Publicação
Talent and career management in SMEs: learning from a case of high turnover
| Resumo: | This internship report uses detailed information on the trajectory of all workers in an industrial ceramic company between 2013 and 2020. It critically analyses the reasons underlying the appearance of various difficulties in terms of retaining workers in that period. It pays particular attention to human resource management practices and to the adjustment of the organizational model and crosses this information with the description, based on quantitative and qualitative data, of the changes that occurred in the company during this period. It also seeks to place the company in the context of the difficulties faced by SMEs. The attraction, management, and retention of talent is an emerging need of Portuguese SMEs, so companies must be able to develop strategies in order to be able to distinguish themselves and obtain a competitive advantage when compared with the competition. Thus, this study aims to: i) highlight the visible problems in the talent management of a Portuguese SME; ii) analyse the level of turnover and see if it is a localized or generalized problem throughout the company and also understand what causes these values; iii) compare performance indicators and people management with other firms within the same sector and with customers; iv) identify whether the talent management model is consistent; v) understand if the problems and results identified emerge from the company's strategic choices or are part of the characteristics of the sector. Through this study, it was possible to conclude that this company has grown considerably in recent years but that, in terms of performance, the results were not as good as expected. The company even lost its competitive position in several indicators when compared to its sector and its customers. In addition, we highlighted how the company applies some of its human resource management practices and came to the conclusion that its implementation may be negatively affecting the level of turnover. One of our findings was that the company, despite having grown, has a lot of monthly instability in terms of the movement of people, which in turn appears to have an impact on productivity, profitability and the overall performance of the firm. |
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| Autores principais: | Santos, Sara Isabel Machado dos |
| Assunto: | Talent management Careers Strategic human resources management SMEs Turnover |
| Ano: | 2020 |
| País: | Portugal |
| Tipo de documento: | dissertação de mestrado |
| Tipo de acesso: | acesso aberto |
| Instituição associada: | Universidade de Aveiro |
| Idioma: | inglês |
| Origem: | RIA - Repositório Institucional da Universidade de Aveiro |
| Resumo: | This internship report uses detailed information on the trajectory of all workers in an industrial ceramic company between 2013 and 2020. It critically analyses the reasons underlying the appearance of various difficulties in terms of retaining workers in that period. It pays particular attention to human resource management practices and to the adjustment of the organizational model and crosses this information with the description, based on quantitative and qualitative data, of the changes that occurred in the company during this period. It also seeks to place the company in the context of the difficulties faced by SMEs. The attraction, management, and retention of talent is an emerging need of Portuguese SMEs, so companies must be able to develop strategies in order to be able to distinguish themselves and obtain a competitive advantage when compared with the competition. Thus, this study aims to: i) highlight the visible problems in the talent management of a Portuguese SME; ii) analyse the level of turnover and see if it is a localized or generalized problem throughout the company and also understand what causes these values; iii) compare performance indicators and people management with other firms within the same sector and with customers; iv) identify whether the talent management model is consistent; v) understand if the problems and results identified emerge from the company's strategic choices or are part of the characteristics of the sector. Through this study, it was possible to conclude that this company has grown considerably in recent years but that, in terms of performance, the results were not as good as expected. The company even lost its competitive position in several indicators when compared to its sector and its customers. In addition, we highlighted how the company applies some of its human resource management practices and came to the conclusion that its implementation may be negatively affecting the level of turnover. One of our findings was that the company, despite having grown, has a lot of monthly instability in terms of the movement of people, which in turn appears to have an impact on productivity, profitability and the overall performance of the firm. |
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