{"id":1836,"date":"2007-12-03T02:00:00","date_gmt":"2007-12-03T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/adim-adim-degisim\/"},"modified":"2024-08-08T21:10:16","modified_gmt":"2024-08-08T18:10:16","slug":"adim-adim-degisim","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/adim-adim-degisim\/","title":{"rendered":"Ad\u0131m ad\u0131m de\u011fi\u015fim…"},"content":{"rendered":"
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\"\"York Klima \u00fc\u00e7 y\u0131l i\u00e7inde yerel distrib\u00fct\u00f6r firmadan, y\u00fczde y\u00fcz yabanc\u0131 sermayeli kurumsal bir \u015firkete d\u00f6n\u00fc\u015ft\u00fc. Art\u0131k York i\u00e7in yeni y\u00fcz\u00fcn\u00fc g\u00f6sterme zaman\u0131… <\/span><\/div>\n
York Klima, 2001 y\u0131l\u0131ndaki ekonomik kriz s\u0131ras\u0131nda sat\u0131n al\u0131narak y\u00fczde y\u00fcz yabanc\u0131 sermayeli hale gelen bir \u015firket. O g\u00fcnden bu g\u00fcne \u015firketin altyap\u0131s\u0131ndan i\u015f yapma anlay\u0131\u015f\u0131na, \u0130nsan Kaynaklar\u0131 uygulamalar\u0131ndan m\u00fc\u015fterilerine sergiledikleri imaja kadar k\u00f6kten bir d\u00f6n\u00fc\u015f\u00fcm ya\u015fanm\u0131\u015f. Ve d\u00f6n\u00fc\u015f\u00fcm\u00fcn sonucunda sat\u0131\u015flar 5 kat\u0131na \u00e7\u0131kar\u0131lm\u0131\u015f. Bu dinami\u011fin ba\u015frol oyuncular\u0131ndan biri de \u015firketin Mali ve \u0130dari \u0130\u015fler M\u00fcd\u00fcr\u00fc Yusuf Aku\u011fur. York Klima’n\u0131n ad\u0131m ad\u0131m de\u011fi\u015fiminin hikayesini, Aku\u011fur’dan dinledik.<\/span><\/div>\n

“De\u011fi\u015fim s\u00fcre\u00e7lerini seviyorum”<\/span><\/strong><\/div>\n
Ben perakende sekt\u00f6r\u00fcnden, Marks & Spencer’dan bu sekt\u00f6re ge\u00e7tim. Biraz farkl\u0131 alanlar gibi g\u00f6r\u00fcnse de, insanlar\u0131n kariyerlerinde b\u00f6ylesi f\u0131rsatlar \u00e7ok da s\u0131k kar\u015f\u0131lar\u0131na \u00e7\u0131km\u0131yor. Yeni sat\u0131n al\u0131nm\u0131\u015f, her \u015feyi yeniden yap\u0131land\u0131r\u0131lacak olan bir \u015firket d\u00fc\u015f\u00fcn\u00fcn… Genelde bir \u015firkete gitti\u011finizde zaten her \u015fey oturmu\u015f oluyor, siz sadece k\u00fc\u00e7\u00fck ayarlamalar yap\u0131yorsunuz. Oysa ki b\u00f6yle bir sat\u0131n al\u0131nma a\u015famas\u0131nda baz\u0131 \u00e7ok \u00f6nemli \u015feyleri ba\u015ftan de\u011fi\u015ftirebilece\u011finizi, o de\u011fi\u015fikliklerle birlikte hem kendi kariyerinize hem de o \u015firkete bir \u015feyler katt\u0131\u011f\u0131n\u0131z\u0131 g\u00f6rebiliyorsunuz. Zaten bundan \u00f6nce Marks & Spencer’a da T\u00fcrkpetrol’den Finansbank Holding Grubuna devredilme a\u015famas\u0131nda ge\u00e7mi\u015ftim. Bu de\u011fi\u015fim konular\u0131 benim ilgimi \u00e7ekiyor. Her \u015feyi oturmu\u015f bir \u015firkete gidip hi\u00e7 yeni bir \u015fey yapamamaktansa b\u00f6yle biraz riskli alanlar\u0131 daha \u00e7ok seviyorum. <\/span><\/div>\n

