (1997), all knowledge is a construction that is being developed.

developed from childhood, through the subject's interactions with what they seek to know,
whether from the physical world or the cultural.

That's why...
Gramigma (2002) comments that only after being understood in its way of being is
that an object can be considered known. Acquiring knowledge is not
understand reality by retaining information, but using it to uncover the
new and advance, because the more competent the understanding of the world is, the more
satisfactory will be the action of the subject who holds it. It is essential for any company
to retain its talents, a structured Knowledge Management program.

Now that we know what we will be discussing in this text, let's understand about it.
of this theme.

6.1. Thinkers and their definitions

Knowledge is the cognitive set plus the skills that individuals use.
to solve problems. It includes both theoretical knowledge and practice, the rules
daily life and the instructions on how to act. Knowledge is based on data and
information, and is always connected to people.

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... a fluid mixture of condensed experience, values, contextual information and

experienced insight, which provides a framework for evaluation and incorporation
of new experiences and information. It originates from and is applied in the mind of
experts. In organizations, it is often embedded not only in documents or
repositories, but also in routines, processes, and organizational norms." (Davenport and
Prusak, 1998, p. 2-6).

"Knowledge Management is linked to the ability of companies to utilize

and we will combine the various sources and types of organizational knowledge to develop
specific competencies and innovative capacity, which translate, permanently,
in new products, processes, management systems, and market leadership." (Terra, 2000,
p. 70).

Remembering that
Cognition is the act or process of knowing, which involves: attention, perception,
memory, reasoning, judgment, imagination, thought, and language

6.2. The importance of knowledge for organizations

Why is knowledge important for the organization?
• Increase in global competition;
• Markets so segmented that the niche becomes the main concept;
• Less clear distinction between the various types of industry;
• Shortening of the product life cycle;
• Permanent change of distribution channels;
• Traditional means of promotional communication increase the level of
noise and they cannot transmit clear messages - confusion reigns;
• Companies are looking for new ways to do business;

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• Prognoses and research cannot present a way of action.

clear." (McKenna, 1997, p. 124-128).

Therefore, when a company generates and seeks to disseminate and develop the
knowledge of your employees becomes a competitive company that can
facing market competition. With knowledge management, the organization gains
competitive advantage.

6.3. Knowledge Management

According to Nonaka and Takeuchi (1997); Terra (2000) and Fleury (2001), Management of

Knowledge is nothing more than a new way of looking at the organization, seeking
within it, new ways of using the greatest raw material, knowledge, such as
truly a competitive advantage.

Knowledge Management is a critical element for survival and the

business development. It is not enough for the organization to have tangible and intangible resources.

available, the important thing is the result they generated.

6.4. The challenge for Human Resources

A good knowledge management program should, at first, be:
➢ Consider the people and the organizational culture;
➢ Attend to the strategic business objectives of the company;
➢ Focus on stakeholders, work, and the market and their strengths;
➢ Build a culture of knowledge that is favorable and centered around learning
continue;
➢ Consider that people represent the greatest asset of knowledge, and
thus, they constitute the most important central point in any initiative;
➢ Without knowledge management, people do not develop, and innovation is not created.
for the organization to overcome existing barriers and overcome difficulties
➢ In fact, knowledge management in the organization is:

• Learning to learn: it is expected that workers

from today contribute constructively in everything, from how
ensure the quality of the raw materials used for

