{"id":1851,"date":"2007-12-02T02:00:00","date_gmt":"2007-12-02T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/hedefler-calisanin-ve-organizasyonun-performansini-belirliyor\/"},"modified":"2024-07-03T15:05:46","modified_gmt":"2024-07-03T12:05:46","slug":"hedefler-calisanin-ve-organizasyonun-performansini-belirliyor","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/hedefler-calisanin-ve-organizasyonun-performansini-belirliyor\/","title":{"rendered":"Hedefler \u00e7al\u0131\u015fan\u0131n ve organizasyonun performans\u0131n\u0131 belirliyor"},"content":{"rendered":"
<\/p>\n
\"\"ST Microelectronics, d\u00fcnya \u00e7ap\u0131nda 50.000 \u00e7al\u0131\u015fan\u0131 olan uluslararas\u0131 bir \u015firket. ST T\u00fcrkiye’nin \u0130nsan Kaynaklar\u0131 M\u00fcd\u00fcr\u00fc Nurg\u00fcn Kavlak, performans de\u011ferlendirmenin potansiyel de\u011ferlendirmekle e\u015fanlaml\u0131 oldu\u011funu vurguluyor.<\/span><\/div>\n
Performans de\u011ferlendirme sistemimizin temeli hedeflerin belirlenmesine dayan\u0131yor. ST’nin t\u00fcm d\u00fcnyada yakla\u015f\u0131k 50.000 \u00e7al\u0131\u015fan\u0131n\u0131n performans de\u011ferlendirmesi ayn\u0131 metotla ger\u00e7ekle\u015ftiriliyor. Performans de\u011ferlendirme, \u00e7al\u0131\u015fan\u0131n ba\u011fl\u0131 oldu\u011fu y\u00f6netici taraf\u0131ndan y\u0131lda bir kez yap\u0131l\u0131yor ve de\u011ferlendirmenin sonu\u00e7lar\u0131 Performans De\u011ferlendirme formunda somutla\u015ft\u0131r\u0131l\u0131yor. Bununla beraber y\u0131l i\u00e7erisinde belirlenen hedeflerin sonu\u00e7lar\u0131 resmiyet d\u0131\u015f\u0131 olarak s\u00fcrekli de\u011ferlendiriliyor ve i\u015fin gereklerinin de\u011fi\u015fmesi durumunda da hedefler revize ediliyor.<\/span><\/div>\n
Performans de\u011ferlendirme sistemimizin amac\u0131; \u00e7al\u0131\u015fanlara performanslar\u0131n\u0131 geli\u015ftirmeleri i\u00e7in geri bildirimde bulunmak, \u00e7al\u0131\u015fanlar\u0131n e\u011fitim ve geli\u015fim ihtiya\u00e7lar\u0131n\u0131 ortaya koymak, \u00f6d\u00fcl da\u011f\u0131l\u0131m\u0131na temel olu\u015fturmak, \u015firketimizde daha fazla sorumluluk almaya haz\u0131r potansiyelleri belirlemek ve \u00e7al\u0131\u015fanlardan ne bekledi\u011fimizi a\u00e7\u0131k\u00e7a belirtmek.<\/span><\/div>\n
SMART hedeflere dayal\u0131 uygulad\u0131\u011f\u0131m\u0131z performans y\u00f6netim sistemi:<\/span><\/div>\n
·          <\/span><\/span>\u00c7al\u0131\u015fandan ne beklenildi\u011fi ve nas\u0131l ger\u00e7ekle\u015ftirece\u011fi a\u00e7\u0131k\u00e7a ortaya koyuyor. <\/span><\/div>\n
·          <\/span><\/span>\u00c7al\u0131\u015fan\u0131n taahh\u00fcd\u00fcn\u00fc koruyor <\/span><\/div>\n
·          <\/span><\/span>\u00c7al\u0131\u015fan\u0131n motivasyonunu y\u00fcksek tutuyor <\/span><\/div>\n
·          <\/span><\/span>Herkesin ayn\u0131 y\u00f6ne do\u011fru, yani \u015firket hedefini ger\u00e7ekle\u015ftirmek i\u00e7in \u00e7al\u0131\u015fmas\u0131n\u0131 sa\u011fl\u0131yor<\/span><\/div>\n
