A importância do branding para atração e retenção de talentos: empresa estudada - Duracell

• Autor(a) principal: Magalhães, Juliana Guimarães
• Data de Publicação: 2019
• Tipo de documento: Trabalho de conclusão de curso
• Idioma: por
• Título da fonte: Biblioteca Digital de Teses e Dissertações da PUC_SP
• Texto Completo: https://repositorio.pucsp.br/jspui/handle/handle/34554
• topic: CNPQ::CIENCIAS SOCIAIS APLICADAS::ADMINISTRACAO; Employer branding; Gestão de pessoas; Liderança; Cultura organizacional; Marca empregadora; Employer branding; People management; Leadership; Organizational culture; Employee brand

The objective of this monograph of completion of course is to verify the degree of satisfaction of the employees of Duracell company with focus on specific issues. To address these issues I focused on the following four points: People Management and Leadership; Leadership; Organizational culture; Employer Branding. You need to talk about People Management since it is the business sector that deals with people, directing them to the success and growth of a corporation. The Leadership of a company is responsible for giving subsidies for the positive progress of human capital versus People Management. The Organizational Culture shows how the company's day-to-day life is maintained, trying to keep it healthy for both the employee and the positive development of the company. And finally, employer branding is a strategy that builds a positive brand image to attract better talent that can become and become loyal employees. Through a research form developed for some employees of the company Duracell, sought to solve issues related to the topics cited. Research should answer the following questions: a) investing in employer branding on social networks will bring a satisfying result for talent attraction? (b) Is it possible to improve the potential talent base with market recognition? c) reinforce and develop Duracell's purpose through actions for employees will make them feel involved and stimulated? d) internal actions such as training and qualification, events and actions of quality of life and flexibility in the work day, are differential for employees?