{"id":1118,"date":"2012-11-08T02:00:00","date_gmt":"2012-11-08T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/sanofi-kalkinma-icin-kadinlarin-oneminin-farkinda\/"},"modified":"2024-07-03T14:56:10","modified_gmt":"2024-07-03T11:56:10","slug":"sanofi-kalkinma-icin-kadinlarin-oneminin-farkinda","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/sanofi-kalkinma-icin-kadinlarin-oneminin-farkinda\/","title":{"rendered":"Sanofi kalk\u0131nma i\u00e7in kad\u0131nlar\u0131n \u00f6neminin fark\u0131nda"},"content":{"rendered":"

Sanofi T\u00fcrkiye \u0130K Direkt\u00f6r\u00fc T\u00fcrkan \u00d6zcan, kad\u0131nlar\u0131n i\u015f hayat\u0131na e\u015fit f\u0131rsatlarla kat\u0131lmas\u0131 s\u00fcrd\u00fcr\u00fclebilir kalk\u0131nma i\u00e7in \u00e7ok \u00f6nemli oldu\u011funa inan\u0131yor. \u00d6zcan, T\u00fcrkiye genelinde kad\u0131n \u00e7al\u0131\u015fan oranlar\u0131n\u0131n Avrupa Birli\u011fi standartlar\u0131na \u00e7\u0131kar\u0131lmas\u0131na katk\u0131da bulunmay\u0131 hedeflediklerini belirtiyor.<\/strong><\/p>\n

\"\"Hacettepe \u00dcniversitesi \u00c7ocuk Geli\u015fimi ve E\u011fitimi B\u00f6l\u00fcm\u00fc\u2019nde lisans\u0131n\u0131 tamamlad\u0131ktan sonra Texas Tech \u00dcniversitesi\u2019nde E\u011fitim Psikolojisi \u00fczerine y\u00fcksek lisans yapan Sanofi T\u00fcrkiye \u0130K Direkt\u00f6r\u00fc T\u00fcrkan \u00d6zcan, yakla\u015f\u0131k 18 y\u0131ld\u0131r \u0130nsan Kaynaklar\u0131 alan\u0131nda \u00e7al\u0131\u015f\u0131yor. \u0130nsan Kaynaklar\u0131ndan \u00f6nce Bilkent \u00dcniversitesi\u2019nde \u00f6\u011frenci dan\u0131\u015fmanl\u0131\u011f\u0131 yapan \u00d6zcan 1994 y\u0131l\u0131nda ald\u0131\u011f\u0131 kararla \u0130K alan\u0131na ge\u00e7i\u015f yapt\u0131\u011f\u0131n\u0131 s\u00f6yl\u00fcyor.<\/p>\n

\u00d6zcan bu d\u00f6nemden sonra \u00e7al\u0131\u015ft\u0131\u011f\u0131 Philip Morris\u2019te 1994 y\u0131l\u0131na kadar Organizasyonel Geli\u015fim Uzman\u0131, ard\u0131ndan da Boyner Grubu\u2019nda \u0130nsan Kaynaklar\u0131 Y\u00f6neticisi olarak g\u00f6rev ald\u0131\u011f\u0131n\u0131 anlat\u0131yor. Boyner Grubu\u2019nun Advantage Kart \u00e7al\u0131\u015fmas\u0131nda \u00f6nemli g\u00f6revler \u00fcstlenen \u00d6zcan, 2003 y\u0131l\u0131ndan bu yana ise Sanofi Grubu\u2019nda \u00e7al\u0131\u015f\u0131yor.<\/p>\n

