Contribuição da gestão por competências nas estratégias de programas de pós-graduação

Abstract

Competence Management (CM) is understood as an important resource in the strategic management process. It allows to generate competitive advantage for organizations, mainly, in which intelligence is a preponderant factor. In Brazil, universities are mainly responsible for research activities, which take place within graduate programs, in particular. This research has the general objective of proposing the use of competence management in the strategic planning of graduate programs. First, a bibliometric analysis was carried out followed by a literature review on the themes of competences, their management, applications in the public sector, in universities and in graduate programs in the Federal Institutions of Higher Education. The research method used was the study of case. Based on the models identified in the literature, this investigation uses a competence management model adapted to graduate programs consisting of five stages: A) Define the purpose of the graduate program; B) Diagnose the necessary competences for the position/function of professors and their work processes; diagnose competences already existing in its faculty; C) Formulate competences development strategies; D) Monitor and evaluate competences; E) Analyze the cost-benefit of development actions and ways of paying teachers. Phases A and B were performed in the Graduate Program in Industrial Engineering at UNIFEI. By the results of the first stage we identified the need to formalize strategic elements (mission, vision, values and objectives). In the second stage, mainly secondary data were collected, considering that the program's lines of research are the categories by the organizational competences; the obtained information allowed to identify the categories and subcategories of competences in the program by: publications of papers; completed master's and doctorate guidelines; research projects with funding; and disciplines taught. In Phases C, D and E, propositions of strategies were identified through the analysis of actions carried out by graduate programs in the area with concept 7. Finally, they were identified as the main difficulties ordered for the CM implementation: overwork and lack of servers in the graduate program administrative team (coordinator and secretary); bureaucratic management (structure and processes of the institution), limitations of current legislation and legal restrictions for implementing the model; in addition to mapping competences. As for the possible prioritized benefits obtained with the implementation: improvement in management and organizational processes; provision of technical subsidies for personnel planning, in particular, competitions and teaching accreditation and disaccreditation processes; greater communication than is expected from the professors in the program; contribution to the alignment between the people management subsystems with the strategy of the graduate program; incentive to continuing education (post-doctorate); and improved service to society through the training of human resources, development of research and socialization of results through scientific publications and intellectual property.