{"id":1422,"date":"2014-09-02T15:14:55","date_gmt":"2014-09-02T12:14:55","guid":{"rendered":"http:\/\/www.kariyer.net\/ik-blog\/?p=1422"},"modified":"2017-06-12T17:06:20","modified_gmt":"2017-06-12T14:06:20","slug":"sirketler-her-seviyede-daha-iyi-bir-lider-istiyor","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/sirketler-her-seviyede-daha-iyi-bir-lider-istiyor\/","title":{"rendered":"\u015eirketler her seviyede daha iyi bir lider istiyor"},"content":{"rendered":"

\"leader\"<\/a>Deloitte taraf\u0131ndan yap\u0131lan \u0130nsan Kaynaklar\u0131<\/a> Trendleri Ara\u015ft\u0131rmas\u0131na g\u00f6re 2014 y\u0131l\u0131 i\u00e7in en \u00f6ncelikli konu liderlik geli\u015fimi. Bunu s\u0131ras\u0131yla \u00e7al\u0131\u015fanlar\u0131 elde tutma ve ba\u011fl\u0131l\u0131k ve \u0130K fonksiyonu yetkinliklerinin geli\u015ftirilmesi izliyor.<\/span><\/strong><\/p>\n

94 \u00fclkede 2 bin 500’den fazla i\u015f ve \u0130K liderinin kat\u0131l\u0131m\u0131yla yap\u0131lan ara\u015ft\u0131rma, 12 \u0130K trendi<\/strong>ni ortaya koyuyor. Ara\u015ft\u0131rma d\u00fcnyan\u0131n farkl\u0131 noktalar\u0131ndaki y\u00f6netici ve \u0130K profesyonelleri<\/strong>nin \u00f6nceliklerini ve trendlere kar\u015f\u0131 ne kadar haz\u0131rl\u0131kl\u0131 olduklar\u0131n\u0131 daha iyi anlayarak, liderlere yetenek ve \u0130K<\/strong><\/a> g\u00fcndemlerini daha ileriye ta\u015f\u0131malar\u0131 i\u00e7in \u00f6ng\u00f6r\u00fcler sunuyor. Buna g\u00f6re, y\u00f6netici<\/a><\/strong>lerin kar\u015f\u0131 kar\u015f\u0131ya oldu\u011fu yetenek ve liderlik konular\u0131n\u0131n ta\u015f\u0131d\u0131\u011f\u0131 \u00f6nem ile \u00e7al\u0131\u015ft\u0131klar\u0131 kurumlar\u0131n bu konulardaki haz\u0131rl\u0131k seviyeleri aras\u0131nda ciddi bir u\u00e7urum s\u00f6z konusu.<\/p>\n

