{"id":13162,"date":"2022-02-23T11:12:56","date_gmt":"2022-02-23T08:12:56","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=13162"},"modified":"2024-08-12T11:59:18","modified_gmt":"2024-08-12T08:59:18","slug":"calisan-bagliligini-olumsuz-etkileyen-4-neden","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/calisan-bagliligini-olumsuz-etkileyen-4-neden\/","title":{"rendered":"\u00c7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 olumsuz etkileyen 4 neden"},"content":{"rendered":"

Pandeminin ve ekonomik daralman\u0131n etkisini en \u00e7ok \u00e7al\u0131\u015fanlar hissediyor. Bu gibi zor d\u00f6nemlerde \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 konusunda do\u011fru ad\u0131mlar atmak ve krizden en az zararla \u00e7\u0131kmak i\u00e7in \u00e7al\u0131\u015fanlar\u0131n\u0131za kulak vermelisiniz. S\u00fcre\u00e7te kar\u015f\u0131la\u015fabilece\u011finiz 4 problemi ve \u00e7\u00f6z\u00fcm y\u00f6ntemini sizin i\u00e7in a\u00e7\u0131klad\u0131k.\u00a0<\/strong><\/p>\n

\u0130\u015f d\u00fcnyas\u0131nda \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 ve turnover son y\u0131llar\u0131n en \u00e7ok ara\u015ft\u0131r\u0131lan konular\u0131 aras\u0131nda. \u00d6zellikle son iki y\u0131lda, pandemi nedeniyle de\u011fi\u015fen \u00e7al\u0131\u015fma ko\u015fullar\u0131 ezberlerin bozulmas\u0131na sebep oldu. Pandemi d\u0131\u015f\u0131nda global olarak ya\u015fanan ekonomik kriz de \u015firketler ve \u00e7al\u0131\u015fanlar\u0131 aras\u0131nda farkl\u0131 sorunlar yaratmaya ba\u015flad\u0131. Bu konuda dikkat edilmesi gerekenleri ve \u00e7\u00f6z\u00fcm \u00f6nerilerini \u015f\u00f6yle s\u0131ralayabiliriz:<\/p>\n

1- \u00c7al\u0131\u015fanlardan bilgi saklama<\/strong><\/h2>\n

E\u011fer \u00e7al\u0131\u015ft\u0131\u011f\u0131n\u0131z \u015firkette neler olup bitti\u011fi s\u0131r gibi saklan\u0131yorsa, bu durum zaman i\u00e7erisinde \u00e7al\u0131\u015fanlar aras\u0131nda endi\u015feye yol a\u00e7abilir, \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131yla ilgili sorunlar olu\u015fturabilir ve insan kaynaklar\u0131 departman\u0131 olarak y\u00fcksek turnover oran\u0131 ile y\u00fczle\u015fmek zorunda kalabilirsiniz. Bunu \u00f6nlemenin bir y\u00f6ntemi olarak, hassas konular\u0131 hari\u00e7 tutmak kayd\u0131yla \u00e7al\u0131\u015fanlar\u0131n\u0131z\u0131 ilgilendiren konularda a\u00e7\u0131k ileti\u015fimi benimseyebilirsiniz. Ayr\u0131ya y\u00f6neticileri de bu y\u00f6nde ileti\u015fim kurmalar\u0131 konusunda te\u015fvik etmelisiniz. Hatta a\u00e7\u0131k ileti\u015fimi \u015firket k\u00fclt\u00fcr\u00fcn\u00fcn bir par\u00e7as\u0131 haline getirmelisiniz.<\/p>\n

