{"id":55514,"date":"2020-01-22T00:00:00","date_gmt":"2020-01-21T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya"},"modified":"2020-02-18T14:03:38","modified_gmt":"2020-02-18T11:03:38","slug":"kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya","status":"publish","type":"post","link":"https:\/\/prohoster.info\/az\/blog\/novosti-interneta\/kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya","title":{"rendered":"Korporativ t\u0259hsil v\u0259 inki\u015faf strategiyas\u0131n\u0131 nec\u0259 qurmaq olar","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

H\u0259r k\u0259s\u0259 salam! M\u0259n - Anna Xacko, Omega-R HR direktoruyam. M\u0259nim i\u015fim \u015firk\u0259td\u0259 \u00f6yr\u0259nm\u0259 v\u0259 inki\u015faf strategiyas\u0131n\u0131 g\u00fccl\u0259ndirm\u0259kdir v\u0259 i\u015f\u00e7il\u0259rin pe\u015f\u0259kar v\u0259 karyera inki\u015faf\u0131n\u0131 nec\u0259 idar\u0259 etm\u0259yi, biznesin dig\u0259r \u0259sas prioritetl\u0259rini d\u0259st\u0259kl\u0259m\u0259kl\u0259 b\u00f6l\u00fc\u015fm\u0259k ist\u0259yir\u0259m.<\/p>\n

\"Korporativ
\n<\/a><\/noindex>
\n\u018fsas\u0259n KPMG t\u0259dqiqat\u0131na<\/a><\/noindex>51% rus \u015firk\u0259tl\u0259ri m\u00fcvafiq profild\u0259 ixtisasl\u0131 IT i\u015f\u00e7il\u0259rinin \u00e7at\u0131\u015fmazl\u0131\u011f\u0131n\u0131 qeyd edir v\u0259 44% - is\u0259 namiz\u0259dl\u0259rin kifay\u0259t q\u0259d\u0259r pe\u015f\u0259karl\u0131\u011f\u0131n\u0131. Buna g\u00f6r\u0259 d\u0259, h\u0259r bir i\u015f\u00e7i \u00e7ox d\u0259y\u0259rlidir v\u0259 bu, avtomatik olaraq, bizim \u0259n m\u00fcasir platformalar v\u0259 dill\u0259r \u0259sas\u0131nda inki\u015faf etdirilm\u0259sin\u0259 t\u0259l\u0259b olunan m\u0259hsullar\u0131n keyfiyy\u0259tin\u0259 t\u0259sir edir.<\/p>\n

Ba\u015flan\u011f\u0131cda Omega-R-d\u0259 \u00f6yr\u0259nm\u0259 r\u0259hb\u0259rlik t\u0259r\u0259find\u0259n t\u0259l\u0259b deyil, bazar t\u0259r\u0259find\u0259n t\u0259l\u0259bdir. \u018fg\u0259r i\u015f\u00e7i yeni bir IT texnologiyas\u0131na sahib deyils\u0259, bu, yeni sifari\u015fi yerin\u0259 yetirm\u0259k \u00fc\u00e7\u00fcn laz\u0131m oldu\u011fu \u00fc\u00e7\u00fcn \u015firk\u0259t sifari\u015fi yerin\u0259 yetir\u0259 bilmir. Laz\u0131mi bacar\u0131qla yeni i\u015f\u00e7i axtarmaq aylar \u00e7\u0259k\u0259 bil\u0259r, bu is\u0259 yolverilm\u0259zdir. M\u00f6vcud i\u015f\u00e7il\u0259ri \u00f6yr\u0259tm\u0259k tamamil\u0259 m\u00fcmk\u00fcnd\u00fcr, rahatd\u0131r v\u0259 g\u0259lirlidir<\/a><\/noindex> \u00e7\u00fcnki art\u0131q biznes prosesl\u0259rin\u0259 inteqrasiya olunmu\u015f i\u015f\u00e7il\u0259ri \u00f6yr\u0259tm\u0259k daha m\u0259qs\u0259d\u0259uy\u011fundur. Bizim fikrimizc\u0259, d\u0259y\u0259rli i\u015f\u00e7il\u0259ri \u015firk\u0259t daxilind\u0259 yeti\u015fdirm\u0259k m\u00fcmk\u00fcnd\u00fcr v\u0259 vacibdir.<\/p>\n

Omega-R art\u0131q \u00abkadr istehsal\u0131 m\u0259rk\u0259zi\u00bbdir, bir \u00e7ox \u0259m\u0259kda\u015flar\u0131m\u0131z \u015firk\u0259t daxilind\u0259 t\u0259cr\u00fcb\u0259d\u0259n ba\u015flayaraq y\u00fcks\u0259k ixtisasl\u0131 m\u00fct\u0259x\u0259ssisl\u0259r\u0259 v\u0259 ya h\u0259tta komanda r\u0259hb\u0259rl\u0259rin\u0259 \u00e7evrilmi\u015fdir v\u0259 art\u0131q \u00f6zl\u0259ri d\u0259 g\u0259ncl\u0259r \u00fc\u00e7\u00fcn r\u0259hb\u0259rl\u0259r v\u0259 n\u00fcmun\u0259dirl\u0259r. Biz t\u0259l\u0259b\u0259l\u0259ri staj \u00fc\u00e7\u00fcn m\u0259mnuniyy\u0259tl\u0259 q\u0259bul edirik, onlar\u0131n i\u015ftirak s\u0259viyy\u0259sini qiym\u0259tl\u0259ndir\u0259r\u0259k, onlara uy\u011funla\u015fma\u011fa v\u0259 pe\u015f\u0259kar olmalar\u0131na k\u00f6m\u0259k edirik. T\u0259l\u0259b\u0259l\u0259r aras\u0131nda \u00e7ox q\u00fcvv\u0259tli insanlar\u0131n oldu\u011fu, v\u0259 onlar\u0131 zaman\u0131nda g\u00f6rm\u0259k vacibdir. \u015eirk\u0259t n\u0259 q\u0259d\u0259r \u00f6yr\u0259nm\u0259y\u0259 v\u0259 inki\u015faf etm\u0259y\u0259 investisiya qoyursa, bu x\u0259rcl\u0259r m\u00fcv\u0259ff\u0259qiyy\u0259tin t\u0259minat\u0131d\u0131r.<\/p>\n

Niy\u0259 i\u015f yerind\u0259 \u00f6yr\u0259nm\u0259?<\/h4>\n

\nOmega-R-d\u0259 daxili \u00f6yr\u0259nm\u0259 sertifikat \u0259ld\u0259 etm\u0259y\u0259 y\u00f6n\u0259lm\u0259yib, bu, \u00f6yr\u0259nm\u0259 v\u0259 inki\u015faf strategiyas\u0131n\u0131n bir hiss\u0259sidir v\u0259 yeni texnologiyalar\u0131n m\u0259nims\u0259nilm\u0259si v\u0259 i\u015fin keyfiyy\u0259tli yerin\u0259 yetirilm\u0259si il\u0259 \u0259laq\u0259lidir. Bu, birba\u015fa \u015firk\u0259tin ofisind\u0259 ba\u015f verir v\u0259 t\u0259hsil xidm\u0259tl\u0259ri provayderi t\u0259r\u0259find\u0259n xaricd\u0259 \u00f6yr\u0259nm\u0259d\u0259n \u0259h\u0259miyy\u0259tli d\u0259r\u0259c\u0259d\u0259 f\u0259rql\u0259nir.<\/p>\n

