{"id":5183,"date":"2016-10-03T15:24:02","date_gmt":"2016-10-03T12:24:02","guid":{"rendered":"http:\/\/www.kariyer.net\/ik-blog\/?p=5183"},"modified":"2017-06-12T11:45:03","modified_gmt":"2017-06-12T08:45:03","slug":"ucuncu-dalga-insan-kaynaklari","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/ik-blog\/ucuncu-dalga-insan-kaynaklari\/","title":{"rendered":"\u00dc\u00e7\u00fcnc\u00fc dalga \u0130nsan Kaynaklar\u0131"},"content":{"rendered":"<p><b>Gelece\u011fin \u0130nsan Kaynaklar\u0131 nas\u0131l olacak, \u0130K&#8217;n\u0131n \u00f6ncesi ve sonras\u0131 nas\u0131ld\u0131, g<\/b><b>elece\u011fin \u0130K&#8217;c\u0131lar\u0131n\u0131n ajandas\u0131nda neler olacak?\u00a0Art\u0131k yava\u015f yava\u015f, insan kaynaklar\u0131n\u0131n kabuk de\u011fi\u015ftirmeye ba\u015flad\u0131\u011f\u0131 bir d\u00f6neme ge\u00e7ildi\u011fini belirten \u0130nsan Kaynaklar\u0131 Uzman\u0131 ve Sosyolog\u00a0Ozan Da\u011fdeviren,\u00a0<\/b><b>t\u00fcm bu sorular \u00fczerine\u00a0<\/b><b>d\u00fc\u015f\u00fcncelerini aktar\u0131yor.<\/b><\/p>\n<h2><a href=\"http:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/konukyazarikblog.jpg\"><img fetchpriority=\"high\" decoding=\"async\" class=\"alignnone size-full wp-image-5189\" src=\"http:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/konukyazarikblog.jpg\" alt=\"konukyazarikblog\" width=\"600\" height=\"300\" srcset=\"https:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/konukyazarikblog.jpg 600w, https:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/konukyazarikblog-300x150.jpg 300w\" sizes=\"(max-width: 600px) 100vw, 600px\" \/><\/a><\/h2>\n<h2>\u00d6ncesi ve Sonras\u0131<\/h2>\n<p>Bug\u00fcn kula\u011f\u0131m\u0131za \u00e7ok tan\u0131d\u0131k gelen insan kaynaklar\u0131 terimi, yak\u0131n bir tarihe kadar yad\u0131rganan veya kula\u011fa yabanc\u0131 gelen bir kavramd\u0131. Bug\u00fcn ise olduk\u00e7a al\u0131\u015ft\u0131\u011f\u0131m\u0131z ve g\u00fcndelik hayat\u0131m\u0131z\u0131n bir kavram\u0131\u00a0haline geldi.<\/p>\n<p>\u0130K alan\u0131nda \u00e7al\u0131\u015fm\u0131yorsan\u0131z bile ya \u00e7al\u0131\u015fan olarak i\u015fe al\u0131m ve performans de\u011ferlendirme s\u00fcre\u00e7lerinde ya da y\u00f6netici olarak kendi tak\u0131m\u0131n\u0131z\u0131n y\u00f6netimini ilgilendiren konularda \u0130K ile kar\u015f\u0131la\u015fm\u0131\u015f belki de yak\u0131n \u00e7al\u0131\u015fm\u0131\u015f olabilirsiniz. Bu tarz s\u00fcre\u00e7lerde CV\u2019nize bir g\u00f6z ats\u0131n veya i\u015f de\u011fi\u015fikli\u011finde size fikir versin diye arad\u0131\u011f\u0131n\u0131z bir \u201c\u0130K\u2019c\u0131\u201d arkada\u015f\u0131n\u0131z bile olabilir.