{"id":1708,"date":"2007-11-13T02:00:00","date_gmt":"2007-11-13T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/calisan-bagliligi-ve-calisan-bagliliginin-saglanmasi\/"},"modified":"2024-08-08T21:12:45","modified_gmt":"2024-08-08T18:12:45","slug":"calisan-bagliligi-ve-calisan-bagliliginin-saglanmasi","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/calisan-bagliligi-ve-calisan-bagliliginin-saglanmasi\/","title":{"rendered":"\u00c7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 ve \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131n\u0131n sa\u011flanmas\u0131"},"content":{"rendered":"
<\/p>\n
\"\"George Washington \u00dcniversitesi, \u0130nsan Kaynaklar\u0131 Y\u00f6netimi Derne\u011fi (Society for Human Resources Mangement), Uluslararas\u0131 Geli\u015fim (Development Dimensions International) ve Uluslararas\u0131 Personel Kararlar\u0131 (Personnel Decisions International); yapt\u0131klar\u0131 d\u00f6rt farkl\u0131 ara\u015ft\u0131rmada ayn\u0131 sonuca ula\u015fm\u0131\u015flar.<\/div>\n
Sonu\u00e7lara g\u00f6re; elemanlar\u0131n i\u015fte kalmalar\u0131 i\u00e7in, i\u015flerinin onlara anlaml\u0131 ve ilgin\u00e7 gelmesi, ayn\u0131 zamanda da y\u00f6neticilerinin onlar\u0131 anlamas\u0131, onlar\u0131n ihtiya\u00e7lar\u0131na kar\u015f\u0131l\u0131k verebilmek i\u00e7in gerekli e\u011fitimi alm\u0131\u015f olmas\u0131 gerekiyor. <\/p>\n

Ara\u015ft\u0131rmalar\u0131n her biri farkl\u0131 bilgiler elde etmek i\u00e7in tasarlanm\u0131\u015f oldu\u011fu halde, her birinin vard\u0131\u011f\u0131 ortak sonu\u00e7, ‘e\u011fer yapt\u0131klar\u0131 i\u015f \u00e7al\u0131\u015fanlara bir \u015fey ifade etmiyorsa, onlar\u0131 i\u015fte tutman\u0131n yolu yoktur’. Bir insan\u0131n i\u015fte kalmas\u0131 i\u015fin gerekli olan ilk fakt\u00f6r i\u015finin anlaml\u0131 olmas\u0131, daha do\u011frusu \u00e7al\u0131\u015fan ki\u015fi i\u00e7in i\u015finin bir anlam\u0131 olmas\u0131. Di\u011fer ba\u015fl\u0131ca fakt\u00f6rler ise; geri bildirim, e\u011fitim ve iyi y\u00f6netim. Para \u00f6nemli bir fakt\u00f6r olsa bile, i\u015fte kalmak i\u00e7in tek ba\u015f\u0131na yeterli bir sebep de\u011fil.<\/p>\n

E\u011fer bu ko\u015fullar sa\u011flanam\u0131yorsa, firmadaki eleman devri \u00e7ok y\u00fckselebiliyor. Y\u00fcksek eleman devrinin ba\u015fl\u0131ca sebepleri, i\u015fe al\u0131mda ve yerle\u015ftirmede yap\u0131lan hatalar, i\u015fin ya da firman\u0131n yap\u0131s\u0131 (y\u00f6netimdeki aksakl\u0131klar) ve \u00e7al\u0131\u015fan\u0131n karakteri ile ilgili. <\/p>\n

Eleman devrini d\u00fc\u015f\u00fcrmek i\u00e7in maa\u015flar\u0131 artt\u0131rmak b\u00fcy\u00fck firmalar i\u00e7in bir \u00e7\u00f6z\u00fcm yolu gibi g\u00f6r\u00fcnse de, bu \u00e7\u00f6z\u00fcm orta ve k\u00fc\u00e7\u00fck \u00f6l\u00e7ekli firmalar i\u00e7in zaten ge\u00e7erli de\u011fildir. Alternatif \u00e7\u00f6z\u00fcm yollar\u0131 aranmal\u0131d\u0131r, birincil motivasyonlar bulunmal\u0131d\u0131r. Bunlardan bir tanesi i\u015f ortam\u0131n\u0131 iyile\u015ftirmek veya de\u011fi\u015ftirmektir. <\/p>\n

