COMPETENCY MANAGEMENT AND THE SELECTION PROCESS

RECRUITMENT OF STAFF
Jacqueline de Oliveira Souza1
Paulo Cândido Barbosa Jr.2

Summary

This study aims to present competency management in the process of

recruitment and selection of personnel, aiming to identify possible 'Gaps' in this process,
once the challenge of recruiting and selecting people who present themselves is understood
necessary competence for a specific position. The research was used as a methodology.
descriptive bibliographic search in printed and digitized materials publications
that presented the following descriptors: competency management, recruitment and selection.
It is understood that this is an area in HR that has been evolving over the years, highlighting
that competency management highlighted and valued the recruitment and selection process
within organizations, Generally speaking, competency management in the process of
Recruitment and selection of personnel becomes satisfactory for the organization and employees.

Palavras-chave: Recrutamento. Seleção. Competência.

Introduction

The research in question has as its theme, competency management and the process of
selection and recruitment of personnel, which is nothing more than recruiting exactly the
people who stand out throughout the process, those with greater knowledge and mastery
for the respective position, it may be that a prepared person cannot be found, but that one
able to develop competence.
According to Araújo (2006), at first, the study in question is merely about
total relevance for good professionals who find themselves in a mixed economy society,
This is of total relevance for Human Resources managers in their leadership role.
need to be able to identify competent people and shape those who are not so that in a
near future may become so as it works with the questions of the process of
recruitment that affects the direction of the organization with competency management.
Organizations have been adopting new standards of work relationships where they seek
a greater involvement of workers in company decision-making. One of the

1Said by Technology Specialist in Human Resources, Martha Falcão Wyden, email:

jacqueline__21@[Link].
2Professor Mestre of the HR course at Martha Falcão Wyden, email: [Link]@[Link]
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factors that deserve to be highlighted is the appreciation of intellectual capital, as well as,

transformation of human resources from an operational role to a strategic role

(CHIAVENATO, 2009).
The development of human resources is focused on maintaining
strategies aimed at aligning personal goals with organizational ones, argues Araújo
(2006, p. 34) that "competence is associated with people who demonstrate attitudes,
knowledge and skill, it is formed by these three elements that constitute the
concept of competence, and that easily associates with a competent person.
Boas and Andrade (2009) affirm that the 'recruitment and selection process is a
competency management subsystem, such management presents greater credibility and
commitment in this process that has long been devalued.

1 Management by Competence

According to França (2007, p. 14), 'Competency management is about the combination of

concepts and practices to develop the competencies of people and the organization, being
strategic and consistent way." The management model exists precisely to define and
align people to business objectives by understanding that each person acts exactly
as described in the strategic objectives.
As Fernandes (2013, p. 34) states, "Unlike the functional model, the
competency management system is based on the wide dissemination of established criteria,
"It serves as a guide for individual actions."

Figure 1: competency management model

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Source: FERNANDES (2013)

It is argued that indeed the development of any organizational competence
it is directly related to people, considering that people are the body of a
organization, where everything begins and everything ends, the creativity innovation comes from the people who

comprises the organization as well as those that retain and attract other talents so that
they can also generate positive results for the company. However, it is assumed that
that strategies focused on people generate actions and therefore results, the organization only has to
add value alongside these professionals (CHIAVENATO, 2009).
Fernandes (2013, p. 35) also argues that "competences are linked to the
objectives and organizational strategies, which creates a scope in terms of knowledge,
skills and attitudes to be acquired.
It is understood that the organization must plan not only the strategy but also investment.
In the talents that compose it, the professional development of employees is the target.
main purpose of a career plan. Its aim is to promote the development of
organization through the better use of its human assets, giving this to,
conditions of self-realization (ARAÚJO, 2006).
In continuation, Araújo (2006, p.197) states that "career planning is a
continuous integration process between the employee and the organization aiming to meet the
objectives and interests of both parties.
Deciding on a career does not mean choosing only the area of professional activity,
but choose paths, environments, and people taking advantage of the opportunities that are available to them

offered, it is up to the employee to outline their career based on the trajectory, requirements and
criteria (CHIAVENATO, 2009).
According to Marras (2005), the collaborator can achieve professional growth through
positions making up career paths can also be linked to the segments of
careers, in this case what will matter is the potential of each individual.
With the career plan, the company has numerous advantages, the professionals
qualified individuals remain in the company because they feel attracted by the real
possibility of promotion, as well as increasing the level of motivation due to the perspective
of progress, furthermore, it reduces the errors in promotions and facilitates for the organization in

identification of professional talents (CHIAVENATO, 2009).