<\/p>\n<p>Art\u0131k yava\u015f yava\u015f, insan kaynaklar\u0131n\u0131n kabuk de\u011fi\u015ftirmeye ba\u015flad\u0131\u011f\u0131 ve belki bununla birlikte kendisine yeni bir unvan da edinece\u011fi bir d\u00f6nemin ba\u015flad\u0131\u011f\u0131n\u0131n i\u015faretlerini g\u00f6r\u00fcyoruz. \u00d6rne\u011fin art\u0131k HR &#8211; Human Resources yerine baz\u0131 \u015firketlerde CHO &#8211; Chief Happiness Officer; baz\u0131 \u015firketlerde de (bkz. Google) People Operations gibi kavramlar\u0131n do\u011fdu\u011funu g\u00f6r\u00fcyoruz. Starbucks Partner Operations, AirBnB ise Employee Experience isimlerini kullan\u0131yor. Ancak gelece\u011fe bakmaya ba\u015flamadan \u00f6nce, biraz ge\u00e7mi\u015fe bakal\u0131m.<\/p>\n<p>Bug\u00fcn \u0130nsan Kaynaklar\u0131n\u0131n \u00fcstlendi\u011fi sorumluluklar her \u015firkette her zaman olmu\u015f sorumluluklar. \u0130nsanlar\u0131n i\u015f yapmas\u0131 sayesinde de\u011fer \u00fcreten b\u00fct\u00fcn \u015firketlerde, ilk g\u00fcn itibariyle \u0130K\u2019n\u0131n yapt\u0131\u011f\u0131 i\u015fler zaten vard\u0131. Bu sorumluluklar, hi\u00e7 insan gerektirmeyen ve tamamen otomasyonla y\u00f6netilen bir \u015firket yap\u0131s\u0131 kurulmad\u0131\u011f\u0131 s\u00fcrece de devam edecek. Yani nerede insan varsa ve \u00e7al\u0131\u015f\u0131yorsa, i\u015fin i\u00e7inde insan kaynaklar\u0131 olmak zorunda. Bunu zaman zaman g\u00f6zden ka\u00e7\u0131r\u0131yor olmam\u0131z\u0131n sebebi, b\u00fcy\u00fckl\u00fc\u011f\u00fc yeterli hacme ula\u015fmam\u0131\u015f \u015firketlerde \u0130K\u2019ya dair g\u00f6revlerin \u015firket y\u00f6neticileri veya patronlar\u0131 taraf\u0131ndan \u00fcstleniliyor olmas\u0131.<\/p>\n<p>\u00c7o\u011fu k\u00fc\u00e7\u00fck veya orta boy \u015firkette, y\u00f6netimin en \u00f6nemli birincil sorumlulu\u011fu \u015firketin k\u00e2rl\u0131l\u0131\u011f\u0131n\u0131 sa\u011flamaksa, ikinci en \u00f6nemli sorumlulu\u011fu da bu k\u00e2rl\u0131l\u0131\u011f\u0131 en ba\u015fta sa\u011flayan ve s\u00fcrd\u00fcr\u00fclebilir k\u0131lacak olan insan y\u00f6netimini do\u011fru yapmak. Bu da i\u00e7inde do\u011fru i\u015fe al\u0131m, do\u011fru tak\u0131m kurulumu, do\u011fru hedeflerin verilmesi ve payla\u015ft\u0131r\u0131lmas\u0131, do\u011fru performans y\u00f6netimi, do\u011fru \u00f6d\u00fcllendirme ve en \u00f6nemlisi, do\u011fru kurum k\u00fclt\u00fcr\u00fcn\u00fc canland\u0131rmay\u0131 ve ya\u015fatmay\u0131 bar\u0131nd\u0131r\u0131r. Bunlar\u0131n t\u00fcm\u00fc ise i\u015fini iyi yapan bir \u0130K\u2019n\u0131n ana g\u00f6revlerini olu\u015fturur.<\/p>\n<p>Ge\u00e7mi\u015fte, yani \u015firketlerin kurumsalla\u015fma s\u00fcre\u00e7lerine daha yeni ba\u015flad\u0131klar\u0131 d\u00f6nemde, y\u00f6netimin \u0130K sorumluluklar\u0131 ile i\u015fin (ba\u015fta \u00fcretim ve sat\u0131\u015f) devaml\u0131l\u0131\u011f\u0131na ili\u015fkin sorumluluklar\u0131 tek bir b\u00fct\u00fcn\u00fcn par\u00e7as\u0131yd\u0131. Bu y\u00fczden \u0130K diye bir birim yoktu. Bordrolama ve Yan Haklar, Muhasebe, \u0130\u015f Hukuku gibi b\u00f6l\u00fcmler olsa da bunlar sorumlulu\u011fun sadece baz\u0131 k\u0131s\u0131mlar\u0131n\u0131 devral\u0131yordu.