{"id":3253,"date":"2020-05-19T12:31:42","date_gmt":"2020-05-19T11:31:42","guid":{"rendered":"https:\/\/blueshifthospitality.com\/the-challenge-of-human-capital\/"},"modified":"2024-10-22T10:52:53","modified_gmt":"2024-10-22T09:52:53","slug":"o-desafio-do-capital-humano","status":"publish","type":"post","link":"https:\/\/blueshifthospitality.com\/pt\/o-desafio-do-capital-humano\/","title":{"rendered":"O Desafio do Capital Humano"},"content":{"rendered":"[vc_row type=”in_container” full_screen_row_position=”middle” column_margin=”default” column_direction=”default” column_direction_tablet=”default” column_direction_phone=”default” scene_position=”center” top_padding=”5%” constrain_group_1=”yes” bottom_padding=”5%” left_padding_desktop=”10%” constrain_group_2=”yes” right_padding_desktop=”10%” left_padding_tablet=”0″ constrain_group_4=”yes” right_padding_tablet=”0″ left_padding_phone=”0″ constrain_group_6=”yes” right_padding_phone=”0″ text_color=”dark” text_align=”left” row_border_radius=”none” row_border_radius_applies=”bg” overflow=”visible” overlay_strength=”0.3″ gradient_direction=”left_to_right” shape_divider_position=”bottom” bg_image_animation=”none” gradient_type=”default” shape_type=””][vc_column column_padding=”no-extra-padding” column_padding_tablet=”inherit” column_padding_phone=”inherit” column_padding_position=”all” column_element_direction_desktop=”default” column_element_spacing=”default” desktop_text_alignment=”default” tablet_text_alignment=”default” phone_text_alignment=”default” background_color_opacity=”1″ background_hover_color_opacity=”1″ column_backdrop_filter=”none” column_shadow=”none” column_border_radius=”none” column_link_target=”_self” column_position=”default” gradient_direction=”left_to_right” overlay_strength=”0.3″ width=”1\/1″ tablet_width_inherit=”default” animation_type=”default” bg_image_animation=”none” border_type=”simple” column_border_width=”none” column_border_style=”solid”][nectar_btn size=”medium” button_style=”see-through-2″ hover_color_override=”#eee7e5″ hover_text_color_override=”#ffffff” icon_family=”none” el_class=”btn-novo-layout-azul-escuro-voltar” text=”Back” url=”\/news-media\/”][vc_column_text]O Desafio do Capital Humano<\/strong><\/p>\n

 <\/p>\n

Se \u00e9 por um lado ineg\u00e1vel a gravidade dos efeitos desta pandemia a v\u00e1rios n\u00edveis, os desafios de Capital Humano em hospitalidade j\u00e1 h\u00e1 muito que denunciam um profundo desajustamento com o mercado de trabalho. Contexto oportuno para reflex\u00e3o sobre o tema? Churchill consideraria provavelmente que sim, ou n\u00e3o fosse sua a velha m\u00e1xima: \u201cNunca desperdice uma boa crise!\u201d<\/p>\n

Um Contexto Desafiante <\/strong><\/p>\n

Entre 2004 e 2016 o ritmo de aberturas de unidades hoteleiras elevou o n\u00famero de 563 estabelecimentos para 1.238 (120%), enquanto que a quantidade de profissionais do sector se cingiu a um modesto crescimento de 34%, passando de 27.000 para cerca de 35.000 (Turismo de Portugal, 2018).<\/p>\n

Em conjunto com outras vari\u00e1veis, esse facto provocou um acentuado decr\u00e9scimo no volume total de candidaturas qualificadas recebidas pelas empresas. Se o recrutamento se tornou cada vez mais dif\u00edcil, reter os profissionais selecionados tamb\u00e9m n\u00e3o ficou mais f\u00e1cil. Baum (2019), define este fen\u00f3meno como uma \u201ccultura vigente de elevada rotatividade\u201d. S\u00f3 em 2018, o sector norte-americano de turismo viu a sua m\u00e3o-de-obra transitar voluntariamente \u00e0 taxa de 52% (Bureau of Labor Statistics, 2018). Por outro lado, sabe-se que 29% dos profissionais licenciados em hospitalidade \u00a0abandonam o sector nos primeiros dez anos de carreira (Brown, Arendt, & Bosselman, 2014).<\/p>\n

Como se tais vari\u00e1veis j\u00e1 n\u00e3o fossem suficientes, assistiu-se \u00e0 entrada no ativo da designada \u201cGera\u00e7\u00e3o Z\u201d. Gera\u00e7\u00e3o esta com caracter\u00edsticas profundamente distintas das anteriores, ao priorizarem, por exemplo, valores como a mobilidade geogr\u00e1fica e organizacional, a integra\u00e7\u00e3o da vida profissional na dimens\u00e3o pessoal e a ambi\u00e7\u00e3o de um ritmo de carreira superior ao dos restantes segmentos geracionais.<\/p>\n

\u00c9 neste contexto de enorme desafio, que se assiste inesperadamente ao eclodir de uma Pandemia, que no \u00e2mbito do sector levou ao encerramento abrupto de mais de 75% do dos estabelecimentos existentes (AHRESP, 2020), afetando desde logo os profissionais\u00a0 em vias de contrata\u00e7\u00e3o sazonal, os que se encontravam em per\u00edodo experimental, vinculados a termo certo e at\u00e9 os efetivos, na sua maioria alvo do regime de layoff<\/em> simplificado.<\/p>\n

