DOSSIER LEADING PEOPLE – Líder Magazine nº12
O futuro do trabalho está a ser reinventado. A pandemia fez aumentar os níveis de stress e de ansiedade, bem como as probabilidades de esgotamento em todo o mundo.
Não há dúvida, devem ser adotadas novas políticas ao encontro das necessidades da organização e dos colaboradores, e uma abordagem que coloque também a saúde, o bem-estar e as responsabilidades familiares como prioridades.
É tempo de recalibrar a empresa e definir uma nova estratégia. A pandemia global levou as empresas a olhar para as capacidades que a sua força de trabalho vai precisar nos próximos anos. 3/4 dos CEO estão preocupados por não saberem se terão o talento necessário para o futuro, mas apenas 18% realizaram progressos na implementação de programas de requalificação dos seus colaboradores. O World Economic Forum alerta: “O mundo está a enfrentar uma emergência de requalificação. Precisamos de requalificar mais de um bilião de pessoas até 2030”.
Como deve ser este novo super-profissional do futuro?
No dossier Leading People o foco recai para o tema “New Workers”. Em entrevista, Miguel Checa (CEO da Goldenergy), está determinado a «fornecer energia renovável, ao preço justo, sem letras pequenas nos contratos, com transparência e com um serviço rápido e de proximidade, baseado em todas as ferramentas digitais e omnicanal disponíveis». Numa altura que importa perceber como vão ser os (super) profissionais do futuro, Grupo Nabeiro-Delta Cafés, Universidade Europeia, Tabaqueira, Super Bock Group, McDonald’s Portugal e Galp desenham alguns perfis. Miguel Vicente, CEO da Made2Web Digital Agency, deixa-nos a sua visão “O Mundo está a Mudar”.
Especial: Recrutamento e Seleção de topo – influência das redes sociais na escolha dos profissionais
Quando a meta é detetar o próximo gestor de topo, a regra não é atrair para o processo o maior número de candidatos, mas sim restringir as hipóteses aos perfis que de facto são capazes de fazer a diferença no negócio. Como? É esse o core do Recrutamento e Seleção de topo.
Recrutar para um cargo de gestão de topo exige metodologias e práticas distintas dos tradicionais processos de seleção. É isto que pretendemos descobrir, e ainda saber os desafios que esta era digital lhes traz.
Aqui, damos a conhecer as opiniões da EMA Partners e da Multipessoal.
DOSSIER LEADING PEOPLE – Líder Magazine nº11
WHAT LEADERSHIP LESSONS DO WE LEARN FROM COVID-19?
After the storm what will leaders do differently? How will they reorganise their companies and their businesses? Will sustainability become a priority? Aware that there is no other planet Earth for us to inhabit, will leaders focus on their mission with a greater sense of social and environmental responsibility? Will States continue to be united and find a common purpose or will they turn inwards and protect themselves from the unknown? After a socially imposed confinement, will we see a voluntary confinement of States? What unites and what divides the leaders of the post-COVID-19 Future?
The Leading People section focuses on the theme of “What Leadership Lessons do we learn from COVID-19?”. Leyla Nascimento speaks out on “Leadership: an inconvenient reality”. In an interview, Inês Nascimento (DHR at Schréder Iluminação and Schréder Hyperion) explains how the external lighting company and smart cities want to create more interconnected, alert and humane societies. At a time when it is vital that we know how leaders are going to act, Groundforce, Altice, Lidl Portugal and El Corte Inglés show the way.
It is well known that in times of crisis leaders emerge (or disappear). The article “After the storm what will leaders do differently?” by Francisco X. Froes leaves us with a set of learning outcomes from interviews carried out with 55 senior leaders/managers in Portugal during the lockdown.
In the feature article Fringe Benefits we read about the cases of Multipessoal and Locarent. And in the HR Assessment feature article we read the testimonial of Ray Human Capital.
DOSSIER LEADING PEOPLE – Líder Magazine nº10
LEADING PEOPLE Is uncertainty the new normal?
Organisations were obliged to quickly adapt to remote work, virtual meetings and the necessary development of new communication skill sets.
All this then led to the questioning of work and the need to find new solutions to successful create a labour force which is more adaptable and resilient. And human resource management was then challenged to play a central role in this transition- there never was a better time to work in this field. Human resources who do not focus on this change will not survive. What are the necessary behavioural and social conditions for organisations to successfully adapt to the new culture which places people at the centre of everything they do? And what organisational culture are we constructing?
Leadership Training and Development:
In an increasingly more digital and more uncertain world, training is at the epicentre of great change. If on one hand, companies are increasingly more demanding as to the quality of training, on the other, leaders and managers have assimilated the “long life learning” strategy. In the face of this new reality, are the schools, universities and training companies becoming corporate mentors and advisors? What road should they take? Are these unique moments for education? How do they envision training in the future? Are schoolrooms now virtual? Are we seeking new ways of educating? What solutions should be on offer?
DOSSIER LEADING PEOPLE – Líder Magazine nº9
DOSSIER LEADING PEOPLE – Líder Magazine nº8
DOSSIER LEADING PEOPLE – Líder Magazine nº7
DOSSIER LEADING PEOPLE – Líder Magazine nº6
This dossier focuses on the central question “Will artificial intelligence understand human spirituality?”, from the perspective of people management, through the contribution of various members of the strategic council of this working group.
The same dossier also looks at coaching, mentoring and high performance training, from the viewpoint of the “coach leader”. Among the main challenges that organisations face when changing the traditional environment to a high performance environment, is the development of their teams. In light of this new reality, the leaders of organisations cannot continue to be autocratic, nor can they use their hierarchical power to achieve their objectives. Quite the contrary, the leaders we want today are those who mobilise teams through their capacity to influence, and that demands that they act as facilitators and supporters within the organisation, that is, that they become “coach leaders”.
DOSSIER LEADING PEOPLE – Líder Magazine nº5
In this special file, we can read contributions on the issue of diversity from the perspective of people management, from the presidents of the two Portuguese associations of reference on this subject, Mário Ceitil and Manuel Sousa Antunes. Here they put forward their position alongside the opinion of Rita Campos e Cunha, professor at Nova SBE, and Pedro Ramos, human resources manager for the TAP Group.
Also in this dossier, we discuss trends and some case studies of success in the field of recruitment and corporate and organisational leader selection. From the sector experts, we set about learning what really matters when we recruit a leader: how do we find the right leader for that team? Is salary an issue? What leadership skills are lacking in the market today? Men or women, who is leading the race for top management? What can go wrong in a recruitment process for a leader? Where and how do we find the best candidates?