Usuário(a):Glum/backup/Empregabilidade

Artigo em Desenvolvimento (Introdução)

A empregabilidade baseia-se numa nomenclatura dada à capacidade de adequação do profissional às novas necessidades e dinâmica dos novos mercados de trabalho. Com o advento das novas tecnologias, globalização da produção, abertura das economias, internacionalização do capital e as constantes mudanças que vêm afetando o ambiente das organizações, surge a necessidade de adaptação a tais fatores por parte dos empresários e profissionais.

No Brasil, o termo empregabilidade ficou bastante conhecido após, no fim dos anos 90, o professor, empresário e especialista em gestão de carreiras José Augusto Minarelli escrever um dos primeiros livros sobre o tema publicados no país. O termo remete à capacidade de um profissional estar empregado, mas muito mais do que isso, à capacidade do profissional de ter a sua carreira protegida dos riscos inerentes ao Mercado de Trabalho.

Os 6 pilares da Empregabilidade

Em seu livro, José Augusto Minarelli estabelece, o que ele chama de seis pilares da empregabilidade, que garantem a segurança profissional do indivíduo:

1) Adequação da profissão à vocação

Considera que para tornar-se um bom profissional e um ser humano realizado, o indivíduo deve conciliar a sua função com a capacidade e paixão pelo que faz,

2) Competências

São exemplos de competências profissionais que aumentam a empregabilidade:

• preparo técnico;
• capacidade de liderar pessoas;
• habilidade política;
• habilidade de comunicação oral e escrita em pelo menos dois idiomas;
• habilidade em marketing;
• habilidade de vendas;
• capacidade de utilização dos recursos tecnológico

3) Idoneidade

A idoneidade garante a manutenção de confiança entre a parte prestadora e tomadora de um serviço. Entre os fatores que asseguram esta condição, podem ser considerados principalmente:

• ética;
• conduta;
• correção;
• respeito.

4) Saúde física e mental

Cuidar do equilíbrio, do desgaste exagerado, cuidar do corpo, pessoas saudáveis tem bons relacionamentos e interage de maneira favorável, evitar vícios como fumo, álcool e drogas. Manter sua auto-estima e sua capacidade de realizar projetos.

5) Reserva financeira e fontes alternativas de aquisição de renda

A perda do emprego significa a perda da entrada de receita. Você deve fazer uma reserva mês a mês; a reserva é uma defesa, uma garantia que o sustenta. O projeto profissional deve ocorrer paralelamente. Seu negócio próprio de qualquer dimensão, também pode ser uma fonte alternativa de renda.

6) Relacionamentos

Quem conhece pessoas, adquire informações importantes e relevantes, uma pessoa cuidadosa registra seus relacionamentos. Guarda e cuida deles, retorna as ligações, que podem ser oportunidades de trabalho. Em termos profissionais é muito importante ter uma networking, uma forma de se manter conectado a sua rede de relacionamentos. Mantenha contato com essas pessoas.

Formato tradicional de relação de trabalho

Traditional employment does not include employability. Review of the literature regarding traditional employment and employability suggests that employability is related to work and the ability to be employed, such as:

• The ability to gain initial employment; hence the interest in ensuring that ‘key competencies’, careers advice and an understanding about the world of work are embedded in the education system.
• The ability to maintain employment and make ‘transitions’ between jobs and roles within the same organization to meet new job requirements, and
• The ability to obtain new employment if required, i.e. to be independent in the labour market by being willing and able to manage their own employment transitions between and within organisations. (Van der Heijde and Van der Heijden (2005) The continuously fulfilling, acquiring or creating of work through the optimal use of efforts)

Empregabilidade vs contrato de trabalho

Lee Harvey defines employability as the ability of a graduate to get a satisfying job, stating that job acquisition should not be prioritized over preparedness for employment to avoid pseudo measure of individual employability. Lee argues that employability is not a set of skills but a range of experiences and attributes developed through higher-level learning, thus employability is not a “product‘ but a process of learning.

Employability continues to develop because the graduate, once employed, does not stop learning (i.e. continuous learning). Thus employability by this definition is about learning, not least learning how to learn, and it is about empowering learners as critical reflective citizens definition is important for it emphasizes employability of graduates, which is similar to our context, hence, able to provide insight about how to measure graduates‘ employability and what are the differences between graduates and experienced individuals in labor market.

Berntson (2008) argues that employability refers to an individual‘s perception of his or her possibilities of getting new, equal, or better employment. Berntson‘s study differentiates employability into two main categories – actual employability (objective employability) and perceived employability (subjective employability).

Several employability definitions have been developed based on, or including input from business and industry. In the United States, an Employability Skills Framework was developed through a collaboration of employers, educators, human resources associations, and labour market associations. This framework states, “Employability skills are general skills that are necessary for success in the labor market at all employment levels and in all sectors”. After conducting research with employers across Canada, the Conference Board of Canada released Employability Skills 2000+, which defines employability as “the skills you need to enter, stay in, and progress in the world of work”. Saunders & Zuzel (2010) found that employers valued personal qualities such as dependability and enthusiasm over subject knowledge and ability to negotiate.

Trabalho por conta própria

In the future fewer will be employed and more people work as free lancers or ad hoc on projects. Robin Chase, co-founder of Zip Car, argues that in the future more work will be done as freelancers or ad hoc works. Collaborative economy and other similar platforms are reinventing capitalism, for example platforms like Freelancer.com, a new way of organizing demand and supply. Freelancer is also an example of how employability can be developed even for people who are not employed – Freelancers offers exposure of certification and in the future similar platforms will also offer continuous upgrade of competencies for the people associated.