Olhar o Futuro<\/strong><\/p>\n

Na era do real-time<\/em>, a intera\u00e7\u00e3o com os profissionais tem inevitavelmente de ser realizada de forma proactiva e atempada, atrav\u00e9s de Employer Branding<\/em> (Gehrels, 2019), onde a presen\u00e7a do empregador em comunidades de nativos digitais cative o seu target<\/em> , muito antes da necessidade de contrata\u00e7\u00e3o efetiva. Urge reinventar a perce\u00e7\u00e3o da ind\u00fastria perante uma gera\u00e7\u00e3o cujo compromisso se gera atrav\u00e9s da identifica\u00e7\u00e3o com causas, mobilidade, experi\u00eancia de empregador, etc. Ajustar paradigmas de contrata\u00e7\u00e3o, priorizando a flexibilidade e\u00a0 agilidade que os novos profissionais pretendem assumir na intera\u00e7\u00e3o com as empresas, na era da Gig Economy. <\/em>Recorrer a solu\u00e7\u00f5es tecnol\u00f3gicas que permitam processos \u00a0de verdadeira flexibilidade, controlo e transpar\u00eancia no acesso a profissionais validados quanto a experi\u00eancia e performance<\/em>, nos per\u00edodos temporais estritamente necess\u00e1rios, sem os habituais constrangimentos de admiss\u00e3o, ou de adjudica\u00e7\u00e3o atrav\u00e9s de parceiros externos no \u00e2mbito de outsourcing<\/em>.<\/p>\n

Quanto \u00e0 reten\u00e7\u00e3o, \u00a0num mundo de information first<\/em> , h\u00e1 cada vez mais necessidade organizacional de posturas \u201cm\u00e9ritoc\u00eantricas\u201d. O profissional tem de perceber as consequ\u00eancias relativas aos n\u00edveis de performance<\/em> que possa adoptar. Ter consci\u00eancia da evolu\u00e7\u00e3o profissional que poder\u00e1 realizar na empresa \u00a0e per\u00edodo expect\u00e1vel para que aconte\u00e7a. Em que estrat\u00e9gias como a Gamification<\/em> auxiliam os colaboradores a perceber o que \u00e9 esperado, compreendendo o valor que acrescentam ao todo (Narayanan, 2014). Onde o sistema remunerat\u00f3rio seja um reflexo direto do n\u00edvel de contributo individual, destrin\u00e7ando inequivocamente high performers <\/em>de performers, <\/em>pelo m\u00e9rito dos seus resultados. Sistemas que abranjam elementos n\u00e3o pecuni\u00e1rios relevantes para o estilo de vida de cada um \u00a0(e.g subscri\u00e7\u00e3o de servi\u00e7os, seguros, contratos de gin\u00e1sio, aven\u00e7as de mobilidade, streaming, etc.), de valor\u00a0 frequentemente superior ao custo efetivo suportado pela empresa, e com grandes mais valias ao n\u00edvel do Engagement dos colaboradores.<\/p>\n

Em suma, apenas com elevada prioridade na agenda do sector, a\u00a0 implementa\u00e7\u00e3o consistente de abordagens inovadoras poder\u00e1 reverter as referidas tend\u00eancias, cujo impacto estrutural condiciona efetivamente os destinos da hospitalidade.\u00a0 \u00c9 por isso imperativo olhar em frente, com resili\u00eancia e pragmatismo, tal como Abraham Lincoln ao assumir que \u201ca melhor forma de prever o futuro \u00e9 cri\u00e1-lo\u201d.<\/p>\n

Escrito por Jo\u00e3o Silva Santos<\/a><\/span><\/p>\n

Maio, 2020<\/p>\n

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Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt<\/p>\n","protected":false},"author":2,"featured_media":2818,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"footnotes":""},"categories":[73],"tags":[],"class_list":{"0":"post-3253","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-opinion-pt"},"yoast_head":"\nO Desafio do Capital Humano - Blueshift<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/blueshifthospitality.com\/pt\/o-desafio-do-capital-humano\/\" \/>\n<meta property=\"og:locale\" content=\"pt_PT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"O Desafio do Capital Humano - Blueshift\" \/>\n<meta property=\"og:description\" content=\"Lorem ipsum dolor sit amet, consectetur adipiscing elit, sed do eiusmod tempor incididunt\" \/>\n<meta property=\"og:url\" content=\"https:\/\/blueshifthospitality.com\/pt\/o-desafio-do-capital-humano\/\" \/>\n<meta property=\"og:site_name\" content=\"Blueshift\" \/>\n<meta property=\"article:published_time\" content=\"2020-05-19T11:31:42+00:00\" \/>\n<meta property=\"article:modified_time\" content=\"2024-10-22T09:52:53+00:00\" \/>\n<meta property=\"og:image\" content=\"https:\/\/blueshifthospitality.com\/wp-content\/uploads\/2024\/01\/Blueshift_Banners_News-scaled.jpg\" \/>\n\t<meta property=\"og:image:width\" content=\"2560\" \/>\n\t<meta property=\"og:image:height\" content=\"859\" \/>\n\t<meta property=\"og:image:type\" content=\"image\/jpeg\" \/>\n<meta name=\"author\" content=\"Filipe Santiago\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Written by\" \/>\n\t<meta name=\"twitter:data1\" content=\"Filipe Santiago\" \/>\n\t<meta name=\"twitter:label2\" content=\"Est. reading time\" \/>\n\t<meta name=\"twitter:data2\" content=\"5 minutes\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"WebPage\",\"@id\":\"https:\/\/blueshifthospitality.com\/pt\/o-desafio-do-capital-humano\/\",\"url\":\"https:\/\/blueshifthospitality.com\/pt\/o-desafio-do-capital-humano\/\",\"name\":\"O Desafio do Capital Humano - 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