{"id":15805,"date":"2024-12-19T09:00:23","date_gmt":"2024-12-19T06:00:23","guid":{"rendered":"https:\/\/www.kariyer.net\/ik-blog\/?p=15805"},"modified":"2024-12-19T13:41:32","modified_gmt":"2024-12-19T10:41:32","slug":"yanlis-terfinin-sirketinize-5-zarari","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/yanlis-terfinin-sirketinize-5-zarari\/","title":{"rendered":"Yanl\u0131\u015f terfinin \u015firketinize 5 zarar\u0131"},"content":{"rendered":"

Y\u0131l\u0131n o d\u00f6nemi geldi \u00e7att\u0131. Zam talepleri, performans g\u00f6r\u00fc\u015fmeleri ve bununla paralel terfi konular\u0131 g\u00fcndemde. Peki, terfi f\u0131rsatlar\u0131 her zaman performans notuyla do\u011fru orant\u0131l\u0131 m\u0131 art\u0131yor? Performans ya da liyakat de\u011fil de farkl\u0131 \u00f6nceliklerle terfilerin verilmesi bir \u015firketi nas\u0131l olumsuz etkiliyor? \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i bu konuda bak\u0131n hangi 5 noktaya dikkat \u00e7ekiyor?<\/strong><\/p>\n

Y\u0131l d\u00f6n\u00fcmleri bir\u00e7ok \u015firkette terfilerin d\u00fc\u015f\u00fcn\u00fcld\u00fc\u011f\u00fc, performans g\u00f6r\u00fc\u015fmelerinin raporland\u0131\u011f\u0131, ekiplerin ge\u00e7en seneye ve gelmekte olan seneye bakt\u0131klar\u0131 zamanlar… Tam bu zamanda yanl\u0131\u015f terfilerin zararlar\u0131ndan bahsetmek yerinde olur diye d\u00fc\u015f\u00fcn\u00fcyorum.<\/p>\n

Gelin, 5 boyutta bu zararlar\u0131 ele alal\u0131m.<\/p>\n

Yetersizlik zararlar\u0131<\/strong><\/h2>\n

Atanmakta oldu\u011fu role haz\u0131r olmayan, yetkinli\u011fi olmayan, tecr\u00fcbesi yeterli olmayan \u00e7al\u0131\u015fan; \u00f6ncelikle zor bir d\u00f6neme girecek, kendi yetersizli\u011fini kapatmak i\u00e7in daha \u00e7ok \u00e7al\u0131\u015facak, daha \u00e7ok \u00e7\u0131rp\u0131nacak ve etraf\u0131na daha \u00e7ok zaman maliyeti yaratacak. Ayr\u0131ca onun ba\u015faramad\u0131\u011f\u0131 i\u015fleri ba\u015fkalar\u0131 yapmak zorunda kalacak. Bu birka\u00e7 boyutta i\u015f \u00e7\u0131kt\u0131s\u0131n\u0131 \u00f6nemli \u00f6l\u00e7\u00fcde olumsuz etkileme potansiyeline sahiptir.<\/p>\n

Tam da bu durumu kariyerimde ya\u015fad\u0131m. Global bir role atand\u0131\u011f\u0131mda, o rol i\u00e7in 100 \u00fczerinden 75 civar\u0131nda haz\u0131r oldu\u011fumu ve \u00e7ok \u00e7al\u0131\u015farak aray\u0131 kapataca\u011f\u0131m\u0131 d\u00fc\u015f\u00fcnm\u00fc\u015ft\u00fcm. Ger\u00e7ekten de \u00e7ok \u00e7al\u0131\u015ft\u0131m, ancak 1,5 y\u0131l sonra o rolden ayr\u0131lmam gerekti\u011finde ilk atand\u0131\u011f\u0131mda 75 de\u011fil 40 oldu\u011fumu anlam\u0131\u015ft\u0131m. Bu t\u00fcr atamalar\u0131n getirileri olaca\u011f\u0131 gibi atanan ki\u015fiye ve organizasyona b\u00fcy\u00fck zararlar\u0131 da olabilir.<\/p>\n

K\u00fclt\u00fcre zararlar<\/strong><\/h2>\n

Liyakati olmayan birinin \u00fcst d\u00fczey bir role atanmas\u0131 \u015firket k\u00fclt\u00fcr\u00fcne de zararlar verebilir.<\/p>\n