<\/p>\n<p>G\u00fcn geldi, insan\u0131n \u00fcretim s\u00fcrecinde ne kadar \u00f6nemli bir de\u011fi\u015fken oldu\u011fu anla\u015f\u0131ld\u0131 ve b\u00fcy\u00fcyen \u015firketlerde artan i\u015f y\u00fck\u00fcyle birlikte personel operasyonlar\u0131 isimli b\u00f6l\u00fcmler belirlemeye ba\u015flad\u0131. \u0130K\u2019n\u0131n sorumluluk alan\u0131ndaki konular\u0131n \u00f6nemi fark edildi ve bununla birlikte i\u015f g\u00fcc\u00fc ihtiyac\u0131 daha da artt\u0131, bir yandan da her sekt\u00f6rde oldu\u011fu gibi burada da mesleki uzmanla\u015fma trendi etkisini g\u00f6sterdi ve personel operasyonlar\u0131 gitti, yerine insan kaynaklar\u0131 geldi.<\/p>\n<p>Bu hikayeyi hepimiz biliyoruz.<\/p>\n<p><strong>Ancak bu hikaye yanl\u0131\u015f<\/strong><\/p>\n<p>\u0130nsan\u00a0Kaynaklar\u0131 b\u00f6l\u00fcm\u00fc, personel operasyonlar\u0131 (PO) b\u00f6l\u00fcm\u00fcn\u00fcn yerine gelmedi. Personel operasyonlar\u0131, \u0130K\u2019ya d\u00f6n\u00fc\u015fmedi.\u00a0Personel operasyonlar\u0131 kurgusu d\u00f6nemin ihtiya\u00e7lar\u0131na cevap veremedi\u011finde, satran\u00e7 tahtas\u0131ndaki par\u00e7alar da\u011f\u0131t\u0131ld\u0131. G\u00fcn\u00fcn ihtiya\u00e7lar\u0131na g\u00f6re yeni bir \u015fekilde tekrar organize edildi. \u0130K, PO\u2019nun baz\u0131 sorumluluklar\u0131n\u0131 ald\u0131, ancak baz\u0131 sorumluluklar\u0131n\u0131 ise ba\u015fka b\u00f6l\u00fcmlere da\u011f\u0131tt\u0131.<\/p>\n<p>Bu d\u00f6n\u00fc\u015f\u00fcm bize gelece\u011fi okumakta bir rehber olmal\u0131.<\/p>\n<p>\u015eirketlerin i\u00e7erisinde insanlar\u0131n verimini, performans\u0131n\u0131, mutlulu\u011funu, i\u015f yapmak i\u00e7in \u00f6rg\u00fctlenme bi\u00e7imlerini daha da \u00f6nemsedik\u00e7e, bunlar\u0131n asl\u0131nda bir i\u015fletmenin ba\u015far\u0131s\u0131 i\u00e7in ne kadar da \u00f6nemli oldu\u011funu fark ettik\u00e7e yepyeni bir insan y\u00f6netim birimi organizasyonu ihtiyac\u0131 art\u0131yor. \u00dc\u00e7\u00fcnc\u00fc dalga \u0130K ufukta g\u00f6r\u00fcn\u00fcyor.<\/p>\n<p>Aynen ge\u00e7mi\u015fte oldu\u011fu gibi, bug\u00fcnden ileri giderken de b\u00fcy\u00fck bir de\u011fi\u015fim ya\u015fayaca\u011f\u0131z. Ancak bu de\u011fi\u015fimde de insan kaynaklar\u0131 birimi gidip yerine geleneksel \u0130K\u2019n\u0131n bir sonraki versiyonu gelmeyecek.<\/p>\n<p>Bildi\u011fimiz \u0130K gidecek, sorumluluklar\u0131 satran\u00e7 tahtas\u0131na da\u011f\u0131t\u0131lacak, \u00e7\u0131kan ve yeni eklenen sorumluluklarla\u00a0 yepyeni bir b\u00f6l\u00fcm organize edilecek.<\/p>\n<h2><strong>\u00dc\u00e7\u00fcnc\u00fc Dalga \u0130K\u2019da, Geleneksel \u0130K\u2019da olmayan ne olacak?