{"id":4073,"date":"2016-03-03T16:23:32","date_gmt":"2016-03-03T14:23:32","guid":{"rendered":"http:\/\/www.kariyer.net\/ik-blog\/?p=4073"},"modified":"2017-06-12T16:57:15","modified_gmt":"2017-06-12T13:57:15","slug":"ceolarin-insan-kaynaklarindan-bekledigi-4-sey","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/ceolarin-insan-kaynaklarindan-bekledigi-4-sey\/","title":{"rendered":"CEO\u2019lar\u0131n \u0130nsan Kaynaklar\u0131ndan bekledi\u011fi 4 \u015fey"},"content":{"rendered":"

Bir \u015firketin kilit departmanlar\u0131ndan olan \u0130nsan Kaynaklar\u0131, CEO\u2019lar\u0131n g\u00f6z\u00fcnde de \u00e7ok \u00f6zel bir yere sahip. B\u00fct\u00e7e planlamalar\u0131, finansal giri\u015fimler ya da hedefler s\u00fcrekli g\u00fcndemde olsa da CEO\u2019lar i\u00e7in asl\u0131nda en \u00f6nemli konu do\u011fru yetene\u011fi yakalayabilmek, onlar\u0131 elde tutabilmek ve bu u\u011furda geli\u015ftirilen stratejiler. Bu stratejilerin do\u011fdu\u011fu ve geli\u015fti\u011fi yer olan \u0130nsan Kaynaklar\u0131ndan CEO’lar\u0131n\u00a0\u00e7ok \u00f6nemli beklentileri var.\u00a0<\/strong><\/p>\n

\"3\"<\/p>\n

Bug\u00fcn kar\u0131\u015f\u0131k s\u00fcre\u00e7leri ve her yeni ad\u0131mda biraz daha b\u00fcy\u00fcyen departmanlar\u0131 ile \u015firketler h\u0131zl\u0131 bir geli\u015fim i\u00e7inde. CEO\u2019lar, y\u00f6neticiler<\/a><\/strong><\/span> ve ara m\u00fcd\u00fcrler tak\u0131mlar\u0131n\u0131 bir ad\u0131m daha ileriye ta\u015f\u0131mak i\u00e7in s\u00fcrekli i\u015f ba\u015f\u0131nda ve pek \u00e7ok fakt\u00f6rle birlikte teknolojiyle i\u015fbirli\u011fi her daim \u015fart.<\/p>\n

\u0130\u015fte bu b\u00fcy\u00fck de\u011fi\u015fimi ate\u015fleyen o k\u0131rm\u0131z\u0131 d\u00fc\u011fme ise yetenek<\/a><\/strong><\/span>. \u00c7al\u0131\u015fanlar ne kadar do\u011fru se\u00e7iliyorsa tak\u0131m o kadar iyi \u00fcretiyor. \u0130yi tak\u0131m iyi liderlerin ortaya \u00e7\u0131kmas\u0131 demek ve bu da CEO\u2019nun gelece\u011fe\u00a0g\u00fcvenle bakmas\u0131n\u0131 sa\u011fl\u0131yor. Yani hepsi zincirleme bir d\u00f6ng\u00fc ve s\u00fcrecin vazge\u00e7ilmez eleman\u0131 da \u0130nsan Kaynaklar\u0131<\/a><\/strong><\/span>.<\/p>\n

\u0130\u015fte ba\u015far\u0131l\u0131 yetenek y\u00f6netimi i\u00e7in CEO\u2019lar\u0131n \u0130K\u2019dan \u00f6zellikle bekledi\u011fi 4 \u015fey:<\/p>\n

Yetenek kaynaklar\u0131n\u0131 \u015firket stratejileriyle birle\u015ftir<\/strong><\/h2>\n

Hedefe en h\u0131zl\u0131 \u015fekilde ve g\u00fcvenli yoldan gitmenin ilk \u015fart\u0131 s\u00f6z konusu pozisyonu tam anlam\u0131yla dolduran, t\u00fcm sorumluluklar\u0131 yerine getirebilen, i\u015fini yeteneklerinin gerektirdi\u011fi \u015fekilde kolayca halleden \u00e7al\u0131\u015fanlar. Ba\u015far\u0131l\u0131 yetenek y\u00f6netimi<\/a><\/strong><\/span> i\u00e7in uzun vadeli \u015firket stratejileri ile yetenek havuzunu do\u011fru bir eksende birle\u015ftirmek gerekiyor.<\/p>\n