Son olarak KAG\u0130DER\u2019den F\u0131rsat E\u015fitli\u011fi Modeli ( FEM) sertifikas\u0131 alan Sanofi Grubu\u2019nda kad\u0131nlar\u0131n i\u015f hayat\u0131nda e\u015fit f\u0131rsatlarla yer almas\u0131n\u0131 \u00e7ok \u00f6nemsediklerini belirten \u00d6zcan, bu e\u015fitli\u011fin s\u00fcrd\u00fcr\u00fclebilirlik ad\u0131na \u00e7ok \u00f6nemli oldu\u011funu dile getiriyor. Sekt\u00f6rde de\u011fi\u015fimin ka\u00e7\u0131n\u0131lmaz oldu\u011funu s\u00f6yleyen \u00d6zcan\u2019la \u0130K anlay\u0131\u015f\u0131n\u0131 konu\u015ftuk.<\/p>\n

Hem genel olarak i\u015fe al\u0131mlarda hem de kendi ekibinizi olu\u015ftururken adayda ilk dikkatinizi \u00e7eken \u00f6zellikler nelerdir? \u00a0<\/strong>
\nSekt\u00f6rdeki dinamikleri ve ekonomik e\u011filimleri yak\u0131ndan takip ediyoruz. Sundu\u011fumuz imk\u00e2nlar ve uluslararas\u0131 bilgi birikimimizle, nitelikli ki\u015fileri b\u00fcnyemize \u00e7ekebiliyoruz ve bu odak \u00e7er\u00e7evesinde i\u015fe al\u0131m ve yerle\u015ftirme stratejilerimizi y\u00fcr\u00fct\u00fcyoruz. Adaylarda \u00f6ncelikle arad\u0131\u011f\u0131m en \u00f6nemli \u00f6zellik, i\u015fin gerektirdi\u011finden fazla yetkinlik ve kapasiteye sahip olmalar\u0131d\u0131r. Aday\u0131n \u00f6\u011frenmeye ve kendini geli\u015ftirmeye a\u00e7\u0131k, dinamik, performans odakl\u0131, tak\u0131m \u00e7al\u0131\u015fmas\u0131na yatk\u0131n, de\u011fi\u015fime \u00f6nc\u00fcl\u00fck eden ve yenilik\u00e7i olmas\u0131na da \u00f6zen g\u00f6steriyoruz.
\nKurumlarda stratejik \u0130K y\u00f6netimi yapmak neden \u00f6nem ta\u015f\u0131yor?<\/strong>
\n\u0130K departman\u0131, \u015firket i\u015f hedefleri ile \u00e7al\u0131\u015fanlar\u0131n ihtiya\u00e7lar\u0131n\u0131 dengeleyen stratejik bir i\u015f orta\u011f\u0131. \u015eirkete yeni yetenekler kazand\u0131rmak, \u015firketteki mevcut yetkin insan kayna\u011f\u0131n\u0131n kariyer geli\u015fimini planlamak, i\u015fe al\u0131m s\u00fcre\u00e7lerini efektif \u015fekilde y\u00f6netmek ve performans de\u011ferlendirmelerinde yol g\u00f6sterici olmak \u0130K departmanlar\u0131n\u0131n stratejik i\u015f orta\u011f\u0131 olarak \u00f6nemine i\u015faret ediyor. T\u00fcm bu s\u00fcre\u00e7leri y\u00f6netirken \u0130K departman\u0131 hem \u00e7al\u0131\u015fan i\u00e7in hem de i\u015fveren i\u00e7in adil olmay\u0131 esas al\u0131r ve \u015firket strateji ile \u00e7al\u0131\u015fan hak ve de\u011ferlerini dengede tutmaya \u00f6zen g\u00f6sterir.<\/p>\n