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to make the product, as well as how to improve the processes used to present them
and install the product;
• Communication and collaboration: with the teams being the vehicle for performance of the
flexible organizations, the efficiency of the individual is increasingly linked to
well-developed communication and collaboration skills;
• Creative reasoning and problem-solving: today it is expected that the
lower-level employees find out for themselves how to improve and
speed up your work;
• Technological knowledge: a large part of the collaboration that the employee
the company will require them to use computers not only for
Tasks related to work, but also for networking with professionals
around the world, sharing practices and recommending improvements in their
work processes;
• Global business knowledge: business knowledge involves training
selected collaborators and managers in the economic implications and
strategies for managing a global business venture;
• Leadership development: in the business environment of the past, the main
qualification was management. The instructions for the company came from the
dome, and the work was managed in each category, down to the lowest one, where
so it was translated to action;
• Career self-management: the employee must take control of their
career and manage your own development. The professional, from any
level, must commit to ensuring that they have the qualifications, the
knowledge and skills required for the current position and for future ones;
• The role of the Human Resources department is to implement programs that promote
knowledge in the organization, thus managing knowledge management of
effectively, developing people and retaining key talents.

Did you know that Nestlé, one of the largest food companies in the world,
annually seeks young talents with potential and skills
differentiated to take on leadership positions in the company? They
They invest in people and have knowledge management programs.
More information on the website:[Link]

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COMPLEMENTARY READING:
Do you have any supplementary reading that adds knowledge about this?
theme: KNOWLEDGE MANAGEMENT AND THE TALENT RETENTION PROCESS -
challenge the leaderships.

SOURCE: Knowledge management and the

[Link]

Read the suggested article as supplemental reading.

It will add more knowledge about the subject.

DAVENPORT, Thomas H.; PRUSAK, Laurence. Business Knowledge: how

how organizations manage their intellectual capital. Rio de Janeiro: Campus,
1998.

FLEURY, MARIA TEREZA LEME; OLIVEIRA JUNIOR, MOACIR DE MIRANDA. Management

strategic knowledge: integrating learning, knowledge and
competencies. São Paulo: Atlas, 2001.

GRAMIGNA, Maria Rita. Competency Models and Talent Management. São

Ed. Makron Books, 2002.

NONAKA, Ikujiro; TAKEUCHI, Hirotaka. Creation of knowledge in the company:

how Japanese companies generate the dynamics of innovation. 2nd Ed. Rio de
January:
Campus, 1997.
NONAKA, IKUJIRO. The Knowledge-Creating Company. São Paulo: Futura,
1997.

TERRA, JOSÉ CLÁUDIO CYRINEU. Knowledge management: the great challenge

business: an approach based on learning and creativity. They are
Paulo: Business Publisher, 2000.

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7. COMPETITIVENESS FOR TALENTS BY ORGANIZATIONS

Understand in this discipline guide the mechanisms of the talent competition among the
organizations - a competitive war for potentially high-level people in
cognitive process.

According to Gramigma (2002), we already know that the talents of the organization are

people who contribute in a differentiated way and have knowledge, skills

and indispensable attitudes for the growth of the organization that contribute to the
the company stands out against the competition. Below is a figure containing a small
Reminder of what competence is - the CHA. Rabaglio (2001).

Representation of – 'CHA' –Rabaglio (2001)

It is important for organizations to develop the description of competencies for

each position and role, and clearly express what the company expects in terms of results from
your employees in the capacity to perform a job. It is recommended that in the description
from these competencies, some factors should be observed that should be avoided:
• The construction of description in huge sentences
• Obviousness and abstractions
• Redundancy and duplication of ideas
• Use technical terms
• Ambiguity and unnecessary words

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In addition to the basic items mentioned above, it is worth remembering that talent is doing things differently from

positive form and make use of intelligence, as well as the application of competence. Among
the definitions of talents in the dictionary are:
• Natural disposition or superior quality;
• Illustrated and intelligent spirit; great capacity;
• Great and brilliant intelligence;
• Person possessing unusual intelligence.

Therefore, based on the skills and the great importance of talent for the
organization, companies compete with each other for the best, through job offers
challenging, high bonus possibilities and international career opportunities. The
companies need talented employees to gain a competitive advantage in
relation to the others.

According to Cameron and Green (2009), the last decade was marked by great
changes in the work environment and organizations have started to compete for people
that really make a difference in business.