“\u00d6nce bir k\u00fc\u00e7\u00fclme ya\u015fad\u0131k”<\/span><\/strong><\/div>\n
York’taki de\u011fi\u015fim s\u00fcreci bir k\u00fc\u00e7\u00fclmeyle ba\u015flad\u0131. \u00c7ok da sa\u011fl\u0131kl\u0131 olmayan bir yap\u0131y\u0131 devralm\u0131\u015ft\u0131k. Yakla\u015f\u0131k 70 \u00e7al\u0131\u015fan bulunuyordu ancak \u015firketin durumuna bakt\u0131\u011f\u0131n\u0131zda bu rakam \u00e7ok fazlayd\u0131. \u0130\u015fe ba\u015flad\u0131\u011f\u0131m ikinci haftada \u00e7al\u0131\u015fanlar\u0131n y\u00fczde 25’ini i\u015ften \u00e7\u0131karmak zorunda kald\u0131m. \u00c7al\u0131\u015fanlar\u0131 bir araya toplad\u0131k ve bunu neden yapt\u0131\u011f\u0131m\u0131z\u0131, \u015firketin neden b\u00f6yle y\u00fcr\u00fcyemeyece\u011fini anlatt\u0131k. Bu b\u00fcy\u00fck dikkat gerektiren i\u015fi \u00e7al\u0131\u015fanlar\u0131m\u0131z\u0131 m\u00fcmk\u00fcn oldu\u011funca kollayarak yapt\u0131k. 2002- 2003 – 2004’te b\u00fcy\u00fcmemiz \u00e7ok sa\u011fl\u0131kl\u0131 bir \u015fekilde devam etti ve verdi\u011fimiz karar\u0131n isabetli oldu\u011funu bir kez daha anlad\u0131k. 4 sene sonra yeniden 66 ki\u015fiyiz ancak bu sefer sat\u0131\u015flar\u0131m\u0131z o zaman\u0131n 5 kat\u0131. <\/span><\/div>\n

“Krizde yanl\u0131\u015f i\u015f\u00e7i \u00e7\u0131karan \u015firketler bunun bedelini \u00f6d\u00fcyor”<\/span><\/strong><\/div>\n
Kriz zaman\u0131nda bir\u00e7ok \u015firket krizi \u00e7al\u0131\u015fanlara kar\u015f\u0131 kulland\u0131. Bence b\u00f6ylesi \u015firketler art\u0131k bu davran\u0131\u015f\u0131n geri d\u00f6n\u00fc\u015f\u00fcn\u00fc izliyor. \u015eirketler daha az maa\u015f art\u0131\u015flar\u0131 yapt\u0131lar, nas\u0131l olsa bir yere gidemeyecek diye d\u00fc\u015f\u00fcn\u00fcp \u00e7al\u0131\u015fanlar\u0131n\u0131 bir i\u015f y\u00fck\u00fc alt\u0131nda ezdiler. K\u0131sacas\u0131 personellerini istismar ettiler. \u0130\u015ften \u00e7\u0131karmalar baz\u0131 \u015firketler i\u00e7in o an yap\u0131lacak en do\u011fru \u015feydi ancak geriye kalan \u00e7al\u0131\u015fanlar\u0131n sosyal haklar\u0131n\u0131 k\u0131s\u0131tlamak ve onlara, kald\u0131rabilece\u011finden fazla i\u015f y\u00fck\u00fc y\u00fcklemek son derece yanl\u0131\u015f. \u00c7o\u011fu i\u015ften \u00e7\u0131karmalar da profesyonellikten o kadar uzak bir \u015fekilde ger\u00e7ekle\u015ftirildi ki geride kalanlar da arkada\u015flar\u0131n\u0131n maruz kald\u0131\u011f\u0131 muameleyi g\u00f6rerek bunun kendilerine de yap\u0131labilece\u011fini hissettiler. \u00c7o\u011fu \u015firket \u00e7al\u0131\u015fan\u0131n kendi hakk\u0131nda ne d\u00fc\u015f\u00fcnd\u00fc\u011f\u00fcn\u00fc g\u00f6z ard\u0131 etti. \u0130nsanlar \u015firkete olan ba\u011fl\u0131l\u0131klar\u0131n\u0131 yitirdi. D\u0131\u015far\u0131dan gelen tekliflere daha a\u00e7\u0131k bir hale geldiler. Piyasan\u0131n d\u00fczelmeye ba\u015flad\u0131\u011f\u0131 \u015fu g\u00fcnlerde bu t\u00fcr hatalar yapan \u015firketler yeti\u015fmi\u015f elemanlar\u0131n\u0131 kaybetme tehlikesiyle kar\u015f\u0131 kar\u015f\u0131ya. \u00c7al\u0131\u015fanlar bunu eylemleriyle ortaya koyuyor. <\/span><\/div>\n