Deloitte Dan\u0131\u015fmanl\u0131k B\u00f6l\u00fcm\u00fc Sorumlu Orta\u011f\u0131 Tolga Yavero\u011flu<\/strong> konu ile ilgili olarak \u201cK\u00fcreselle\u015fme<\/strong>, dijitalle\u015fme<\/strong> ve ekonomik<\/strong> geli\u015fimler i\u015f yap\u0131\u015f \u015fekillerini k\u00f6kten de\u011fi\u015ftiriyor. Organizasyonlar\u0131n bu de\u011fi\u015fime h\u0131zl\u0131 uyum sa\u011flayabilmelerinde ve d\u00f6n\u00fc\u015f\u00fcmlerinde insan kayna\u011f\u0131 (\u0130K) ve yetenek olgusu b\u00fcy\u00fck \u00f6nem ta\u015f\u0131yor. Farkl\u0131 ku\u015faklar\u0131 i\u00e7inde bar\u0131nd\u0131ran ve beklentileri farkl\u0131la\u015fan 21. y\u00fczy\u0131l\u0131n i\u015fg\u00fcc\u00fcn\u00fcn kurumlara \u00e7ekilmesi ve ilgilerinin s\u00fcrd\u00fcr\u00fclebilmesi i\u00e7in liderlik, \u00e7al\u0131\u015fanlar\u0131 elde tutma ve \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 sa\u011flama ba\u015fta olmak \u00fczere \u00f6\u011frenme ve geli\u015fim, performans y\u00f6netimi<\/strong> gibi \u0130nsan Kaynaklar\u0131<\/strong> s\u00fcre\u00e7lerinin de \u00e7ok daha yenilik\u00e7i, d\u00f6n\u00fc\u015f\u00fcmc\u00fc ve veriye dayal\u0131 olarak yap\u0131land\u0131r\u0131lmas\u0131 kritik \u00f6nem ta\u015f\u0131yor. Ancak anket sonu\u00e7lar\u0131na bak\u0131ld\u0131\u011f\u0131nda \u0130K ekiplerinin bu konulardaki haz\u0131rl\u0131k seviyeleri konusunda y\u00f6neticilerin teredd\u00fctte olduklar\u0131 ortaya \u00e7\u0131k\u0131yor. Bu nedenle de, kurumlar i\u00e7in bu yenilik\u00e7i programlar\u0131 hayata ge\u00e7irebilecek becerilere sahip \u0130K ekipleri<\/strong>nin yeti\u015ftirilmesi, yetkinliklerinin g\u00fc\u00e7lendirilmesi ve \u0130K fonksiyonlar\u0131n\u0131n yeniden yap\u0131land\u0131r\u0131lmas\u0131 konusu \u00f6ncelikli konular aras\u0131nda yer al\u0131yor.\u201d diye belirtti.<\/p>\n

Ara\u015ft\u0131rma sonucunda ortaya \u00e7\u0131kan 12 \u0130K trendi<\/strong> \u00fc\u00e7 ana ba\u015fl\u0131k alt\u0131nda toplan\u0131yor:<\/p>\n

1. Liderlik<\/h2>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Her seviyede lider yeti\u015ftirme:<\/strong> Liderlik t\u00fcm d\u00fcnyada kurumlar\u0131n \u0130K g\u00fcndeminin ilk s\u0131ras\u0131nda yer al\u0131yor ve kat\u0131l\u0131mc\u0131lar\u0131n y\u00fczde 86’s\u0131 bu konuyu \u00f6nemli olarak nitelendiriyor. 21. y\u00fczy\u0131lda liderlik anlay\u0131\u015f\u0131 farkl\u0131 bir konuma do\u011fru ilerliyor. K\u00fcresel etkinli\u011fe sahip, de\u011fi\u015fen ko\u015fullara h\u0131zl\u0131 adapte olabilen, farkl\u0131l\u0131k ve entegrasyonu do\u011fru \u015fekilde y\u00f6netirken \u00e7al\u0131\u015fanlara ilham vererek iyi bir performans<\/strong> g\u00f6stermelerini sa\u011flayan bir liderlik anlay\u0131\u015f\u0131 \u00f6nem ta\u015f\u0131yor. Kurumlar\u0131n, gen\u00e7 liderlerin b\u00fcnyeye kazand\u0131r\u0131lmas\u0131, k\u00fcresel liderlerin h\u0131zl\u0131 bir \u015fekilde yeti\u015ftirilmesi ve k\u0131demli liderlerin daha uzun s\u00fcre kurum i\u00e7inde kat\u0131l\u0131mlar\u0131n\u0131n sa\u011flanmas\u0131 i\u00e7in acil aksiyonlar almas\u0131 gerekiyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Kurumsal geli\u015fim:<\/strong> Ara\u015ft\u0131rma kat\u0131l\u0131mc\u0131lar\u0131 i\u00e7in yeni nesil s\u0131n\u0131flar, \u00f6\u011frenme odakl\u0131 modeller ve \u00e7e\u015fitli online<\/strong> – mobil i\u00e7erikler<\/strong> \u00f6nemli olsa da kat\u0131l\u0131mc\u0131lar\u0131n sadece y\u00fczde 6’s\u0131 kurumlar\u0131n\u0131n online \u00f6\u011frenme deneyimini ula\u015f\u0131labilir ve \u00e7ekici bir formata d\u00f6n\u00fc\u015ft\u00fcrecek i\u00e7erik ve teknolojiyi tam anlam\u0131yla uygulayabildi\u011fini belirtiyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Performans y\u00f6netimi:<\/strong> Kurumlar geleneksel performans y\u00f6netimi yakla\u015f\u0131mlar\u0131n\u0131n \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131na zarar verdi\u011fini d\u00fc\u015f\u00fcn\u00fcyor, bu nedenle de kat\u0131l\u0131mc\u0131lar\u0131n y\u00fczde 58’i mevcut uygulamalar\u0131 zaman kayb\u0131 olarak g\u00f6r\u00fcyor. Bu sebeple, geleneksel performans de\u011ferlendirmesi yakla\u015f\u0131m\u0131n\u0131n yerini ko\u00e7luk<\/strong> ve mentorluk<\/strong> esas\u0131na dayal\u0131 bir yakla\u015f\u0131ma b\u0131rakmas\u0131 \u00f6neriliyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u0130\u015fg\u00fcc\u00fc kapasitesi:<\/strong> D\u00fcnyada kurumlar gittik\u00e7e daha zor bulunan teknik<\/a><\/strong> ve y\u00f6netsel yetkinlikler i\u00e7in s\u00fcrekli bir yar\u0131\u015f halindeler. Kat\u0131l\u0131mc\u0131lar\u0131n y\u00fczde 75’i bu yar\u0131\u015fta i\u015fg\u00fcc\u00fc yetkinli\u011fi aray\u0131\u015f\u0131n\u0131 \u00f6nemli bir zorluk olarak de\u011ferlendirirken, sadece y\u00fczde 15’i kurumlar\u0131n\u0131n bu konuda ba\u015far\u0131l\u0131 oldu\u011funu d\u00fc\u015f\u00fcn\u00fcyor.<\/p>\n