Companies prefer to hire talent from another organization instead of

form it internally?
Actually, it's not quite like that; companies look for
the talent of other companies when in their structure of
people (in their human resources) there is not a person
developed enough to occupy a certain
strategic position for the organization at that
determined moment, or seeks a person with a
new knowledge and still not developed in
organization, therefore that is why talent is sought elsewhere. This talent will
to develop a differentiated work in this company and contribute to development
of the other members of the company. Boog (2002).

With the job market being highly competitive, the search tends to increase.
constant by professionals with a higher level of professionalism. What is the big
difficulty for organizations to find the ideal employee, as it can be deduced that the
the best professionals may already be employed, even with the unemployment crisis on the rise.

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The companies that compete for talent and need to look for a professional who is
employee, tends to offer a differential, among others, the opportunities below:
✓ Differentiated position, attractive salary and benefits;
✓ Different challenges than he had;
✓ Development and career plan;
✓ Quality of life;
✓ International career.

Considering the items above, what makes a talent stay or leave the company?
According to Michaels and Handfield (2002), what causes a talent to stay or not in
an organization is not the remuneration (salary/bonus), but rather a perspective of
growth within the company. Salary ranks third among preferences
cited. People are concerned about designing their careers, about defining a strategy
to achieve good professional goals that promote development. Therefore it is
it is possible to understand that the art of attracting and retaining talent has become a major challenge for

most organizations.

The retention practices previously mentioned in earlier discipline guides must be

applied to prevent a talent from leaving the organization. The recognition of talent
human is not just a differential in an organization, but rather the achievement of success of
any business.

The Human Resources department plays a fundamental role in developing

solutions for your talents to stay in the company and guide executives and
leadership of the importance of talent for the business.

Authors such as Bittencourt (2005) and Dutra (2014) associate the concept of competence
at the organizational level, referring to competence as an attribute of the organization in
relation to your strategic objectives. Core competencies are like
properties of the organization that enable it to have a competitive advantage in the market.
It produces distinct value, is perceived by its customer, and is unlikely to be imitated by others.

competitor. The established interactions constitute attributes of the organization and not of
your teams or individuals in isolation.

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According to an article published in the newspaper O Estado de São Paulo on 03/25/14, in

selection processes, graduates of distance learning courses can even have an advantage
about other candidates? - "The student should have much more autonomy and
discipline to pursue a distance degree,” says the president of
Brazilian Association of Distance Education, Fredric Litto. - "Some companies
they prefer professionals with a more independent and questioning profile
he guarantees it, advocating for a greater expansion of distance learning courses.

COMPLEMENTARY READING:

ASTIGARRAGA, R. R. RETENTION OF GENERATION Y TALENTS IN

ORGANIZATIONS. University Center of Brasília–FATECS–Course of
Administration – Organizational Behavior Area. DF – Brasília, 2015.
(pg. 9 to 20).
[Link]

Read the proposed article as supplementary reading.

Will add more knowledge about the subject.

BITTENCOURT, Claudia Cristina. Management of Competencies and Learning in

organizations. São Leopoldo - RS: Unisinos, 2005.

BOOG, Gustavo M. (Organizers). People and Teams Management Manual:

Operations. São Paulo: Editora Gente, 2002.

DUTRA, Joel Souza. People management: model, processes, trends and

perspectives. São Paulo: Atlas, 2014.

GRAMIGNA, Maria Rita. Competency Models and Talent Management. São

Paulo: Ed. Makron Books, 2002.

RABAGLIO, Maria Odete. Selection by competencies. São Paulo: Educator, 2001

CAMERON, Esther and GREEN, Mike. Change Management: Complete Guide

with models, tools, and techniques to understand and implement changes
in the organizations. São Paulo: Clio Editora, 2009.

