{"id":1658,"date":"2007-11-12T02:00:00","date_gmt":"2007-11-12T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/benchmarking\/"},"modified":"2024-08-08T21:12:46","modified_gmt":"2024-08-08T18:12:46","slug":"benchmarking","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/benchmarking\/","title":{"rendered":"Benchmarking"},"content":{"rendered":"

<\/span><\/p>\n

\"\"Ge\u00e7ti\u011fimiz y\u00fczy\u0131l\u0131n son 5-10 y\u0131l\u0131 g\u00f6z \u00f6n\u00fcne al\u0131nd\u0131\u011f\u0131nda teknolojinin h\u0131zl\u0131 geli\u015fimi, ekonomik \u015fartlar\u0131n de\u011fi\u015fmesi, ticarette s\u0131n\u0131rlar\u0131n kalkmas\u0131yla yeni bir d\u00f6neme girilmesi, b\u00fcy\u00fck \u00e7apta bir de\u011fi\u015fimin habercisi oldu. Bu de\u011fi\u015fimin bir uzant\u0131s\u0131 da bilgiye verilen \u00f6nemin daha da artmas\u0131yd\u0131. \u0130\u015fletmelerin i\u00e7 pazarda ve global piyasada kar\u015f\u0131la\u015ft\u0131klar\u0131 rekabet ortam\u0131, t\u00fcketicinin eski pasif konumundan etkin bir kimli\u011fe b\u00fcr\u00fcnmesi, bu rekabetin daha da sert ya\u015fanmas\u0131na neden oldu. Bu noktada piyasada ayakta kalabilmek ve m\u00fc\u015fteri memnuniyetini sa\u011flamak i\u00e7in firmalar \u00e7e\u015fitli y\u00f6ntemler geli\u015ftirmeye ba\u015flad\u0131lar. Bu de\u011fi\u015fim s\u00fcrecine dahil olamayan firmalarsa bir s\u00fcre sonra yava\u015f yava\u015f piyasadan \u00e7ekilmek zorunda kald\u0131lar. De\u011fi\u015fim aray\u0131\u015flar\u0131 ve piyasada kal\u0131c\u0131 olma \u00e7al\u0131\u015fmalar\u0131n\u0131n sonucunda geli\u015ftirilen y\u00f6ntemlerden biri de “Benchmarking”‘dir.<\/p>\n

Bu uygulama ilk olarak Japonya’da ortaya \u00e7\u0131km\u0131\u015f, sonras\u0131nda \u00f6nce Amerika ve nihayet Avrupa’da belli bir sisteme oturtulmu\u015ftur. Bir y\u00f6netsel ara\u00e7 olarak ifade edilebilen benchmarking, bu ad alt\u0131nda ilk kez Amerika’da Xerox firmas\u0131nda taraf\u0131ndan kullan\u0131lm\u0131\u015ft\u0131r.<\/p>\n

Benchmarking, h\u0131zla de\u011fi\u015fim g\u00f6steren rekabet\u00e7i piyasada, bir firman\u0131n zay\u0131f noktalar\u0131n\u0131 g\u00fc\u00e7lendirmesi ve performans\u0131n\u0131 y\u00fckseltmesi i\u00e7in kendi sekt\u00f6r\u00fcndeki lider firmalar\u0131n en ba\u015far\u0131l\u0131 uygulamalar\u0131n\u0131 ara\u015ft\u0131rmas\u0131 ve kendi uygulamalar\u0131yla kar\u015f\u0131la\u015ft\u0131rmas\u0131, \u00f6ncelikli geli\u015fme hedeflerini bu \u00e7er\u00e7evede belirlemesi, rekabet g\u00fcc\u00fcn\u00fc artt\u0131rmas\u0131, m\u00fc\u015fteri memnuniyetini sa\u011flamas\u0131 ve bu i\u015flemleri taklit ederek de\u011fil, kendi firma k\u00fclt\u00fcr\u00fc \u00e7er\u00e7evesinde sentezleyerek yapmas\u0131d\u0131r. Yani benchmarking’in bir t\u00fcr k\u0131yaslama ve \u00f6l\u00e7me yolu oldu\u011fu s\u00f6ylenebilir. Bu s\u00fcre\u00e7 i\u00e7inde \u00f6nemli olan, bu k\u0131yaslama sonras\u0131 elde edilen verilerin firma i\u00e7inde gerekti\u011fi gibi kullan\u0131lmas\u0131d\u0131r.<\/p>\n

