{"id":933,"date":"2013-06-11T03:00:00","date_gmt":"2013-06-11T00:00:00","guid":{"rendered":"http:\/\/92.45.35.169\/calisanlar-nasil-bir-sirkette-calismak-istiyor\/"},"modified":"2017-08-21T17:26:42","modified_gmt":"2017-08-21T14:26:42","slug":"calisanlar-nasil-bir-sirkette-calismak-istiyor","status":"publish","type":"post","link":"https:\/\/www.kariyer.net\/kariyer-rehberi\/calisanlar-nasil-bir-sirkette-calismak-istiyor\/","title":{"rendered":"\u00c7al\u0131\u015fanlar nas\u0131l bir \u015firkette \u00e7al\u0131\u015fmak istiyor?"},"content":{"rendered":"

Towers Watson K\u00fcresel Yetenek Y\u00f6netimi ve \u00d6d\u00fcl Ara\u015ft\u0131rmas\u0131 farkl\u0131 stratejik yakla\u015f\u0131ma sahip \u015firketlerin, yetenekleri \u00e7ekmek ve elde tutmak konusunda di\u011ferlerine g\u00f6re daha ba\u015far\u0131l\u0131 oldu\u011funu g\u00f6sterdi. Sonu\u00e7lara g\u00f6re, bu \u015firketler benzerlerine g\u00f6re \u00e7al\u0131\u015fanlar\u0131n\u0131 elde tutmada yedi kat daha ba\u015far\u0131l\u0131yken finansal performanslar\u0131 da \u00fc\u00e7 kat daha iyi.<\/strong><\/p>\n

\"\"<\/p>\n

Rekabetin k\u00fcreselle\u015fti\u011fi g\u00fcn\u00fcm\u00fczde, organizasyonlar finansal ba\u015far\u0131lar\u0131n\u0131 s\u00fcrd\u00fcrmek i\u00e7in yetene\u011fi \u00e7ekecek, elde tutacak ve ba\u011fl\u0131l\u0131\u011f\u0131n\u0131 sa\u011flayacak bir strateji olu\u015fturmak zorunda. D\u00fcnya \u00e7ap\u0131nda 1605 \u015firketin kat\u0131ld\u0131\u011f\u0131 Towers Watson K\u00fcresel Yetenek Y\u00f6netimi ve \u00d6d\u00fcl Ara\u015ft\u0131rmas\u0131 da bu ihtiyac\u0131 ortaya koyuyor. Kat\u0131l\u0131mc\u0131lar\u0131n y\u00fczde 41\u2019i Asya Pasifik, y\u00fczde 26’s\u0131 Avrupa, Ortado\u011fu ve Afrika, y\u00fczde 32\u2019si ise Kuzey ve G\u00fcney Amerika’dan oldu. Pek \u00e7ok farkl\u0131 sekt\u00f6rden gelen kat\u0131l\u0131mc\u0131lar\u0131n \u00fc\u00e7te ikisi \u00e7ok uluslu firmalardan, geri kalan\u0131 ise yerel firmalardan geliyor. Kat\u0131l\u0131mc\u0131 i\u015fverenlerin ortalama istihdam b\u00fcy\u00fckl\u00fc\u011f\u00fc ise 19 bin \u00e7al\u0131\u015fan.<\/p>\n

Ara\u015ft\u0131rmada \u015firketlere i\u015fg\u00fcc\u00fc y\u00f6netimi ve \u00e7al\u0131\u015fan \u00f6d\u00fcllendirmeleri ile ilgili uygulamalar\u0131na ili\u015fkin sorular y\u00f6nlendirildi. \u015eirketler k\u00fcresel anlamda rekabet edebilirliklerini art\u0131rmak i\u00e7in ihtiya\u00e7 duyduklar\u0131 yetene\u011fe ve y\u00fcksek potansiyele sahip kritik i\u015fg\u00fcc\u00fcn\u00fc organizasyonlar\u0131na \u00e7ekmekte ve elde tutmakta zorland\u0131klar\u0131n\u0131 belirtiyor. Ara\u015ft\u0131rma sonu\u00e7lar\u0131, \u015firketlerin d\u00f6rtte \u00fc\u00e7\u00fcn\u00fcn kritik yeteneklere sahip i\u015fg\u00fcc\u00fcn\u00fc \u00e7ekmekte, yar\u0131s\u0131ndan fazlas\u0131n\u0131n ise elde tutmakta zorland\u0131\u011f\u0131n\u0131 ortaya \u00e7\u0131k\u0131yor.<\/p>\n