Hedefler objektifli\u011fi sa\u011fl\u0131yor<\/span><\/strong><\/div>\n
Hedef, gelecekte ba\u015far\u0131lmas\u0131 gereken konular\u0131 a\u00e7\u0131klayan bir bildirim. Hedefler, i\u015fin gereksinimleriyle, organizasyonun hedefleriyle, \u015firketin hedefleriyle ve \u00e7al\u0131\u015fan\u0131n geli\u015fim plan\u0131yla \u00f6rt\u00fc\u015fmeli. Her \u00e7al\u0131\u015fan\u0131n en az bir tane ki\u015fisel geli\u015fimiyle ilgili hedefi olmas\u0131 gerekiyor.<\/span><\/div>\n
Hedefler a\u00e7\u0131k\u00e7a ortaya konulmad\u0131\u011f\u0131nda, y\u00f6neticiler \u00e7al\u0131\u015fanlar\u0131n performans\u0131n\u0131 objektif olarak de\u011ferlendiremeyebiliyor yada yap\u0131lan hatalar \u00f6ne \u00e7\u0131kart\u0131ld\u0131\u011f\u0131nda \u00e7al\u0131\u015fan\u0131 demotive edebiliyor. Yada, \u00e7al\u0131\u015fan hedeflerin i\u00e7eri\u011fini kaybederek k\u00fc\u00e7\u00fck sorunlar\u0131 \u00e7\u00f6zmek i\u00e7in \u00e7ok fazla zaman ay\u0131rabiliyor ve bunun sonucu olarak da, hedefleri ba\u015far\u0131yla tamamlamayabiliyor yada kendini gerekti\u011fi kadar geli\u015ftiremeyebiliyor. Bu tip sorunlar\u0131n olu\u015fmamas\u0131 i\u00e7in de, s\u00fcrecin ba\u015f\u0131ndan gereken zaman ve \u00e7abay\u0131 ay\u0131rmak, \u00e7al\u0131\u015fana beklenen sonu\u00e7lar\u0131 a\u00e7\u0131k\u00e7a ortaya koymak \u00f6nemli.<\/span><\/div>\n
Hedeflerin belirlenmesi, \u00e7al\u0131\u015fan\u0131n niteliklerini geli\u015ftirir hedeflerle, y\u00f6neticiye hem \u00e7al\u0131\u015fan\u0131n performans\u0131n\u0131 ve hem de organizasyonun performans\u0131n\u0131 \u00f6l\u00e7mesini sa\u011fl\u0131yor. <\/span><\/div>\n
Performans de\u011ferlendirme s\u00fcrecinin 10 a\u015famas\u0131<\/span><\/strong><\/div>\n
1.     <\/span><\/span>Y\u00f6netici ge\u00e7mi\u015f d\u00f6neme ait belirlenen hedefleri \u00f6zetler, beklenen sonu\u00e7lar ile ba\u015far\u0131lan sonu\u00e7lar hakk\u0131nda g\u00f6r\u00fc\u015f\u00fcn\u00fc ve aras\u0131ndaki fark\u0131 ortaya koyar. \u00d6nemli olan y\u00f6neticinin ger\u00e7e\u011fe dayal\u0131 performans\u0131 de\u011ferlendirmesidir. <\/span><\/div>\n
2.     <\/span><\/span>Performans fakt\u00f6rleri, \u00e7al\u0131\u015fan\u0131n \u00f6nemli g\u00fc\u00e7l\u00fc y\u00f6nleri ve \u00f6nemli geli\u015ftirilmesi gereken alanlar\u0131 belirlenir. Y\u00f6neticiler, performans de\u011ferlendirmesi yaparken \u00e7al\u0131\u015fanlar\u0131n\u0131n ki\u015filiklerini de\u011fil, i\u015f performanslar\u0131n\u0131 ve profesyonel davran\u0131\u015flar\u0131n\u0131 de\u011ferlendirirler. <\/span><\/div>\n
3.     <\/span><\/span>Y\u00f6netici, \u00e7al\u0131\u015fan i\u00e7in bir performans kategorisi belirler. Burada 5’li bir skala kullan\u0131l\u0131r. <\/span><\/div>\n
4.     <\/span><\/span>Performans fakt\u00f6rlerinin tan\u0131mlar\u0131 yer al\u0131r. <\/span><\/div>\n
