Executive Summary

Wesley Araújo Martins; Odair Silva Soares

Summary prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.

The operational sector of a company specializing in technical field services, active in the maintenance of power transformers in industrial environments and energy utilities, faces significant challenges related to the management of its teams. Composed of 13 professionals, including two supervisors, the workforce is responsible for projects ranging from 10 to 90 days, often under complex logistical and technical conditions. Although resource allocation is functionally effective, based on technical criteria, availability, and workload balance, this dynamic has not promoted the formation of lasting personal and professional bonds among members, negatively impacting collective performance.

The main business issue lies in the low cohesion, engagement, and sense of belonging among professionals, which directly compromises productivity and service quality. Frequent team member turnover and the absence of a collective identity generate adverse effects on the organizational climate, manifested by demotivation, rework, and an increase in absenteeism. Studies by Kahn (1990) and Harter et al. (2002) corroborate that engagement is intrinsically linked to the perception of purpose, recognition, and social connection, with the sense of belonging being a fundamental pillar for the sustainable performance of teams in any work environment.

The diagnosis of the current situation, based on operational data from January to June 2025, revealed that the technical team accumulated 8,282.12 hours of work on assembly, maintenance, retrofit, commissioning, and oil treatment projects. The analysis of the distribution of these hours, using the Pareto diagram, indicated a concentration of effort in a small group of professionals, where approximately 69% of the team was responsible for 80% of the total recorded workload. This scenario suggests a clear opportunity for a more equitable redistribution of activities, aiming to optimize the utilization of human resources and mitigate the workload on specific individuals.

The composition of the teams, although technically oriented, showed high relational instability. Records by Internal Sales Order (ISO) indicate that 78.1% of projects involved member exchanges, and only 37.5% of formations were repeated. This low recurrence of teams directly impacts project continuity and cohesion among professionals, hindering the building of trust and the sharing of tacit knowledge. The team is composed of highly qualified professionals, with experience in power transformers up to 550kV and various certifications, but the current allocation method prevents this expertise from being fully leveraged in a collaborative and stable environment.

The mapping of 69 technical competencies, carried out by management, revealed an unequal distribution among professionals. Supervisor 1 and Technician 5, for example, concentrate 53 and 49 competencies, respectively, while others, such as Technicians 6 and 11, have more restricted scopes, with 34 competencies each. This asymmetry generates risks of overload for the most qualified professionals and limits operational flexibility in situations of substitution or rotation, compromising the efficiency and continuity of field services. The absenteeism rate, at 4.26%, although within the company’s acceptable standards, reinforces the need for more robust team coverage and planning strategies.

The analysis of structural causes, using the “5 whys” technique, identified that the concentration of experienced professionals in critical activities is a direct consequence of technical specialization and the continuous process of team leveling. The main focus has been to meet immediate demands with agility, reflecting a commitment to operational results and customer satisfaction. However, this priority, although valid, has inadvertently neglected the formation of lasting bonds and the equitable distribution of skills, generating the dysfunctions observed in team engagement and cohesion. Opportunities for improvement include a more balanced distribution of skills, strengthening of continuous training programs, and encouragement of the formation of more stable and integrated teams, promoting an environment of collaboration and sense of belonging.

Given this scenario, three alternatives were evaluated to improve the structure of technical teams: maintaining the current model, adopting rotating teams with systematic rotation, and implementing semi-fixed teams with designated supervisors. The evaluation, carried out through a decision matrix that considered criteria such as expected engagement, operational continuity, technical risk, implementation cost, and impact on quality, showed that the semi-fixed teams alternative obtained the highest total score, with 23 points, surpassing the current model (16 points) and the rotating teams (14 points). This analysis highlighted that semi-fixed teams offer the best balance between the evaluated factors, aligning operational flexibility with the promotion of lasting bonds.

The recommended solution consists of implementing semi-fixed teams, each led by a supervisor trained in leadership and people management. The composition of these teams will follow the technical and logistical criteria already used, but with an additional focus on complementarity of skills and stability of formations. This approach aims to preserve operational flexibility while fostering cohesion, trust, and a sense of belonging among members. Case studies in the electricity sector, such as those cited by Baumeister & Leary (1995), indicate that relational stability in field teams contributes significantly to reducing rework, improving communication, and increasing productivity, validating the strategic choice.

As a complementary measure and strategic leverage, the Flexible Post-Field Return policy will be adopted. This policy allows technicians to not have to remain at the company to “clock in” when there are no scheduled activities, prioritizing home office for report finalization, remote readiness with pre-defined service level agreements (SLAs), and compensatory rest when applicable. This initiative aims to reduce unproductive hours, mitigate post-field fatigue, and expedite the issuance of reports, promoting better personal time management, reconnection with family, and adequate physical and mental recovery between projects, factors crucial for occupational health and sustainable performance.