Kritik fakt\u00f6rler \u00f6ne \u00e7\u0131k\u0131yor<\/strong><\/p>\n

Ara\u015ft\u0131rmada \u00f6ne \u00e7\u0131kan \u00e7\u00f6z\u00fcm ise \u00c7al\u0131\u015fan De\u011fer \u00d6nermesi ve Toplam \u00d6d\u00fcl yakla\u015f\u0131m\u0131. EVP\u2019nin i\u015fe al\u0131mda, \u00e7al\u0131\u015fanlar\u0131 \u00e7ekmede ve elde tutmada kritik bir fakt\u00f6r oldu\u011fu g\u00f6r\u00fcl\u00fcyor. EVP yakla\u015f\u0131m\u0131, \u00e7al\u0131\u015fan ve i\u015fverenin ihtiya\u00e7lar\u0131 aras\u0131nda denge sa\u011fl\u0131yor. Toplam \u00d6d\u00fcl Y\u00f6netimi stratejisini de i\u00e7eren bu yakla\u015f\u0131m iyi bir y\u00f6netim, e\u011fitim ve kariyer geli\u015fimi olanaklar\u0131, g\u00fc\u00e7l\u00fc bir itibar ve iyi bir \u00f6d\u00fcl paketine kar\u015f\u0131l\u0131k geliyor.\u00a0Bu yakla\u015f\u0131m, i\u015fvereni benzersiz ve farkl\u0131 k\u0131l\u0131yor ve \u00e7al\u0131\u015fana de\u011fer verdi\u011fi bir i\u015f imkan\u0131 sunuyor. Sonu\u00e7lara g\u00f6re, etkin bir EVP\u2019ye sahip \u015firketler benzerlerine g\u00f6re \u00e7al\u0131\u015fanlar\u0131n\u0131 elde tutmada 7 kat daha ba\u015far\u0131l\u0131yken finansal performanslar\u0131 da 3 kat daha iyi.<\/p>\n

 <\/p>\n

\u00d6l\u00e7me EVP etkinli\u011fini art\u0131r\u0131yor<\/strong><\/p>\n

Ara\u015ft\u0131rma sonu\u00e7lar\u0131, EVP etkinlikleri y\u00fcksek olan \u015firketlerin, d\u00fc\u015f\u00fck olanlara k\u0131yasla \u00f6l\u00e7me konusunda daha titiz ve dikkatli olduklar\u0131 g\u00f6r\u00fcl\u00fcyor. S\u00fcrd\u00fcr\u00fclen programlar\u0131n etkinli\u011finin \u00f6l\u00e7\u00fcm\u00fc \u015firketlerin EVP ve Toplam \u00d6d\u00fcl Y\u00f6netimi yakla\u015f\u0131m\u0131ndan ald\u0131klar\u0131 verimi art\u0131rmalar\u0131nda b\u00fcy\u00fck rol oynuyor. Programlar\u0131n etkinli\u011finin takibi i\u00e7in yap\u0131lan \u00f6l\u00e7\u00fcmler; kurumun uygulamakta oldu\u011fu programlar\u0131n ba\u015far\u0131s\u0131na y\u00f6nelik faydal\u0131 bilgiler sa\u011fl\u0131yor ve yap\u0131lmas\u0131 gereken de\u011fi\u015fiklikleri ortaya koyuyor.<\/p>\n

Ger\u00e7ekle\u015ftirilen \u00e7al\u0131\u015fma, ayn\u0131 zamanda iyi bir EVP ve Toplam \u00d6d\u00fcl Y\u00f6netimi stratejisinde ileti\u015fimin de \u00f6nemli bir bile\u015fen oldu\u011funu ama bu bile\u015fenin genellikle ihmal edildi\u011fini g\u00f6steriyor. \u015eirketlerin, EVP stratejilerinin a\u00e7\u0131k bir \u015fekilde ileti\u015fimini sa\u011flamas\u0131 ve t\u00fcm \u00e7al\u0131\u015fanlar\u0131 taraf\u0131ndan anla\u015f\u0131lmas\u0131n\u0131 sa\u011flamalar\u0131 gerekiyor. \u00c7al\u0131\u015fanlar, ancak Toplam \u00d6d\u00fcl Y\u00f6netimi\u2019nin i\u015fleyi\u015fini ve stratejisini anlad\u0131klar\u0131nda \u015firketin kendilerine sundu\u011fu de\u011feri takdir edebiliyorlar.<\/p>\n

 <\/p>\n

Arz-talep dengesi bozuluyor<\/strong><\/p>\n

\u201cAra\u015ft\u0131rma, \u00f6n\u00fcm\u00fczdeki 10 y\u0131ll\u0131k d\u00f6nemde i\u015fg\u00fcc\u00fc ve yetenek anlam\u0131nda arz-talep aras\u0131nda \u00e7ok \u00f6nemli bir bo\u015fluk olaca\u011f\u0131n\u0131 g\u00f6steriyor\u201d yorumunu yapan Towers Watson T\u00fcrkiye Yetenek Y\u00f6netimi ve \u00d6d\u00fcllendirme Direkt\u00f6r\u00fc Arif G\u00fcrdenli, Japonya\u2019da \u00f6n\u00fcm\u00fczdeki 10 y\u0131l i\u00e7inde yetenek a\u00e7\u0131\u011f\u0131n\u0131n y\u00fczde 20, ABD\u2019de de y\u00fczde 9 olmas\u0131n\u0131n beklendi\u011fine de\u011finiyor. \u201cT\u00fcrkiye\u2019de ise y\u00fczde 7\u2019den daha fazla bir oranda yetenek gereksinimi duyulacak\u201d diyen G\u00fcrdenli, \u015firketlerin artan bir bi\u00e7imde kendilerine uygun yetenekleri \u00e7ekmek anlam\u0131nda ger\u00e7ek bir rekabet i\u00e7ine gireceklerini iddia ediyor.<\/p>\n

