MAI-JUN-2011

ABSTRACTS english R E V I S T A D A E S P M – maio / junho de 2011 164 Youth and the job market ROGÉRIO THAMER PAGE 24 Companies look for young, talented people, with entrepreneurship skills, who are dynamic and innovative. But young people suffer from self-doubt, insecurity, and being laid-back, and at times not having a good level of education. This has a direct influence when the time comes to conquer and maintain a good placement. Because of the poor quality of education, the new generation often lacks technical and behavioral competences. To correct this equation between the young and the employing companies is the great challenge of the market, and the solution resides in education. Only through education will youth become apt to benefit from the challenges and opportunities offered by companies, and, as a consequence, will Brazil be able to overcome the problem of lack of manpower that affects several business sectors. Expectations and challenges of youth in the job market: communication between youth and companies CAIO PEREIRA INFANTE E ROBERTA BRANDI PFRIMER PAGE 30 There is a lot being said about a generation clash in the workplace. We propose an analysis of six dimensions to show the differences between the expectations of youth and organizations. The speed of information, the exposure to different cultures, and the longing to become part of a new world influence the way youth act, think, and work. Even though they seek recognition, and their motivations differ from those of the professionals of other generations, it is necessary to understand how to interact and give youth opportunities, without losing focus on the market, or abandoning the fundamental and necessary procedures of the institution. How to deal with the “talent gap” LUIZ EDMUNDO ROSA PAGE 50 The Brazilian economy is growing strongly, and the lack of qualified labor a chronic issue. It often takes time to fill job openings, while on the other hand people unsuccessfully seek jobs. Education cannot keep pace with the speed of growth, and the solution to this demands a more effective participation from the society as a whole. We can improve this situation! It depends on each one of us. Government, companies, schools and unions need to work in a more integrated manner, revising their priorities, programs, and even their taxation. Here is a list of ten ideas on how companies should face the talent gap. Every career is a strategy that needs to be built PAULO ROBERTO FERREIRA DA CUNHA PAGE 58 The current paradigms that surround the question of employability and the building of a professional career are many. This suggests the fundamental need to perceive a career as a strategy to be built and constantly reassessed. As a consequence, a reflection is needed on the objectivity, with which choices are made in this process, as well as an understanding on which investments should be made at different moments of the career, moments which have specific requirements. This article seeks to lay out some of the aspects that are currently being discussed on the topic − an important subject for management professionals who are at the forefront of their careers, looking to join the workforce. Alignment: guaranteeing the hirability of generation Y ADRIANO MALUF AMUI PAGE 74 Despite Brazil’s very good phase, and the macro economical scenario, which help to increase the possibilities of employment, the country faces the challenge of the lack of qualified professionals. At the same time, there is a debate about the low level of engagement on the part of new hires of the so-called Generation Y in the corporate structures. There is a search for ways to transform the conflict between generations into an opportunity for improvement, starting with the academic preparation of professionals through their hiring and retention by recruiting companies. Incompetence at its limit: just hire that guy! ADRIANA GOMES PAGE 82 Promising news. Professionals being sought, a lot of work for the HR people to select and maintain personnel. However, I am discomforted with the speeches by businessmen and HR reps on the enormous difficulty of finding qualified professionals. Researches show that companies have lowered pre- requisites for hiring people for technical and operational areas, as well as for strategy positions. We are currently paying the high price for lack of foresight and interest in education. We run the risk of collapsing, as the Peter Principle states: “In a hierarchical system, every worker tends to be promoted to his level of incompetence”. Hirability and the “psychological capital” ROSE MARY ALMEIDA LOPES PAGE 100 The current scenario is of big changes that have impacted society and, as a consequence, the relations between organizer and collaborator. Many paradigms have been broken and thus all the standards of hirability have gone up. A closer look is taken at the demands, and specifically what motivations, competences and characteristics would be involved, and it demonstrates that all of these are related to the individuals’ psychology. Taking this into consideration, we propose drawing attention to this new capital - what would be the “psychological capital” of hirability.