{"id":1104,"date":"2012-07-05T03:00:00","date_gmt":"2012-07-05T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/ik-bu-yil-sekiz-konuya-odaklaniyor\/"},"modified":"2024-07-03T14:53:40","modified_gmt":"2024-07-03T11:53:40","slug":"ik-bu-yil-sekiz-konuya-odaklaniyor","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/ik-bu-yil-sekiz-konuya-odaklaniyor\/","title":{"rendered":"\u0130K bu y\u0131l sekiz konuya odaklan\u0131yor"},"content":{"rendered":"

\"deloitte\"<\/a>\u0130nsan Kaynaklar\u0131n\u0131n 2012 trendleriyle ilgili haz\u0131rlanan \u201cDeloitte Human Capital Trends 2012\u201d raporu, CEO\u2019lar\u0131n \u0130K ajandas\u0131yla ilgili \u00f6nemli bilgiler veriyor. Rapor, \u0130K\u2019n\u0131n bu y\u0131l odakland\u0131\u011f\u0131 trendleri sekiz ana ba\u015fl\u0131kta topluyor<\/strong><\/p>\n

\u0130nsan Kaynaklar\u0131nr\u0131n organizasyonlar \u00fczerindeki stratejik rol\u00fcn\u00fc tan\u0131mlamak i\u00e7in haz\u0131rlanan Deloitte Human Capital Trends 2012 raporu i\u00e7inde bulundu\u011fumuz y\u0131l\u0131 bir atlama y\u0131l\u0131 olarak tan\u0131ml\u0131yor. Kurumlar\u0131n genel b\u00fcy\u00fcme ajandas\u0131 ve pazar dinamikleri konusunda fikir veren rapor, \u0130nsan Kaynaklar\u0131n\u0131n 2012 y\u0131l\u0131nda \u00f6ne \u00e7\u0131kan sekiz trendi hakk\u0131nda fikir veriyor. Raporla ilgili bilgi veren Deloitte T\u00fcrkiye \u0130nsan Kaynaklar\u0131 Direkt\u00f6r\u00fc Ebru Pilav, d\u00fcnyadaki \u0130K trendlerinin benzerlerinin T\u00fcrkiye\u2019de de farkl\u0131 seviyelerde g\u00f6r\u00fcld\u00fc\u011f\u00fcn\u00fc belirtiyor. T\u00fcrkiye\u2019nin\u00a0 i\u015f d\u00fcnyas\u0131ndaki rol\u00fcn\u00fcn g\u00fc\u00e7lendi\u011fini ifade eden Pilav, gen\u00e7 n\u00fcfusun potansiyeli nedeneniyle de yat\u0131r\u0131mc\u0131lar\u0131n g\u00f6zde \u00fclkesi oldu\u011funu kaydediyor.<\/p>\n

2012\u2019de CEO\u2019lar\u0131n \u0130K\u2019dan bekledikleri<\/strong><\/p>\n

Pilav, raporda ortaya \u00e7\u0131kan verilere g\u00f6re, 2012\u2019de CEO\u2019lar\u0131n ajandas\u0131nda yer alan \u00f6ncelikli konunun b\u00fcy\u00fcme oldu\u011funu vurguluyor. B\u00fcy\u00fcme trendini y\u00f6nlendiren \u00fc\u00e7 alt stratejiyi anlatan Pilav, \u201cCEO\u2019lar\u0131n ajandas\u0131nda ilk olarak b\u00fcy\u00fcyen pazarlar ciddi bir potansiyele sahip. Arkas\u0131ndan birle\u015fme ve sat\u0131n almalar, sonras\u0131nda ise inovasyonun devam\u0131 geliyor. Bu b\u00fcy\u00fcme beklentileriyle 2012 y\u0131l\u0131nda CEO\u2019lar\u0131n \u0130K\u2019dan beklentisi \u00e7ok net: Global operasyon modelinin tasarlanmas\u0131na destek, inovasyonu destekleyecek k\u00fclt\u00fcr\u00fc yaratmak ve yetene\u011fi elde tutmak\u201d diyor.<\/p>\n

\u00d6nce \u0130K\u2019n\u0131n konumu g\u00fc\u00e7lendirilmeli<\/strong><\/p>\n