\u00d6zetle benchmarking, firmalar\u0131n \u015fu an piyasadaki durumlar\u0131n\u0131 de\u011ferlendirmeleri ve gelecekte olmak istedikleri yere gelmeleri i\u00e7in ne tip stratejiler geli\u015ftirmeleri gerekti\u011fini anlamalar\u0131 i\u00e7in olduk\u00e7a etkili olan bir y\u00f6ntemdir.<\/p>\n

Benchmarking’in ama\u00e7lar\u0131na \u00f6rnek vermek istersek; her firmaya uygun, ideal ba\u015far\u0131n\u0131n tespit edilmesi ve bu \u00f6rne\u011fin geli\u015ftirilip, uygulamaya koyulmas\u0131n\u0131 verebiliriz. Bu noktada dikkat edilmesi gereken bir konu, \u00f6rnek ald\u0131\u011f\u0131n\u0131z firman\u0131n yap\u0131s\u0131yla sizin firman\u0131z\u0131n benzerlik g\u00f6stermesidir. Her firma kendi potansiyeli, kar marj\u0131 ve piyasadaki konumunu temel alarak, kendine en uygun olan firmay\u0131 se\u00e7ebilmelidir. <\/p>\n

Benchmarking, s\u00fcrekli g\u00fcncellenmesi ve geli\u015ftirilmesi gereken bir s\u00fcre\u00e7tir. Bunun tersinin oldu\u011fu durumlarda, uygulama kesintiye u\u011frar ve firman\u0131n hedeflerine ula\u015fmas\u0131 olduk\u00e7a zor olur. Benchmarking sisteminde dikkat edilmesi gereken bir nokta da; bu sistemi kullanacak olan firman\u0131n at\u0131l\u0131mc\u0131 bir yakla\u015f\u0131m i\u00e7inde olmas\u0131 ve y\u00f6netim tarz\u0131n\u0131n benchmarking uygulamas\u0131n\u0131 ger\u00e7ekle\u015ftirmek i\u00e7in elveri\u015fli olmas\u0131d\u0131r. Benchmarking’in kapsam\u0131 b\u00fct\u00fcn ayr\u0131nt\u0131lar\u0131yla belirlenmeli ve d\u0131\u015fa d\u00f6n\u00fck, m\u00fc\u015fteri bazl\u0131 bir s\u00fcre\u00e7 oldu\u011fu g\u00f6z \u00f6n\u00fcnde bulundurularak, m\u00fc\u015fteri beklentilerilerinin neler oldu\u011fu tam olarak \u00f6\u011frenilmelidir. Ele\u015ftiriye a\u00e7\u0131k bir y\u00f6netici liderli\u011finde m\u00fc\u015fteri ile kar\u015f\u0131l\u0131kl\u0131 fikir al\u0131\u015fveri\u015fi yapmak, firma i\u00e7in \u00f6nemli olan noktalar\u0131n belirlenmesinde b\u00fcy\u00fck \u00f6nem ta\u015f\u0131maktad\u0131r.<\/p>\n

Benchmarking firman\u0131n ama\u00e7 ve hedeflerini saptamaya yard\u0131mc\u0131 olurken, firma i\u00e7i giderlerin kontrol\u00fcnde de \u00f6nemli paya sahiptir. Benchmarking sisteminde maliyetler d\u00fc\u015f\u00fcr\u00fcl\u00fcr ve firman\u0131n stratejik olarak y\u00f6netilmesi sa\u011flan\u0131r.<\/p>\n

Benchmarking’in ba\u015far\u0131l\u0131 ve etkili olmas\u0131 i\u00e7in gerekli belli kurallar vard\u0131r. \u00d6ncelikle benchmarking ile elde edilmek istenenler dikkatlice belirlenmeli, hedefler a\u00e7\u0131k ve net olmal\u0131d\u0131r. Benchmarking’den en etkili sonucu almak i\u00e7in alt kadrolarla \u00fcst y\u00f6netim koordinasyon i\u00e7inde \u00e7al\u0131\u015fmal\u0131d\u0131r. Y\u00f6neticiler \u00e7al\u0131\u015fmalar\u0131n uygulan\u0131\u015f\u0131n\u0131 takip etmeli, benchmarking uygulamalar\u0131n\u0131 kolayla\u015ft\u0131r\u0131p geli\u015ftirecek bir sistem kurmal\u0131 ve bu uygulamalar\u0131n do\u011fru liderler \u00f6nderli\u011finde y\u00fcr\u00fct\u00fclmesine \u00f6zen g\u00f6stermelidir. Ayr\u0131ca benchmarking sistemi her zaman planlama s\u00fcrecine dahil edilmeli ve bu s\u00fcrecin bir par\u00e7as\u0131 haline getirilmelidir. Ayr\u0131ca benchmarking’in sonu\u00e7lar\u0131 dikkatle analiz edilmeli ve uygulamaya ge\u00e7irilmelidir. \u00d6rnek al\u0131nan firman\u0131n kendini s\u00fcrekli yenilemesi nedeniyle, firma i\u00e7inde benchmarking s\u00fcrekli g\u00fcncellenmelidir. <\/p>\n