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2 Historical Evolution of Human Resource Management

According to França (2007, p. 45) "the development of Administration

Human Resources - HR was based on the evolutionary models of administrative theories.
this perspective, the construction of the evolution of Human Resources begins at the moment of
that the HR function was simply performed by hiring, firing, and overseeing
your workers (FRANCE, 2007).
This period encompasses the phase of scientific management, whose main author was
Frederick W. Taylor. At this stage, Taylor stood out for issues such as productivity, study
of times and movements, incentives for workers, in addition to the continuity of studies
of Adam Smith regarding the division of labor - specialization. This movement had
with the aim of providing scientific foundation for the standardization of activities
administrative, so that improvisation and empiricism could be replaced, making it so that
the lack of organizational processes were eliminated (CHIAVENATO, 2009).
Relating these aspects to the view of this period, Marras (2005) comments that
this perspective had a mechanistic approach to employees, and it assumed that the
employees were primarily motivated by economic reasons.
France (2007) relates HR to this phase of management highlighting the
emergence of the human resources department, which is due to the fact that companies started to

to view the human factor as a production factor, which must be managed just like the
other factors existing in a company.
Human Resource Management in the Taylor phase was related to the format
mechanistic and rational work, which laid the foundation for later phases, which naturally
emerged in response to the needs for improvement. Shortly after the movement of the
Scientific Management began with the school of human relations, Boas and Andrade (2009, p.
75) justify the start of this phase by commenting that "the Human Relations movement was
largely a reaction against the inhuman aspects of scientific management
to extremes.
The discovery of the relevance of the human factor in the company brought about the
refinement of the ideology of harmonization between capital and labor, defined by the theorists of
Scientific Administration (FRANCE, 2007). Marras (2005) understands that the approach
 5

the humanist of organizational theory contradicted several postulates of the classical approach of
Fayol and Taylor's Scientific Management.
The emphasis on structure and tasks has been replaced by an emphasis on people.
(2005) also highlights that through the experiences coordinated by Elton Mayo carried out
starting from 1927 at the 'Westerm Electric Company' factory, which produces equipment
telephone-based, the development of the basic principles of the Approach was allowed
Humanist.
According to Araújo (2006), this phase was conventionally referred to as the model of
human behavior in Human Resources Management, which encompasses a journey
since the 1930s and 1940s, when psychological procedures predominated that
was decisively influencing organizational theory until the 1960s and 1970s. The author
it also highlights that around the 1950s, the expression human resource management,
together with the focus on human behavior, it was definitively affirmed in the theory
organizational and, finally in the 60s and 70s, it was discovered that the relationship between company and

Employees interacted through their managers, and that is why social interaction is important.
the same with the other employees (ARAÚJO, 2006).
Boas and Andrade (2009) argue that the 1980s and 1990s brought pressures
even greater economic challenges and the awareness that companies and individuals face a
growing and definitive global competition. The HR area was not immune to these
changes, a situation that was responded to by the model that required greater
involvement between the company and its employees.
Initially, personnel management aimed solely to increase the
profits through the minimization or elimination of problems with people. In this sense,
Butler (1991 Apud SAMMARTINO, 2002), argumenta que nas constantes mudanças do
market (the threats and opportunities) are perceived and interpreted in different ways
by the organizations. These differences are fundamentally due to the capacity of the
individuals and groups to perceive them and make decisions.
Thus, the level of training of individuals in an organization is the result of the System
of Human Resource Management existing. Wood Jr (1995, p.252 apud STOREY 1999, p.
145) "analyzes the theoretical evolution of the Human Resources Area (ARH) calling it the new
approach as Human Resource Management (HRM) in contrast to the traditional
Personnel Management (PM)
Marras (2005, p. 56) lists some uses where it is highlighted that:
 6

The term can be used to signal a business-oriented approach, that is,

an integrated approach that guides the management of work where the emphasis is
placed in the concept of resource, this puts employees alongside other factors
of production such as capital, technology, energy, and materials (MARRAS, 2005, p. 56).