Y\u00f6neticilerin ve ekip liderlerinin, \u015firketin ve projelerin ne durumda oldu\u011fu, nas\u0131l ilerledi\u011fi ile ilgili d\u00fczenli olarak g\u00fcncelleme yapabilecekleri bir i\u00e7 ileti\u015fim sistemi olu\u015fturabilirsiniz. \u00c7al\u0131\u015fanlar\u0131n\u0131z\u0131n g\u00fcncellemelere kat\u0131lmalar\u0131n\u0131 ve herhangi bir geli\u015fme hakk\u0131nda nas\u0131l hissettiklerini payla\u015fabilmelerini, soru sorabilmelerini ve yorum yapabilmelerini sa\u011flayabilirsiniz. Bu ileti\u015fim kanal\u0131yla, y\u00f6netim ve \u00e7al\u0131\u015fanlar aras\u0131nda daha g\u00fc\u00e7l\u00fc bir diyalog ve ba\u011fl\u0131l\u0131k olu\u015fturabilirsiniz. Ayr\u0131ca dahili sohbet sistemlerini kullanmak ve \u00e7evrim i\u00e7i \u015fekilde ekip toplant\u0131lar\u0131 d\u00fczenlemek, \u00e7al\u0131\u015fanlar\u0131n\u0131z\u0131n \u00fczerinde \u00e7al\u0131\u015ft\u0131klar\u0131 projeyle etkile\u015fime girmesine ve ba\u011fl\u0131 kalmas\u0131na izin vermenin bir yolu olabilir.<\/p>\n

2- \u00c7al\u0131\u015fanlar aras\u0131ndaki ileti\u015fim bo\u015fluklar\u0131 ve gerilimler<\/strong><\/h2>\n

\u0130\u015f yerinde do\u011fru \u015fekilde kurulan ileti\u015fim atmosferi, i\u015flerin d\u00fczg\u00fcn i\u015fleyi\u015fi \u00fczerinde b\u00fcy\u00fck bir etkiye sahiptir. \u00c7al\u0131\u015fanlar aras\u0131ndaki uyumsuzluk genellikle i\u015f birli\u011fini zorla\u015ft\u0131r\u0131r, hatta bazen tamamen fel\u00e7 eder. \u00c7al\u0131\u015fanlar aras\u0131ndaki ileti\u015fim iyice \u00e7\u0131kmaza girmeden ve fel\u00e7 olmadan \u00f6nce y\u00f6neticilerin durumu fark ederek \u00f6nlem almas\u0131 \u00f6nemlidir.<\/p>\n

\u0130nsan kaynaklar\u0131 ne yapmal\u0131?<\/p>\n

\u0130nsan kaynaklar\u0131 departman\u0131n\u0131n, ekiplerdeki ileti\u015fimsizli\u011fi ve \u00e7at\u0131\u015fmay\u0131 fark edebilmeleri i\u00e7in y\u00f6neticileri y\u00f6nlendirmesi ve bu konuda e\u011fitim almalar\u0131n\u0131 sa\u011flamalar\u0131 hem y\u00f6neticilerin geli\u015fimi hem de s\u0131k\u0131nt\u0131lara an\u0131nda m\u00fcdahale edilebilmesi i\u00e7in yararl\u0131 olabilir. Lider konumunda olan y\u00f6neticinin, ekibindeki s\u0131k\u0131nt\u0131lar\u0131 g\u00f6rmemesi ve \u00e7at\u0131\u015fmalara kar\u015f\u0131 ilgisiz kalmas\u0131, \u00e7al\u0131\u015fanlar\u0131n y\u00f6neticileri hakk\u0131ndaki d\u00fc\u015f\u00fcncelerini olumsuz etkileyebilir. \u00c7al\u0131\u015fanlar, problemlerini ilgisiz bir y\u00f6netici ile payla\u015fmaktan \u00e7ekinirler. E\u011fer bir departmandaki \u00e7al\u0131\u015fanlar s\u0131k\u0131nt\u0131lar\u0131n\u0131, y\u00f6neticilerini es ge\u00e7erek direkt olarak \u0130K’ya iletiyorlarsa, bu durumda y\u00f6neticinin, ekibindeki \u00e7al\u0131\u015fanlara kar\u015f\u0131 tutumunun da de\u011ferlendirilmesi gerekir.<\/p>\n