“De\u011fi\u015fim s\u00fcreci e\u011fitimlerle ba\u015flad\u0131”<\/span><\/strong><\/div>\n
Personelimiz ilk defa e\u011fitim programlar\u0131na kat\u0131ld\u0131, daha \u00f6nce hi\u00e7 kimse bir e\u011fitime gitmemi\u015fti. \u00c7al\u0131\u015fanlar\u0131m\u0131z\u0131n hepsi bilgisayar kullan\u0131m\u0131 konusunda yo\u011fun e\u011fitimler ald\u0131. \u0130nsanlar\u0131n kariyerlerine yat\u0131r\u0131m yap\u0131yoruz ve bu y\u00fczden \u00e7al\u0131\u015fanlar\u0131m\u0131z\u0131n e\u011fitimine b\u00fcy\u00fck \u00f6nem veriyoruz. \u015eu anda 20 personelimiz \u0130ngilizce dersi al\u0131yor ve bunun masraflar\u0131n\u0131 tamamen \u015firketimiz kar\u015f\u0131l\u0131yor. Yak\u0131nda t\u00fcm \u015firket ilkyard\u0131m e\u011fitimi alacak. Personelimizin b\u00fcy\u00fck \u00e7o\u011funlu\u011fu g\u00fcn boyunca trafikte, s\u00fcrekli ara\u00e7 kullan\u0131yor. Sadece kendileri i\u00e7in de\u011fil, bir kaza g\u00f6rd\u00fcklerinde de bilin\u00e7li bir \u015fekilde yard\u0131m edebilmeleri gerekti\u011fini d\u00fc\u015f\u00fcn\u00fcyorum. Bunlar g\u00fczel \u015feyler, uzun vadede \u00e7al\u0131\u015fanlarda bir ba\u011fl\u0131l\u0131k yarat\u0131yor. <\/span><\/div>\n

“Performans de\u011ferlendirme sistemi adalet sa\u011flad\u0131”<\/span><\/strong><\/div>\n
\u0130lk defa bir performans de\u011ferlendirmesi sistemi olu\u015fturduk. Genel bir b\u00fct\u00fcnl\u00fck ve adalet sa\u011flamak i\u00e7in bu gerekliydi \u00c7al\u0131\u015fanlar\u0131m\u0131z\u0131 ge\u00e7mi\u015f deneyimleri ve etkinliklerine g\u00f6re de\u011ferlendirmeye ba\u015flad\u0131k. Ba\u015fta de\u011fi\u015fikliklere tepki g\u00f6sterseler de zamanla bunun en adil y\u00f6ntem oldu\u011funu g\u00f6rd\u00fcler. \u015eirket i\u00e7inde pozisyonlara g\u00f6re bir derecelendirme sistemi geli\u015ftirildi.. Bu sistem i\u00e7inde kar\u015f\u0131n\u0131za gelip “Ben niye bu kadar maa\u015f al\u0131yorum?” diyen bir ki\u015fiye objektif kriterlerle bunu a\u00e7\u0131klayabiliyorsunuz. <\/span><\/div>\n