\"Korporativ
\n
\n\u00d6yr\u0259nm\u0259 prosesi zaman\u0131 i\u015f\u00e7i yaln\u0131z bilik v\u0259 praktiki t\u0259cr\u00fcb\u0259 deyil, h\u0259m\u00e7inin \u015firk\u0259tin d\u0259y\u0259rl\u0259rini, strategiyalar\u0131n\u0131 v\u0259 m\u0259qs\u0259dl\u0259rini d\u0259 \u0259ld\u0259 edir. <\/p>\n

Bel\u0259likl\u0259, \u00f6yr\u0259nm\u0259 \u00ab70:20:10<\/a><\/noindex>\u00bb:
\n\u0130\u015f prosesi v\u0259 g\u00fcnd\u0259lik tap\u015f\u0131r\u0131qlarda 70% vaxt: burada i\u015f\u00e7i \u00f6z t\u0259cr\u00fcb\u0259sini formala\u015fd\u0131r\u0131r, s\u0259hvl\u0259r edir v\u0259 d\u00fcz\u0259ldir, layih\u0259 \u00fcz\u0259rind\u0259 i\u015fl\u0259yir, h\u0259mkarlar\u0131n\u0131 \u00f6yr\u0259dir, \u00f6z\u00fcn\u00fc reflektiv edir;
\n20% \u2013 sosial t\u0259lim, h\u0259mkarlarla v\u0259 r\u0259hb\u0259rlikl\u0259 \u00fcnsiyy\u0259t vasit\u0259sil\u0259;
\n10% \u2013 \u0259n\u0259n\u0259vi n\u0259z\u0259ri t\u0259hsil: m\u00fchazir\u0259l\u0259r, kurslar, kitablar, m\u0259qal\u0259l\u0259r, seminarl\u0259r, mitinql\u0259r, vebinarlar, sertifikatlar.<\/p>\n

\"Korporativ
\n<\/p>\n

\u0130\u015f\u0259 q\u0259bul zaman\u0131 haz\u0131rl\u0131q s\u0259viyy\u0259sinin m\u00fc\u0259yy\u0259n edilm\u0259si v\u0259 karyera yolunun planla\u015fd\u0131r\u0131lmas\u0131<\/h4>\n

\nNamiz\u0259d ilk n\u00f6vb\u0259d\u0259 bilik v\u0259 bacar\u0131qlar\u0131n\u0131 t\u0259sdiql\u0259m\u0259k \u00fc\u00e7\u00fcn test tap\u015f\u0131r\u0131\u011f\u0131n\u0131 yerin\u0259 yetirir, yaln\u0131z daha sonra ekspert qiym\u0259tl\u0259ndirm\u0259si \u00fc\u00e7\u00fcn m\u00fcsahib\u0259y\u0259 d\u0259v\u0259t olunur. T\u0259cr\u00fcb\u0259li orta s\u0259viyy\u0259li v\u0259 ya\u015fl\u0131lar test tap\u015f\u0131r\u0131\u011f\u0131 m\u0259rh\u0259l\u0259sini ke\u00e7\u0259 bil\u0259rl\u0259r.<\/p>\n

Bizim \u00fc\u00e7\u00fcn h\u0259r bir i\u015f\u00e7inin \u015firk\u0259td\u0259ki f\u0259rdi inki\u015faf plan\u0131n\u0131 anlama\u011f\u0131 vacibdir. Generala \u00e7evrilm\u0259k arzusu olmayan \u0259sg\u0259r pis n\u0259f\u0259sdir. U\u011furlu g\u0259l\u0259c\u0259yin t\u0259sviri ilk i\u015f g\u00fcnl\u0259rind\u0259n ayd\u0131n v\u0259 ba\u015fa d\u00fc\u015f\u00fcl\u0259n olmal\u0131d\u0131r. <\/p>\n

\u018flb\u0259tt\u0259, karyera yolunun planla\u015fd\u0131r\u0131lmas\u0131 - bu, m\u0259kt\u0259b d\u00f6n\u0259mind\u0259n ba\u015flayaraq b\u00fct\u00fcn h\u0259yat boyu davam ed\u0259n bir prosesdir, n\u0259tic\u0259 deyil, buna g\u00f6r\u0259 f\u0259rdi plan b\u0259z\u0259n d\u0259yi\u015fir. Lakin karyera yolunun se\u00e7imi, t\u0259hsilin nec\u0259 olaca\u011f\u0131n\u0131 m\u00fc\u0259yy\u0259nl\u0259\u015fdirir. Ad\u0259t\u0259n se\u00e7im texniki v\u0259 ya menecerial karyera yollar\u0131 aras\u0131nda edilir.<\/p>\n

Karyera yolunu m\u00fc\u0259yy\u0259n etm\u0259k \u00fc\u00e7\u00fcn, m\u0259nim fikrimc\u0259, 5 m\u0259rh\u0259l\u0259d\u0259n ke\u00e7m\u0259k kifay\u0259tdir:<\/p>\n

    \n
  1. \u0130\u015f\u00e7i haqq\u0131nda r\u0259y ver\u0259c\u0259k \u015f\u0259xsl\u0259rin dair\u0259sinin m\u00fc\u0259yy\u0259n edilm\u0259si;<\/li>\n
  2. V\u0259zif\u0259l\u0259r \u00fczr\u0259 g\u00f6st\u0259ricil\u0259ri m\u00fc\u0259yy\u0259n etm\u0259k \u00fc\u00e7\u00fcn kompetensiya matrisas\u0131 \u00fczr\u0259 sor\u011fu anketl\u0259rinin haz\u0131rlanmas\u0131, g\u00f6nd\u0259rilm\u0259si v\u0259 toplanmas\u0131;<\/li>\n
  3. Anketl\u0259rin analizi v\u0259 b\u00fct\u00fcn i\u015f\u00e7il\u0259rin n\u0259tic\u0259l\u0259rinin r\u0259hb\u0259rlikl\u0259 raz\u0131la\u015fd\u0131r\u0131lmas\u0131;<\/li>\n
  4. \u0130\u015f\u00e7inin qiym\u0259tl\u0259ndirm\u0259 n\u0259tic\u0259l\u0259ri haqq\u0131nda m\u0259lumatland\u0131r\u0131lmas\u0131;<\/li>\n
  5. Karyeran\u0131 planla\u015fd\u0131rmaq v\u0259 f\u0259rdi plan\u0131n haz\u0131rlanmas\u0131.<\/li>\n<\/ol>\n

    \nJosh Bersin'in fikrinc\u0259<\/a><\/noindex>, Bersin & Associates \u015firk\u0259tinin t\u0259sis\u00e7isi v\u0259 ba\u015f direktoru, z\u0259if karyera inki\u015faf\u0131 sisteminin g\u00f6st\u0259ricisi, \u015firk\u0259tl\u0259rin menecerl\u0259r v\u0259zif\u0259l\u0259rin\u0259 xaricd\u0259n i\u015f\u00e7il\u0259r d\u0259v\u0259t etm\u0259sidir. Bu s\u0259b\u0259bd\u0259n, f\u0259rdi karyera plan\u0131na riay\u0259t etm\u0259k yaln\u0131z i\u015f\u00e7i \u00fc\u00e7\u00fcn deyil, h\u0259m d\u0259 \u015firk\u0259t \u00fc\u00e7\u00fcn vacibdir.<\/p>\n