<\/strong><\/h2>\n<p><b>\u0130K analiti\u011fi<\/b><\/p>\n<p>Her \u015feyin ba\u015f\u0131nda art\u0131k veriyle uyuyan, veriyle uyanan, veriyle nefes alan bir d\u00fcnyada ya\u015fad\u0131\u011f\u0131m\u0131z\u0131 hat\u0131rlayal\u0131m. Bu y\u00fczden \u0130K da bu verileri, nas\u0131l en iyi verimi yarat\u0131r\u0131z sorusuna cevap vermek amac\u0131yla kullanacak b\u00f6l\u00fcmlere ev sahipli\u011fi yapacak. Big Data\u2019ya bak\u0131lacak, Small Data\u2019ya bak\u0131lacak.<\/p>\n<p>Ki\u015filerin i\u015fe al\u0131m\u0131ndan tutun i\u015ften \u00e7\u0131karma karar\u0131na giden t\u00fcm s\u00fcre\u00e7lerinde veriye dayal\u0131 analiz \u00e7ok \u00f6nemli bir karar destek mekanizmas\u0131 rol\u00fc oynayacak. \u0130K Analiti\u011fi b\u00f6l\u00fcmleri, \u0130K\u2019n\u0131n en \u00f6nemli b\u00f6l\u00fcmlerinden biri olacak.<\/p>\n<p>Bu b\u00f6l\u00fcmler i\u00e7erisinde en az sosyal bilimler mezunlar\u0131 kadar say\u0131sal ve m\u00fchendislik b\u00f6l\u00fcm\u00fc mezunlar\u0131 \u00e7al\u0131\u015facak. \u0130K Analiti\u011fi\u2019nin en \u00f6nemli fark\u0131 gelece\u011fi g\u00f6stermesi olacak. Yoksa \u0130K ekipleri bug\u00fcn de \u00e7al\u0131\u015fan verilerini kullan\u0131yor ve bunu ya ge\u00e7mi\u015f ya da mevcut durumu anlamak i\u00e7in analiz ediyor. \u0130K Analiti\u011fi iste \u00f6ng\u00f6r\u00fc modelleri ve geli\u015fmi\u015f yapay zeka sistemleri ile bug\u00fcnk\u00fc resmi inceleyerek, \u015firketin \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131ndan, i\u015ften ayr\u0131lma oran\u0131na kadar yerinde tahminlerde bulunacak.<\/p>\n<p><strong>Kurum k\u00fclt\u00fcr\u00fc ve y\u00f6netimi<\/strong><\/p>\n<p>Her \u015firket kendi i\u00e7erisinde ayr\u0131 ayr\u0131 de\u011fi\u015fkenleri olan bir ekosistemdir. Ayn\u0131 zamanda bu ekosistem bir b\u00fct\u00fcnl\u00fck i\u00e7erisinde ya\u015far. Yani sistemin bir k\u0131sm\u0131nda olan de\u011fi\u015fimler (\u00f6rne\u011fin IT ekiplerinin daralt\u0131lmas\u0131) sistemin bir ba\u015fka k\u0131sm\u0131ndaki de\u011fi\u015fimleri (\u00f6rne\u011fin teknik sat\u0131nalma yapan ekiplerin i\u015f ak\u0131\u015f\u0131n\u0131)\u00a0 tetikler. Bu sebepten dolay\u0131, \u015firketin uzun vadeli ba\u015far\u0131s\u0131 i\u00e7in b\u00fct\u00fcnsel bakan ekipler gereklidir.<\/p>\n<p>\u015eirkette \u00e7al\u0131\u015fan her insan\u0131n davran\u0131\u015f\u0131n\u0131 istisnas\u0131z etkileyen en \u00f6nemli fakt\u00f6r ise kurum k\u00fclt\u00fcr\u00fcd\u00fcr.\u00a0 Kurum k\u00fclt\u00fcr\u00fc genellikle \u015firketlerin kurucu ortaklar\u0131n\u0131n de\u011ferlerinden yola \u00e7\u0131karak ya da, \u00e7ok daha b\u00fcy\u00fck \u015firketlerde, uzun projelerin sonucunda belirlenir.<\/p>\n<p>Kurum k\u00fclt\u00fcr\u00fc bir <strong>davran\u0131\u015f protokol\u00fcd\u00fcr. <\/strong>Herkesin ne yap\u0131p yapamayaca\u011f\u0131n\u0131 ve nas\u0131l davranaca\u011f\u0131n\u0131 belirler. \u015eirketteki bireylerin ve ekiplerin davran\u0131\u015flar\u0131n\u0131 ve kararlar\u0131n\u0131 en do\u011frudan etkileyen de\u011ferleri i\u00e7erir. Bir t\u00fcr s\u00f6zs\u00fcz \u201ckabul g\u00f6ren ve g\u00f6rmeyen davran\u0131\u015flar listesi\u201ddir. Bu y\u00fczden de tesad\u00fcfe b\u0131rak\u0131lamayacak kadar \u00f6nemlidir. Bunun \u00f6nemi gitgide daha da net anla\u015f\u0131lacak.