\"1\"<\/p>\n

Parlayan\u0131 fark et<\/strong><\/h2>\n

Y\u00f6neticiler,\u00a0\u0130nsan Kaynaklar\u0131n\u0131n \u015firkette bo\u015falan pozisyona uygun ki\u015fiyi bulmas\u0131ndan ziyade\u00a0o i\u015fte parlayacak y\u0131ld\u0131z\u0131 ke\u015ffetmelerini arzu ediyor. Bir nevi gelece\u011fin liderini i\u015fe alabilmek gibi de a\u00e7\u0131klanabilecek bu hedef i\u00e7in \u0130K s\u00fcre\u00e7lerinin klasik anlay\u0131\u015f\u0131n d\u0131\u015f\u0131nda daha g\u00f6zleme dayal\u0131, sezgilerle desteklenen bir s\u00fcre\u00e7 olmas\u0131 gerekiyor.<\/p>\n

Adaptasyon s\u00fcrecini kolayla\u015ft\u0131r<\/strong><\/h2>\n

\u0130\u015f, pozisyona uygun ki\u015finin bulunmas\u0131yla da bitmiyor. Bug\u00fcn pek \u00e7ok y\u00f6neticiye g\u00f6re i\u015fe ba\u015flayan ki\u015finin adaptasyonu beklenenden daha uzun s\u00fcrede ger\u00e7ekle\u015fiyor. Bu noktada da \u0130K\u2019ya \u00f6nemli g\u00f6revler d\u00fc\u015f\u00fcyor. Oryantasyon<\/a><\/strong><\/span> s\u00fcre\u00e7leri ve uyum etkinliklerinin \u015firket k\u00fclt\u00fcr\u00fcne yerle\u015fmi\u015f olmas\u0131, \u00e7al\u0131\u015fan\u0131n ortama daha k\u0131sa s\u00fcrede uyum sa\u011flay\u0131p verimli \u00e7al\u0131\u015fmaya ba\u015flamas\u0131 a\u00e7\u0131s\u0131ndan \u00f6nemli.<\/p>\n

\"2\"<\/p>\n

Takip et<\/strong><\/h2>\n

Y\u00f6neticiler yeni \u00e7al\u0131\u015fan\u0131n mutlu ve verimli \u00e7al\u0131\u015fmas\u0131 i\u00e7in onunla s\u0131k s\u0131k ba\u011f kurulmas\u0131 gerekti\u011fini d\u00fc\u015f\u00fcn\u00fcyor. Buna g\u00f6re \u0130K yeni ba\u015flayan \u00e7al\u0131\u015fanla s\u00fcrekli ileti\u015fim kurabilir, nas\u0131l hissetti\u011fini, ge\u00e7en s\u00fcrede neler yapt\u0131\u011f\u0131n\u0131, neleri eksik buldu\u011funu, nelerden memnuniyet duydu\u011funu ara d\u00f6nemlerde ger\u00e7ekle\u015fen g\u00f6r\u00fc\u015fmelerle \u00f6\u011frenebilir. Yetenek sava\u015flar\u0131n\u0131n artt\u0131\u011f\u0131 g\u00fcn\u00fcm\u00fcz i\u015f d\u00fcnyas\u0131nda b\u00fct\u00fcnsel \u0130K s\u00fcreci anlay\u0131\u015f\u0131, \u201c\u0130\u015fte bu!\u201d dedirtecek aday\u0131n bulunmas\u0131 ve elde tutulmas\u0131 i\u00e7in art\u0131k \u015fart g\u00f6z\u00fck\u00fcyor.<\/p>\n

 <\/p>\n\n

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Bir \u015firketin kilit departmanlar\u0131ndan olan \u0130nsan Kaynaklar\u0131, CEO\u2019lar\u0131n g\u00f6z\u00fcnde de \u00e7ok \u00f6zel bir yere sahip. B\u00fct\u00e7e planlamalar\u0131, finansal giri\u015fimler ya da hedefler s\u00fcrekli g\u00fcndemde olsa da CEO\u2019lar i\u00e7in asl\u0131nda en \u00f6nemli konu do\u011fru yetene\u011fi yakalayabilmek, onlar\u0131 elde tutabilmek ve bu u\u011furda geli\u015ftirilen stratejiler. Bu stratejilerin do\u011fdu\u011fu ve geli\u015fti\u011fi yer olan \u0130nsan Kaynaklar\u0131ndan CEO’lar\u0131n\u00a0\u00e7ok \u00f6nemli beklentileri […]<\/p>\n\n

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