\u00c7al\u0131\u015fanlar aras\u0131ndaki problemlere geri d\u00f6nersek; bunlar bir\u00e7ok sebepten kaynaklanabilir. \u0130\u015f yo\u011funlu\u011fu, dengeli bir \u015fekilde da\u011f\u0131t\u0131lamayan i\u015f y\u00fck\u00fc ya da \u00e7al\u0131\u015fanlar aras\u0131ndaki ki\u015fisel \u00e7at\u0131\u015fmalar \u00f6rnekler aras\u0131ndad\u0131r. Ancak temel sebep ileti\u015fim eksikli\u011fi veya yanl\u0131\u015f ileti\u015fimdir. Anla\u015fmazl\u0131klar \u00e7\u00f6z\u00fclmezse \u00e7at\u0131\u015fman\u0131n b\u00fcy\u00fcme olas\u0131l\u0131\u011f\u0131 y\u00fcksektir. \u00c7at\u0131\u015fmalar da genellikle turnover\u2019\u0131 do\u011furur.<\/p>\n

Y\u00f6netici ne yapmal\u0131?<\/p>\n

Y\u00f6netici olarak ekibinizdeki problemin sebeplerini ara\u015ft\u0131r\u0131rken, h\u0131zl\u0131 olmal\u0131 ve ekibinizi iyi g\u00f6zlemlemelisiniz. En iyi y\u00f6ntem her zaman oldu\u011fu gibi a\u00e7\u0131k ileti\u015fimdir. Ekip \u00fcyelerinizle konu\u015farak problemin kayna\u011f\u0131n\u0131 anlamaya \u00e7al\u0131\u015fabilirsiniz. E\u011fer bu konudaki giri\u015fimleriniz yetersiz kal\u0131yorsa, sorunu belirlemek ve \u00e7\u00f6z\u00fcm bulabilmek i\u00e7in \u00e7evrim i\u00e7i anketlerden yararlanabilirsiniz, \u00e7\u00fcnk\u00fc \u00e7al\u0131\u015fanlar\u0131n genel tutumu y\u00f6neticileriyle a\u00e7\u0131k bir \u015fekilde konu\u015fmak olmayabilir. \u00c7al\u0131\u015fanlar\u0131n\u0131z\u0131n anonim olarak yan\u0131tlayabilecekleri bir anket d\u00fczenleyerek \u00e7at\u0131\u015fman\u0131n temel sebeplerini anlayabilirsiniz. \u00c7al\u0131\u015fanlar y\u00f6neticileri ile a\u00e7\u0131k a\u00e7\u0131k konu\u015ftuklar\u0131nda yanl\u0131\u015f anla\u015f\u0131lacaklar\u0131n\u0131 ve i\u015flerini kaybedeceklerini d\u00fc\u015f\u00fcnebilirler. Bu durumda anonim \u00e7evrim i\u00e7i anketler problemlerin tespitinde iyi bir yard\u0131mc\u0131 olabilir.<\/p>\n

\"\"<\/a><\/p>\n

3- \u0130nsan analiti\u011finin yap\u0131lmamas\u0131\/\u00e7al\u0131\u015fan-g\u00f6rev e\u015fle\u015ftirmesinde hatalar<\/strong><\/h2>\n

\u0130nsan analiti\u011fi<\/a><\/strong> (People Analytic) konusu,\u00a0 insan kaynaklar\u0131n\u0131n son y\u0131llarda en \u00e7ok ara\u015ft\u0131r\u0131lan konular\u0131 aras\u0131nda. Yetenek verilerinin toplanmas\u0131 ve uygulanmas\u0131 olan insan analiti\u011fi; daha iyi kararlar alman\u0131z\u0131, i\u015f performans\u0131n\u0131 ve \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 artt\u0131rman\u0131z\u0131 sa\u011flayacak veriler elde etmenizi sa\u011flar. Bu analizin yap\u0131lmas\u0131, \u00e7al\u0131\u015fanlar\u0131n kariyer rotas\u0131n\u0131 belirlemek i\u00e7in \u00f6nemlidir. \u00c7al\u0131\u015fmalar sonucunda elde etti\u011finiz veriler do\u011frultusunda \u00e7ok ba\u015far\u0131l\u0131 olan, ancak liderlik \u00f6zellikleri g\u00f6stermeyen bir \u00e7al\u0131\u015fan\u0131 ekip lideri yapma hatas\u0131ndan uzakla\u015fm\u0131\u015f olursunuz. \u0130nsan analiti\u011fine \u00e7ok basit bir soruyla ba\u015flayabilirsiniz: Hangi \u00e7al\u0131\u015fanlar ilerleme ve liderlik i\u00e7in en y\u00fcksek potansiyele sahip?<\/strong><\/p>\n