Pilav, \u0130K\u2019n\u0131n 2012\u2019deki trendlerinin CEO\u2019nun ajandas\u0131nda olmas\u0131 i\u00e7in \u00f6ncelikli olarak \u0130K\u2019n\u0131n organizasyondaki konumunun g\u00fc\u00e7lendirilmesi ve yetkilendirilmesi gerekti\u011fini belirtiyor.
\n\u0130kinci olarak da \u0130K\u2019n\u0131n kendini bu stratejik rol\u00fcn bir par\u00e7as\u0131 olarak g\u00f6rmesi gerekti\u011fini anlatan Pilav, \u0130K\u2019n\u0131n s\u00fcrekli yeni geli\u015fmeler kar\u015f\u0131s\u0131nda \u00f6nc\u00fc konumda olmas\u0131 gerekti\u011fini aktar\u0131yor. Pilav, T\u00fcrkiye\u2019de de benzer trendlerin farkl\u0131 seviyelerde g\u00f6r\u00fcld\u00fc\u011f\u00fcn\u00fc ve \u00fclkenin gittik\u00e7e hem liderlik uygulamalar\u0131nda hem de co\u011frafi merkez olmas\u0131yla birlikte rol\u00fcn\u00fcn g\u00fc\u00e7lenece\u011fini anlat\u0131yor. Pilav ayr\u0131ca, T\u00fcrkiye\u2019de \u00f6zellikle gen\u00e7 n\u00fcfusunun potansiyelinin y\u00fcksek oldu\u011funu, bu nedenle de \u00f6zellikle yat\u0131r\u0131mc\u0131lar\u0131n g\u00f6z\u00fcnde d\u00fcnyan\u0131n g\u00f6zde \u00fclkelerinin ba\u015f\u0131nda yer ald\u0131\u011f\u0131n\u0131 belirtiyor.<\/p>\n

Geli\u015fmekte olan \u00fclkelerin \u0130K\u2019s\u0131 da b\u00fcy\u00fcyor<\/strong><\/p>\n

De\u011fi\u015fen ko\u015fullar ve yeni trendlerle liderlik tan\u0131mlar\u0131ndan i\u015fe al\u0131m s\u00fcre\u00e7lerine kadar bir\u00e7ok kavram\u0131n de\u011fi\u015fti\u011fini s\u00f6yleyen Pilav, son y\u0131llarda i\u015fe al\u0131m s\u00fcre\u00e7lerinde daha inter-aktif, daha analiz yapalabilen, i\u015fin i\u00e7ine dahil olunabilen, ger\u00e7e\u011fe yak\u0131n uygulamalar kullan\u0131ld\u0131\u011f\u0131na da dikkat \u00e7ekiyor. Globalle\u015fen d\u00fcnyan\u0131n \u0130K\u2019n\u0131n b\u00fcy\u00fcmesine yapt\u0131\u011f\u0131 olumlu etkinin de a\u00e7\u0131k\u00e7a g\u00f6r\u00fcld\u00fc\u011f\u00fcn\u00fc belirten Pilav, \u201cGeli\u015fen \u00fclkeler i\u00e7erisinde Arjantin, Brezilya, \u00c7in, Hindistan, Endonezya, Meksika, Rusya,G\u00fcney Afrika\u2019y\u0131 g\u00f6r\u00fcyoruz. Bu \u00fclkelerde \u0130K b\u00fcy\u00fcmesi ise sekt\u00f6rden sekt\u00f6re ve \u00fclkeden \u00fclkeye g\u00f6re de\u011fi\u015fiyor\u201d diye konu\u015fuyor.<\/p>\n

Deloitte Human Capital Trends 2012 raporuna g\u00f6re \u0130K\u2019n\u0131n sekiz trendi \u015f\u00f6yle:<\/strong><\/p>\n

1-\u00a0\u00a0 <\/strong>\u00a0B\u00fcy\u00fcme: Bir \u00e7ok kurumda b\u00fcy\u00fcme, CEO\u2019lar\u0131n ajandas\u0131n\u0131n \u00f6ncelikli konusu. O nedenle de bu konuda \u0130K\u2019dan beklentileri var.<\/p>\n

2-\u00a0\u00a0<\/strong> \u00a0Global Operasyon: Uluslararas\u0131 kurumlar i\u015f modellerini global modeller ile entegre ediyor veya tamamen bu modellere ge\u00e7iyor. \u0130K liderleri yeni bilgi ve yetkinlikle donat\u0131lacak. Strateji ve i\u015f birimlerini anlayan ekipler bu de\u011fi\u015fimi y\u00f6netebilecek.<\/p>\n

3-\u00a0\u00a0<\/strong> \u00a0Yeni nesil gelece\u011fin liderleridir: Gelece\u011fin liderlerini se\u00e7mek ve geli\u015ftirmek yeni bir g\u00fcndem de\u011fil. Yeni olan, bir \u00e7ok firman\u0131n \u201cyetenek\u201d kimdir, \u201cHiPo\u201d nas\u0131l tan\u0131mlan\u0131r gibi sorulara daha net yan\u0131tlar bulabilmesi. Bu sayede en iyilerin en iyisini bulma ba\u015far\u0131 fakt\u00f6r\u00fc olarak \u0130K stratejisinin merkezine oturacak.<\/p>\n