The main actions proposed for the model’s implementation include mapping competencies and defining teams, supervisor training, pilot deployment in two projects with PIV, and continuous evaluation of results with adjustments. The timeline foresees complete execution within 90 days, with the direct involvement of the technical manager, the Human Resources department, and validation from the technical board. Tools such as the Work Breakdown Structure (WBS) and the RACI Matrix (Responsible, Accountable, Consulted, Informed) will be used to detail deliverables, responsibilities, and interdependencies between actions, ensuring clear governance and a continuous improvement cycle from planning to operation.

The Business Case deliverables project significant operational and human gains. An increase of 30% in the repeated training rate per PIV is expected, a reduction of 20% in the standard deviation of working hours among technicians, an increase of 15% in the team engagement index, and a drop of 10% in absenteeism. Additionally, a gain of approximately 80% in critical skills training is projected, a reduction of 10% in idle in-person hours, and a decrease of 20% in the average reporting time. These goals were calibrated based on empirical evidence and industry benchmarks, seeking a balance between ambition and feasibility within a 12-month horizon.

The goal of a 30% increase in the rate of repeated formations by PIV is based on empirical evidence indicating performance gains of up to 37-49% with increased member familiarity (Huckman, Staats, Upton, 2009). The current baseline of 37.5% allows for a relevant leap without compromising operational flexibility. The 30% target balances ambition and feasibility, aligning with the average effect reported in the literature and the planned implementation cycle, ensuring it is technically sound and measurable, according to best practices for team management in complex environments (Edmondson et al., 2001; Edmondson, 2015).

The 20% reduction in the standard deviation of working hours is justified by empirical evidence from cross-training and operational coordination programs, which demonstrate variability reductions between 15% and 25% within 12 months. Studies by Lian et al. (2025) show that cross-training increases workforce multifunctionality and redundancy, contributing to operational flexibility and reduced variability under demand uncertainty. Research on organizational justice indicates that perceptions of fairness, especially in the distributive and interpersonal dimensions, are positively associated with team performance and reduced turnover (Wallrich et al., 2024). Softer targets, such as 10%, would have a low impact on correcting asymmetries, while targets above 30% would require structural changes with high transition costs.

The 15% increase in engagement level combines the headroom evidenced in global benchmarks with psychological safety mechanisms and relational stability, which sustain double-digit gains in annual cycles. Studies by Edmondson (1999) and Gallup (2023) show that environments with psychological safety and structured leadership, recognition, and communication practices present consistent increases in engagement, often between 12% and 20% in the first year. Goals smaller than 10% would be little transformational, and goals larger than 20% would require additional systemic reforms, such as reviewing career paths and incentives, increasing the risk of not delivering on time. Thus, 15% represents an ambitious yet realistic target aligned with best practices for managing teams in complex operational environments.

The goal of a 10% reduction in unscheduled absenteeism is considered conservative and credible, in light of empirical evidence associating increased engagement and relational stability with reduced absences. Schaufeli et al. (2002) demonstrated that engagement, composed of vigor, dedication, and absorption, is negatively correlated with burnout, one of the main predictors of absenteeism. A study applied in Brazilian technical companies, published in the Review of Managerial Science, showed that practices such as workload rebalancing, team stability, and managerial coherence are among the main predictive factors of technical absenteeism, with a direct impact on the reduction of unscheduled absences. Goals below 5% would have a marginal effect, and goals above 15% would require an expanded portfolio of initiatives that go beyond the scope of the current plan.

The target of 80% or more coverage per critical competency was set based on agility and cross-training models that recommend high coverage levels to mitigate the effects of unplanned absences and demand variability, without compromising performance. Studies by Hopp and Van Oyen (2004) demonstrate that coverage levels between 75% and 85% maximize operational flexibility with controlled impact on training costs. Olivella and Nembhard (2012) show that coverage calibration should consider the balance between resilience and specialization, with levels below 70% not guaranteeing continuity in scenarios of high turnover or absenteeism, while levels above 90% tend to excessively burden training programs and disperse the technical focus of teams. Thus, the 80% target represents a robust equilibrium point between flexibility, cost, and technical depth, especially in operations with multiple critical competencies and lean teams.

The absence of structural measures, such as a technical succession plan, formalized training paths, objective criteria for team allocation, institutional recognition mechanisms, a planned rotation policy, and structured indicators of performance and organizational climate, can perpetuate the negative effects already observed. This includes the overload of key professionals, excessive turnover, and the loss of tacit knowledge, which is the practical knowledge accumulated through individual experience and difficult to formalize or transfer. The adoption of the recommended proposal, combined with the incorporation of these practices, aligns with the organizational strategy of valuing people, operational excellence, and business sustainability, promoting a more collaborative, efficient, and humanized work environment.