\u00d6zellikle bili\u015fim sekt\u00f6r\u00fcnde eleman devri \u00e7ok y\u00fcksek oldu\u011fu i\u00e7in i\u015f ortam\u0131nda yap\u0131lacak olumlu de\u011fi\u015fiklikler \u00e7ok \u00f6nemlidir. IT departmanlar\u0131n\u0131n \u00f6nemli \u00f6zelliklerinden bir tanesi de tak\u0131m \u00e7al\u0131\u015fmas\u0131n\u0131n \u00f6nemidir. Tak\u0131m\u0131n berberli\u011fini sa\u011flamak i\u00e7in bilgi payla\u015f\u0131m\u0131, g\u00f6rev sorumlulu\u011fu bilinci ve grup \u00fcyelerinin kendilerini gruba dahil hissetmeleri \u00e7ok \u00f6nemlidir. Tak\u0131m ruhunun sa\u011flanmas\u0131 b\u00fcy\u00fck \u00f6l\u00e7\u00fcde liderin elindedir. <\/p>\n

IT sekt\u00f6r\u00fcnde \u00f6nemli bir di\u011fer fakt\u00f6r de e\u011fitimdir. IT \u00e7al\u0131\u015fanlar\u0131 i\u00e7in, \u015firket i\u00e7i veya d\u0131\u015f\u0131 e\u011fitim, h\u0131zla ve s\u00fcrekli de\u011fi\u015fen sekt\u00f6r\u00fc takip etmeleri ve kendilerini geli\u015ftirmeleri a\u00e7\u0131s\u0131ndan motive edici bir fakt\u00f6rd\u00fcr.<\/p><\/div>\n

IT \u00e7al\u0131\u015fanlar\u0131, \u00e7ok uzun saatler, kat\u0131 teslim tarihlerine ba\u011fl\u0131 olarak, kullan\u0131c\u0131lar\u0131n ve y\u00f6neticilerin bask\u0131s\u0131 alt\u0131nda \u00e7al\u0131\u015f\u0131rken, bir yandan da h\u0131zla de\u011fi\u015fen teknolojik geli\u015fmelere ayak uydurmaya \u00e7al\u0131\u015ft\u0131klar\u0131 i\u00e7in di\u011fer sekt\u00f6rlere g\u00f6re eleman devri \u00e7ok daha y\u00fcksek olmaktad\u0131r.<\/div>\n
Bu sebeple y\u00f6netici ve liderlik becerileri, bili\u015fim sekt\u00f6r\u00fcnde \u00e7ok daha \u00f6nemli vas\u0131flar haline geliyor, y\u00f6neticilere \u00e7ok daha fazla i\u015f d\u00fc\u015f\u00fcyor.<\/p>\n

Di\u011fer yandan, eleman devri her i\u015f yerinde olan, ka\u00e7\u0131n\u0131lmaz ve kimi zaman san\u0131ld\u0131\u011f\u0131 kadar da korkutucu olmayan bir olgudur. Ama i\u015f yerindeki bu eleman devri, \u00e7al\u0131\u015fanlar\u0131n y\u00f6netimi kontrol alt\u0131nda tutulabildi\u011fi s\u00fcrece, yeni fikirler ve yeni enerji do\u011fru y\u00f6netilebildi\u011fi ve kullan\u0131labildi\u011fi s\u00fcrece pozitif bir s\u00fcrece d\u00f6n\u00fc\u015ft\u00fcr\u00fclebilir. <\/p>\n

Kontrol edilemeyen eleman devri; bilgi ve zaman kayb\u0131na, firman\u0131n bilinirli\u011fine, pazardaki kar pay\u0131na kadar bir \u00e7ok y\u00f6nden zararl\u0131 olabilir, di\u011fer yandan iyi kontrol edilebilen bir eleman devri firmadaki taze bilgi ak\u0131\u015f\u0131n\u0131 ve yarat\u0131c\u0131l\u0131\u011f\u0131 tetikler.<\/p>\n