“Nas\u0131l olsa burada kayr\u0131lanlar, \u00fcst d\u00fczeyde \u201ctan\u0131d\u0131klar\u0131\u201d olanlar y\u00fckseliyor” <\/em>gibi bir alg\u0131 g\u00fc\u00e7lenirse, \u00e7ok say\u0131da \u00e7al\u0131\u015fan kendi y\u00fckselmeleri ve kariyerleri ile ilgili \u015f\u00fcpheye duymaya ba\u015flayabilir.<\/p>\n

Yanl\u0131\u015f bir \u015fekilde atanan ekip lideri, ekip i\u00e7i ileti\u015fimi de olumsuz etkileyebilir. Bir ciddiyetsizlik, bir inan\u00e7s\u0131zl\u0131k olu\u015fabilir. Var olan ileti\u015fim kalitesi olumsuz etkilenebilir, ekip \u00e7al\u0131\u015fanlar\u0131 yeni ekip liderlerine i\u015fleyi\u015fi, m\u00fc\u015fterileri, s\u00fcreci s\u00fcrekli anlatmak zorunda kalabilirler. Bu \u00f6zellikle \u201ckonuyu\u201d bilmeyen ve liderlik becerileri s\u0131n\u0131rl\u0131 ki\u015filerin atamalar\u0131nda daha da belirgin olabilir.<\/p>\n

Farkl\u0131 bir \u00f6rnek olarak GE firmas\u0131n\u0131 verebilirim. GE\u2019de belli \u00fcst d\u00fczey rollere \u00f6zellikle \u201csekt\u00f6r\u00fc\u201d bilmeyen, fakat farkl\u0131 sekt\u00f6rlerde ba\u015far\u0131l\u0131 olmu\u015f ve liderlik becerileri \u00fcst d\u00fczeyde liderler atan\u0131r(d\u0131). Riskli bir taraf\u0131 olsa bile \u00e7ok ba\u015far\u0131l\u0131 sonu\u00e7lar al\u0131nd\u0131\u011f\u0131n\u0131 biliyorum.<\/p>\n

Ekibe zararlar<\/strong><\/h2>\n

Liyakati olmayan birinin ekip lideri olarak atand\u0131\u011f\u0131 durumlarda, ekip g\u00f6r\u00fcnmeyen bir i\u015f birli\u011fi i\u00e7ine girebilir, bir\u00e7ok konuyu \u201caralar\u0131nda\u201d halletme yolunu se\u00e7ebilirler. Bir taraftan ek i\u015fler ortaya \u00e7\u0131karken, bir taraftan yeni m\u00fcd\u00fcre i\u015fleyi\u015fi ve \u00e7al\u0131\u015fma bi\u00e7imini anlatmak ve g\u00f6stermek i\u00e7in daha \u00e7ok zaman harcanmas\u0131 gerekir. Ayr\u0131ca liyakate ba\u011fl\u0131 g\u00fcven azald\u0131\u011f\u0131 i\u00e7in ekip i\u00e7i ileti\u015fim kalitesi de bozulabilir.<\/p>\n

Toksik davran\u0131\u015flar\u0131<\/strong><\/a> olan bir liderin atanmas\u0131n\u0131n ard\u0131ndan da \u00f6rne\u011fin; ekip i\u00e7inde atanan liderin bu davran\u0131\u015flar\u0131na \u201cra\u011fmen\u201d atanmas\u0131n\u0131n yorumlar\u0131 yap\u0131l\u0131r, \u00fcst d\u00fczey y\u00f6netime g\u00fcven azal\u0131r, normalde verimli tart\u0131\u015fmalar\u0131n yap\u0131laca\u011f\u0131 konular \u201cyeni m\u00fcd\u00fcr b\u00f6yle istiyor\u201d<\/strong> diyerek tek \u015fekilde yap\u0131lmaya \u00e7al\u0131\u015f\u0131labilir. Temelde \u201ci\u015fi iyi bilen ve liderlik becerileri olan\u201d bir atama yerine \u201cyetersiz ve tecr\u00fcbesiz\u201d bir ki\u015finin atamas\u0131 yap\u0131ld\u0131\u011f\u0131nda i\u015f yap\u0131l\u0131\u015f bi\u00e7iminin kimyas\u0131 bozulabilir. Ekip konular\u0131 hal\u0131n\u0131n alt\u0131na s\u00fcp\u00fcrmeye, ikinci bir ajanda geli\u015ftirmeye, bencille\u015fmeye ve kendini d\u00fc\u015f\u00fcnen bir tav\u0131r i\u00e7ine girmeye de ba\u015flayabilir.<\/p>\n

\u0130nsan kaynaklar\u0131 maliyeti a\u00e7\u0131s\u0131ndan zararlar<\/strong><\/h2>\n