Gelece\u011fin \u0130K yakla\u015f\u0131m\u0131 sizce nas\u0131l olacak? Bug\u00fcnden farkl\u0131 olarak hangi uygulamalar olacak?<\/strong>\"\"
\n\u00d6ncelikle sevindirici olan geli\u015fme, t\u00fcm d\u00fcnyada ve t\u00fcm sekt\u00f6rlerde art\u0131k insan\u0131n yani \u00e7al\u0131\u015fanlar\u0131n en \u00f6nemli de\u011fer oldu\u011fu konusunda daha do\u011fru bir noktaya gelinmesi. Ayn\u0131 zamanda d\u00fcnya global anlamda b\u00fcy\u00fck ekonomik ve politik de\u011fi\u015fimlerden ge\u00e7iyor. Dolay\u0131s\u0131yla \u0130K departmanlar\u0131 da organizasyonel davran\u0131\u015f\u0131 de\u011fi\u015fen ko\u015fullar ve bu do\u011frultuda de\u011fi\u015fen \u015firket ihtiya\u00e7lar\u0131na g\u00f6re s\u00fcrekli adapte olma y\u00f6n\u00fcnde yakla\u015f\u0131mlar\u0131n\u0131 olu\u015fturacak.
\nSon d\u00f6nemde sizi en \u00e7ok heyecanland\u0131ran \u0130K Projesi ne oldu?<\/strong>
\n59 y\u0131ld\u0131r T\u00fcrkiye\u2019de faaliyet g\u00f6steren ve bug\u00fcn T\u00fcrkiye\u2019nin 3. b\u00fcy\u00fck sa\u011fl\u0131k \u015firketine d\u00f6n\u00fc\u015fen Sanofi Grubu\u2019nda yakla\u015f\u0131k 2 bin \u00e7al\u0131\u015fan\u0131m\u0131z var.\u00a0 Yak\u0131n tarihimizde pek \u00e7ok birle\u015fme ile kendi alanlar\u0131nda lider \u015firketleri b\u00fcnyemize katt\u0131k. Dolay\u0131s\u0131yla i\u00e7inde \u00e7ok farkl\u0131 k\u00fclt\u00fcrleri bar\u0131nd\u0131ran b\u00f6yle b\u00fcy\u00fck bir organizasyonu, tek bir \u00e7at\u0131 alt\u0131nda toplamak ve s\u00fcre\u00e7leri birbirine entegre etmek kolay olmuyor. Organizasyon i\u00e7indeki i\u015f yap\u0131\u015f modellerinin incelenmesi ve baz\u0131 s\u00fcre\u00e7lerin iyile\u015ftirilmesi sonras\u0131nda bug\u00fcn oturmu\u015f bir i\u015f modeline sahibiz.\u00a0 Bu i\u015f modeli \u00e7er\u00e7evesinde \u015firketin temel b\u00fcy\u00fcme stratejilerini y\u00f6netsel s\u00fcre\u00e7lere ba\u015far\u0131l\u0131 bir \u015fekilde dahil etmek i\u00e7in y\u00f6netim kademesinde \u00e7al\u0131\u015fanlar\u0131n ortak bir bak\u0131\u015f a\u00e7\u0131s\u0131na sahip olmalar\u0131 gerekiyor. Bu ama\u00e7 do\u011frultusunda, y\u00f6neticilerimizin liderlik becerilerini geli\u015ftirmeleri i\u00e7in Empower adl\u0131 \u00f6zel bir geli\u015fim projesi tasarlad\u0131k. Kurumsal de\u011ferlerimiz ve yetkinliklerimize dayanan ortak bir liderlik anlay\u0131\u015f\u0131 in\u015fa etmeyi ama\u00e7layan programa ba\u015flang\u0131c\u0131ndan bu yana 103 y\u00f6netici kat\u0131ld\u0131 ve 48 y\u00f6neticinin daha kat\u0131lmas\u0131n\u0131 planl\u0131yoruz. Program ayr\u0131ca Sanofi T\u00fcrkiye\u2019nin ba\u011fl\u0131 oldu\u011fu k\u0131talar aras\u0131 b\u00f6lgede t\u00fcm projeler i\u00e7inde y\u0131l\u0131n en iyi \u0130nsan Kaynaklar\u0131 projesi se\u00e7ilerek \u00f6d\u00fcl ald\u0131.<\/p>\n