2. Yetenekleri \u00c7ekme ve Ba\u011fl\u0131l\u0131k<\/h2>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0 \u00a0\u00a0\u00a0Yetene\u011fi \u00e7ekme:<\/strong> Pazarda rekabetin giderek artmas\u0131 ile beraber yetenek aray\u0131\u015f\u0131 stratejilerini revize ettiklerini belirten kurumlar, yeni k\u00fcresel yetenek a\u011flar\u0131<\/strong>, sosyal medya<\/strong><\/a> ve markala\u015fma konular\u0131na e\u011filerek yetenekleri \u00e7ekmeye ve ba\u011fl\u0131l\u0131klar\u0131n\u0131 sa\u011flamaya \u00e7al\u0131\u015f\u0131yor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Ba\u011fl\u0131l\u0131k ve \u00f6tesi:<\/strong> \u00c7al\u0131\u015fanlar\u0131 elde tutma ve ba\u011fl\u0131l\u0131k, kurumlar\u0131n \u00f6ncelikleri aras\u0131nda 2. s\u0131rada yer alsa da yap\u0131lan i\u015fe kar\u015f\u0131 tutku yarat\u0131lmas\u0131 ve i\u015fin amac\u0131n\u0131n a\u00e7\u0131k olmas\u0131 gerekti\u011fini \u015fimdilik g\u00f6z ard\u0131 ediyorlar.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Farkl\u0131l\u0131k ve entegrasyon:<\/strong> Kurumlar farkl\u0131l\u0131klar\u0131 te\u015fvik ederken, farkl\u0131l\u0131k arz eden bir i\u015fg\u00fcc\u00fcn\u00fcn potansiyelinden nas\u0131l faydalanaca\u011f\u0131n\u0131 bilmiyor. Ara\u015ft\u0131rmaya kat\u0131lanlar\u0131n \u00fc\u00e7te biri kendilerini bu alanda haz\u0131rl\u0131ks\u0131z g\u00f6r\u00fcyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 A\u015f\u0131r\u0131 bilgi ve teknoloji y\u00fck\u00fc alt\u0131ndaki \u00e7al\u0131\u015fanlar:<\/strong> Yo\u011fun bilgi ak\u0131\u015f\u0131 ve 7\/24 ba\u011flant\u0131da olma \u00e7al\u0131\u015fanlar\u0131 bunalt\u0131yor, verimlili\u011fi d\u00fc\u015f\u00fcr\u00fcyor ve \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 azalt\u0131yor. Ara\u015ft\u0131rmaya kat\u0131lan y\u00f6neticilerin y\u00fczde 65’i bu konuyu \u00f6nemli olarak nitelendiriyor.<\/p>\n