<\/p>\n<p>Kurum k\u00fclt\u00fcr\u00fc y\u00f6netimi ekipleri bug\u00fcn\u00fcn \u0130K\u2019s\u0131ndaki Organizasyon Y\u00f6netimi ekiplerine benzer \u015fekilde sadece organizasyon \u015femas\u0131 ve ekip yap\u0131s\u0131 tasarlayan ekipler olarak de\u011fil, kurum k\u00fclt\u00fcr\u00fcn\u00fc dikkate alarak b\u00fct\u00fcnsel bir tasar\u0131m yapan ve insanlar\u0131n hangi ko\u015fullar alt\u0131nda motive ya da demotive oldu\u011funu \u00e7ok iyi anlayan ekipler olarak \u00e7al\u0131\u015facaklar. Bu ekipler en ba\u015fta sosyologlar ve end\u00fcstri m\u00fchendislerinden olu\u015facak.<\/p>\n<h2><strong>Motivasyon ve performans optimizasyonu<\/strong><\/h2>\n<p>Bug\u00fcn bilim d\u00fcnyas\u0131nda hangi etkenler ki\u015filerin performans ve motivasyonlar\u0131n\u0131 artt\u0131r\u0131r, hangi ko\u015fullar ve etkenler ise ki\u015filerin performans ve motivasyonlar\u0131n\u0131 negatif etkiler \u00e7ok net biliniyor. Hi\u00e7 biri gizli bilgi de\u011fil.\u00a0 Ancak bu taraftaki bilgiler, i\u015f d\u00fcnyas\u0131ndaki \u00e7al\u0131\u015fan-y\u00f6netici ili\u015fkilerine ula\u015fabilmi\u015f de de\u011fil.<\/p>\n<p>\u00d6rne\u011fin; uzun zamand\u0131r bir ki\u015finin stres seviyesini art\u0131rman\u0131n, problem \u00e7\u00f6zme becerisini d\u00fc\u015f\u00fcrd\u00fc\u011f\u00fcn\u00fc biliyoruz. Buna ra\u011fmen \u00f6nemli bir problemi \u00e7\u00f6zmeye \u00e7al\u0131\u015fan bir ki\u015finin ensesinde y\u00f6neticisinin ba\u011f\u0131rd\u0131\u011f\u0131 bir \u00e7ok senaryo canland\u0131rabiliyorum. Di\u011fer \u00f6nemli bir \u00f6rnek \u015fu; \u00e7ok basit, tekrara dayal\u0131, ve fazlaca zeka (ya da kompleks beceri) gerektirmeyen i\u015flerde ki\u015filere finansal \u00f6d\u00fcllerle motive etmek i\u015fe yarar. Yani ana i\u015fi Excel dosyas\u0131na olabildi\u011fince \u00e7ok veri giri\u015fi yapmak olan bir ki\u015fiye, daha iyi performans g\u00f6sterirse para \u00f6d\u00fcl\u00fc verece\u011finizi s\u00f6ylemek bu ki\u015finin performans\u0131 art\u0131r\u0131r. Ancak <strong>yarat\u0131c\u0131 \u00e7\u00f6z\u00fcm becerisi <\/strong>gerektiren i\u015flerde durum bunun tam tersidir. Teklif edilen para \u00f6d\u00fcl\u00fc, ki\u015fi yarat\u0131c\u0131l\u0131k kullanarak karma\u015f\u0131k bir problem \u00e7\u00f6zmeye \u00e7al\u0131\u015f\u0131yorsa onun kapasitesini bloke eder. Para \u00f6d\u00fcl\u00fcne kilitlenmek yarat\u0131c\u0131 beceriyi \u00f6ld\u00fcr\u00fcr.<\/p>\n<p>Bu \u00f6rneklerdeki gibi onlarca psikolojik fakt\u00f6r\u00fcn kurumlara uyarlanmas\u0131n\u0131, \u015firketteki di\u011fer y\u00f6neticilere anlat\u0131lmas\u0131n\u0131 ve daha iyi performans i\u00e7in kullan\u0131lmas\u0131n\u0131 sa\u011flayan, psikolog ve davran\u0131\u015f bilimcilerden olu\u015fan uzman ekipler gelece\u011fin \u0130K\u2019si i\u00e7erisinde ana ve ba\u011f\u0131ms\u0131z bir ekip olarak yer alacak.