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Can You Identify a Business Company that, in Your Opinion, Adequately Manage Its Talents?

The fact that the respondents are Portuguese nationals will have determined the reference to Portuguese business realities. The twenty organizations most referenced as having HRM practices best suited for talent management, are as presented in Table 5.

These organizations are considered by the respondents as having appropriate leaderships that promote a culture of development of their people [27, 38], and an HRM area with distinctive policies and practices in the human resource management, recruitment and selection, training and development, performance evaluation and compensation systems, in line with the literature [14, 18, 33].

Participants also refer to the importance of coherence of HRM policies and practices among themselves and with company culture and values, an assertion that may correspond to the vertical and horizontal fit already discussed in the literature [17, 39, 40].

In Your Opinion, How Can a Company Waste/Lose Its Talents?

The respondents, when answering to this question, also contextualize talent in three perspectives: as concrete people; as cognitive, practical or behavioural characteristics (that is, technical, practical or behavioural competences); as a natural gift or result of a learning process, in both cases always lacking in development.

Respondents consider that the major cause of wasteful/lost talent has to do with poor organization management and poor human resource management. This poor management of human resources is a consequence of a devaluation of people considered talents or of the skills that characterize them as talents (39 refs.). But also it is a result of the ignorance of the people who compose the company, which leads to a waste of the talent and the value of the people and consequently to the demotivation and exit of the company (32 refs.), as identified in the literature [14, 18, 33, 40). As one of the respondents says: “Failure to value or help your employees develop and feel satisfied, associated with poor management, can be a great way to lose talent and people” (Subj. 1M).

It is also mentioned that “the ignorance of people and their characteristics by companies and even by direct leaders” (Subj. 4F; with more 36 refs.), along with the lack of effective and affective recognition leads to perceptions of injustice, feelings of devaluation and, in some cases, to the loss of positive self-esteem, may result in the loss of key people or skills in many companies (42 refs.). Other aspects that lead to wasting/losing talent in respondents’ perspectives are as follows: placement in areas that do not allow the application of talent or that have little to do with the potential use and development of talent (28 refs.) or areas with which people do not identify (37 refs.); policies of discrimination and “organizational cynicism” that destroys the will to progress (Subj. 23M, plus 24 refs.). One of the respondents says.

A company can lose or lose its talents if it does not know them in the first place, and often even the direct bosses do not know their own people well. Secondly, people are placed in functions, areas or assume responsibilities with which they do not identify themselves, do not take advantage of their capacities and often are not well integrated and the most normal is to become discouraged. (Subj. 25F).

Additional reasons are presented by the respondents: Bad evaluation of workers (21 refs.) “often turning people into machines and treating them as machines” (Subj. 29F); Failure to comply with the conditions agreed upon during the selection process or after joining the company, leading to a breach of confidence (14 refs.), the non-material and psychological recognition (17 refs.). In this regard, it is further noted that “if there is no compatibility between talent and the company, if the talents are not satisfied and the company does not seek to meet the needs and expectations through coherent and fair HRM practices it is very likely that people become unmotivated and end up leaving...” (Subj. 50F, plus 19 refs.) [see 9, 17, 39, 40]. These causes are according to the participants responsible for waste/loss of talent. However, a significant number of respondents share the argument that the waste of talent can be very damaging to the company in terms of reputation, reputation, results and sustainability in the medium and long term (44 refs.) [3, 9, 14, 24].

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