Por conseguinte, sugestiona o potencial de agregar valor pelo uso sofisticado deste
resource, instead of seeing it as a problem. According to this view, Management of
Human Resources (HR) would only be fully present when the selection employment,
reward and so on, would be done in an integrated manner and this
completely aligned with a broader business strategy (FRANCE, 2007).
According to Chiavenato (2009 p. 56):

In current times, organizations are broadening their vision and scope.

strategic, the entire production process only takes place with joint participation
from various partners, they need employees as partners.” The author
emphasizes that employees contribute with their knowledge, abilities
and skills, providing decisions and actions that energize the organization.
(CHIAVENATO, 2009 p. 56).

It can be said that the Human Resources area is undergoing great changes and
innovations, the doors of the third millennium with the growing globalization of business and the
gradual exposure to strong global competition, when the watchwords began to
to be productivity, quality, and competitiveness. In this new scenario, people stop being
the problem of organizations to be the solution to their problems. People stop being
the organizational resource, most important to become the main partner of the business
(FRANCE, 2007).

2.1 People Management

As the author Chiavenato (2009) states, people management is represented

by people and organizations, and if there are no people and organizations, there is no
the need for the terminology Human Resource Management to exist. This happens because organizations
are composed of people and need them to achieve their goals and fulfill their mission,
the same way that people need organizations to achieve their goals
personal.
Araújo (2006, p.60) defines 'human resource management begins to take on a role of'
leadership to achieve the organizational excellence needed to face challenges
 7

competitive, such as globalization, the use of new technologies, and management of

intellectual capital.
Since then, this area has been undergoing a change in tactical-operational acting,
structured as a service provider, to carry out an activity at a strategic level. The
Strategic Human Resources Management (AERH) can be defined as: the management
which prioritizes as a fundamental objective, through its interventions, the optimization of
final results of the company and the quality of the talents that compose it, according to
(MARRAS, 2005).
According to Araújo (2006), people management should be integrated, and the set of policies and
practices that form them must, at the same time, meet the interests and expectations of the company
and of people. Only in this way will it be possible to support a productive relationship.
between both.
Araujo (2006, p. 17) comments that, "it is up to the company to stimulate and provide support.

necessary for people to deliver what they have best, at the same time in
who receive what the organization has best to offer them.
Boas and Andrade (2009) argue that management is the set of efforts aimed at
objective: plan; organize; direct; coordinate and control the activities of a group of
individuals who come together to achieve a common result. People management is a way of
apply the basic principles of management to people, as they are the ones who define and
drive the existence of any organization.
According to ParaWRIGHT et al., 1998 cited in DAVEL et al., 2010, p.3, people are seen in the organization of
forms described below:

People not only are part of the productive life of organizations. They
constitute the essential principle of their dynamics gives life, innovate, create,
recreate contexts and situations that lead the organization to position itself to
competitive, cooperative and differentiated way with clients, other organizations and
In the business environment without generalization. People become a true source of advantages.
competitive because of their value, their rarity, their inimitable and irreplaceable
human qualities. (WRIGHT et al., 1998 cited in DAVEL et al., 2010, p.3).

The process of people management affects not only the human resources department.
humans, but the entire company, impacting financial, patrimonial, and
production. This process makes the departments of the company interdependent.
The process of people management for Chiavenato (2009) is an integrated set of
dynamic and interactive processes that comprise six basic processes: Process of
 8

Add People, Process of Applying People, Processes of Rewarding People, Process

of Developing People, Processes of Maintaining People and the Process of Monitoring People.
Regarding people management, Boas and Andrade (2009, p. 12) emphasize that: "the
management with people aims to fundamentally transform the relationship between capital and the
work, in the context of organizations, as productive and least conflictual as possible.” From this
companies that develop a good team relationship are able to achieve
good results and achieving the planned objectives.
According to the author França (2007), people management encompasses a wide range of activities,

staff recruitment, job description, training and development, evaluation of

performance and etc., that is, they are systems of interrelated parts that integrate a whole,
que envolvem políticas, normas e procedimentos, capaz de envolver todas as atividades, de
so that none is excluded.