Yap\u0131lan baz\u0131 ara\u015ft\u0131rmalarda, eleman ba\u011fl\u0131l\u0131\u011f\u0131 ve sadakatinin firma a\u00e7\u0131s\u0131ndan her zaman \u00e7ok faydal\u0131 olmad\u0131\u011f\u0131n\u0131 ortaya \u00e7\u0131km\u0131\u015f. \u00d6zellikle yeni geli\u015fen i\u015f kollar\u0131nda ve yarat\u0131c\u0131l\u0131k gerektiren pozisyonlarda \u00e7ok d\u00fc\u015f\u00fck eleman devrinin \u015firkete zararlar\u0131 oldu\u011funu sonucu bulunmu\u015f. Eleman devrinin azl\u0131\u011f\u0131, \u015firketin performans\u0131n\u0131n d\u00fc\u015fmesine ve de\u011fi\u015fen pazar ko\u015fullar\u0131na ayak uyduramamas\u0131na yol a\u00e7\u0131yor. Bir insan\u0131n ayn\u0131 \u015firkette, ayn\u0131 pozisyonda \u00e7ok uzun y\u0131llar \u00e7al\u0131\u015fmas\u0131; yarat\u0131c\u0131l\u0131\u011f\u0131n\u0131 ve yenilik\u00e7i taraf\u0131n\u0131 \u00f6ld\u00fcr\u00fcyor, i\u015fler belli bir rutine ba\u011fland\u0131\u011f\u0131 zaman, yeni fikirlerden, deneylerden ve yeni trendlerden yoksun kal\u0131yor, ayn\u0131 pozisyonda senelerdir \u00e7al\u0131\u015fan bir ki\u015fi art\u0131k hi\u00e7 sorgulamadan veya kendini geli\u015ftirmeden, standart bir \u015fekilde ayn\u0131 i\u015fi yap\u0131yor. <\/p>\n

Tabii ki bu b\u00fct\u00fcn i\u015fler i\u00e7in ge\u00e7erli olacak diye bir ko\u015ful yok. \u00d6rne\u011fin sat\u0131\u015f sekt\u00f6r\u00fc; sekt\u00f6r deneyimi, geni\u015f bir \u00e7evre, g\u00fcvenilirlik ve iyi ba\u011flant\u0131lar gerektirdi\u011fi i\u00e7in ba\u015far\u0131l\u0131 olmak i\u00e7in uzun s\u00fcre ayn\u0131 \u015firkette ve ayn\u0131 pozisyonda kalman\u0131n faydal\u0131 oldu\u011fu belirtiliyor.<\/p>\n

Eleman devrinin bir de g\u00f6z ard\u0131 edilemeyecek olan finansal taraf\u0131 var; eleman de\u011fi\u015fiminin maliyeti ve kar\u015f\u0131l\u0131\u011f\u0131nda neler kazan\u0131p, kaybedildi\u011finin hesaplanmas\u0131 ve buna uygun politikalar geli\u015ftirilmelidir.<\/p><\/div>\n

<\/span><\/div>\n\n

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George Washington \u00dcniversitesi, \u0130nsan Kaynaklar\u0131 Y\u00f6netimi Derne\u011fi (Society for Human Resources Mangement), Uluslararas\u0131 Geli\u015fim (Development Dimensions International) ve Uluslararas\u0131 Personel Kararlar\u0131 (Personnel Decisions International); yapt\u0131klar\u0131 d\u00f6rt farkl\u0131 ara\u015ft\u0131rmada ayn\u0131 sonuca ula\u015fm\u0131\u015flar. Sonu\u00e7lara g\u00f6re; elemanlar\u0131n i\u015fte kalmalar\u0131 i\u00e7in, i\u015flerinin onlara anlaml\u0131 ve ilgin\u00e7 gelmesi, ayn\u0131 zamanda da y\u00f6neticilerinin onlar\u0131 anlamas\u0131, onlar\u0131n ihtiya\u00e7lar\u0131na kar\u015f\u0131l\u0131k verebilmek i\u00e7in gerekli […]<\/p>\n\n

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