Resumo:
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.