Mesle\u011finizde son d\u00f6nemlerde en \u00e7ok vaktinizi alan konu nedir?<\/strong>
\nSon y\u0131llarda \u015firketimiz sa\u011fl\u0131k alan\u0131nda daha geni\u015f yelpazede hizmet sunma karar\u0131 ald\u0131ktan sonra bir\u00e7ok \u015firket sat\u0131n alma ve birle\u015fme s\u00fcreci ya\u015fad\u0131k son y\u0131llarda. T\u00fcm bu \u015firketlerin entegrasyonu s\u00fcrecinde en b\u00fcy\u00fck rollerden birisi de \u0130K\u2019ya d\u00fc\u015f\u00fcyor. Farkl\u0131 k\u00fclt\u00fcrlerden olu\u015fan bir grubu ortak bir paydada toplamak entegrasyonlar\u0131n do\u011fas\u0131nda varolan ve zor bir s\u00fcre\u00e7tir. Ayr\u0131ca sekt\u00f6r\u00fcn ge\u00e7ti\u011fi de\u011fi\u015fim s\u00fcreci de herkes\u00e7e malum. Bu yeni d\u00f6nemde farkl\u0131 yetkinlik ve becerilere ihtiya\u00e7 duyuluyor. Dolay\u0131s\u0131yla t\u00fcm bu dinamikler nedeniyle iyi yap\u0131land\u0131r\u0131lm\u0131\u015f bir de\u011fi\u015fim y\u00f6netimi gereklili\u011fi beni \u0130K Direkt\u00f6r\u00fc olarak en me\u015fgul tutan konu.<\/p>\n

Son olarak KAG\u0130DER\u2019den f\u0131rsat e\u015fitli\u011fi sertifikas\u0131 ald\u0131n\u0131z. Bu konuda ne t\u00fcr \u00e7al\u0131\u015fmalar yap\u0131yorsunuz?<\/strong>
\nSanofi, hem kad\u0131n \u00e7al\u0131\u015fan istihdam\u0131yla hem de hayata ge\u00e7irdi\u011fi uygulamalarla sa\u011fl\u0131k sekt\u00f6r\u00fcn\u00fcn \u00f6nc\u00fc kurulu\u015flar\u0131 aras\u0131nda yer al\u0131yor. D\u00fcnya \u00e7ap\u0131nda Sanofi Grubu\u2019nun en \u00f6nemli odak noktalar\u0131n\u0131n ba\u015f\u0131nda kad\u0131nlara y\u00f6nelik projelerin olu\u015fturulmas\u0131 ve uygulanmas\u0131 geliyor.
\n\u201cKad\u0131n erkek e\u015fitli\u011fine duyarl\u0131\u201d kurulu\u015flar\u0131 sertifikaland\u0131rarak kamuoyunda fark\u0131ndal\u0131k yaratmay\u0131 hedefleyen F\u0131rsat E\u015fitli\u011fi Modeli (FEM) projesini 2011\u2019de KAG\u0130DER ve D\u00fcnya Bankas\u0131 deste\u011fi ile T\u00fcrkiye\u2019de hayata ge\u00e7irmeye ba\u015flad\u0131k. FEM sertifikas\u0131n\u0131 almak i\u00e7in tamamlamam\u0131z gereken baz\u0131 kriterler vard\u0131. Bu kriterler aras\u0131nda \u015firketlerin tepe y\u00f6netiminden en alt kademeye kadar kad\u0131n erkek e\u015fitli\u011fi s\u00f6ylemine sahip olmas\u0131, kad\u0131nlarla erkeklerin \u015firket i\u00e7erisinde e\u011fitime eri\u015fim imkanlar\u0131n\u0131n e\u015fit olmas\u0131, terfide e\u015fit olanaklar yarat\u0131lmas\u0131, kad\u0131n \u00e7al\u0131\u015fan\u0131n yasal haklar\u0131n\u0131n uygulanmas\u0131, mobbing konusunda \u015firketin \u015fikayet geribildirim ve takip prosed\u00fcr\u00fcn\u00fcn olmas\u0131, \u015firketin reklamlar\u0131nda ve ileti\u015fiminde ayr\u0131mc\u0131 bir dil kullanmamas\u0131 yer al\u0131yor.<\/p>\n