\u0130nsan analiti\u011finde kesinlikle atlamaman\u0131z gereken nokta, bu analizleri yapabilecek do\u011fru ekibi olu\u015fturmakt\u0131r. Verileri toplamak i\u00e7in farkl\u0131 sistemler ve yaz\u0131l\u0131mlardan yararlanabilirsiniz, ancak verilerin analizi ve yolun belirlenmesi s\u00fcrecinde insan analiti\u011fi konusunda deneyimi olan ki\u015filerle \u00e7al\u0131\u015fmak \u00f6nemlidir. Sadece verileri toplamak yeterli de\u011fildir. Elde edilen veriler \u00e7al\u0131\u015fanlar\u0131n yetenekleri ile \u015firket aras\u0131ndaki ili\u015fkileri \u00f6l\u00e7meye yard\u0131mc\u0131 olur. B\u00f6ylece turnover, t\u00fckenmi\u015flik<\/a><\/strong>, performans ve farkl\u0131 di\u011fer ba\u015fl\u0131klarda veri elde etmenize ve analiz yapman\u0131za yard\u0131mc\u0131 olabilir.<\/p>\n

4- \u0130\u015f & Ya\u015fam dengesinin olmamas\u0131<\/strong><\/h2>\n

\u00c7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 konusunda bir di\u011fer \u00f6nemli etken i\u015f-ya\u015fam dengesidir. Ki\u015fisel ve profesyonel ya\u015fam\u0131m\u0131z aras\u0131nda denge kuramamak her iki tarafta da eksiklikler yarat\u0131r. \u00c7al\u0131\u015fanlar i\u015f ve ki\u015fisel ya\u015famlar\u0131 aras\u0131nda denge kurabilmek i\u00e7in m\u00fccadele ederken, i\u015flerin yo\u011funlu\u011fu ya da \u00f6zel hayatlar\u0131ndaki sorumluluklar genellikle buna engel olur ve \u00e7al\u0131\u015fan\u0131n psikolojisi i\u015f yerindeki performans\u0131n\u0131 ciddi anlamda etkiler. Stresli ve hayat\u0131nda bir denge kuramayan \u00e7al\u0131\u015fanlar hem i\u015f performans\u0131 hem de di\u011fer \u00e7al\u0131\u015fanlarla uyum problemi ya\u015fayabilirler.<\/p>\n

Bu durumda \u0130K ne yapmal\u0131?<\/p>\n

Yap\u0131lan en b\u00fcy\u00fck hata i\u015f-ya\u015fam dengesini kurmas\u0131 gerekenin yaln\u0131zla \u00e7al\u0131\u015fan oldu\u011fu fikrine odaklanmakt\u0131r. Ancak \u015firkette i\u015f y\u00fck\u00fc \u00e7ok fazla olan, kendine ve ailesine zaman ay\u0131ramayan bir \u00e7al\u0131\u015fan\u0131n mutsuzlu\u011funun ve denge kuramamas\u0131n\u0131n sebebi sadece kendisi de\u011fildir. \u00d6zel hayat\u0131ndaki sorumluluklar ve di\u011fer problemlerine \u0130K\u2019n\u0131n m\u00fcdahale etmesi mant\u0131kl\u0131 olmaz ancak b\u00f6yle bir durumda da \u00e7al\u0131\u015fan\u0131n\u0131z\u0131n zor zamanlar\u0131 atlatabilmesi i\u00e7in psikolojik olarak ona destek olabilirsiniz. Tabii ki bu durumun suistimale d\u00f6n\u00fc\u015fmesine izin vermemeniz \u015firketiniz i\u00e7in daha iyi olur.<\/p>\n

\u0130\u015f-Ya\u015fam dengesini sa\u011flayacak bir sistem olu\u015fturun!<\/p>\n