“\u00c7al\u0131\u015fan\u0131m\u0131n i\u015f g\u00f6r\u00fc\u015fmesine gitti\u011fini \u00f6\u011frenirsem onunla nedenlerini tart\u0131\u015f\u0131r\u0131m”<\/span><\/strong><\/div>\n
\u0130nsanlar bazen i\u015f g\u00f6r\u00fc\u015fmesine gittiklerinde “\u015eirketime ihanet mi ediyorum?” diye d\u00fc\u015f\u00fcnebiliyorlar. Bu do\u011fru de\u011fil. \u0130nsanlar\u0131n kariyerlerinde ilerlemeleri i\u00e7in mutlaka i\u015f g\u00f6r\u00fc\u015fmelerine gitmeleri gerekiyor. Ben bir y\u00f6netici olarak bir \u00e7al\u0131\u015fan\u0131m\u0131n i\u015f g\u00f6r\u00fc\u015fmesine gitti\u011fini \u00f6\u011frenirsem bu konuyu direkt onla konu\u015furum ve olas\u0131l\u0131klar\u0131 tart\u0131\u015f\u0131r\u0131m. Biz zaten \u00e7al\u0131\u015fanlar\u0131m\u0131z i\u015ften ayr\u0131l\u0131rken mutlaka bir \u00e7\u0131k\u0131\u015f m\u00fclakat\u0131 yap\u0131yoruz. Bir \u00e7al\u0131\u015fan ayr\u0131ld\u0131ktan sonra \u015firketle ilgili sorunlar\u0131n\u0131 daha rahat bir \u015fekilde dile getiriyor. Ama sizin de bu g\u00f6r\u00fc\u015fmeyi neden yapt\u0131\u011f\u0131n\u0131z\u0131 mutlaka s\u00f6ylemeniz, \u015firketteki aksayan noktalar\u0131 tespit etmek amac\u0131nda oldu\u011funuzu belirtmeniz gerekiyor. Oradan gelecek olan geri bildirimler \u015firketi ileri g\u00f6t\u00fcrecektir. <\/span><\/div>\n

“\u00c7al\u0131\u015fanlar\u0131 karar mekanizmas\u0131n\u0131n i\u00e7ine \u00e7ekmek gerekiyor”<\/span><\/strong><\/div>\n
\u0130nsanlar\u0131 ne kadar arar alma mekanizmas\u0131n\u0131n i\u00e7ine \u00e7ekerseniz, insanlar da o kadar \u015firkete ba\u011fl\u0131 hale gelir. \u0130nsanlar bildiklerini alttan gelene \u00f6\u011fretmeli ki art\u0131k farkl\u0131 \u015feyler \u00f6\u011frenmeye ba\u015flayabilsinler. Biz burada bir karar alma a\u015famas\u0131ndaysak mutlaka \u00e7al\u0131\u015fanlar\u0131m\u0131za fikirlerini soruyoruz ve \u00f6nerilerini dile getirmeleri i\u00e7in onlar\u0131 y\u00fcreklendiriyoruz. Bu \u00f6neriler otopark d\u00fczenlemesiyle de ilgili olabilir, i\u00e7ti\u011fimiz suyla da… \u00c7al\u0131\u015fanlar sorunlar\u0131 aralar\u0131nda konu\u015ftuklar\u0131 sorunlar\u0131 \u00f6neri \u015fekilde y\u00f6netime sunabilmeli. E\u011fer yap\u0131lam\u0131yorsa da neden yap\u0131lmad\u0131\u011f\u0131n\u0131 bilmeleri gerekiyor. Biz ofiste kullanaca\u011f\u0131m\u0131z mobilyalar\u0131m\u0131z\u0131 da birlikte se\u00e7tik. Kullan\u0131lacak masa ve koltuklar\u0131n model ve renklerine \u00e7al\u0131\u015fanlar\u0131m\u0131z karar verdi. Bu son derece do\u011fal \u00e7\u00fcnk\u00fc kullanacak olanlar onlar. \u0130nsanlar karar\u0131n bir par\u00e7as\u0131 olunca sonradan \u015fikayet etme \u015fanslar\u0131 kalm\u0131yor. <\/span><\/div>\n