The estimated investment for the solution implementation is R$ 128,600.00, with an expected return within 12 months. This cost includes training for supervisors and technicians, development of an allocation system, consulting for team structuring, and the implementation of KPIs and monitoring. Expected operational gains include a reduction in warranty claims of R$ 30,000.00, a value based on the warranty expense report from the last 12 months. The combination of these financial gains with the human and operational benefits reinforces the robustness of the recommendation and its potential to generate a positive and lasting impact on the organization.

The evaluation of the proposed solution will be conducted through specific and measurable performance indicators, aligned with the project’s strategic objectives. The main indicators include the percentage of repeated training sessions per PIV, the standard deviation of monthly workload per technician, the absenteeism rate of technicians, the average participation per technician in projects with PIV, the team engagement rate (measured by a monthly internal survey), and the number of technicians trained in critical competencies. A technical leveling indicator will be created to monitor the evolution of the team’s qualification and guide continuous training programs, ensuring that the company can avoid losses that could reach millions of reais.

Data collection will be carried out monthly through operational reports, HR records, and structured engagement questionnaires. The analysis will be performed using comparative spreadsheets and trend charts, utilizing tools such as Excel and Power BI. Monitoring will include monthly updated dashboards, quarterly engagement surveys, and monthly pulse checks with up to 10 questions, following Gartner’s best practices (2003). This approach allows for early detection of declining engagement signals, real-time strategy adjustments, and transparent communication, strengthening trust and the perception of organizational support. The team’s technical manager will be directly responsible for data monitoring, with HR support for behavioral indicators, and the results will be presented quarterly to the technical board, with recommendations for adjustments when necessary.

The managerial and strategic contribution of this business case is multifaceted. By strengthening engagement and a sense of belonging, the company not only improves the quality of life of its employees but also optimizes operational performance and talent retention. The Flexible Post-Field Return policy, in particular, promotes autonomy, reduces stress and the risk of burnout, and improves the technical quality of reports, consolidating a relevant human advancement. The integration of operational excellence with people care positions the organization competitively and sustainably in the field services market, ensuring that tacit knowledge is preserved and turnover is minimized.

In summary, the implementation of the semi-fixed teams model, combined with the Flexible Post-Field Return policy, represents a sound strategic decision. The business case demonstrated that the current team allocation structure, while operationally effective, has significant limitations in terms of engagement and cohesion. The detailed analysis of workload, turnover, and technical skills data revealed clear opportunities for improvement in relational stability and equitable distribution of activities. The proposed solution, with an investment of R$ 128,600.00 and a return within 12 months, projects substantial operational and human gains, such as a 30% increase in repeated training, a 20% reduction in workload standard deviation, a 15% rise in engagement, and a 10% decrease in absenteeism, consolidating a more integrated, motivating, and productive work environment, aligned with the organization’s strategic objectives.

Bibliographic References:

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EDMONDSON, A. C. et al. Psychological safety and learning behavior in work teams. Administrative Science Quarterly, v. 44, n. 2, p. 350–383, 2001.

EDMONDSON, A. C. Psychological Safety. In: ELSBACH, K. D.; KAYES, A. B.; KAYES, D. C. (org.). Contemporary Organizational Behavior: From Ideas to Action. Pearson Prentice Hall, 2015.

GALLUP. State of the Global Workplace 2023 Report. Washington, DC: Gallup Press, 2023.

GARTNER. 2023. Strategic Priorities for HR Leaders in 2025. Gartner Research.

HARTER, J. K.; SCHMIDT, F. L.; HAYES, T. L. 2002. Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: a meta-analysis. Journal of Applied Psychology 87(2): 268–279.

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OLIVELLA, Jordi; NEMBHARD, David A. Calibrating cross-training to meet demand mix variation and employee absence. International Journal of Production Research, v. 50, n. 8, p. 2200-2210, 2012.

SCHAUFELI, Wilmar B.; SALANOVA, Marisa; GONZÁLEZ-ROMÁ, Vicente; BAKKER, Arnold B. The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, Dordrecht, v. 3, n. 1, p. 71–92, 2002.

WALLRICH, L., Opara, V., Wesołowska, M., Barnoth, D., & Yousefi, S. (2024). The Relationship Between Team Diversity and Team Performance: Reconciling Promise and Reality Through a Comprehensive Meta-Analysis. Journal of Organizational Behavior.

Executive summary from the Final Course Work of the Specialization in Executive Leadership and Management of the MBA USP/Esalq

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