Buna mesai saatleri d\u0131\u015f\u0131nda kritik \u00f6nemde olmayan konularla ilgili \u00e7al\u0131\u015fanlara e-posta g\u00f6nderilmemesi ya da telefonla aranmamalar\u0131 k\u00fclt\u00fcr\u00fcn\u00fc yaratmakla ba\u015flayabilirsiniz. Hafif bir ge\u00e7i\u015f olabilmesi a\u00e7\u0131s\u0131ndan bu duruma \u2018k\u00fclt\u00fcr\u2019 dedik, ancak Almanya\u2019da i\u015f saatleri d\u0131\u015f\u0131nda, \u00e7al\u0131\u015fanlar\u0131n kritik durumlar haricinde aranmamas\u0131 i\u00e7in kurallar oldu\u011funu eklemek gerekir. (1<\/a>) (2<\/a>)<\/p>\n

Y\u00f6neticilerin sa\u011fl\u0131kl\u0131 i\u015f-ya\u015fam dengesi geli\u015ftirmeleri konusunda destek olun!<\/p>\n

Y\u00f6neticilerin \u00e7al\u0131\u015fanlar\u0131yla ileti\u015fim kurmalar\u0131 gerekli, ancak kendi hayat\u0131nda i\u015f-ya\u015fam dengesi kuramam\u0131\u015f bir y\u00f6neticinin ekibinde bu dengeyi kurmas\u0131 pek olas\u0131 de\u011fildir. Bu nedenle y\u00f6netici di\u011fer konularda oldu\u011fu gibi i\u015f-ya\u015fam dengesi konusunda da liderlik etmeli ve ki\u015fisel ya\u015fam\u0131yla i\u015f ya\u015fam\u0131 aras\u0131nda denge kurabildi\u011fini ekibine g\u00f6sterebilmelidir. \u00c7al\u0131\u015fanlar mesai sonras\u0131nda y\u00f6neticilerinin “ola\u011fan d\u0131\u015f\u0131 haller haricinde” \u00f6zel hayatlar\u0131na d\u00f6nd\u00fcklerini g\u00f6rmek isterler. Bu konuda \u0130K\u2019ya d\u00fc\u015fen g\u00f6rev, i\u015f-ya\u015fam dengesi konusunda y\u00f6neticileri bilin\u00e7lendirmektir.<\/p>\n

Y\u00f6neticiler bu konuda daha \u00f6zverili olabilirler. \u00d6rne\u011fin; uzun ve yorucu bir toplant\u0131n\u0131n ard\u0131ndan “Herkes i\u015finin ba\u015f\u0131na!” demek yerine mola vermeye te\u015fvik etmek \u00e7ok daha olumlu sonu\u00e7lar yarat\u0131r. Yorucu zamanlarda verilen molalar, \u00e7al\u0131\u015fanlar\u0131n rahatlamalar\u0131na ve molan\u0131n ard\u0131ndan i\u015flerine daha istekli d\u00f6nmelerine yard\u0131mc\u0131 olur. Bu durum \u00e7al\u0131\u015fanlara, mutluluklar\u0131n\u0131n verimlilikleri kadar \u00f6nemli oldu\u011fu mesaj\u0131n\u0131 da verir.<\/p>\n

\u00c7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 yaratman\u0131n \u00e7\u00f6z\u00fcm\u00fc \u00e7al\u0131\u015fanlar\u0131n\u0131zla ileti\u015fim<\/strong><\/h2>\n

\u0130leti\u015fim \u00e7ok y\u00f6nl\u00fc ele al\u0131nmas\u0131 gereken bir konu. Genellikle akla gelen ilk y\u00f6ntem, konu\u015fmakt\u0131r, ancak konu\u015fmaya dayal\u0131 olmayan bir\u00e7ok ileti\u015fim y\u00f6ntemi var. Bunlardan birini dolayl\u0131 ya da arac\u0131l\u0131 ileti\u015fim olarak tan\u0131mlayabiliriz. \u015eirketinizde olan bitenden haberdar olmak i\u00e7in bu y\u00f6ntemi kullanabilirsiniz.<\/p>\n