    Sistemd\u0259 bilik s\u0259viyy\u0259sinin art\u0131m\u0131<\/h4>\n

    \nT\u0259hsil, inki\u015faf v\u0259 kompetensiyan\u0131n art\u0131r\u0131lmas\u0131 sistemli v\u0259 m\u00fct\u0259madi \u015f\u0259kild\u0259 h\u0259yata ke\u00e7irilir. H\u0259r bir pe\u015f\u0259kar 7 inki\u015faf m\u0259rh\u0259l\u0259sind\u0259n ke\u00e7ir<\/a><\/noindex> i\u015f yerind\u0259n v\u0259 ya\u015fdan as\u0131l\u0131 olmayaraq:<\/p>\n

    1-ci m\u0259rh\u0259l\u0259 \u2013 se\u00e7im m\u0259rh\u0259l\u0259si<\/b>: t\u0259l\u0259b\u0259 v\u0259 ya ba\u015fqa sah\u0259d\u0259n pe\u015f\u0259kar t\u0259r\u0259find\u0259n pe\u015f\u0259nin se\u00e7ilm\u0259si;
    \n2-ci m\u0259rh\u0259l\u0259 \u2013 adept m\u0259rh\u0259l\u0259si<\/b>: pe\u015f\u0259y\u0259 yiy\u0259l\u0259nm\u0259, q\u0131sa t\u0259limd\u0259n uzunm\u00fcdd\u0259tli t\u0259hsil v\u0259 ya \u0259m\u0259k f\u0259aliyy\u0259tin\u0259 q\u0259d\u0259r;
    \n3-c\u00fc m\u0259rh\u0259l\u0259 \u2013 adaptasiya m\u0259rh\u0259l\u0259si<\/b>: adaptant i\u015f, komanda, v\u0259zif\u0259l\u0259r, \u00e7\u0259tinlikl\u0259rl\u0259 tan\u0131\u015f olur v\u0259 komandaya m\u00fc\u0259yy\u0259n bir s\u0259daq\u0259t formala\u015fd\u0131r\u0131r;
    \n4-c\u00fc m\u0259rh\u0259l\u0259 \u2013 interne m\u0259rh\u0259l\u0259si<\/b>: i\u015f\u00e7i pe\u015f\u0259y\u0259 tam h\u00fcquqlu h\u0259mkar kimi daxil olur v\u0259 \u0259sas v\u0259zif\u0259l\u0259ri m\u00fcst\u0259qil \u015f\u0259kild\u0259 yerin\u0259 yetirir;
    \n5-ci m\u0259rh\u0259l\u0259 \u2013 ustal\u0131q m\u0259rh\u0259l\u0259si<\/b>: i\u015f\u00e7i, m\u00fcr\u0259kk\u0259b tap\u015f\u0131r\u0131qlar\u0131 yerin\u0259 yetirm\u0259k qabiliyy\u0259tin\u0259 malik \u0259v\u0259zolunmaz v\u0259 ya universal i\u015f\u00e7i qeyri-formal statusu qazan\u0131r;
    \n6 m\u0259rh\u0259l\u0259 \u2013 n\u00fcfuz m\u0259rh\u0259l\u0259si<\/b>: ustad pe\u015f\u0259kar dair\u0259l\u0259rd\u0259 yax\u015f\u0131 tan\u0131n\u0131r;
    \n7 m\u0259rh\u0259l\u0259 \u2013 mentorluq m\u0259rh\u0259l\u0259si<\/b> (\u0259n geni\u015f m\u0259nada): ustad \u00f6z \u0259traf\u0131na yolda\u015flar\u0131n\u0131 v\u0259 \u015fagirdl\u0259rini y\u0131\u011f\u0131r, t\u0259kc\u0259 y\u00fcks\u0259k pe\u015f\u0259karl\u0131\u011f\u0131 say\u0259sind\u0259 deyil, h\u0259m d\u0259 sah\u0259sind\u0259 \u0259n yax\u015f\u0131 pe\u015f\u0259karlar\u0131 yeti\u015fdirm\u0259si vasit\u0259sil\u0259.<\/p>\n

    \"Korporativ
    \n
    \nOmega-R-d\u0259 yeni ba\u015flayan \u00fc\u00e7\u00fcn konkret bir mentor v\u0259 \u015firk\u0259t\u0259 qar\u015f\u0131 y\u00fcks\u0259k s\u0259daq\u0259t g\u00f6st\u0259r\u0259n m\u00fct\u0259x\u0259ssisl\u0259r aras\u0131ndan uy\u011funla\u015fd\u0131r\u0131c\u0131 m\u00fc\u0259yy\u0259n edilir, bunlar \u0259n az\u0131 orta s\u0259viyy\u0259d\u0259 pe\u015f\u0259kar t\u0259cr\u00fcb\u0259y\u0259 v\u0259 \u015firk\u0259td\u0259 m\u00fc\u0259yy\u0259n i\u015f t\u0259cr\u00fcb\u0259sin\u0259 malikdir. Uy\u011funla\u015fma d\u00f6vr\u00fcnd\u0259 yaln\u0131z konkret texnologiyalar\u0131 v\u0259 i\u015f spesifikas\u0131n\u0131 anlamaq deyil, h\u0259m d\u0259 korporativ m\u0259d\u0259niyy\u0259tin \u00f6z\u0259llikl\u0259rini m\u0259nims\u0259m\u0259k, komandan\u0131n bir hiss\u0259si olmaq da vacibdir. M\u0259qs\u0259d v\u0259 missiyan\u0131n ba\u015fa d\u00fc\u015f\u00fclm\u0259si, u\u011furlu uy\u011funla\u015fman\u0131n, uzunm\u00fcdd\u0259tli m\u0259hsuldar i\u015fin v\u0259 \u015firk\u0259t\u0259 y\u00fcks\u0259k s\u0259daq\u0259tin m\u00fch\u00fcm t\u0259rkib hiss\u0259sidir.<\/p>\n

    \u015eirk\u0259td\u0259ki ilk g\u00fcnl\u0259r v\u0259 h\u0259ft\u0259l\u0259r n\u0259 q\u0259d\u0259r ayd\u0131n v\u0259 strukturlu ke\u00e7s\u0259, yeni ba\u015flayan proses\u0259 o q\u0259d\u0259r tez qo\u015fulur v\u0259 n\u0259tic\u0259 g\u00f6st\u0259rir. Yeni ba\u015flayana mentor t\u0259qdim olunur v\u0259 \u00f6yr\u0259nilm\u0259si \u00fc\u00e7\u00fcn materiallar, \u201eyeni ba\u015flayanlar qovlu\u011fu\u201c faydal\u0131 m\u0259lumatlarla, s\u0131naq m\u00fcdd\u0259tin\u0259 dair planla, birba\u015fa r\u0259hb\u0259r t\u0259r\u0259find\u0259n t\u0259sdiql\u0259nmi\u015f \u015f\u0259kild\u0259 verilir. S\u0131f\u0131r qiym\u0259tl\u0259ndirm\u0259 i\u015f\u00e7inin \u015firk\u0259td\u0259 2 h\u0259ft\u0259 i\u015fl\u0259dikd\u0259n sonra h\u0259yata ke\u00e7irilir, daha sonra n\u00f6vb\u0259ti yoxlama n\u00f6qt\u0259si t\u0259yin olunur.<\/p>\n