3. \u0130K<\/a> D\u00f6n\u00fc\u015f\u00fcm\u00fc<\/h2>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u0130K ekibinin geli\u015fimi:<\/strong> \u0130K fonksiyonunun yetkinliklerinin g\u00f6zden ge\u00e7irilmesi konusu ara\u015ft\u0131rmada 3. \u00f6nemli ba\u015fl\u0131k olarak ortaya \u00e7\u0131karken kurumlar\u0131n kar\u015f\u0131 kar\u015f\u0131ya olduklar\u0131 zorluklarla ba\u015fa \u00e7\u0131kabilecek ve i\u015fe olumlu katk\u0131 sa\u011flayacak yenilik\u00e7i programlar\u0131 hayata ge\u00e7irebilecek yetene\u011fe sahip \u0130K<\/strong> ekiplerinin oldu\u011funu d\u00fc\u015f\u00fcnen \u0130K<\/strong>\u00a0liderlerinin oran\u0131 y\u00fczde 8’i ge\u00e7miyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Yetenek analiti\u011fi uygulamalar\u0131:<\/strong> \u0130K fonskiyonunun kurumlar\u0131n bilgiye dayal\u0131 kararlar vermesini sa\u011flayan, \u00e7al\u0131\u015fan performans\u0131n\u0131 \u00f6ng\u00f6rebilen ve ileri i\u015fg\u00fcc\u00fc planlamas\u0131 yapabilen dolay\u0131s\u0131yla da giderek veri bazl\u0131 \u00e7al\u0131\u015fan bir fonksiyon haline gelmesi ihtiyac\u0131ndan hareketle kat\u0131l\u0131mc\u0131lar\u0131n y\u00fczde 71’i \u0130K<\/strong> ve yetenek analiti\u011fi konusunu \u00f6nemli olarak nitelendiriyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Bulut teknolojisi:<\/strong> Kat\u0131l\u0131mc\u0131lar\u0131n \u00fc\u00e7te ikisi \u0130K<\/strong> teknolojilerini \u00f6nemli bir konu olarak g\u00f6r\u00fcrken, sadece y\u00fczde 44’\u00fc kurumlar\u0131nda kullan\u0131lan sistemleri g\u00fcncellediklerini ya da g\u00fcncelleme planlar\u0131 olduklar\u0131n\u0131 belirtiyor.<\/p>\n

\u2022\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 K\u00fcresel ve yerel \u0130K fonksiyonlar\u0131:<\/strong> Ara\u015ft\u0131rma sonu\u00e7lar\u0131, i\u015f ve yetenek stratejilerinin \u00f6l\u00e7ek olarak k\u00fcresel olsa da uygulamada yerel olmas\u0131 gerekti\u011fine, i\u015fe al\u0131m<\/strong>, e\u011fitim<\/strong> ve geli\u015fim<\/strong> gibi programlar\u0131n lokal uygulamalar ile en etkin halini ald\u0131\u011f\u0131na i\u015faret ediyor.<\/p>\n

Ara\u015ft\u0131rmadan elde edilen 10 kritik sonu\u00e7 ise \u015f\u00f6yle:<\/strong><\/p>\n

1.<\/strong>\u00a0Liderlik, yeteneklerin elde tutulmas\u0131, \u0130K<\/strong> yetkinlikleri ve yeteneklerin i\u015fe al\u0131m\u0131 en \u00f6nemli trendler aras\u0131nda yer al\u0131yor.<\/p>\n

2.\u00a0<\/strong>Kurumlar kendilerini trendlere haz\u0131r g\u00f6rm\u00fcyor.<\/p>\n