\u015eirketinizde olan bitenden ne kadar haberdars\u0131n\u0131z? \u00c7al\u0131\u015fanlar\u0131n\u0131zla ne s\u0131kl\u0131kta ileti\u015fim kuruyor ve onlar\u0131 dinliyorsunuz? Onlar\u0131 dinlemek i\u00e7in kar\u015f\u0131l\u0131kl\u0131 konu\u015fmak zorunda de\u011filsiniz. \u00c7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131, Turnover ve di\u011fer b\u00fct\u00fcn problemler i\u00e7in WeFocus \u00e7evrim i\u00e7i anketlerini kullanabilirsiniz. WeFocus; \u015firketlerin \u00e7e\u015fitli kurumsal dinamikler \u00fczerinden \u00e7al\u0131\u015fan verilerini toplamas\u0131n\u0131, bu verileri analiz etmesini, g\u00f6rselle\u015ftirmesini sa\u011flayan ve yapay zeka taraf\u0131ndan \u00fcretilen iyi tan\u0131mlanm\u0131\u015f eylem planlar\u0131 olu\u015fturmas\u0131na yard\u0131mc\u0131 olan bir \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 platformudur.<\/p>\n

\u00c7al\u0131\u015fanlar genellikle a\u00e7\u0131k ileti\u015fim kurmakta zorlan\u0131rlar. \u00d6zellikle \u015firket i\u00e7erisinde ya\u015fad\u0131klar\u0131 problemleri y\u00f6neticileri ile payla\u015fmalar\u0131 durumunda yanl\u0131\u015f anla\u015f\u0131lacaklar\u0131 ve i\u015flerini kaybedecekleri korkusu ya\u015farlar. WeFocus \u00e7evrim i\u00e7i anketler \u00e7al\u0131\u015fanlar\u0131n\u0131z taraf\u0131ndan anonim olarak yan\u0131tland\u0131\u011f\u0131 i\u00e7in daha d\u00fcr\u00fcst ve do\u011fru yan\u0131tlar alabilirsiniz. WeFocus i\u00e7g\u00f6r\u00fcler ile \u00e7al\u0131\u015fan verileriyle \u015firketinizi g\u00fc\u00e7lendirir ve \u00f6nceki anket sonu\u00e7lar\u0131n\u0131z\u0131 yapay zeka deste\u011fiyle k\u0131yaslaman\u0131za olanak tan\u0131r. B\u00f6ylece \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 stratejinizi en do\u011fru \u015fekilde olu\u015fturman\u0131za ve Turnover oran\u0131n\u0131z\u0131 d\u00fc\u015f\u00fcrmenize yard\u0131mc\u0131 olur. \u00c7al\u0131\u015fan ba\u011fl\u0131\u011f\u0131 platformu WeFocus \u00e7al\u0131\u015fanlar\u0131n\u0131zla d\u00fcr\u00fcst ileti\u015fim kurmak i\u00e7in iyi bir yard\u0131mc\u0131d\u0131r.<\/p>\n

\n

Detayl\u0131 bilgi almak i\u00e7in b<\/strong>u<\/strong>raya<\/strong><\/a> t\u0131klayabilirsiniz.<\/p>\n<\/div>\n\n

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Pandeminin ve ekonomik daralman\u0131n etkisini en \u00e7ok \u00e7al\u0131\u015fanlar hissediyor. Bu gibi zor d\u00f6nemlerde \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 konusunda do\u011fru ad\u0131mlar atmak ve krizden en az zararla \u00e7\u0131kmak i\u00e7in \u00e7al\u0131\u015fanlar\u0131n\u0131za kulak vermelisiniz. S\u00fcre\u00e7te kar\u015f\u0131la\u015fabilece\u011finiz 4 problemi ve \u00e7\u00f6z\u00fcm y\u00f6ntemini sizin i\u00e7in a\u00e7\u0131klad\u0131k.\u00a0 \u0130\u015f d\u00fcnyas\u0131nda \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 ve turnover son y\u0131llar\u0131n en \u00e7ok ara\u015ft\u0131r\u0131lan konular\u0131 aras\u0131nda. \u00d6zellikle son iki […]<\/p>\n\n

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