    N\u00f6vb\u0259ti inki\u015faf s\u0259viyy\u0259sin\u0259 ke\u00e7id<\/h4>\n

    \n\u0130\u015f\u00e7inin \u0259sas professional inki\u015faf\u0131 \u00fc\u00e7\u00fcn stimullardan biri qiym\u0259tl\u0259ndirm\u0259d\u0259n u\u011furla ke\u00e7m\u0259kdir.<\/p>\n

    Qiym\u0259tl\u0259ndirm\u0259l\u0259r aras\u0131nda m\u00fc\u0259yy\u0259n zaman intervallar\u0131 var ki, bu da \u0259vv\u0259lki qiym\u0259tl\u0259ndirm\u0259nin n\u0259tic\u0259l\u0259rin\u0259 g\u00f6r\u0259 m\u00fc\u0259yy\u0259n edilir v\u0259 h\u0259r i\u015f\u00e7i n\u00f6vb\u0259ti qiym\u0259tl\u0259ndirm\u0259nin tarixl\u0259ri haqq\u0131nda m\u0259lumata malikdir. HR meneceri bu tarixl\u0259ri izl\u0259yir v\u0259 \u0259vv\u0259lc\u0259d\u0259n haz\u0131rl\u0131\u011f\u0131 i\u015f\u0259 sal\u0131r.<\/p>\n

    H\u0259r i\u015f\u00e7i \u00f6z \u00f6z\u00fcn\u00fc qiym\u0259tl\u0259ndirm\u0259yi t\u0259\u015fviq ed\u0259n m\u0259sul \u015f\u0259xsl\u0259r\u0259 m\u00fcraci\u0259t ed\u0259 bil\u0259r. T\u0259\u015fviq edici s\u0259b\u0259bl\u0259r t\u0259kc\u0259 ke\u00e7id fakt\u0131ndan ibar\u0259t deyil. M\u00fcxt\u0259lif s\u0259b\u0259bl\u0259r, m\u0259s\u0259l\u0259n, layih\u0259nin m\u00fcr\u0259kk\u0259bliyi v\u0259 ya \u0259m\u0259k haqq\u0131n\u0131n s\u0259viyy\u0259si buna s\u0259b\u0259b ola bil\u0259r. \u018fslind\u0259, biz m\u0259suliyy\u0259ti v\u0259 f\u0259rdi v\u0259 pe\u015f\u0259kar inki\u015fafda mara\u011f\u0131 qiym\u0259tl\u0259ndiririk \u2013 pe\u015f\u0259karl\u0131\u011f\u0131n art\u0131r\u0131lmas\u0131 korporativ m\u0259d\u0259niyy\u0259t\u0259 daxil edilib. <\/p>\n

    H\u0259r bir komanda r\u0259hb\u0259ri i\u015f\u00e7il\u0259rinin inki\u015faf prosesind\u0259 aktivdir - bu, onun ekspert s\u0259viyy\u0259sini, \u00f6yr\u0259nm\u0259y\u0259 mara\u011f\u0131n\u0131 v\u0259 t\u0259hsil v\u0259 inki\u015faf sisteminin \u00fcst\u00fcnl\u00fckl\u0259rini \u00f6z n\u00fcmun\u0259si il\u0259 n\u00fcmayi\u015f etdirir. \u0130ttifaq xeyrin\u0259 olmas\u0131na baxmayaraq, timlid v\u0259 dig\u0259r r\u0259hb\u0259rl\u0259r kompetensiya matrisas\u0131na v\u0259 \u00f6z t\u0259cr\u00fcb\u0259l\u0259rin\u0259 \u0259saslanaraq m\u00fct\u0259x\u0259ssisin pe\u015f\u0259kar inki\u015faf\u0131n\u0131n n\u00f6vb\u0259ti s\u0259viyy\u0259sin\u0259 ke\u00e7m\u0259si \u00fc\u00e7\u00fcn haz\u0131r oldu\u011funu m\u00fc\u0259yy\u0259n edirl\u0259r. \u018fg\u0259r i\u015f\u00e7i ilk d\u0259f\u0259 sertifikasiyan\u0131 ke\u00e7\u0259 bilm\u0259yibs\u0259, imtahan\u0131 yenid\u0259n verm\u0259k m\u00fcmk\u00fcnd\u00fcr.<\/p>\n

    Sertifikasiya m\u0259qs\u0259dl\u0259ri:<\/p>\n

      \n
    1. M\u00fct\u0259x\u0259ssisin cari s\u0259viyy\u0259sini m\u00fc\u0259yy\u0259n etm\u0259k;<\/li>\n
    2. \u0130nsanlar\u0131n hans\u0131 sah\u0259l\u0259rd\u0259 inki\u015faf etm\u0259k ist\u0259diyini \u00f6yr\u0259nm\u0259k;<\/li>\n
    3. \u0130\u015f\u00e7iy\u0259 geribildirim verm\u0259k;<\/li>\n
    4. \u0130nki\u015faf sah\u0259l\u0259rini m\u00fc\u0259yy\u0259n etm\u0259k;<\/li>\n
    5. N\u00f6vb\u0259ti sertifikatla\u015fd\u0131rma tarixini m\u00fc\u0259yy\u0259nl\u0259\u015fdirm\u0259k.<\/li>\n<\/ol>\n

      \n\u0130\u015f bazar\u0131nda v\u0259ziyy\u0259t m\u0259lumdur, buna g\u00f6r\u0259 d\u0259 sertifikasiyan\u0131n m\u0259qs\u0259di i\u015f\u00e7ini qiym\u0259tl\u0259ndirm\u0259k deyil, ona b\u00f6y\u00fcm\u0259y\u0259 k\u00f6m\u0259k etm\u0259kdir.<\/p>\n

      Performance review<\/h4>\n

      \nPerformance review - bu, bir i\u015f\u00e7inin i\u015fini v\u0259 m\u0259hsuldarl\u0131\u011f\u0131n\u0131 \u0259vv\u0259lc\u0259d\u0259n m\u00fc\u0259yy\u0259n edilmi\u015f kriteriyalar v\u0259 t\u0259\u015fkilat m\u0259qs\u0259din\u0259 uy\u011fun olaraq sistematik v\u0259 d\u00f6vri qiym\u0259tl\u0259ndirm\u0259 prosedurudur. Performance review, 100 ild\u0259n daha \u00e7ox bir tarix\u0259 malikdir v\u0259 Fredrik U. Taylordan elmi menecment prinsipl\u0259rind\u0259n inki\u015faf etmi\u015fdir. ilk d\u0259f\u0259 AB\u015e ordusu t\u0259r\u0259find\u0259n<\/a><\/noindex> Birinci D\u00fcnya M\u00fcharib\u0259si zaman\u0131 z\u0259if icra\u00e7\u0131lar\u0131 m\u00fc\u0259yy\u0259n etm\u0259k \u00fc\u00e7\u00fcn t\u0259tbiq edilmi\u015fdir. <\/p>\n