MICHAELS, Ed; HANDFIELD-JONES, Helen; AXELROD, Beth. The War for

Talent. Rio de Janeiro: Campus Publishing, 2002

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8. TALENT RETENTION IN PEOPLE MANAGEMENT

You study in this discipline guide the Retention of Talents from the perspective of Management

of People. It is fundamental in the organizational strategy that people occupy within

a company, a position that directs the organization towards a role of empowerment,
develop, motivate and retain talents within it. With this, among other objectives, aims
reduce employee turnover, the so-called turn-over.

TURN-OVER - term in English, which means 'turnover', used by the areas

of human resources, translates the replacement percentage and serves as
organizational health indicator, that is, the turnover between inputs and outputs of
people from a company.

Human Resources, with its role, is fundamental in

work to control people, since they are the capital
business intellect of the company. To achieve the goals, a
the company depends on the knowledge and skills of its
collaborators, who develop the capacity for innovation and creativity, and who are
necessary to maintain competitive strategic advantages in the market.

Thus, HR management consists of a set of practices and policies used

by managers to align employees' objectives with the company's goals as
way to achieve the best results in the face of the globalized world; to value and
investing in intellectual capital is a fundamental action for the success of the business
organization. No matter how great the technological and financial investment of the organization,
it will only yield results if it is well utilized by the development of skilled labor
and qualified.

To increase competitiveness, the company must have a cohesive team.

qualified and aligned with the common organizational objectives. Any and all progress
technology depends on the result of the talent invested by one or several people, and this
talent is enhanced through the acquisition of new skills and new
knowledge, that is, the investment in retained and well-directed intellectual capital.
This only happens from continuous learning.

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According to Dutra (2014), training people managers to be leaders,

an organization shows a need for people in leadership positions,
preparing qualified and skilled professionals to transmit knowledge
acquired from subordinates and motivators of professional and personal development.

Developing the capacity of the coaching role in leadership is a great

an alternative to forming leaders capable of encouraging. It is the constant improvement of
company collaborators, unlike leadership courses, coaching courses
they usually address broader concepts related to leadership abilities,
motivate, improve skills and manage conflicts. Develops the ability to understand
the monitoring of the less developed capabilities of their employees. Makes
with what to invest in the development of these dormant skills develop
potentially productive people. Developing people is developing organizations

Development is a word that is often used in the media and in the world today.
corporate and academic, however, few know, question or explain its essence.
You must be wondering:

What is professional development?

AM I DEVELOPING?

HOW TO KNOW IF I AM GROWING AS A PERSON?

HOW TO KNOW IF MY ORGANIZATION IS DEVELOPING?

The answers to these questions can make a difference in the perspective one has.
today, of yourself.

In the Silveira Bueno dictionary, development translates to

expansion, progress, growth, expansion, and extension. One of the
the most complete definitions of development that I know is: to increase
sua capacidade de assumir atribuições e responsabilidades em níveis crescentes de
complexity. In this sense, a person develops when they expand their capacity
of delivery, that is, of producing progressive results compared to some

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parameter. Therefore, to know if we are growing and developing, we have

having clear information about the different levels and possibilities, thus we are
building a scale to measure and guide development.

Other questions then arise:

Who is responsible for development, the individual themselves or the
organization?

If a person's great goal is to develop themselves, to become independent

able to develop other people, no matter the origin of this development, but
yes, your results. Because good development will generate success in what one
proposes.

Knowledge companies, Nonaka (1997), reports that they establish parameters

development clearings for its members, using their intellectual capital, in addition to
repertory of lived experiences. Because, based on the established parameters can-
to tell your collaborators what they need to do to develop and comply
to the needs of the company, fulfilling the vision, mission, and values of the company.
It meets the organizational culture. Remember, providing development is fundamental.
to retain talent. We are in the era of Knowledge Organization. Of the company that
holds knowledge about your business.