“\u00c7al\u0131\u015fan yapt\u0131\u011f\u0131 i\u015fin sonucunu bildi\u011finde motive oluyor”<\/span><\/strong><\/div>\n
\u00c7al\u0131\u015fanlara yapt\u0131klar\u0131 i\u00e7in nereye gitti\u011fini g\u00f6stermeye \u00e7al\u0131\u015f\u0131yoruz. “Sen bir rapor \u00e7\u0131kar\u0131yorsun ama bak bu rapor b\u00f6yle kullan\u0131l\u0131yor, \u015fu noktalarda bir i\u015fleve sahip” diyoruz. B\u00f6ylece b\u00fcy\u00fck resmi g\u00f6rebiliyorlar ve kendilerini \u00f6nemli hissediyorlar. Yazd\u0131klar\u0131 raporun sadece bir rapor olmad\u0131\u011f\u0131n\u0131, i\u015fleyi\u015f i\u00e7inde b\u00fcy\u00fck bir \u00f6nemi oldu\u011funu g\u00f6r\u00fcyorlar. Bir sonraki ay ayn\u0131 \u015feyi yaparken raporun getirilerini de hayal eder ve \u00f6yle yapar. Zaten her i\u015f mutlaka bir monotonluk i\u00e7eriyor. Bunu engellemenin yolu ise insanlara biraz daha o b\u00fcy\u00fck resmi g\u00f6sterebilmek. Eski y\u00f6netim anlay\u0131\u015f\u0131nda y\u00f6neticiler “Ben yapt\u0131m” diyordu. Oysa ki yeni y\u00f6netim anlay\u0131\u015f\u0131nda “Biz yapt\u0131k” var. B\u00fct\u00fcn bunlar\u0131 ben yapt\u0131m dersem bana kim inan\u0131r? Benle birlikte \u00e7al\u0131\u015fan, emekleri olan bir\u00e7ok insan var. Onlar i\u015fini d\u00fczg\u00fcn yapmasa benim de i\u015fimi d\u00fczg\u00fcn yapmam m\u00fcmk\u00fcn olmaz. Bunun d\u0131\u015f\u0131nda motivasyonu sa\u011flamak i\u00e7in \u00e7ok da b\u00fcy\u00fck \u015feyler yapman\u0131z gerekmiyor. G\u00fcler y\u00fczl\u00fc olmak, insanlara \u00f6nem verdi\u011finizi g\u00f6stermek, \u00f6rne\u011fin aileleriyle ilgili sorular sormak… Bu k\u00fc\u00e7\u00fck \u015feyler bile insanlar\u0131 mutlu ediyor. <\/span><\/div>\n

“York en ucuz de\u011fil, olmayacak da…”<\/span><\/strong><\/div>\n
York’un d\u00f6rt ana \u00fcr\u00fcn grubu bulunuyor. Ev klimalar\u0131, ticari\/end\u00fcstriyel klimalar, end\u00fcstriyel so\u011futma ve par\u00e7a bak\u0131m. Bug\u00fcn normal ev tipi bir klimadan bir al\u0131\u015fveri\u015f merkezine, g\u00f6kdelenden fabrikalara kadar bir\u00e7ok sistemde York imzas\u0131 bulunuyor. \u0130stanbul’da Maslak’taki bir\u00e7ok bina ve al\u0131\u015fveri\u015f merkezinin klima sistemlerini biz yapt\u0131k. Bizi tan\u0131mayan m\u00fc\u015fterilerimiz, siz pahal\u0131s\u0131n\u0131z diyor. “Evet, biz en ucuz de\u011filiz ve en ucuz da olmayaca\u011f\u0131z!” diyoruz. Biz personelimizin sigortas\u0131n\u0131 \u00f6d\u00fcyoruz, \u00fcr\u00fcnlerin teknik verilerini anlayabilmeleri i\u00e7in onlara \u0130ngilizce e\u011fitimi veriyoruz. B\u00fct\u00fcn bunlar kalite anlam\u0131na geliyor. Klima \u00e7ok \u00f6nemli bir konu, insanlar bize al\u0131\u015fveri\u015f merkezlerini, g\u00f6kdelenlerini emanet ediyor. En ufak bir risk al\u0131namaz. Bunun teknik bak\u0131m\u0131n\u0131 kime emanet etti\u011finizi bilmeniz gerekiyor. Biz kalitemizle farkl\u0131l\u0131k yaratmay\u0131 hedefliyoruz. <\/span><\/div>\n
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York Klima \u00fc\u00e7 y\u0131l i\u00e7inde yerel distrib\u00fct\u00f6r firmadan, y\u00fczde y\u00fcz yabanc\u0131 sermayeli kurumsal bir \u015firkete d\u00f6n\u00fc\u015ft\u00fc. Art\u0131k York i\u00e7in yeni y\u00fcz\u00fcn\u00fc g\u00f6sterme zaman\u0131… York Klima, 2001 y\u0131l\u0131ndaki ekonomik kriz s\u0131ras\u0131nda sat\u0131n al\u0131narak y\u00fczde y\u00fcz yabanc\u0131 sermayeli hale gelen bir \u015firket. O g\u00fcnden bu g\u00fcne \u015firketin altyap\u0131s\u0131ndan i\u015f yapma anlay\u0131\u015f\u0131na, \u0130nsan Kaynaklar\u0131 uygulamalar\u0131ndan m\u00fc\u015fterilerine sergiledikleri imaja […]<\/p>\n\n

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