4-<\/strong>\u00a0\u00a0 \u00a0Risk Y\u00f6netimi: Tecr\u00fcbeler ve gelecek beklentilerden g\u00f6r\u00fcld\u00fc\u011f\u00fc \u00fczere, bir\u00e7ok firma art\u0131k kritik risklerde birinin de \u201cinsan ili\u015fkili riskler\u201d oldu\u011funda hemfikir. \u0130K bu riski minimize edecek, politika \u00f6ncelik ve uygulamalar\u0131n olu\u015fturmal\u0131. \u0130K liderlerinin risk y\u00f6netimi departmanlar\u0131 ile koordine \u00e7al\u0131\u015fmas\u0131, g\u00fcnl\u00fck hayatta risk fakt\u00f6r\u00fcn\u00fc dikkate almas\u0131, farkl\u0131 risk analizlerini haz\u0131rlamas\u0131, YK\u2019lar i\u00e7in risk odakl\u0131 toplant\u0131lar yapmas\u0131 gerekiyor.<\/p>\n

5-\u00a0\u00a0 <\/strong>\u00a0Daha \u00e7ok analitik\/\u0130statistik: Firmalar\u0131n daha \u00e7ok \u0130K istatistikleri ve analizlerini kullanma ve gelece\u011fe d\u00f6n\u00fck planlamalar\u0131 gittik\u00e7e art\u0131yor. \u0130k departmanlar\u0131, son teknoloji metodlarla \u00f6d\u00fcl uygulamalar\u0131, performans, farkl\u0131l\u0131klar\u0131n y\u00f6netimi, verimlilik, elde tutma gibi s\u00fcre\u00e7leri geli\u015ftiriyor.<\/p>\n

6-\u00a0<\/strong>\u00a0 \u00a0Sosyal medya: \u0130K\u2019n\u0131n bu bilgiyi y\u00f6netmek i\u00e7in ayr\u0131 bir odaklanma yapmas\u0131n\u0131 getirecek. Raporda, ki\u015fiselle\u015ftirilmi\u015f \u0130K uygulamalar\u0131, ortak ileti\u015fim platformlar\u0131, m\u00fc\u015fteri segmentasyonlar\u0131n\u0131n yap\u0131lmas\u0131 ve entegre \u00e7\u00f6z\u00fcmlerin sunulmas\u0131 en \u00f6nemli alanlar olarak belirtiliyor.<\/p>\n

7-<\/strong>\u00a0\u00a0 \u00a0Bulut bili\u015fim: B\u00fcy\u00fcyen bulut hizmetleri, \u0130K\u2019ya \u00e7al\u0131\u015fanlar\u0131n ve s\u00fcre\u00e7lerin yeni d\u00fcnyaya adapte olma, bulut k\u00fclt\u00fcr\u00fcn\u00fc yaratma ve bu \u00f6\u011frenme platformunu y\u00f6netme sorumlulu\u011funu veriyor.<\/p>\n

8-\u00a0\u00a0<\/strong> \u00a0Sat\u0131\u015f organizasyonlar\u0131n\u0131n yeniden d\u00fczenlenmesi: Klasik sat\u0131\u015f ekipleri yap\u0131lanmas\u0131 m\u00fc\u015fteri taleplerine g\u00f6re bir de\u011fi\u015fim g\u00f6steriyor. Al\u0131c\u0131 i\u00e7in de\u011fer yaratan kurumlar\u0131n organizasyonlar\u0131n\u0131n y\u00f6netiminde \u0130K, sat\u0131\u015f konusunda yeni \u00f6\u011frenme platformunun en kritik misyonunu \u00fcstelenecek.<\/p>\n\n

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\u0130nsan Kaynaklar\u0131n\u0131n 2012 trendleriyle ilgili haz\u0131rlanan \u201cDeloitte Human Capital Trends 2012\u201d raporu, CEO\u2019lar\u0131n \u0130K ajandas\u0131yla ilgili \u00f6nemli bilgiler veriyor. Rapor, \u0130K\u2019n\u0131n bu y\u0131l odakland\u0131\u011f\u0131 trendleri sekiz ana ba\u015fl\u0131kta topluyor \u0130nsan Kaynaklar\u0131nr\u0131n organizasyonlar \u00fczerindeki stratejik rol\u00fcn\u00fc tan\u0131mlamak i\u00e7in haz\u0131rlanan Deloitte Human Capital Trends 2012 raporu i\u00e7inde bulundu\u011fumuz y\u0131l\u0131 bir atlama y\u0131l\u0131 olarak tan\u0131ml\u0131yor. Kurumlar\u0131n genel b\u00fcy\u00fcme […]<\/p>\n\n

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