WORKFORCE SIZING AND ALLOCATION: A case study at the SUPERIOR COURT OF JUSTICE
Workforce sizing; People allocation; Governance
The literature on the various workforce sizing models points to a practice that induces the organization to have a convergent number of employees, with the right and sufficient skills to meet specific operational and strategic demands, figuring as essential in human resources management. Thus, the general objective of this research was to analyze the workforce sizing and allocation model adopted by the Superior Court of Justice based on reports from agents of the institution. Adopting a qualitative methodology, a case study was conducted with eight court employees through semi-structured interviews. According to the results, the personnel allocation policy is already consolidated, including having a specific organizational structure, although it was considered to be in a development stage, still to be better developed; workforce sizing is in a more incipient stage, occurring in a way that is not so linked to several other macro-organizational processes. According to the results, some problems were also highlighted, especially the feeling of lack of organizational support provided by the managers in charge, and the lack of timely actions for staff allocation, respectively. In conclusion, actions were recommended by the research participants, such as greater integration between staff allocation and institutional planning; greater speed in the allocation process; better use of talents and skills in the production of policies; greater use of specific incentives for staff allocation; greater institutional participation and formalization; greater training of managers for the allocation process; greater exchange with other organizational tools and even incentives for outsourcing. The study culminated in a technical consultancy report in which the main information is concentrated and the most notable contributions are summarized, including corresponding tools and examples.