Auto-desenvolvimento da empregabilidade

INSEAD, and other organization institutions are experimenting with “pro-active development of employability”. INSEAD works for example with future competency profiles developed by SanderMan CEO, Sandeep Sander . The idea is to translate future strategies into competencies needed – and tailor programs to cover competency gaps for the individual.

A similar approach is also used in leading corporations like Novo-Nordisk, a pharma company with 40,000 employees.

Revolução Industrial 4.0

Employability creates organizational issues, because future competency needs may require re-organization in many ways. The increasing automation and use of technology also makes it relevant to discuss not only change but also transformation is tasks for people. The issues are relevant at government level, at corporate level and for individuals, as highlighted in a recent manifest from though leaders like Steve Jurvetson

Institutional work on Employability

In the past, government had institutions to handle unemployment and employment. In the future this will be extended to include employability.

Publicações de referência (em português)

Empregabilidade - Como entrar, permanecer e progredir no mercado de Trabalho. José Augusto Minarelli, São Paulo: Editora Gente, 2010. 27ª ed.

Publicações de referência (línguas estrangeiras)

Livros em outras línguas

• Signing up for competitive advantage: how signature processes beat best practice. With Gratton, L. London: Advanced Institute of Management Research, 2006
• A bias for action: how effective managers harness their willpower, achieve results and stop wasting time. With Bruch, H. Boston, MA: Harvard Business School Press, 2004. London Reference Collections shelfmark: YK.2007.a.10796
• Transnational management: text, cases, and readings in crossborder management. London: McGraw-Hill, 2000
• Managing across borders. 2nd ed. London, Hutchinson Business, 1998
• The individualized corporation: a fundamentally new approach to management. With Bartlett, C. London, Heinemann, 1998
• The differentiated network. With Bartlett, C. Los Angeles CA: JosseyBass, 1997
• An integrative theory of firm growth implications for corporate organization and management. With Hahn, M. & Moran, P. Fontainebleau: INSEAD, 1997
• Management competence, firm growth, and economic progress. With Hahn, M. & Moran, P. Fontainebleau: INSEAD, 1997
• Brown, P. and Hesketh, A. (2004) The Mismanagement of Talent: Employability and Jobs in the Knowledge Economy. Oxford, Oxford University Press.
• Hillage, J; Pollard, E (1998). Employability: Developing a Framework for Policy Analysis. Col: Research Report. RR85. Suffolk: Department for Education and Employment. ISBN 978-0-85522-889-7. OCLC 42311422 
• Hind, D. and Moss, S. (2011) Employability Skills. 2nd Edition. Sunderland, Business Education Publishers.
• Schneider, K. and Otto, H-U. (2009) From Employability Towards Capability. Luxembourg.

Artigos em outras línguas

• Beyond self-interest revisited. Journal of Management Studies, 43 (3) 2006, pp. 585–619. (Published posthumously.)
• Bad management theories are destroying good management practices. Academy of Management Learning & Education, 4 (1) 2005, pp. 75–91. (Published posthumously.)
• Professional Manager. May 2000, pp. 20–23 Leadership by Ghoshal! (Interview with Sumantra Ghoshal)
• Management Skills & Development, Feb-Mar 1999, pp. 38–40 A new manifesto for management. With Barlett, C. and Moran, P. Sloan
• Management Review, Spring 1999, pp. 9–20
• Ghoshal, Sumantra; Bartlett, Christopher A. (January 1995). «Changing the Role of Top Management: Beyond Structure to Processes». Harvard Business Review. 73 (1): 86–96 
• Bartlett, Christopher A.; Ghoshal, Sumantra (May 1995). «Changing the Role of Top Management: Beyond Systems to People». Harvard Business Review. 73 (3): 132–142 
• Bartlett, Christopher A.; Ghoshal, Sumantra (November 1994). «Beyond Strategy to Purpose». Harvard Business Review. 72 (6): 79–88 
• Bartlett, Christopher A.; Ghoshal, Sumantra (July 1990). «Matrix management: not a structure, a frame of mind». Harvard Business Review. 68 (4): 138–145 
• Employability Skills Framework". Perkins Collaborative Resource Network. Retrieved 31 October 2014.
• "Employability Skills 2000+". Conference Board of Canada. Retrieved 31 October 2014.
• Saunders, Venetia; Zuzel, Katherine (2010). "Evaluating Employability Skills: Employer and Student Perceptions". BioScience Education. doi:10.3108/beej.
• Tempone, Irene; Kavanagh, Marie; Segal, Naomi; Hancock, Phil; Howieson, Bryan; Kent, Jenny (2012). "Desirable generic attributes for accounting graduates into the twenty-first century: the views of employers". Accounting Research Journal 25 (1): 41–55.

Links externos (Nacionais)

• http://www.administradores.com.br/artigos/carreira/o-que-e-empregabilidade/31256/
• http://www.lensminarelli.com.br/media_center/empregabilidade/
• http://www.lensminarelli.com.br/como-a-empregabilidade-pode-ser-um-fator-competitivo-para-profissionais-e-empresas/

Links externos (Internacional)

• http://www.employmentstudies.co.uk/pubs/summary.php?id=emplblty
• http://eprints.hud.ac.uk/14782/1/HEA_-_Employability_is_the_answer_but_what%27s_the_question.pdf