Tak\u0131m \u00e7al\u0131\u015fmas\u0131 her konuda oldu\u011fu gibi benchmarking sisteminde de olduk\u00e7a \u00f6nemli bir yere sahiptir. Bireysel kat\u0131l\u0131m yerine tak\u0131m ruhu ile fikirler geli\u015ftirip \u00e7al\u0131\u015fmak i\u015flerin hem daha h\u0131zl\u0131 hem de daha etkin y\u00fcr\u00fct\u00fclmesine olanak verecektir. Ayr\u0131ca firmadaki birey potansiyeli tam kapasite ile kullan\u0131lm\u0131\u015f, her kademede \u00e7al\u0131\u015fan bireylerin fikirleri ve y\u00f6netime kat\u0131l\u0131mlar\u0131 sa\u011flanm\u0131\u015f olur. Bu \u015fekilde geli\u015fen bir uygulama, \u00e7al\u0131\u015fanlar\u0131n motivasyonlar\u0131n\u0131n artmas\u0131n\u0131 sa\u011flayacakt\u0131r. <\/p>\n

Benchmarking uygulamas\u0131nda e\u011fitim de olduk\u00e7a \u00f6nemlidir. Uygulamaya \u00f6ncelikle e\u011fitim ile ba\u015flanmal\u0131 ve e\u011fitim t\u00fcm benchmarking uygulamas\u0131 boyunca devam etmelidir. \u00c7al\u0131\u015fanlara e\u011fitim verilmesi salt gider olarak de\u011fil de, gelece\u011fe yap\u0131lan bir yat\u0131r\u0131m olarak d\u00fc\u015f\u00fcn\u00fclmelidir. \u00c7al\u0131\u015fanlar\u0131n ba\u015far\u0131s\u0131, tak\u0131mlar\u0131n ba\u015far\u0131l\u0131 olmas\u0131 anlam\u0131na gelecektir.<\/p>\n

Benchmarking, \u00fclkemizde yava\u015f yava\u015f uygulanmaya ba\u015fland\u0131\u011f\u0131 i\u00e7in hen\u00fcz literat\u00fcre ge\u00e7mi\u015f tam bir kar\u015f\u0131l\u0131\u011f\u0131 olmamakla beraber, bir\u00e7ok de\u011fi\u015fik \u015fekilde ifade edilmektedir. Bunlar k\u0131yaslama, \u00f6rnek alma, \u00f6rnek edinme \u015feklinde s\u0131ralanabilir. Benchmarking uygulamalar\u0131n\u0131n \u00fclkemizde pek yayg\u0131n olmamas\u0131n\u0131n temel nedeni olarak, firmalar\u0131n geli\u015fim ve ilerleme teknikleri, i\u00e7 programlar\u0131 ve e\u011fitim programlar\u0131 ile ilgili d\u0131\u015far\u0131ya bilgi vermek istememeleri g\u00f6sterilebilir. Bu nedenle de do\u011fru ve yeterli bilgi toplananamakta ve benchmarking uygulamalar\u0131 belli k\u0131s\u0131tlamalar i\u00e7inde devam ettirilmektedir.<\/p>\n

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Ge\u00e7ti\u011fimiz y\u00fczy\u0131l\u0131n son 5-10 y\u0131l\u0131 g\u00f6z \u00f6n\u00fcne al\u0131nd\u0131\u011f\u0131nda teknolojinin h\u0131zl\u0131 geli\u015fimi, ekonomik \u015fartlar\u0131n de\u011fi\u015fmesi, ticarette s\u0131n\u0131rlar\u0131n kalkmas\u0131yla yeni bir d\u00f6neme girilmesi, b\u00fcy\u00fck \u00e7apta bir de\u011fi\u015fimin habercisi oldu. Bu de\u011fi\u015fimin bir uzant\u0131s\u0131 da bilgiye verilen \u00f6nemin daha da artmas\u0131yd\u0131. \u0130\u015fletmelerin i\u00e7 pazarda ve global piyasada kar\u015f\u0131la\u015ft\u0131klar\u0131 rekabet ortam\u0131, t\u00fcketicinin eski pasif konumundan etkin bir kimli\u011fe b\u00fcr\u00fcnmesi, […]<\/p>\n\n

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