      Performance review, i\u015f\u00e7iy\u0259 karyera inki\u015faf\u0131n\u0131n olmalar\u0131n\u0131n s\u0259b\u0259bl\u0259rini v\u0259 h\u0259ll yollar\u0131n\u0131 ortaya qoymas\u0131 bax\u0131m\u0131ndan faydal\u0131d\u0131r. \u015eirk\u0259t, \u0259m\u0259kda\u015flar\u0131 m\u00fckafatland\u0131rma\u011fa, y\u00fcks\u0259ltm\u0259y\u0259 v\u0259 ya maa\u015f art\u0131rma\u011fa layiq olanlar\u0131 \u015f\u0259ffaf v\u0259 obyektiv bir \u015f\u0259kild\u0259 m\u00fc\u0259yy\u0259n ed\u0259 bil\u0259r. Qeyd etm\u0259k vacibdir ki, bu qiym\u0259tl\u0259ndirm\u0259 al\u0259ti olduqca \u00e7\u0259tindir v\u0259 bir \u00e7ox \"d\u0259rin sular\" var.<\/p>\n

      \"Korporativ
      \n
      \nPerformance review bir ne\u00e7\u0259 m\u0259rh\u0259l\u0259d\u0259 ke\u00e7irilir:<\/p>\n

      1-ci m\u0259rh\u0259l\u0259 \u2013 haz\u0131rl\u0131q<\/b>. Bu proseduru, maraql\u0131 t\u0259r\u0259fl\u0259rl\u0259, menecerl\u0259rl\u0259 m\u00fczakir\u0259 etm\u0259k \u00e7ox vacibdir. Geribildirim toplama prosesi v\u0259 onun istifad\u0259 qaydalar\u0131 b\u00fct\u00fcn i\u015ftirak\u00e7\u0131lara iclaslarda v\u0259 ya po\u00e7t vasit\u0259sil\u0259 ayd\u0131nla\u015fd\u0131r\u0131lmal\u0131d\u0131r. T\u0259cr\u00fcb\u0259l\u0259r g\u00f6st\u0259rir ki, bu m\u0259rh\u0259l\u0259 olmadan performance review vaxt\u0131n israf\u0131na \u00e7evril\u0259 bil\u0259r.<\/p>\n

      2-ci m\u0259rh\u0259l\u0259 \u2013 \u00f6z-\u00f6z\u00fcn\u00fc qiym\u0259tl\u0259ndirm\u0259<\/b>. \u0130\u015f\u00e7i son aylarda v\u0259 ya ild\u0259 etdikl\u0259rini xat\u0131rlamal\u0131 v\u0259 qeyd etm\u0259lidir: i\u015fl\u0259r v\u0259 i\u015f\u00e7id\u0259n g\u00f6zl\u0259nil\u0259n keyfiyy\u0259tl\u0259r, o c\u00fcml\u0259d\u0259n qeyri-adi rollar\u0131n yerin\u0259 yetirilm\u0259sind\u0259; layih\u0259l\u0259r, \u0259sas f\u0259aliyy\u0259t v\u0259 dig\u0259r f\u0259aliyy\u0259tl\u0259r; i\u015fd\u0259ki nailiyy\u0259tl\u0259r v\u0259 m\u00fcv\u0259ff\u0259qiyy\u0259tl\u0259r; i\u015f\u00e7i v\u0259 \u015f\u00f6b\u0259si t\u0259r\u0259find\u0259n konkret i\u015fl\u0259rd\u0259ki \u00e7at\u0131\u015fmazl\u0131qlar, u\u011fursuzluqlar, faktlar \u00fcz\u0259rind\u0259 \u00f6z t\u0259nqidi. Bir il \u0259vv\u0259lki detallar\u0131n xat\u0131rlanmas\u0131 nisb\u0259t\u0259n \u00e7\u0259tindir, buna g\u00f6r\u0259 d\u0259 performance review-nu \u0259n az\u0131 alt\u0131 ayda bir d\u0259f\u0259 ke\u00e7irm\u0259k daha yax\u015f\u0131d\u0131r.<\/p>\n

      3-c\u00fc m\u0259rh\u0259l\u0259 \u2013 respondentl\u0259ri m\u00fc\u0259yy\u0259n etm\u0259k<\/b>. \u0130\u015f\u00e7i ya da performance review liderleri de\u011ferlendiricileri belirler: do\u011frudan y\u00f6neticisi; i\u015f\u00e7i ile birlikte belirli projelerde \u00e7al\u0131\u015fan veya ara s\u0131ra \u00e7al\u0131\u015fan di\u011fer ekiplerin y\u00f6neticileri, m\u00fc\u015fteriler; ekip arkada\u015flar\u0131 (departmandaki meslekta\u015flar\u0131, ge\u00e7ici veya kal\u0131c\u0131 proje ekipleri); astlar, bunlar aras\u0131nda i\u015f\u00e7i i\u00e7in sadece bir mentor olanlar da bulunmaktad\u0131r.<\/p>\n

      4-c\u00fc m\u0259rh\u0259l\u0259 \u2013 anket formlar\u0131n\u0131n da\u011f\u0131t\u0131m\u0131<\/b>. Performance review'un bir y\u00f6neticisi, \u00f6rne\u011fin departman m\u00fcd\u00fcr\u00fc, i\u015f\u00e7inin kendisine verdi\u011fi de\u011ferlendirmeyi analiz eder; i\u015f\u00e7i belirsiz bilgiler verdiyse, bunu a\u00e7\u0131klamas\u0131n\u0131 ister, anket formunu haz\u0131rlar ve kat\u0131l\u0131mc\u0131lara g\u00f6nderir. \u015eirketin her i\u015f\u00e7isi birden fazla anket formu alaca\u011f\u0131ndan, her form i\u00e7in dikkatle okuma ve doldurma i\u00e7in yeterli s\u00fcre tan\u0131yan makul bir son tarih belirlenmelidir.<\/p>\n

      5-ci m\u0259rh\u0259l\u0259 \u2013 de\u011ferlendirme yapma<\/b>. Her kat\u0131l\u0131mc\u0131, i\u015f\u00e7inin kendini de\u011ferlendirmesini g\u00f6zden ge\u00e7irir, i\u015f\u00e7inin beklenen g\u00f6revleri ne kadar iyi yerine getirdi\u011fine dair genel bir puan verir, puanlama nedenlerini a\u00e7\u0131klayan yorum yapar ve geli\u015fim i\u00e7in olas\u0131 ayr\u0131nt\u0131l\u0131 \u00f6nerilerde bulunur.<\/p>\n

      6 m\u0259rh\u0259l\u0259 \u2013 veri analizi<\/b>. Sonu\u00e7lar\u0131n tart\u0131\u015f\u0131lmas\u0131 yanl\u0131\u015f anlamalara yol a\u00e7abilece\u011finden, her bir puan\u0131n, olumlu ya da olumsuz, \u00f6znel ve bazen k\u0131\u015fk\u0131rt\u0131c\u0131 oldu\u011funu g\u00f6z \u00f6n\u00fcnde bulundurarak belirli bir gizlili\u011fin sa\u011flanmas\u0131 \u00f6nemlidir. Her durumda, performance review'un organizat\u00f6r\u00fc, sonu\u00e7 tart\u0131\u015fmas\u0131na \u015firket ve departman hakk\u0131nda genel verilerle departman\u0131n m\u00fcd\u00fcr\u00fcyle ba\u015flamal\u0131d\u0131r. Ayn\u0131 y\u00f6ntem, departman i\u00e7indeki ileti\u015fim i\u00e7in de kullan\u0131l\u0131r. Dahas\u0131, baz\u0131 \u00e7al\u0131\u015fanlar hakk\u0131nda, ki\u015fisel tercihlerin etkisiyle haks\u0131z puanlamalar ortaya \u00e7\u0131kabilir. Bu, formun doldurulmas\u0131nda resmi bir tutum sergileme, belirsizlik veya de\u011ferlendirme yorumlar\u0131nda a\u015f\u0131r\u0131 duygusall\u0131k \u015feklinde kendini g\u00f6sterebilir.<\/p>\n