Bu konu sizce neden \u00f6nemli?<\/strong>
\nKad\u0131nlar\u0131n i\u015f hayat\u0131na e\u015fit f\u0131rsatlarla kat\u0131lmas\u0131 s\u00fcrd\u00fcr\u00fclebilir kalk\u0131nma i\u00e7in hayati \u00f6nem ta\u015f\u0131yor. T\u00fcrkiye n\u00fcfusunun yar\u0131s\u0131n\u0131 olu\u015fturan kad\u0131nlar\u0131n \u00e7al\u0131\u015fma hayat\u0131na daha etkin ve aktif kat\u0131l\u0131m\u0131 \u00f6nemli toplumsal faydalar\u0131 da beraberinde getirecektir. \u0130\u015f hayat\u0131nda toplumsal cinsiyet e\u015fitli\u011fini te\u015fvik eden F\u0131rsat E\u015fitli\u011fi Modeli hem birey d\u00fczeyinde fayda sunuyor hem de bireye yap\u0131lacak fayda ile kurulu\u015flarda verimlilik art\u0131\u015f\u0131n\u0131, \u00e7al\u0131\u015fma ortamlar\u0131nda uyumun artmas\u0131n\u0131 ve s\u00fcre\u00e7lere \u015feffafl\u0131k getirilmesini sa\u011fl\u0131yor. T\u00fcrkiye\u2019de FEM kapsam\u0131nda pilot \u015firket se\u00e7ilen Sanofi Grubu olarak i\u015f ya\u015fam\u0131nda kad\u0131nlar\u0131n rol\u00fcn\u00fc art\u0131rmak ve kad\u0131n istihdam\u0131n\u0131n art\u0131r\u0131lmas\u0131 i\u00e7in \u00e7al\u0131\u015fmalar yap\u0131yoruz. D\u00fcnya \u00e7ap\u0131nda Sanofi Grubu\u2019nun kad\u0131n \u00e7al\u0131\u015fan oran\u0131 y\u00fczde 46,3 ve kad\u0131nlar\u0131n y\u00f6netim seviyesinde temsil edilme oran\u0131 y\u00fczde 45. Bu oran Sanofi T\u00fcrkiye\u2019de y\u00fczde 40 civar\u0131nda. T\u00fcrkiye\u2019de kad\u0131nlar\u0131n i\u015fg\u00fcc\u00fcne kat\u0131l\u0131m oran\u0131 ise ortalama y\u00fczde 28 seviyesinde. Sanofi Grubu olarak T\u00fcrkiye\u2019de kad\u0131n\u0131n i\u015fg\u00fcc\u00fcne kat\u0131l\u0131m oran\u0131n\u0131n Avrupa Birli\u011fi standartlar\u0131na \u00e7\u0131kar\u0131lmas\u0131na katk\u0131da bulunmay\u0131 hedefliyoruz. Bu oran y\u00fczde 35\u2019lere ula\u015f\u0131rsa \u00fclke ekonomisine \u00f6nemli katk\u0131 sa\u011flanacakt\u0131r.<\/p>\n