3 Recruitment

According to Araújo (2006), recruitment is understood as all the company's efforts in

bring in new potentially qualified professionals or internal recruitment of
collaborators through techniques and procedures according to each demand. In
recruitment and selection terms, the labor market is the source from which they flow
candidates for filling the positions offered by the company. In order for this to occur
Filling the vacancies effectively is done through the recruitment process.
According to Chiavenato (2009, p.136), recruitment is understood as: A set of
techniques and procedures aimed at attracting potentially qualified candidates who are capable of
occupying positions within the organization is basically an information system, through the
which organization disseminates and offers opportunities to the human resources market?
job you intend to fill.
Defende Araújo (2006), that recruitment is the process of identifying and attracting
a group of candidates, among which some will be chosen to later be
hired for the job. Recruitment has the basic function of attracting people to meet
to the needs of the organization and supply the selection process.
Marras (2005) defines that recruitment is an activity of responsibility of the
human resources management aimed at recruiting internal or external individuals
externally to the organization with the aim of meeting the needs of people in the company. The
 9

the author emphasizes that recruitment is done based on the needs for human resources in
organization and is divided into three stages: internal research of needs, internal research of
market and the definition of recruitment techniques.
Araújo (2006) states that it is important to clearly understand that through the
features of internal and external recruitment the company will decide on the process that
better fit the reality of the organization.

3.1 Internal Recruitment

Internal recruitment occurs when the company seeks to fill positions through
the rearrangement of its employees vertically or horizontally. Chiavenato (2009) it
internal recruitment focuses on candidates who are within the organization to promote
or transfer them to other more complex and motivating activities.
According to Marras (2005), internal recruitment is that which favors the organization's own resources.

from the company, using internal communication means to attract people who are already in
companies competing for a new position. Internal recruitment may also involve
staff transfer, staff promotion, transfers with staff promotion
staff development programs and career planning.
As stated by BOAS ANDRADE, 2009, p. 38:

Internal recruitment is a good means of recruiting, as individuals are already

known and the company is familiar to them. This type of recruitment also constitutes,
a very cost-effective procedure and serves to demonstrate that the company is
interested in promoting its employees. With this type of recruitment, the manager
obtains more accurate information, the possibility of preparation for the promotion and
improvement of morale and internal relationships. (BOAS E ANDRADE, 2009, p. 38).

According to Araújo (2006), 'Internal recruitment works through the offering of

higher position promotions and, therefore, more complex and thus presents advantages
and disadvantages, and it usually requires even greater care on the part of the
selector.”}```json{

3.2 External Recruitment

When there are not enough candidates within the company to fill the
The company focuses on projecting the external supply of vacancies. For Boas and Andrade
 10

(2009) external recruitment occurs when the organization seeks to fill vacancies with
people outside the organization. This process puts people management in direct contact
with the human resources market and the products and services market in order to meet the
your needs and interests.
External recruitment has gained a new ally in internet publicity, which
enriched the selection process and created new sources of job candidates and greater
competition. According to Chiavenato (2009), external recruitment provides new experiences
for the organization causing an importation of new and different ideas encompassing the
internal problems of the organization, moreover, it enriches the human resources of the
organization and takes advantage of personnel training and development investments made by other companies or

by the candidates themselves.

Araujo (2006) states that the important thing is to understand clearly that through
the characteristics of internal and external recruitment the company will decide on the process that
better fit the reality of the organization.
Chiavenato (2009a) external recruitment focuses on real candidates or
potentials, available or applied in other organizations and can involve one or more of the
the following selection techniques:

Consultation of candidate files;

Presentation of candidates by the company's employees;
• Posters or ads at the company's entrance; Contacts with unions and associations
of class;
Contracts with universities and schools, state associations, directories
academics, company-school integration centers;
Conferences and lectures at universities and schools;
• Contacts with other companies operating in the same market;
Recruitment trips to other locations;
Advertisements in newspapers and magazines;

Recruitment agencies;
Online recruitment;
Trainee programs.
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Defende Marras (2005) external recruitment as a tool to help

oxygenate the staff situation, allowing contact with the universe of professionals who with
different experiences and potential contributions.