      7 m\u0259rh\u0259l\u0259 \u2013 geli\u015fim plan\u0131<\/b>. Sonu\u00e7lara dayanarak, her \u00e7al\u0131\u015fan\u0131n b\u00fcy\u00fcmesine yol a\u00e7acak somut eylem plan\u0131 geli\u015ftirilmelidir: belirli bir e\u011fitim, ge\u00e7ici veya kal\u0131c\u0131 bir ba\u015fka pozisyona ge\u00e7i\u015f, yeni bir projede \u00e7al\u0131\u015fma, yeni bir mentor ile y\u00f6nlendirilme, tatil, zaman y\u00f6netiminde d\u00fczeltmeler, di\u011fer aktiviteler.<\/p>\n

      8. a\u015fama \u2013 de\u011fi\u015fimlerin izlenmesi<\/b>. Bu a\u015fama, \u00e7al\u0131\u015fanlar\u0131n anket formlar\u0131nda belirtmesi gereken her \u015feyi takip etmeye ba\u015flayacaklar\u0131 ve faaliyetlerine daha dikkatli yakla\u015facaklar\u0131 bir performance review'un bekleyi\u015fi oldu\u011fu i\u00e7in esasen bir sonraki performance review'u haz\u0131rlama ve yapma a\u015famas\u0131 olarak adland\u0131r\u0131labilir.<\/p>\n

      performance review'un ba\u015far\u0131s\u0131z olmas\u0131n\u0131n 11 nedeni<\/h4>\n

      \nPerformance review zaman\u0131 ki\u00e7ik s\u0259hvl\u0259r m\u00fcmk\u00fcnd\u00fcr ki, onlar\u0131n b\u0259zil\u0259ri yaln\u0131z n\u00f6vb\u0259ti performance review zaman\u0131 d\u00fcz\u0259ldil\u0259 bil\u0259r. Bel\u0259likl\u0259, haz\u0131rl\u0131\u011f\u0131n ilk m\u0259rh\u0259l\u0259si b\u00fct\u00fcn dig\u0259r m\u0259rh\u0259l\u0259l\u0259r q\u0259d\u0259r \u0259h\u0259miyy\u0259tlidir. \u018fn \u00e7ox rast g\u0259lin\u0259n \u00e7at\u0131\u015fmazl\u0131qlar v\u0259 pozuntular bunlard\u0131r:<\/p>\n