5.     <\/span><\/span>\u00c7al\u0131\u015fan\u0131n direkt ba\u011fl\u0131 oldu\u011fu y\u00f6neticinin \u00e7al\u0131\u015fan\u0131n performans\u0131 ile g\u00f6r\u00fc\u015fleri al\u0131n\u0131r. <\/span><\/div>\n
6.     <\/span><\/span>Bir sonraki kademe y\u00f6neticinin g\u00f6r\u00fc\u015fleri al\u0131n\u0131r. <\/span><\/div>\n
7.     <\/span><\/span>Burada \u00f6nemli olan belirlenen hedeflerin d\u0131\u015f\u0131nda \u00e7al\u0131\u015fan\u0131n di\u011fer ba\u015far\u0131lar\u0131n\u0131n ortaya konmas\u0131d\u0131r. <\/span><\/div>\n
8.     <\/span><\/span>\u00c7al\u0131\u015fan\u0131n i\u015fi hakk\u0131nda neler hissetti\u011fi, ge\u00e7mi\u015f d\u00f6neme ait ba\u015far\u0131s\u0131yla ilgili g\u00f6r\u00fc\u015fleri, i\u015fini yaparken yeni neler \u00f6\u011frendi\u011fi gibi konularda g\u00f6r\u00fc\u015f\u00fcn\u00fc yazmas\u0131 te\u015fvik edilir. <\/span><\/div>\n
9.     <\/span><\/span>Ki\u015fisel geli\u015fim b\u00f6l\u00fcm\u00fcnde, y\u00f6netici ve \u00e7al\u0131\u015fan, \u00e7al\u0131\u015fan\u0131n geli\u015fim alanlar\u0131, kariyer planlamas\u0131 ile ilgili alanlar\u0131 ortaya koyarak, geli\u015fimine yard\u0131mc\u0131 olmak i\u00e7in neler yap\u0131lmas\u0131 gerekti\u011fi konusunda hemfikir olur. <\/span><\/div>\n
10. <\/span>\u00c7al\u0131\u015fan\u0131n 1-3 y\u0131l i\u00e7erisinde mevcut i\u015f alan\u0131 yada \u015firket i\u00e7inde ba\u015fka pozisyonlarda sorumluluk alma iste\u011fi, mesleki hedefleri \u00f6\u011frenilir. <\/span><\/div>\n
11. <\/span>Gelecek d\u00f6nem i\u00e7in SMART hedefler belirlenir ve performans de\u011ferlendirme formunun ilgili k\u0131sm\u0131nda tamamlan\u0131p, \u00e7al\u0131\u015fana bir kopyas\u0131 verilir.<\/span><\/div>\n
Performans de\u011ferlendirme formlar\u0131 y\u0131l\u0131n ilk \u00fc\u00e7 ay\u0131nda tamamlan\u0131yor ve \u0130nsan Kaynaklar\u0131’na iletiliyor. Nisan ay\u0131 \u00fccret ayarlama d\u00f6neminde, \u00e7al\u0131\u015fan\u0131n performans de\u011ferlendirme sonucunda belirlenen kategoriye g\u00f6re \u00fccret art\u0131\u015f\u0131 belirleniyor.<\/span><\/div>\n

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

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ST Microelectronics, d\u00fcnya \u00e7ap\u0131nda 50.000 \u00e7al\u0131\u015fan\u0131 olan uluslararas\u0131 bir \u015firket. ST T\u00fcrkiye’nin \u0130nsan Kaynaklar\u0131 M\u00fcd\u00fcr\u00fc Nurg\u00fcn Kavlak, performans de\u011ferlendirmenin potansiyel de\u011ferlendirmekle e\u015fanlaml\u0131 oldu\u011funu vurguluyor. Performans de\u011ferlendirme sistemimizin temeli hedeflerin belirlenmesine dayan\u0131yor. ST’nin t\u00fcm d\u00fcnyada yakla\u015f\u0131k 50.000 \u00e7al\u0131\u015fan\u0131n\u0131n performans de\u011ferlendirmesi ayn\u0131 metotla ger\u00e7ekle\u015ftiriliyor. Performans de\u011ferlendirme, \u00e7al\u0131\u015fan\u0131n ba\u011fl\u0131 oldu\u011fu y\u00f6netici taraf\u0131ndan y\u0131lda bir kez yap\u0131l\u0131yor ve de\u011ferlendirmenin […]<\/p>\n\n

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