\u00d6zellikle T\u00fcrkiye\u2019nin 2023\u2019e kadar d\u00fcnyan\u0131n en b\u00fcy\u00fck 10 ekonomisinden biri olma hedefi d\u00fc\u015f\u00fcn\u00fcld\u00fc\u011f\u00fcnde yetenek a\u00e7\u0131\u011f\u0131 \u015firketler ve i\u015f d\u00fcnyas\u0131 taraf\u0131ndan ele al\u0131nmas\u0131 gereken \u00f6nemli bir konu oldu\u011funa dikkat \u00e7eken G\u00fcrdenli, yetenek a\u00e7\u0131\u011f\u0131 ile ba\u015fa \u00e7\u0131kabilmek i\u00e7in geli\u015fmi\u015f \u00fclkelerde \u015firketler kendilerince baz\u0131 inisiyatifler ba\u015flatt\u0131klar\u0131n\u0131 s\u00f6yl\u00fcyor. G\u00fcrdenli, \u201cYapt\u0131klar\u0131 \u015feylerden biri emekli olmu\u015f ki\u015filerin i\u015fte bir s\u00fcre daha kalmalar\u0131n\u0131 ve \u00e7al\u0131\u015fmalar\u0131n\u0131 te\u015fvik etmek. \u00d6zellikle uzmanl\u0131k gerektiren i\u015f kollar\u0131nda, i\u015f hakk\u0131nda derin bilgi birikimine sahip ki\u015filerin emekli olmas\u0131 gerekli tedbirler al\u0131nmad\u0131\u011f\u0131nda b\u00fcy\u00fck bir s\u0131k\u0131nt\u0131 yaratabilir\u201d yorumunu yap\u0131yor. G\u00fcrdenli, di\u011fer bir \u00f6rne\u011fin ise ba\u015fka sebeplerden \u00f6t\u00fcr\u00fc i\u015fine ara vermi\u015f ki\u015filerin, \u00f6rne\u011fin annelerin belli programlar \u00e7er\u00e7evesinde yeniden i\u015fe d\u00f6n\u00fcp, \u00e7al\u0131\u015fmaya devam etmesinin sa\u011flanmas\u0131 oldu\u011funun alt\u0131n\u0131 \u00e7iziyor.<\/p>\n

 <\/p>\n

\u00c7al\u0131\u015fanlar nas\u0131l bir \u015firkette \u00e7al\u0131\u015fmak istiyor?<\/strong><\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 \u00c7al\u0131\u015fanlar gelecekleri hakk\u0131nda onlara g\u00fcven veren ve kariyer geli\u015fimlerine olanak sa\u011flayan bir i\u015fyerinde \u00e7al\u0131\u015fmak istiyor. Ara\u015ft\u0131rmada bu e\u011filimin en belirgin g\u00f6stergelerinden biri ise emeklilik yan haklar\u0131n\u0131n \u00f6ne \u00e7\u0131kmas\u0131.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Organizasyonlar\u0131n \u00e7al\u0131\u015fanlar nezdinde yaratm\u0131\u015f olduklar\u0131 imaj, \u00e7al\u0131\u015fanlar\u0131 kuruma \u00e7ekmede en etkili ikinci unsur.<\/p>\n

\u00b7\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0\u00a0 Gelece\u011fe y\u00f6nelik beklentilerinin kar\u015f\u0131lanmamas\u0131 ve g\u00fcndelik olarak i\u015f hayat\u0131 ile ilgili ya\u015fanan sorunlar bir \u00e7al\u0131\u015fan\u0131n \u015firketten ayr\u0131lmas\u0131nda belirleyici rol oynuyor.<\/p>\n\n

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Towers Watson K\u00fcresel Yetenek Y\u00f6netimi ve \u00d6d\u00fcl Ara\u015ft\u0131rmas\u0131 farkl\u0131 stratejik yakla\u015f\u0131ma sahip \u015firketlerin, yetenekleri \u00e7ekmek ve elde tutmak konusunda di\u011ferlerine g\u00f6re daha ba\u015far\u0131l\u0131 oldu\u011funu g\u00f6sterdi. Sonu\u00e7lara g\u00f6re, bu \u015firketler benzerlerine g\u00f6re \u00e7al\u0131\u015fanlar\u0131n\u0131 elde tutmada yedi kat daha ba\u015far\u0131l\u0131yken finansal performanslar\u0131 da \u00fc\u00e7 kat daha iyi. Rekabetin k\u00fcreselle\u015fti\u011fi g\u00fcn\u00fcm\u00fczde, organizasyonlar finansal ba\u015far\u0131lar\u0131n\u0131 s\u00fcrd\u00fcrmek i\u00e7in yetene\u011fi \u00e7ekecek, […]<\/p>\n\n

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