Peter Cappelli

As falhas no gerenciamento de talentos são uma fonte constante de sofrimento para os executivos das organizações modernas. Ao longo da última geração, as práticas de gestão de talentos, especialmente nos Estados Unidos, têm sido, de modo geral, disfuncionais, levando as empresas a oscilar entre excedentes de talentos, déficits e excedentes e vice-versa.

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Reprint: R0803E
Most firms have no formal programs for anticipating and fulfilling talent needs, relying on an increasingly expensive pool of outside candidates that has been 
							shrinking since it was created from the white-collar layoffs of the 1980s. But the advice these companies are getting to solve the problem&#8212;institute large-scale internal 
							development programs&#8212;is equally ineffective.
Internal development was the norm back in the 1950s, and every management-development practice that seems novel today was routine in those years&#8212;from executive 
							coaching to 360-degree feedback to job rotation to high-potential programs. However, the stable business environment and captive talent pipelines in which such practices 
							were born no longer exist. It&#8217;s time for a fundamentally new approach to talent management. Fortunately, companies already have such a model, one that has been well honed 
							over decades to anticipate and meet demand in uncertain environments: supply chain management.
Cappelli, a professor at the Wharton School, focuses on four practices in particular. First, companies should balance make-versus-buy decisions by using internal 
							development programs to produce most&#8212;but not all&#8212;of the needed talent, filling in with outside hiring. Second, firms can reduce the risks in forecasting the demand for 
							talent by sending smaller batches of candidates through more modularized training systems in much the same way manufacturers now employ components in just-in-time production 
							lines. Third, companies can improve their returns on investment in development efforts by adopting novel cost-sharing programs. Fourth, they should seek to protect their 
							investments by generating internal opportunities to encourage newly trained managers to stick with the firm. Taken together, these principles form the foundation for a new 
							paradigm in talent management: a talent-on-demand system.

Talent Management for the Twenty-First Century

Reimpressão: R0803E
A maioria das empresas não tem programas formais para antecipar e atender às necessidades de talentos, confiando em um grupo de candidatos externos cada vez mais caro, que vem 
 que vem diminuindo desde que foi criado a partir das demissões de funcionários de colarinho branco na década de 1980. Mas o conselho que essas empresas estão recebendo para resolver o problema - instituir programas de desenvolvimento interno em larga escala - é igualmente ineficaz. 
 de desenvolvimento interno em larga escala - é igualmente ineficaz.
O desenvolvimento interno era a norma na década de 1950, e todas as práticas de desenvolvimento gerencial que hoje parecem novidade eram rotina naqueles anos - de coaching executivo a feedback de 360 graus e treinamento de 
 coaching executivo, feedback de 360 graus, rotação de cargos e programas de alto potencial. No entanto, o ambiente de negócios estável e os pipelines de talentos cativos nos quais essas práticas nasceram não existem mais. 
 nasceram não existem mais. É hora de adotar uma abordagem fundamentalmente nova para o gerenciamento de talentos. Felizmente, as empresas já têm esse modelo, que foi bem aperfeiçoado ao longo de décadas 
 ao longo de décadas para prever e atender à demanda em ambientes incertos: o gerenciamento da cadeia de suprimentos.
Cappelli, professor da Wharton School, concentra-se em quatro práticas em particular. Primeiro, as empresas devem equilibrar as decisões de fazer versus comprar usando programas internos de 
 programas internos de desenvolvimento para produzir a maior parte - mas não todos - dos talentos necessários, preenchendo-os com contratações externas. Em segundo lugar, as empresas podem reduzir os riscos de prever a demanda por 
 talentos, enviando lotes menores de candidatos por meio de sistemas de treinamento mais modularizados, da mesma forma que os fabricantes agora empregam componentes em linhas de produção just-in-time. 
 just-in-time. Terceiro, as empresas podem melhorar seus retornos sobre o investimento em esforços de desenvolvimento adotando novos programas de compartilhamento de custos. Em quarto lugar, elas devem procurar proteger seus 
 investimentos, gerando oportunidades internas para incentivar os gerentes recém-treinados a permanecerem na empresa. Em conjunto, esses princípios formam a base para um novo 
 paradigma na gestão de talentos: um sistema de talentos sob demanda.

Gest&atilde;o de talentos para o s&eacute;culo XXI

Reprint: R0803E Most firms have no formal programs for anticipating and fulfilling talent needs, relying on an increasingly expensive pool of outside candidates that has been shrinking since it was created from the white-collar layoffs of the 1980s. But the advice these companies are getting to solve the problem—institute large-scale internal development programs—is equally ineffective. Internal development was the norm back in the 1950s, and every management-development practice that seems novel today was routine in those years—from executive coaching to 360-degree feedback to job rotation to high-potential programs. However, the stable business environment and captive talent pipelines in which such practices were born no longer exist. It’s time for a fundamentally new approach to talent management. Fortunately, companies already have such a model, one that has been well honed over decades to anticipate and meet demand in uncertain environments: supply chain management. Cappelli, a professor at the Wharton School, focuses on four practices in particular. First, companies should balance make-versus-buy decisions by using internal development programs to produce most—but not all—of the needed talent, filling in with outside hiring. Second, firms can reduce the risks in forecasting the demand for talent by sending smaller batches of candidates through more modularized training systems in much the same way manufacturers now employ components in just-in-time production lines. Third, companies can improve their returns on investment in development efforts by adopting novel cost-sharing programs. Fourth, they should seek to protect their investments by generating internal opportunities to encourage newly trained managers to stick with the firm. Taken together, these principles form the foundation for a new paradigm in talent management: a talent-on-demand system.

Gestão de talentos para o século XXI

Resumo.

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