The objective of this chapter is to systematize and contextualize relevant theoretical and practical considerations in the dynamics of talent management in a business context, as well as observe the practical implementation in small and medium enterprises in the north of Portugal. Talent management requires the ability to take on each employee's “I's” and their alignment with the organization's “ecosystem,” seeking a shared vision, mission, and growth opportunities for the future. Therefore, creativity and constant innovation are crucial aspects to continually push the “comfort zones” through constant challenges, creating positive difference. About the structure of work, which will consist of two parts: The first part is composed by a literature review related to the theme, aiming to gather the most relevant considerations on the subject. In the second, the authors intend to implement a practical study towards management in talented small and medium enterprises in the north of Portugal.
TopPersonal And Organizational Innovation In Talent Management
Innovation is one of the most important aspects of business management, such as financial management, talent management, strategic planning, among others. In addition to improving the performance of companies or organizations, by adding competitive advantages at the local and regional level, they contribute greatly to the wealth of nations.
According to Robbins (2008, 80),
These days, perhaps more than ever in the past, the effectiveness of management and leadership depends on the ability to gain the trust of followers. Because? Because in terms of change and instability - such as those that characterize most of today's work environments - people turn to personal relationships for advice, and the quality of those relationships is greatly influenced by confidence levels. In addition, contemporary management practices, such as empowerment and the use of work teams, require good levels of confidence to be effective.
Winning the trust of following the original author's thought,”, one of the most important aspects of people's leadership, but for this to happen, it is necessary to work continuously towards the joint discovery of creative and innovative solutions to meet expectations and needs of the collective whole and of each collaborator. In the understanding of the following authors, Azevedo & Nascimento (2010, p.25), on the idea of organizational culture regarding innovation understand that:
The intended sense of change also implied some control of the typical characteristics of an organizational culture of innovation ... This meant” keeping creativity, innovation and even taking risks “; Being “creative and innovative,” continuing to be “a dynamic and creative organization with greater risk control so as not to compromise sustainability.
According to the author, ”the organization is guided by its values, guidelines and traditions, maintaining consistency in standards and procedures to maintain creativity and innovation to control risk and ensure sustainability. According to Kotler (2011, p. 156), the invention of products at present has as ecological and environmental preservation concerns, as described below:
The innovator invents products that have the potential to save the environment, not products that simply do not harm nature and are environmentally friendly. [...] Hart and Milstein classify incremental innovation as an attribute of “greening” strategies and radical innovation as a component of strategies that go beyond “greening”
We can verify that the strategy of radical innovation has, as a principle, to look for products that do not harm the environment and mainly that are ecological and sustainable for the environment, the innovator, investor and simultaneously, for those who use and communicate it.