3.\u00a0<\/strong>Liderlik, analitik, \u0130K fonksiyonu yetkinliklerinin g\u00f6zden ge\u00e7irilmesi, yeteneklerin i\u015fe al\u0131m\u0131, yetene\u011fe eri\u015fim ile a\u015f\u0131r\u0131 bilgi ve teknoloji<\/strong><\/a> y\u00fck\u00fc alt\u0131nda bunalan \u00e7al\u0131\u015fanlar kurumlar i\u00e7in en b\u00fcy\u00fck yetkinlik eksikli\u011fi hissedilen alanlar olarak kar\u015f\u0131m\u0131za \u00e7\u0131k\u0131yor.<\/p>\n

4.<\/strong>\u00a0Liderlik konusu geli\u015fmi\u015f ve geli\u015fmekte olan ekonomiler i\u00e7in en b\u00fcy\u00fck \u00f6ncelik durumunda.<\/p>\n

5.\u00a0<\/strong>K\u00fcresel trendler t\u00fcm d\u00fcnyada benzerlik g\u00f6sterse de her b\u00f6lgenin ihtiyac\u0131 de\u011fi\u015fkenlik g\u00f6steriyor.<\/p>\n

6.\u00a0<\/strong>\u0130nsan kayna\u011f\u0131 \u00f6ncelikleri sekt\u00f6rlere g\u00f6re farkl\u0131l\u0131k g\u00f6sterirken liderlik konusu t\u00fcm sekt\u00f6rler i\u00e7in \u00f6ncelikli unsur olarak ortaya \u00e7\u0131k\u0131yor.<\/p>\n

7.\u00a0\u0130K<\/strong> konusunda kendilerini m\u00fckemmel olarak s\u0131n\u0131flayan kurumlar ve ekipler \u00f6nemli olarak de\u011ferlendirilen k\u00fcresel insan kayna\u011f\u0131 trendlerine daha a\u011f\u0131rl\u0131kl\u0131 olarak odaklan\u0131yor.<\/p>\n

8.<\/strong>\u00a0\u0130\u015f d\u00fcnyas\u0131 liderleri, \u0130K<\/strong> liderlerine g\u00f6re kurumlar\u0131n\u0131 gelecek trendlerine daha az haz\u0131r g\u00f6r\u00fcyor.<\/p>\n

9.\u00a0\u0130K<\/strong> ve yetenek y\u00f6neticileri toplam performans a\u00e7\u0131s\u0131ndan kendilerine \u2018C-\u2018 not ortalamas\u0131n\u0131 veriyor; bu y\u00f6neticilerin y\u00fczde 34\u2019\u00fc kendi kurumlar\u0131n\u0131n \u0130K ve yetenek programlar\u0131<\/strong>n\u0131 kesinlikle yeterli g\u00f6rm\u00fcyor.<\/p>\n

10.<\/strong> T\u00fcm d\u00fcnyada kurumlar yetenek ve \u0130K<\/strong> i\u00e7in yat\u0131r\u0131mlar\u0131n\u0131 art\u0131racak olsa da k\u00fc\u00e7\u00fck yat\u0131r\u0131mlar planl\u0131yor.<\/p>\n

 <\/p>\n\n

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Deloitte taraf\u0131ndan yap\u0131lan \u0130nsan Kaynaklar\u0131 Trendleri Ara\u015ft\u0131rmas\u0131na g\u00f6re 2014 y\u0131l\u0131 i\u00e7in en \u00f6ncelikli konu liderlik geli\u015fimi. Bunu s\u0131ras\u0131yla \u00e7al\u0131\u015fanlar\u0131 elde tutma ve ba\u011fl\u0131l\u0131k ve \u0130K fonksiyonu yetkinliklerinin geli\u015ftirilmesi izliyor. 94 \u00fclkede 2 bin 500’den fazla i\u015f ve \u0130K liderinin kat\u0131l\u0131m\u0131yla yap\u0131lan ara\u015ft\u0131rma, 12 \u0130K trendini ortaya koyuyor. Ara\u015ft\u0131rma d\u00fcnyan\u0131n farkl\u0131 noktalar\u0131ndaki y\u00f6netici ve \u0130K profesyonellerinin […]<\/p>\n\n

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