The only certainty regarding the direction of development is that, if not

If we do not guide people regarding the expected objectives, they will not achieve the goals.
Such examples are visible in social development and we also know that they exist.
cases of people who, even when well guided, follow a path contrary to the
guidance, but it is the exception that, in most cases, does not achieve expected results
e comuns; portanto saem fora do contexto e consequentemente estão fora do contexto da
organization. An organization is an abstract representation of a group of people
gathered to achieve a common goal, which they will not be able to achieve alone.

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As people become more developed, the greater they will have the

opportunity to remain within the organization of which

are part of, therefore, the more developed the organization in
relation to the knowledge of your objectives and planning
strategic necessary to achieve them, more prepared to
guide and develop your members in this direction. It is a
cyclical movement. People and organizations motivate each other.

The organization, the more aware it is of its development parameters,

but you can tell your collaborators what, specifically, you need to achieve the
expected goals, organizational and personal ones. The fundamental issue of
development only truly occurs when we understand and operationalize
basically three basic points:
• The definition of objectives;
• The development parameters;
• The necessary guidelines for reviewing or discussing the parameters and
established objectives.

With that, we know if we are developing ourselves,

individually and organizationally. Chiavenato (2008) refers to
what we need to improve on what is not working
result or that is still a difficulty to be worked on.

According to Marras (2011), when people enter an organization, they

they require some type of behavior determined by the company's culture. In fact,
there is no longer total freedom to do everything one wishes to do, or that one
I did in other companies I have already worked at. Therefore, one must readapt and have
Discipline, the starting point for good discipline is to accept new values.
adapting to the company. Therefore, it is part of the adjustment to new work styles,
to have the ability to be open to any and all change, be it cultural, of values, of
work activities, behavior, in short, so that there are relevant actions for the new
cultural change of organization.

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When the actions related above are correctly

applied, we can expect the following results:
• Create commitment among employees;
• Ensure they have satisfactory performance in their positions;
• Demonstrate the value of teamwork;
• Develop an entrepreneurial spirit in each employee;
• Promote discipline, commitment, and a cohesive team = results.

ADDITIONAL READING:

[Link] et al. THE CHALLENGE OF PEOPLE MANAGEMENT IN RETENTION

TALENTS OF GENERATION Y. Human Resource Management. XII National Congress
of Excellence in Management and III INOVARSE. Rio de Janeiro. September, 2016.
[Link]

Read the proposed article as complementary reading.

Will add more knowledge about the subject.

CHIAVENATO, Idalberto. People management: The new role of resources

Humans in organizations. 3rd ed. - Rio de Janeiro: Elsevier, 2008

DUTRA, Joel Souza. People management: model, processes, trends and

Perspectives. São Paulo: Atlas, 2014.

MARRAS, Jean Pierre. Human resources management: from operational to

strategic. 14th Ed. Saraiva Publishing, 2011.

NONAKA, Ikujiro. The Knowledge-Creating Company. São Paulo:

Future, 1997.

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9. THE BASIC TALENT RETENTION PROCESSES IN GP

You see here in this discipline guide that the recognition process and
the reward of people is one of the great motivating factors in talent retention and
understand
Compensation
2. Incentive program
3. Benefits and services

Salary is not everything by itself, there are other forms of motivation, recognition and

reward. The word reward means a retribution, prize or recognition

for someone's services. According to Chiavenatto (2008), strategic remuneration can
to be understood as the varied application of paying employees, taking into account
consideration of the knowledge of the mission, vision, and institutional values. The
rewarding people processes are a fundamental element for the
incentive and motivation of the organization's employees, aiming to achieve the objectives
strategically organizational and meet individual and company objectives.

Another relevant point mentioned by Dutra (2002) is that the trend of organizations is not
align the compensations for all employees, but outline a strategy that
reward the best (the talents), and mainly follow the evolution of
company, well with the evolution of the market. That they are able to translate performance
of each collaborator within the organization.

The reward aims to incentivize the contributions that people give of themselves to
objectives and profitability of the organization. Therefore, it is important to understand the aspects

basics of the reward system, which some organizations still use and that are
rigid, generic, standardized, traditional, and outdated, while others
more contemporary companies use more advanced, flexible processes and
sophisticated to encourage and motivate the people who work in them.