Sanofi\u2019nin \u0130K anlay\u0131\u015f\u0131nda \u00f6ncelikli kriterleriniz ve bak\u0131\u015f a\u00e7\u0131n\u0131z nedir?<\/strong>
\nSanofi Grubu\u2019nun d\u00fcnyada 110 bin T\u00fcrkiye\u2019de ise iki bin civar\u0131nda \u00e7al\u0131\u015fan\u0131 bulunuyor. \u00d6zel s\u00fcre\u00e7lerden ge\u00e7erek performanslar\u0131 ve potansiyelleri do\u011frultusunda de\u011ferlendirilen \u00e7al\u0131\u015fanlar\u0131m\u0131z, mesleki becerilerini s\u00fcrekli olarak geli\u015ftirebilecekleri, dinamik bir ortamda \u00e7al\u0131\u015f\u0131yorlar. \u00c7al\u0131\u015fanlar\u0131m\u0131za de\u011fi\u015fimin par\u00e7as\u0131 olmalar\u0131, yeteneklerini geli\u015ftirmeleri, d\u00fcnya sa\u011fl\u0131\u011f\u0131na katk\u0131 sa\u011flamalar\u0131, profesyonellerle \u00e7al\u0131\u015fabilmeleri ve aidiyet duygular\u0131n\u0131 y\u00fckseltmeleri i\u00e7in \u00e7e\u015fitli f\u0131rsatlar sunuyoruz. Sanofi Grubu inovatif ve s\u00fcrd\u00fcr\u00fclebilir uygulamalarla sa\u011fl\u0131k alan\u0131nda yeni ve etkili tedavi y\u00f6ntemleri geli\u015ftirirken, Sanofi \u00e7al\u0131\u015fanlar\u0131 da bu geli\u015fmelerde \u00fcstlendikleri kilit rollerle de\u011fi\u015fimin par\u00e7as\u0131 olma f\u0131rsat\u0131 yakal\u0131yorlar. Bu s\u00fcre\u00e7te \u00e7al\u0131\u015fanlar\u0131m\u0131z\u0131n uzun vadeli kariyer yolculuklar\u0131na katk\u0131 yapmak i\u00e7in kendilerini s\u00fcrekli geli\u015ftirebilecekleri teknik ve sosyal deste\u011fi sa\u011fl\u0131yoruz. Sanofi Grubu \u00e7al\u0131\u015fanlar\u0131 olarak \u015funu biliyoruz ki, her birimiz sonu\u00e7lar\u0131 etkileme \u015fans\u0131na sahibiz ve milyonlarca insan\u0131n ya\u015fam\u0131n\u0131 iyile\u015ftirmek i\u00e7in \u00e7abal\u0131yoruz. Yak\u0131n d\u00f6nemde de \u0130\u015fveren Markala\u015fmas\u0131 (Employer Branding) ad\u0131 alt\u0131nda kapsaml\u0131 bir proje hayata ge\u00e7irmeyi planl\u0131yoruz. \u00d6n\u00fcm\u00fczdeki d\u00f6nemde kurumsal itibar fark\u0131ndal\u0131\u011f\u0131na daha fazla a\u011f\u0131rl\u0131k verece\u011fiz<\/p>\n\n

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Sanofi T\u00fcrkiye \u0130K Direkt\u00f6r\u00fc T\u00fcrkan \u00d6zcan, kad\u0131nlar\u0131n i\u015f hayat\u0131na e\u015fit f\u0131rsatlarla kat\u0131lmas\u0131 s\u00fcrd\u00fcr\u00fclebilir kalk\u0131nma i\u00e7in \u00e7ok \u00f6nemli oldu\u011funa inan\u0131yor. \u00d6zcan, T\u00fcrkiye genelinde kad\u0131n \u00e7al\u0131\u015fan oranlar\u0131n\u0131n Avrupa Birli\u011fi standartlar\u0131na \u00e7\u0131kar\u0131lmas\u0131na katk\u0131da bulunmay\u0131 hedeflediklerini belirtiyor. Hacettepe \u00dcniversitesi \u00c7ocuk Geli\u015fimi ve E\u011fitimi B\u00f6l\u00fcm\u00fc\u2019nde lisans\u0131n\u0131 tamamlad\u0131ktan sonra Texas Tech \u00dcniversitesi\u2019nde E\u011fitim Psikolojisi \u00fczerine y\u00fcksek lisans yapan Sanofi T\u00fcrkiye \u0130K […]<\/p>\n\n

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