Estágio job rotation na gestão estratégica de pessoas: estudo de caso em uma empresa do setor de transportes de Londrina - PR

Abstract

The corporate environment has constantly evolved, becoming increasingly competitive and dynamic, creating a challenging scenario for organizations which, in turn, need to develop strategies for improving their competitive skills, keeping their employees engaged, ensuring the sustainable continuity of their operations and arousing interest in new professionals. For university graduates, internship programs are of the utmost importance and a determining factor in their professional development at the start of their careers. In this sense, one of the strategies that has been widely studied and adopted by organizations is the Job Rotation methodology which is a technique that aims to optimize the growth and learning of employees by moving them through different functions within the organization, with the aim of improving their skills, knowledge and capabilities. This approach can broaden the understanding of the company's activities, creating multifunctional professionals, as well as enriching individual experiences and contributing to the generation of new ideas. In view of this, the general objective of this study was to analyze how the methodologies of the internship program in the Job Rotation model can develop skills and competencies in order to train professionals who are better able to work in the job market. To this end, the qualitative method was used, through subjective analysis of the data collected, together with descriptive research, since the interpretation was not influenced by the researcher. The results obtained show that the Job Rotation methodology is efficient when it comes to developing skills and competences, with 40% of the total for communication skills, teamwork, dynamic work and problem-solving, and 61% for mathematical and statistical applications in decision-making, projecting improvements to systems, products and processes, managing resources and optimizing the information flow. As for the perception of managers, 78% considered the methodology to be efficient for developing interns. However, 56% considered the traditional method to be more coherent for improving specific tasks.