3.3 Personnel Selection

In the face of great competitiveness in the human resources market, selecting people
becomes essential, as they are the ones that provide productivity, quality and
competitiveness for organizations (FRANCE, 2007). According to Marras (2005), the selection
integrates the value-adding process that works after the choice of recruitment techniques
that best meet the organizational needs experienced at the moment goes to the
selection process that is the choice of the right professional to occupy the right position.
According to Chiavenato (2009), selection seeks among the recruited candidates those who are most

suitable for the existing positions in the company, aiming to maintain or increase efficiency and
staff performance, as well as the effectiveness of the organization. The author also argues that the
the objective of the selection is to solve two critical problems: suitability of the person to the position and

efficiency of the man in the position.

France (2007) defines the professional profile as the desired psychological profile for
the candidate, including the prerequisites, general and specific skills, and potential of
performance.
According to Chiavenato (2009), personnel selection is a system of comparison and choice.
(decision making). The need to gather information about the position aids the process of
selection and five ways of gathering information about the position is mentioned by
Chiavenato (2009): Job description and analysis; Critical incident techniques; Request
of personnel; Job analysis in the market and Work hypotheses.

5 Method used

The work should be based on methodological procedures, which lead to a

the way in which an operation called to know is carried out, another to act, and another to do.
To better understand what methodology is, it is necessary to define what it is
method. "One can define method as the path to reach a certain end. And the
 12

The scientific method is a set of intellectual and technical procedures adopted to

to achieve knowledge” (GIL, 2010, p.20).
This work adopts the criteria used by Vergara for defining the typology.
Vergara (2011, p. 41) "research can be classified according to two criteria
basics
a) Regarding the purposes – a research can be: exploratory, descriptive, explanatory,
methodological, applied, and interventionist.
b) Regarding the means - a research can be: field research, research of
laboratory, documentary, bibliographic, experimental, participatory, action research, and study of
case.
Thus, regarding its purposes, this work is descriptive, as it aims to describe the
effectiveness of competency management in relation to the selection and recruitment process for the

organization, starting with the participation of the HR professional for achieving

of the best results in the organizational scope.
According to Gil (2010), descriptive research has as its main objective the description.
the characteristics only of a certain population or of a certain phenomenon.
As for the means, this work is characterized as bibliographic. It is
bibliographic, as it made use of books, scientific materials, such as dissertations,
monographs and articles, printed and digitized in search of materials on subjects
related.

4 Results

What is understood about competency management within the process of

recruitment and selection has been an organizational strategy of the HR sector, well-
succeeded where it is a great challenge to guide this development in a
an environment as volatile as the one we live in and will probably live in tomorrow. People
they are becoming increasingly prepared for the ever more demanding and complex context and
Human development is tied to this concept of complexity.
The development of people is defined as the ability to assume
attributions and responsibilities at increasing levels of complexity. Development is
a heritage that the person will carry with them wherever they go.
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Knowledge exists in every organization. Some organizations enhance the

knowledge through mechanisms that stimulate the creation and dissemination of
knowledge continuously. Decentralized People Management aligned with
the organization's strategic planning leads to the creation and development of
knowledge, through its processes. The Talent Provision marks the beginning of the cycle of
knowledge, especially with Attraction and Talent Selection.
The Talent Provision contributes to Knowledge Management.
sharing of HR knowledge for internal consultants and line managers
for the execution of the process and also in reducing staff turnover, due to
selection decisions being more accurate when decentralized, which contributes to
maintain the knowledge of people in the company. Regarding the Selection process, it stands out the
delimitation of necessary competencies for the positions, however, this is not yet used by the
totality of companies.
The use of strategic management is not a differentiator but a necessity.
within the company, as Generation Y has an ease of relocating and changing jobs,
With this, the company may lose good talent, for this reason it becomes essential to act.
of the HR sector with strategic people management.
An organizational environment is built by the internal and external space of the company.
There are present in the external environment of an organization, forces, variables or factors, in the

what are uncontrollable, and strongly influence, positively or negatively, the

people, the processes, the products or services present in the internal scope of the company.
People Management exists to guide individuals and add value to processes.
internals, attracting, selecting, rewarding, developing, evaluating and monitoring the
human talents, belonging to the company. And, in addition to advising and supporting the managers, of
other sectors, acts in the search for the company's purpose in a strategic manner, intertwining the
internal and external environment of the organization.