        \n
      1. Sor\u011fuda yersiz suallar<\/b>. 10-dan \u00e7ox sualdan ibar\u0259t b\u00f6y\u00fck bir sor\u011fu, \u015firk\u0259t \u00fc\u00e7\u00fcn \u00fcmumi m\u0259s\u0259l\u0259l\u0259ri \u0259hat\u0259 ed\u0259n, x\u00fcsusi departament v\u0259 ya i\u015f\u00e7i il\u0259 ba\u011fl\u0131 \u0259sas performance review sor\u011fusundan ayr\u0131 olmal\u0131d\u0131r. <\/li>\n
      2. Menecerin \u00e7\u0259tin m\u00f6vzulardan yay\u0131nmas\u0131<\/b>. \u00d6z-\u00f6z\u00fcn\u00fc qiym\u0259tl\u0259ndirm\u0259d\u0259 \u0259m\u0259kda\u015f, departament v\u0259 ya \u015firk\u0259t \u00fc\u00e7\u00fcn m\u00fcbahis\u0259li perspektivl\u0259r t\u0259qib edil\u0259 bil\u0259r, lakin onun r\u0259hb\u0259rinin qiym\u0259tl\u0259ndirilm\u0259si bunu n\u0259z\u0259r\u0259 alm\u0131r. Bu halda, r\u0259hb\u0259rin m\u00fcbahis\u0259li m\u0259s\u0259l\u0259l\u0259r \u00fczr\u0259 t\u0259lim\u0259 ehtiyac\u0131 var dem\u0259kdir. <\/li>\n
      3. Cavablarda v\u0259 \u015f\u0259rhl\u0259rd\u0259 konkretlik \u00e7at\u0131\u015fmamazl\u0131\u011f\u0131<\/b>. Bu, suallar\u0131n d\u00fczg\u00fcn haz\u0131rlanmad\u0131\u011f\u0131n\u0131, i\u015ftirak\u00e7\u0131larla izahat i\u015finin yet\u0259rsiz oldu\u011funu g\u00f6st\u0259r\u0259 bil\u0259r ki, bu da d\u00fcz\u0259ldilm\u0259lidir. Respondentin b\u00fct\u00fcn doldurdu\u011fu anketl\u0259r\u0259 t\u0259sir ed\u0259n m\u00f6hk\u0259m psixoloji yana\u015fmalar, onun verdiyi qiym\u0259tl\u0259rin m\u00fcvafiqliyini analiz zaman\u0131 azaltmal\u0131d\u0131r. <\/li>\n
      4. Be\u015f \u0259n birba\u015fa r\u0259hb\u0259rin qiym\u0259tl\u0259ndirm\u0259sinin olmamas\u0131<\/b>. O, departamentd\u0259ki r\u0259smi v\u0259 qeyri-r\u0259smi v\u0259zif\u0259l\u0259r haqq\u0131nda d\u0259qiq m\u0259lumata sahibdir v\u0259 \u0259n s\u0259rt v\u0259 obyektiv qiym\u0259tl\u0259ndirm\u0259ni ver\u0259 bil\u0259r. Bundan \u0259lav\u0259, departamentd\u0259ki \u0259m\u0259kda\u015flardan birinin qeyri-r\u0259smi liderliyinin oldu\u011fu halda, onun h\u0259mkarlardan ald\u0131\u011f\u0131 qiym\u0259tl\u0259r\u0259 tam etibar etm\u0259m\u0259k laz\u0131md\u0131r. <\/li>\n
      5. Q\u0259sd\u0259n v\u0259 ya t\u0259sad\u00fcf\u0259n q\u0259r\u0259z<\/b>. Bir \u0259m\u0259kda\u015fa aid qiym\u0259tl\u0259ndirm\u0259l\u0259r aras\u0131nda t\u0259qib edilm\u0259li olan qeyri-adi qiym\u0259tl\u0259r ola bil\u0259r ki, onlara h\u0259mi\u015f\u0259 etibar etm\u0259y\u0259 d\u0259ym\u0259z, buna g\u00f6r\u0259 d\u0259 \u0259sas\u0259n orta qiym\u0259t n\u0259z\u0259r\u0259 al\u0131n\u0131r. \u00dcst\u0259lik, qiym\u0259tl\u0259ndirm\u0259 \u015f\u0259xsi simpatiyalar v\u0259 antipatiyalar, m\u00fcbahis\u0259l\u0259rd\u0259n qa\u00e7maq arzusuna \u0259saslana bil\u0259r ki, bu da \u015f\u0259rhl\u0259rd\u0259 faktlar\u0131n v\u0259 k\u0259miyy\u0259t g\u00f6st\u0259ricil\u0259rinin olmamas\u0131 il\u0259 \u00fcz\u0259 \u00e7\u0131x\u0131r. <\/li>\n
      6. H\u00fcquqi nihilizm<\/b>. \u015eirk\u0259td\u0259 sindikat yarad\u0131l\u0131bsa, performance review prosedurlar\u0131n\u0131 v\u0259 onun \u0259m\u0259kda\u015flar \u00fc\u00e7\u00fcn n\u0259tic\u0259l\u0259rini onlarla raz\u0131la\u015fd\u0131rmaq m\u0259nal\u0131d\u0131r, \u00e7\u00fcnki kadr t\u0259siri, m\u0259s\u0259l\u0259n, i\u015fd\u0259n \u00e7\u0131xar\u0131lma, ba\u015fqa v\u0259zif\u0259y\u0259 ke\u00e7id, \u0259m\u0259k haqq\u0131n\u0131n art\u0131r\u0131lmas\u0131 v\u0259 ya azald\u0131lmas\u0131, \u0259m\u0259k qanunvericiliyi v\u0259 alt qanunvericilikl\u0259 t\u0259nziml\u0259nir.<\/li>\n
      7. \u0130stehsal\u0131n art\u0131r\u0131lmas\u0131 m\u0259qs\u0259dinin performance review m\u0259qs\u0259dl\u0259rin\u0259 uy\u011fun olmamas\u0131<\/b>. \u018fg\u0259r istehsal\u0131n art\u0131r\u0131lmas\u0131 m\u0259qs\u0259di etik qanunlara, qanun t\u0259l\u0259bl\u0259rin\u0259 v\u0259 m\u0259hsul v\u0259 xidm\u0259tl\u0259rin keyfiyy\u0259tin\u0259 ziddirs\u0259, bu, performance review-dan sonrak\u0131 t\u0259hsil\u0259 mane olacaq. <\/li>\n
      8. Ciddisiz\/ciddi anket formas\u0131<\/b>. \u018fg\u0259r i\u015f\u00e7il\u0259r\u0259 performance review-un b\u00fct\u00fcn mahiyy\u0259ti v\u0259 m\u0259qs\u0259dl\u0259ri haqq\u0131nda m\u0259lumat verm\u0259s\u0259niz, onlar buna ciddi yana\u015fmaya bil\u0259r v\u0259 ya i\u015fl\u0259rini itirm\u0259k v\u0259 ya maa\u015flar\u0131na g\u00f6r\u0259 qorxu hissi il\u0259 bunu \u00e7ox ciddi q\u0259bul ed\u0259r\u0259k, qiym\u0259tl\u0259ri s\u00fcni \u015f\u0259kild\u0259 yax\u015f\u0131la\u015fd\u0131rma\u011fa \u00e7al\u0131\u015facaqlar. <\/li>\n
      9. Qiym\u0259tl\u0259rin m\u00fckafata d\u00fczg\u00fcn t\u0259rc\u00fcm\u0259 olunmamas\u0131<\/b>. Qiym\u0259tl\u0259ndirm\u0259 sistemi m\u00fckafatlar\u0131n ki\u00e7ik v\u0259 ya b\u00f6y\u00fck miqdarda m\u00fctl\u0259q verilm\u0259sini t\u0259min etm\u0259m\u0259lidir. \u018fg\u0259r m\u00fckafat h\u0259r k\u0259s \u00fc\u00e7\u00fcn olarsa, performance review i\u015f\u00e7il\u0259r \u00fc\u00e7\u00fcn rahatlama siqnal\u0131na \u00e7evril\u0259c\u0259k. <\/li>\n
      10. Tam respondentl\u0259r siyah\u0131s\u0131<\/b>. \u0130\u015f\u00e7i, m\u00fc\u0259yy\u0259n d\u00f6vrl\u0259rd\u0259 v\u0259 ya daim i\u015fl\u0259diyi \u015f\u0259xsl\u0259ri bil\u0259r\u0259kd\u0259n respondentl\u0259r siyah\u0131s\u0131na daxil etm\u0259y\u0259 bil\u0259r. Bu halda, h\u0259r k\u0259sin \u00f6z\u00fcn\u00fc respondentl\u0259r siyah\u0131s\u0131na daxil etm\u0259y\u0259 \u0259sasland\u0131rsa, izah etm\u0259y\u0259 ehtiyac var. <\/li>\n
      11. Direktiv \u00fcslubu<\/b>. B\u0259zi menecerl\u0259r, narahat v\u0259ziyy\u0259td\u0259 qalmaqdan qorxduqlar\u0131 \u00fc\u00e7\u00fcn qiym\u0259tl\u0259ndirm\u0259 n\u0259tic\u0259l\u0259rini m\u00fczakir\u0259 etm\u0259d\u0259n, sad\u0259c\u0259 olaraq, tabe\u00e7iliyind\u0259 olanlara n\u0259 etm\u0259li olduqlar\u0131n\u0131 n\u0259f\u0259s alaraq bildirirl\u0259r. Performance review-da iki t\u0259r\u0259fli \u00fcnsiyy\u0259tin \u0259h\u0259miyy\u0259ti m\u00fczakir\u0259 olunur.<\/li>\n<\/ol>\n

        \nPerformance review, t\u0259lim v\u0259 inki\u015faf strategiyas\u0131n\u0131n formala\u015fmas\u0131 \u00fc\u00e7\u00fcn haz\u0131rl\u0131q hiss\u0259sidir. H\u0259r bir \u015firk\u0259t \u00f6z strategiyas\u0131n\u0131 haz\u0131rlay\u0131r, amma t\u0259lim v\u0259 inki\u015faf strategiyas\u0131n\u0131n \u0259sas m\u0259qs\u0259di, i\u015f\u00e7il\u0259rin inki\u015faf\u0131n\u0131 idar\u0259 ed\u0259r\u0259k biznesin dig\u0259r prioritetl\u0259rini d\u0259st\u0259kl\u0259m\u0259kdir. T\u0259\u015fkilatda t\u0259lim v\u0259 inki\u015faf funksiyas\u0131 be\u015f sah\u0259d\u0259 strateji rol oynay\u0131r:<\/p>\n

          \n
        1. \u0130\u015f\u00e7il\u0259rin potensial\u0131n\u0131n inki\u015faf\u0131;<\/li>\n
        2. Talenlar\u0131n c\u0259lb edilm\u0259si v\u0259 saxlan\u0131lmas\u0131;<\/li>\n
        3. \u0130\u015f\u00e7il\u0259rin motivasiyas\u0131 v\u0259 c\u0259lb edilm\u0259si;<\/li>\n
        4. \u0130\u015f\u0259g\u00f6t\u00fcr\u0259n brendinin yarad\u0131lmas\u0131;<\/li>\n
        5. Korporativ m\u0259d\u0259niyy\u0259t d\u0259y\u0259rl\u0259rinin yarad\u0131lmas\u0131.<\/li>\n<\/ol>\n