<\/p>\n<p><strong>Verimli i\u015fbirli\u011fi y\u00f6netimi<\/strong><\/p>\n<p>Bir \u015firkette \u00e7al\u0131\u015fan herkesin bireysel performans\u0131ndan sorumlu oldu\u011funu s\u00f6yler dururuz. Her koyun kendi baca\u011f\u0131ndan as\u0131l\u0131r diye d\u00fc\u015f\u00fcn\u00fcr\u00fcz. \u0130\u015f hayat\u0131n\u0131n bireysel oldu\u011funu ve \u00f6ncelikle rekabete dayand\u0131\u011f\u0131n\u0131 da kurumsal hayatta \u00e7al\u0131\u015fm\u0131\u015f herkesin deneyimledi\u011fini s\u00f6ylemek m\u00fcmk\u00fcn.<\/p>\n<p>Ancak burada bir tezat var.<\/p>\n<p>Bir \u015firketin y\u00f6netim kademelerinde y\u00fckselmi\u015f her ki\u015fi \u00e7ok net \u015fu durumu g\u00f6r\u00fcr: Tek \u00f6nemli olan rekabet de\u011fildir, ayn\u0131 zamanda i\u015fbirli\u011fidir. \u015eirketteki kimse i\u015fbirli\u011fi yapmaz ama herkes birbiriyle rekabet ederse A noktas\u0131ndan B noktas\u0131na gidemezsiniz. Y\u0131ld\u0131z oyunculardan olu\u015fan bir tak\u0131m olur elinizde ama bu tak\u0131m ne bir ma\u00e7 kazan\u0131r, ne de kupay\u0131 kazan\u0131r. \u00d6nemli olan kupay\u0131 almaksa tek \u00e7\u00f6z\u00fcm tak\u0131mlar\u0131n ve bireylerin \u00e7ok iyi i\u015fbirli\u011fi (collaboration) yapmas\u0131n\u0131 sa\u011flamaktan ge\u00e7iyor.<\/p>\n<p>\u00d6te yandan art\u0131k insanlar\u0131n i\u015fbirli\u011fi yapmas\u0131n\u0131, birbirine g\u00fcvenmesini ve toplam faydaya odaklanmas\u0131n\u0131 sa\u011flayan teknikler ve y\u00f6ntemler oldu\u011funu biliyoruz. Laf\u0131 hi\u00e7 uzatmadan s\u00f6yleyelim. Bunlar\u0131n en \u00f6nemlisi \u00f6d\u00fcllendirmenin sadece ki\u015filere de\u011fil, tak\u0131mlara da yap\u0131lmas\u0131. Tak\u0131m \u00e7al\u0131\u015fmas\u0131 konusunda ciddi bir \u015firketin, zaman zaman \u00f6d\u00fcllendirmeyi tak\u0131m baz\u0131nda yap\u0131yor olmamas\u0131 kabul edilemez.<\/p>\n<p>\u015e\u00f6yle bir \u015firket d\u00fc\u015f\u00fcn\u00fcn: Her toplant\u0131da, her y\u00f6netim mesaj\u0131nda asl\u0131nda herkesin bir tak\u0131m\u0131n par\u00e7as\u0131 oldu\u011funu s\u00f6yl\u00fcyor, i\u015fbirli\u011fi vurgusu yap\u0131yor, tak\u0131m arkada\u015flar\u0131n\u0131zla dayan\u0131\u015fma i\u00e7inde i\u015f yapman\u0131z gerekti\u011fini s\u00f6yl\u00fcyor. Ama\u00a0hem performans de\u011ferlendirmesini, hem \u00f6d\u00fcllendirmeleri (parasal ve kariyer geli\u015fimi a\u00e7\u0131s\u0131ndan) tamamen bireysel yap\u0131yor. Tak\u0131m olarak kimseyi \u00f6d\u00fcllendirmiyor veya cezaland\u0131rm\u0131yor. Hi\u00e7 b\u00f6yle bir \u00f6rnek biliyor musunuz?