Desenvolvimento de ferramenta para análise e a melhoria de desempenho do processo de gestão de recursos humanos baseado na metodologia DMAIC.

Abstract

In the last decade e-commerce has been taking more and more space between the classic forms of business, but in the retail segment of furniture and appliances the physical stores and the word-of-mouth negotiation remains the main choice among Brazilians. The expected growth trend for the year 2018 will increase the competition even more. When it comes to the retail sector, any differential becomes a decisive point to get ahead in terms of profitability. Managing the resources in order to produce with as little waste as possible is the desire of any organization, dealing with the retail of furniture and appliances the greatest resource are people, controlling the performance indicators of this feature is the key to reduce costs not and remain competitive with the market. This work aimed to develop a tool capable of evaluating the performance of human resources management based on the DMAIC methodology. They served as an object of study, kitchen fixtures furniture retail stores of the great João Pessoa, a large active retailer in the Northeast. The development of the tool capable of indicating the efficiency of the management of the indicators was possible through the application of statistical tools that individually allowed to indicate the occurrence of failure in the control of the indicators. All the results regarding the application of the statistical tools according to the DMAIC methodology stages were consolidated in the Matrix of the Failure Occurrence Index, making it possible to classify the periods in which there was a greater incidence in the occurrence of failure to control the indicators, as well as how to rate the store according to the overall failure occurrence rate. The application of the tool made it possible to classify both stores present in the study as inefficient in relation to the management of Human Resources indicators. Based on the analyzes, the main causes that influenced the indicators exceeded the pre-established limits were identified, which enabled the elaboration of an action plan with corrective and control measures for each highlighted cause. In addition to the action plan, the action was prioritized for the short-term to the control of the Extra Hours indicator, where a flow and request form for the use of Extra Hours