\u0130stenmeyen bir i\u015ften ayr\u0131lma, ayr\u0131lan liderin y\u0131ll\u0131k maliyetinin 2,5 kat\u0131 kadar ek maliyet yaratabiliyor, biliyorsunuz\u2026 Bu defa yanl\u0131\u015f terfinin maliyetine bakal\u0131m..<\/p>\n

Yanl\u0131\u015f terfi oldu\u011funda, k\u0131sa bir s\u00fcre sonra atanan ki\u015finin ayr\u0131laca\u011f\u0131 d\u00fc\u015f\u00fcn\u00fcld\u00fc\u011f\u00fcnde ayr\u0131lma ve yeni ki\u015fiyi atama maliyetleri ek olarak gelecek demektir. Ayr\u0131ca k\u00fclt\u00fcre ve alg\u0131ya olumsuz etkilerinden dolay\u0131 ba\u015fvuran aday kalitesinin d\u00fc\u015fece\u011fini ve tam do\u011fru aday\u0131n bulunmas\u0131n\u0131n zorla\u015faca\u011f\u0131n\u0131 da ekleyebiliriz.<\/p>\n

T\u00fcm bu atama s\u00fcrecinde insan kaynaklar\u0131 a\u00e7\u0131s\u0131ndan da zaman ve emek kullan\u0131m\u0131 israf\u0131 olmas\u0131 ihtimali y\u00fcksektir. \u00d6rne\u011fin; bu atamay\u0131 i\u015f sahibi veya b\u00f6lge m\u00fcd\u00fcr\u00fc istiyor ve insan kaynaklar\u0131 kar\u015f\u0131 \u00e7\u0131k\u0131yorsa hem s\u00fcre\u00e7 hem sonras\u0131 a\u00e7\u0131s\u0131ndan maliyet de y\u00fckselebilir.<\/p>\n

\u0130K s\u00fcre\u00e7leri a\u00e7\u0131s\u0131ndan zararlar<\/strong><\/h2>\n

B\u00f6yle bir atama insan kaynaklar\u0131n\u0131n yerle\u015ftirmek istedi\u011fi \u201cyetenek y\u00f6netimi\u201d<\/strong> s\u00fcre\u00e7lerine bir bomba d\u00fc\u015fm\u00fc\u015f etkisi yaratabilir. \u0130nsanlar\u0131n bu \u201csisteme\u201d inanc\u0131 azal\u0131r, \u201cne yaparsam yapay\u0131m y\u00fckselemeyece\u011fim galiba\u201d diyenlerin say\u0131s\u0131 artabilir.<\/p>\n

Uzun zaman emek verilen ve \u201cyedekleme\u201d, \u201cbireysel kariyer planlamas\u0131\u201d ve \u201cdo\u011fru role do\u011fru \u00e7al\u0131\u015fan\u201d gibi bir\u00e7ok alt s\u00fcre\u00e7leri olan yetenek y\u00f6netimi yakla\u015f\u0131m\u0131 b\u00fcy\u00fck yara al\u0131r.<\/strong> Atamalarda yetenek y\u00f6netimi s\u00fcrecinin \u201c\u00f6nerilerinin\u201d dikkate al\u0131nmad\u0131\u011f\u0131 gibi bir sonu\u00e7 olur ki bu neredeyse \u201ckeyfiyet\u201d anlam\u0131na gelecektir.<\/p>\n

Bu d\u00f6nemde terfi kararlar\u0131n\u0131z\u0131 yeniden d\u00fc\u015f\u00fcnmenizi \u00f6neriyorum.<\/p>\n\n

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Y\u0131l\u0131n o d\u00f6nemi geldi \u00e7att\u0131. Zam talepleri, performans g\u00f6r\u00fc\u015fmeleri ve bununla paralel terfi konular\u0131 g\u00fcndemde. Peki, terfi f\u0131rsatlar\u0131 her zaman performans notuyla do\u011fru orant\u0131l\u0131 m\u0131 art\u0131yor? Performans ya da liyakat de\u011fil de farkl\u0131 \u00f6nceliklerle terfilerin verilmesi bir \u015firketi nas\u0131l olumsuz etkiliyor? \u00c7al\u0131\u015fan Ba\u011fl\u0131l\u0131\u011f\u0131 Dan\u0131\u015fman\u0131 Bertay Fi\u015fek\u00e7i bu konuda bak\u0131n hangi 5 noktaya dikkat \u00e7ekiyor? Y\u0131l […]<\/p>\n\n

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Zam talepleri, performans g\u00f6r\u00fc\u015fmeleri ve bununla paralel terfi konular\u0131 g\u00fcndemde. 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