There has been a change in the use of the expression 'human resources management'
for 'people management'. The new term is the most present in companies, it is used in the definition
of the relationship between organizations and employees. The concern and the foundation of management

of people is the management, development, support, and assistance to resources

live of the company, that is, the people.
Satisfaction is directly related to productivity and performance in the environment.
organizational, for this reason companies must pay attention to this factor, so that then
 14

may require the best effort from the employee, since it is natural for the individual to tend to
seeking respect, self-esteem, and recognition in all areas of life, including in
professional.
Adding value in the organization requires investment in training and development.
of people, the only living resources endowed with the capacity to absorb knowledge,
skill and transforming data into relevant information. Aiming to gain an advantage
competitive, organizations seek ways to develop and enhance people
trained, qualified, and specialists in their activities to better perform their
organizational relationships and ease in decision-making.
The process of expanding human knowledge encompasses such divisions: the
training, the development of people and organizational. These are related to the
individual level learning, and how subjects acquire skills and techniques. Among
the organizational entity is the most vast and encompassing, depicting the evolution of the organization by

entire, through changes and innovation.

Competency management makes the organizational environment an advantage, as
this way it avoids many wear and expenses, in addition to aligning the way of working
leveraging results for success, it is essential to offer to the
collaborators: training, benefits, rewards, succession plan, and a series of
factors that satisfy and motivate human capital.
When dealing with people in the organizational environment, it is understood that they are in
constant changes, including their feelings and the way they find satisfaction, the lack of
motivation in many cases stems from the lack of proper recognition for the effort in
exercised tasks, what can be accomplished in diverse ways among them: sentences of
incentives, promotions, bonuses, among others.
Through skills management, the recruitment process and the selection of
members of a team will always be subject to implicit or explicit factors,
objective or subjective, which defines who will or will not be hired. Factors related to
empathy or emotion are difficult to recognize and measure, making it impossible
controlling, all of this reduces the chances of acertaining in personnel selection leading to waste
of time resources and the frustration of the candidate's expectations, to avoid this from happening it is
to fundamentally raise the candidate's professional profile and thus map whether such competence is the
what the company is looking for.
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Final considerations

Through this study, it was possible to study and understand competence management.
developed by the HR department with the aim of managing employees who show the most
returns to the organization by identifying its strengths and areas for improvement in order to add value.

knowledge.
For this study, a bibliographic research methodology was developed, because
it was based on books, articles, monographs, theses, and materials available on the internet,
seeking to enhance the theoretical foundation to shed light on the content. The search was
conducted in bibliographic collections of educational institutions and also Google e-books
(BOOKS), which greatly assists the researcher with a splendid collection, another collection
used was that of the educational institution in question.
Companies throughout the process of growth and development are
naturally creating and enhancing knowledge and experiences to respond to the new
the scenario of the globalized world, thus defining the incessant search for competitiveness.
These are linked to fundamental factors such as qualification, flexibility, and
productivity, introducing new ways of managing human resources, seeking
reformulate your relationship with the way of working, aiming for continuous improvements of
production and aiming to attract workers to co-participation in competitive challenges
contemporaries.
It is understood through this study that the strategic management of people, as well as its
factors directly assist in attracting and retaining employees as well as in managing the
competence, seeking to present positive results for the organization, it is emphasized that the
the same highlights the development and success of the company concerning its talents.
The use of strategic management is not a differential but rather a necessity.
within the company, as Generation Y has an ease of moving and changing jobs,
with that the company may lose good talents, for this reason it becomes essential to act
of the HR sector with strategic management of people.
It is recommended that future work on this topic, with access to more information
recently, in order to deepen the study of this very interesting and useful subject for organizations
and to the collaborators. However, even having cutting-edge technology, material resources and
very well-structured financials, their primary competitive differential is the resources
humans.
 16

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