<\/p>\n<p>Ne yap\u0131l\u0131rsa tak\u0131mlar\u0131n performans\u0131 artar? Bu sorunun cevab\u0131 davran\u0131\u015f bilimlerinde gizli. Bunlar\u0131n kurumlar\u0131 kullanabilece\u011fi \u015fekilde y\u00f6netim stratejilerine terc\u00fcme edilmesi gerekiyor. Sadece ki\u015filerin de\u011fil, tak\u0131mlar\u0131n iyi i\u015f \u00e7\u0131kard\u0131\u011f\u0131ndan emin olmak ve bunu s\u00f6zde de\u011fil, \u00f6zde yapmak gelecek \u0130K\u2019n\u0131n en \u00f6nemli konular\u0131ndan biri olacak. Belki de bu tarz ekiplerde tak\u0131m olmak ve i\u015fbirli\u011fi yapman\u0131n ne demek oldu\u011funu \u00e7ok iyi bilen tiyatrocular, spor psikologlar\u0131 veya m\u00fczik grubu \u00fcyeleri olacak.<\/p>\n<h2>Sonu\u00e7<\/h2>\n<p>\u00dc\u00e7\u00fcnc\u00fc nesil, yepyeni \u0130K\u2019da, bug\u00fcn\u00fcn geleneksel \u0130K\u2019s\u0131nda olmayan neler olacak sorusuna d\u00f6rt \u00f6rnek ile cevaplad\u0131k. Eminim bug\u00fcn \u00f6ng\u00f6rmedi\u011fimiz ihtiya\u00e7lar ve bu ihtiya\u00e7lara bizi \u015fa\u015f\u0131rtan yeni \u00e7\u00f6z\u00fcmler g\u00f6rece\u011fiz. \u00d6zellikle bu yaz\u0131da bahsi ge\u00e7meyen <strong>platform devrimi<\/strong>, <strong>payla\u015f\u0131m ekonomisi<\/strong>, <strong>dijital zanaatkarl\u0131k<\/strong> ve a\u00e7\u0131k kaynak, kitle kaynak (<strong>open source, crowd source<\/strong>) gibi ak\u0131mlar da gelece\u011fin i\u015f g\u00fcc\u00fcn\u00fcn \u015firketlerle nas\u0131l bulu\u015faca\u011f\u0131n\u0131 ve nas\u0131l i\u015fbirlikleri yapaca\u011f\u0131n\u0131 belirleyece\u011fi i\u00e7in dikkatle incelenmeli.<\/p>\n<p>Bug\u00fcn personel operasyonlar\u0131 neyse, yak\u0131n gelecekte de insan kaynaklar\u0131 o olacak. Mevcut haliyle bir istihdam alan\u0131 olarak \u00e7ekicili\u011fini belirli \u00f6l\u00e7\u00fcde kaybedecek. Ancak bununla birlikte, insana dair bu yaz\u0131da bahsetti\u011fimiz konular\u0131n \u00f6neminin daha da artmas\u0131yla birlikte \u00e7ok daha b\u00fcy\u00fck ve \u00e7ok daha \u00f6nemli bir i\u015f alan\u0131 a\u00e7\u0131lacak. Bu \u00fc\u00e7\u00fcnc\u00fc dalga \u0130K\u2019n\u0131n tam ad\u0131 ne olur bilinmez. Belki de tek bir ad\u0131 olmayacak.<\/p>\n<p>Fakat \u015funu kesin olarak biliyoruz, bu de\u011fi\u015fimle birlikte bu alanda \u00e7al\u0131\u015fmak isteyen insan profili de de\u011fi\u015fecek, bu ekiplerin tepe y\u00f6netimindeki rol\u00fc de.<\/p>\n<p>\u0130\u015fin en \u00e7arp\u0131c\u0131 noktas\u0131, t\u00fcm bunlar \u00f6n\u00fcm\u00fczdeki 5 &#8211; 10 y\u0131l i\u00e7erisinde olacak. E\u011fer bug\u00fcn i\u015f hayat\u0131na yeni giriyor veya uzun s\u00fcredir insan kaynaklar\u0131nda \u00e7al\u0131\u015f\u0131yorsan\u0131z gelecekte ba\u015far\u0131l\u0131, aranan ve pe\u015finden ko\u015fulan birisi olmak i\u00e7in bu \u00f6ng\u00f6r\u00fcleri dikkate alman\u0131z\u0131 \u00f6neririm.