IN THE TRADITIONAL APPROACH:

➢ The motivation is primarily driven by salary and financial incentives.
materials;

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➢ The remuneration follows strict and unchangeable standards, meets processes

standardized job evaluation criteria, within a policy of generalization that
it applies to all employees - indiscriminately - regardless of their
individual differences and performance;
➢ The remuneration is based on time and not on performance, with an emphasis on the past.
of the employee. Their history, tenure in the company, length of service, activity,
cargo, etc.

IN THE CONTEMPORARY APPROACH:

➢ Motivation is primarily driven by various incentives (salaries, objectives, targets to achieve,
job and organizational satisfaction, need for self-realization, etc.
➢ The remuneration follows flexible, customized schemes, within a
policy of accommodating individual differences, intellectuals, knowledge
formation; between people and their performances;
➢ The compensation is based on goals and results achieved by individuals, with
focus on current and future performance, as well as variables of flexible values.

THE TOTAL COMPENSATION OF AN EMPLOYEE

It consists of 3 components that vary by organization.
organization.
➢ Basic remuneration (monthly salary or hourly wage)
➢ Salary incentives (bonuses, profit sharing, etc)
➢ Benefícios (seguro de vida, seguro saúde, refeições subsidiadas,
etc).

ORGANIZATIONAL REWARDS CAN BE CLASSIFIED

HOW:
✓ Direct financials - Salaries, Bonuses, Commissions
✓ Financeiras indiretas- Dsr, Férias, Gratificações, Gorjetas, Hora Extra, 13º salário
and Additions.
✓ Non-financial - Opportunity for development, Recognition and self-esteem
Job security, Quality of life at work, Company pride and
work, Promotions, Freedom and autonomy at work.

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✓ Equalitarianism - The remuneration may include as many as possible of

colaboradores sob o mesmo sistema de remuneração. Todos os colaboradores
they participate in the same remuneration system and the participation plans in
results fix the same percentage for all employees, from the top down
basis of the organization.

✓ Elitism - Remuneration establishes different plans according to the levels.

hierarchical or groups of employees. It is used in older organizations,
well established in the market and with little competition. Elitism reinforces
the traditional hierarchy of the organization.

The current trend is moving towards the system

egalitarian, since little is given in this
importance to levels hierarchical
provides flexibility and encourages more
relationship between subordinates and managers
in addition to greater cooperation among the
collaborators.

PAY BELOW MARKET OR ABOVE MARKET

Employees can be compensated below or above the market level.
of work. This choice affects the costs of the organization and the satisfaction of the workers.
The decision to pay below market rates is common in smaller, newer organizations.
and non-unionized, operating in underdeveloped economic areas. The decision
paying above market rates is common in organizations that seek to retain and motivate their employees

collaborators and minimize turnover costs, turnover and absenteeism.

OPEN REMUNERATION
All employees have access to information about
remuneration of other colleagues and how salary decisions are
taken; Dutra (2002). This type of remuneration is more successful
in organizations with high employee engagement and with a
equalitarian organizational culture that promotes trust and
commitment.

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According to Araújo (2006), compensation is viewed with a contemporary focus, that is,
focus on the person, where the compensation is variable, according to their performance or

achievement of goals by employees their salary may increase or

decrease. The following measures can be listed:
• Skills-based compensation: pays people based on what they
they demonstrate knowledge, based on knowledge and multi-skills;
• Remuneration based on competencies: essential competency (skills,
knowledge, skills, behavioral characteristics and other attributes
that balanced predict superior performance); and
• Compensation by results: meeting targets (profit sharing)
or results and shareholding.