<\/p>\n<figure id=\"attachment_5187\" aria-describedby=\"caption-attachment-5187\" style=\"width: 106px\" class=\"wp-caption alignnone\"><a href=\"http:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/ozandagdevirenikblog.jpg\"><img decoding=\"async\" class=\"wp-image-5187 size-full\" src=\"http:\/\/www.kariyer.net\/ik-blog\/wp-content\/uploads\/2016\/10\/ozandagdevirenikblog.jpg\" alt=\"Ozan Da\u011fdeviren \" width=\"106\" height=\"136\" \/><\/a><figcaption id=\"caption-attachment-5187\" class=\"wp-caption-text\">Ozan Da\u011fdeviren<\/figcaption><\/figure>\n<p><a href=\"http:\/\/www.ozandagdeviren.com\">www.ozandagdeviren.com<\/a><\/p>\n<p>&nbsp;<\/p>\n<!-- templates\/buttons-placeholder.php -->\n<div class=\"da-reactions-outer TpostID5183\">\n\t    <div class=\"da-reactions-data da-reactions-container-async center\"\n         data-type=\"post\"\n         data-id=\"5183\"\n         id=\"da-reactions-slot-post-5183\">\n        <div class=\"da-reactions-static\">\n\t\t\t<img src=\"https:\/\/www.kariyer.net\/ik-blog\/wp-content\/plugins\/da-reactions\/assets\/dist\/loading.svg\" alt=\"Loading spinner\" width=\"48\" height=\"48\" style=\"width:48px\" \/>\n        <\/div>\n    <\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Gelece\u011fin \u0130nsan Kaynaklar\u0131 nas\u0131l olacak, \u0130K&#8217;n\u0131n \u00f6ncesi ve sonras\u0131 nas\u0131ld\u0131, gelece\u011fin \u0130K&#8217;c\u0131lar\u0131n\u0131n ajandas\u0131nda neler olacak?\u00a0Art\u0131k yava\u015f yava\u015f, insan kaynaklar\u0131n\u0131n kabuk de\u011fi\u015ftirmeye ba\u015flad\u0131\u011f\u0131 bir d\u00f6neme ge\u00e7ildi\u011fini belirten \u0130nsan Kaynaklar\u0131 Uzman\u0131 ve Sosyolog\u00a0Ozan Da\u011fdeviren,\u00a0t\u00fcm bu sorular \u00fczerine\u00a0d\u00fc\u015f\u00fcncelerini aktar\u0131yor. \u00d6ncesi ve Sonras\u0131 Bug\u00fcn kula\u011f\u0131m\u0131za \u00e7ok tan\u0131d\u0131k gelen insan kaynaklar\u0131 terimi, yak\u0131n bir tarihe kadar yad\u0131rganan veya kula\u011fa yabanc\u0131 [&hellip;]<\/p>\n<!-- templates\/buttons-placeholder.php -->\n<div class=\"da-reactions-outer TpostID5183\">\n\t    <div class=\"da-reactions-data da-reactions-container-async center\"\n         data-type=\"post\"\n         data-id=\"5183\"\n         id=\"da-reactions-slot-post-5183\">\n        <div class=\"da-reactions-static\">\n\t\t\t<img src=\"https:\/\/www.kariyer.net\/ik-blog\/wp-content\/plugins\/da-reactions\/assets\/dist\/loading.svg\" alt=\"Loading spinner\" width=\"48\" height=\"48\" style=\"width:48px\" \/>\n        <\/div>\n    <\/div>\n<\/div>\n","protected":false},"author":8,"featured_media":5189,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_elementor_edit_mode":"","_elementor_template_type":"","_elementor_data":"","_elementor_page_settings":null,"_elementor_conditions":[]},"categories":[26],"tags":[],"class_list":{"0":"post-5183","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-insan-kaynaklari"},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.4 (Yoast SEO v26.8) - 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