MONETARY PRIZES OR NON-MONETARY PRIZES

Monetary awards - The compensation plan can emphasize collaborators.
motivated through monetary rewards (salaries, bonuses, etc.) or can
emphasize non-monetary rewards such as more interesting work or job security
employment. Monetary prizes are given in cash and reinforce responsibility and the
individual achievement of goals.

I predominately work in organizations: with little job security; that value

but sales more than customer service; that have a competitive internal climate
instead of long-term commitment from the employee.

Non-monetary awards reinforce employees' commitment to the

organization. They are intangible and include interesting work and public recognition.
They can be converted into cash in the future (acquisition of company shares and plans
of retirement).

INCENTIVE PROGRAMS
It is not enough to compensate people for their time dedicated to the organization. This is

necessary, but insufficient. It is necessary to continuously encourage them to do their best

possible, to surpass current performance and achieve goals and results
challenges formulated for the future.

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Santa Cecília University - Distance Education

What is intended with the incentives?

Almost always it's about encouraging the achievement of goals and delivering results.

And the focus?

In the performance of the role or in the offering of individual skills.

Examples of incentives:
Variable remuneration, annual bonuses, profit-sharing, stock distribution (the money from

bonus is replaced by company shares), Stock option of the company

(at subsidized price).

BENEFITS AND SERVICES

Within the classification for people management processes regarding
the Valuation, by Dutra (2014); the processes that aim to
create parameters and procedures for the distinction and valuation of people who
they establish some relationship with the company. Included in this category are the
practices of: compensation; awards; and benefits.

Currently, social benefits are seen as service and benefit plans.

social. They are designed to assist the employee in three areas of their life, in the exercise
from the position; outside of it, but inside the company; and, finally, outside the company." Chiavenato

(2000).

Offering benefits and services to employees is a

form of reward. In the past, the benefits were
strongly linked to the paternalism existing in organizations.
Today, the benefits are part of the attractions that...
organizations attract and retain talent. The offer of benefits and
services provided to employees powerfully influence the
quality of life level in the organization.

Certain advantages granted by the organization generally constitute a

benefits and services package that is an integral part of the compensation of
people. Ex.: Medical-hospital assistance, life insurance, food
subsidized, transportation, pension or retirement plans, provision of

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Santa Cecília University - Distance Education

car, house, school, club, credit card, tickets and stays in

holiday period. Social benefits are closely related to
aspects of the organization's social responsibility.
There is much talk about motivation as one of the main factors in achieving
organizational objectives and results. Motivation will depend on the meaning
that each one attributes to a certain activity. "No one can motivate
"nobody" comments Bergamini (1997). Concluding: motivation is always a factor
decisive in market competitiveness. Based on this, one must define the factor
motivational offering better conditions for professionals
remuneration and benefits. Remuneration is precisely how much it is worth
the professional of today, with their potential and as intellectual capital, or which
remuneration that the market is willing to pay for a professional
qualified to provoke change in the work environment.

BERGAMINI. Cecília Whitaker . Motivação nas organizações. São Paulo: Atlas,

1997.
CHIAVENATO, Idalberto. How to transform HR (from cost center) into a
profit center. 2nd Ed. São Paulo: Makron Books, 2000.
CHIAVENATO, I. People Management: the new role of human resources in
organizations, 3rd ed. - Rio de Janeiro: Elsevier, 2008.
DUTRA, Joel S. People management: model, processes, trends and
Perspectives. São Paulo: Atlas, (2002).
ARAUJO, Luís César G. de. People Management; strategies and integration
organizational São Paulo: Atlas, 2006.

Well my student, I will leave it here. I hope to have added new values to yours.
knowledge. It is good to remember that the ideal is to clear all your doubts before the assessment

final.

GET READY:
Print the teaching material, read and reread the study texts, watch your
video lessons, review your participation in the quiz activities, case studies
and do all the additional readings.

The next step is to prepare for the final assessment, as it requires dedication and
commitment. Good luck my student.

A HUG FROM YOUR TEACHER!

Talent Retention Policies and Practices 42