          \n\"Korporativ
          \n
          \nBel\u0259likl\u0259, t\u0259lim v\u0259 inki\u015faf strategiyas\u0131, \u015firk\u0259td\u0259 t\u0259lim v\u0259 inki\u015faf\u0131n d\u00f6ng\u0259vi ekosisteminin 8 \u0259sas komponentinin yarad\u0131lmas\u0131n\u0131 n\u0259z\u0259rd\u0259 tutur v\u0259 bunun tikintisin\u0259 ba\u015flanmas\u0131 t\u00f6vsiy\u0259 olunur ki, t\u0259lim v\u0259 inki\u015faf i\u015f strategiyas\u0131 il\u0259 uy\u011funla\u015fd\u0131r\u0131ls\u0131n. McKinsey-nin           ara\u015fd\u0131rmas\u0131na g\u00f6r\u0259<\/a><\/noindex>, yaln\u0131z 40% \u015firk\u0259tl\u0259r t\u0259lim v\u0259 inki\u015faf strategiyalar\u0131n\u0131n strateji m\u0259qs\u0259dl\u0259r\u0259 uy\u011fun oldu\u011funu t\u0259sdiql\u0259yir, 60% \u015firk\u0259tl\u0259rd\u0259 is\u0259 t\u0259lim v\u0259 inki\u015faf strategiyalar\u0131n\u0131n biznes m\u0259qs\u0259dl\u0259ri il\u0259 a\u00e7\u0131q uy\u011funlu\u011fu yoxdur. Buna g\u00f6r\u0259 d\u0259, t\u0259lim proqramlar\u0131 yaln\u0131z HR \u015f\u00f6b\u0259si t\u0259r\u0259find\u0259n deyil, struktur r\u0259hb\u0259rliyi alt\u0131nda v\u0259 HR \u015f\u00f6b\u0259si il\u0259 \u0259m\u0259kda\u015fl\u0131qda haz\u0131rlanmal\u0131d\u0131r.<\/p>\n

          T\u0259lim v\u0259 inki\u015faf sisteminin t\u0259tbiqi, yaln\u0131z \u015firk\u0259tin maliyy\u0259 resurslar\u0131n\u0131 deyil, h\u0259m d\u0259 i\u015f\u00e7il\u0259rin i\u015f vaxt\u0131n\u0131 alacaqd\u0131r. \u018fslind\u0259 t\u0259lim v\u0259 inki\u015faf x\u0259rcl\u0259ri \u015firk\u0259t \u00fc\u00e7\u00fcn real faydadan \u00e7ox daha azd\u0131r:<\/p>\n

            \n
          1. \u0130\u015f\u00e7inin f\u0259aliyy\u0259tinin art\u0131r\u0131lmas\u0131<\/b>: t\u0259lim onun \u00f6z\u00fcn\u0259 inam\u0131n\u0131 g\u00fccl\u0259ndir\u0259r\u0259k, \u015firk\u0259tin lider m\u00f6vqel\u0259rini tutmas\u0131na k\u00f6m\u0259k edir. <\/li>\n
          2. \u0130\u015f\u00e7il\u0259rin m\u0259mnuniyy\u0259tinin art\u0131r\u0131lmas\u0131 v\u0259 komanda ruhunun g\u00fccl\u0259ndirilm\u0259si<\/b>: \u015firk\u0259t i\u015f\u00e7il\u0259r\u0259 onlar\u0131n d\u0259y\u0259rli oldu\u011funu, onlara investisiya qoyuldu\u011funu v\u0259 \u0259ks halda b\u0259nz\u0259rini bilm\u0259dikl\u0259ri t\u0259liml\u0259r\u0259 giri\u015f imkan\u0131 ver\u0259r\u0259k bunu n\u00fcmayi\u015f etdirir. <\/li>\n
          3. Zay\u0131f m\u0259qamlarla i\u015fl\u0259m\u0259k<\/b>: h\u0259r kollektivd\u0259 ayr\u0131-ayr\u0131 i\u015f\u00e7il\u0259r v\u0259 ya i\u015f prosesl\u0259ri olsun, z\u0259if ba\u011flant\u0131lar m\u00f6vcuddur. T\u0259lim v\u0259 inki\u015faf b\u00fct\u00fcn i\u015f\u00e7il\u0259ri eyni s\u0259viyy\u0259y\u0259 y\u00fcks\u0259ldir, bu da h\u0259r birinin \u0259v\u0259zl\u0259n\u0259 bil\u0259n v\u0259 m\u00fcst\u0259qil olmas\u0131n\u0131 t\u0259min edir. <\/li>\n
          4. \u0130stehsal\u0131n art\u0131r\u0131lmas\u0131 v\u0259 keyfiyy\u0259t standartlar\u0131na riay\u0259t edilm\u0259si<\/b>: davaml\u0131 i\u015f yolda\u015flar\u0131n\u0131n t\u0259hsili \u015firk\u0259td\u0259 prosesl\u0259r\u0259 qar\u015f\u0131 daxili m\u0259suliyy\u0259t v\u0259 \u0259m\u0259k istehsal\u0131n\u0131n art\u0131m\u0131na motivasiya yarad\u0131r. <\/li>\n
          5. Yeni strategiyalar v\u0259 m\u0259hsullarda innovasiyalar\u0131n artmas\u0131<\/b>: ixtisasart\u0131rma prosesi yeni ideyalar\u0131n tap\u0131lmas\u0131, kreativ yana\u015fman\u0131n inki\u015faf etdirilm\u0259si v\u0259 v\u0259ziyy\u0259tl\u0259r\u0259 f\u0259rqli yana\u015fmalar\u0131 t\u0259\u015fviq edir. <\/li>\n
          6. \u0130\u015f\u00e7i d\u00f6vriyy\u0259sinin azald\u0131lmas\u0131<\/b>: i\u015f\u0259g\u00f6t\u00fcr\u0259nin qoydu\u011fu investisiyalar i\u015f\u00e7il\u0259ri saxlay\u0131r v\u0259 i\u015f\u00e7i c\u0259lb etm\u0259 x\u0259rcl\u0259rini azald\u0131r. <\/li>\n
          7. \u015eirk\u0259tin profilinin v\u0259 reputasiyas\u0131n\u0131n g\u00fccl\u0259ndirilm\u0259si<\/b>: g\u00fccl\u00fc t\u0259lim v\u0259 inki\u015faf strategiyas\u0131 \u015firk\u0259t brendini g\u00fccl\u0259ndirir, t\u0259l\u0259b\u0259l\u0259ri, m\u0259zunlar\u0131, dig\u0259r \u015firk\u0259tl\u0259rd\u0259n m\u00fct\u0259x\u0259ssisl\u0259ri c\u0259lb edir v\u0259 \u0259n perspektivli namiz\u0259dl\u0259ri se\u00e7m\u0259k imkan\u0131n\u0131 t\u0259qdim edir. <\/li>\n<\/ol>\n

            \nKorporativ t\u0259lim v\u0259 inki\u015faf sistemi bir anda h\u0259yata ke\u00e7ir\u0259 bilmir. \u0130cra prosesi zaman\u0131 bir \u00e7ox s\u0259hvl\u0259r ed\u0259 bil\u0259r. \u018fn \u00f6n\u0259mlisi \u2013 inki\u015faf strategiyas\u0131 v\u0259 biznesin missiyas\u0131n\u0131n uy\u011funsuzlu\u011fudur. D\u00fczg\u00fcn icra olunduqda, \u015firk\u0259td\u0259 sa\u011flam r\u0259qab\u0259t v\u0259 brend liderliyi inki\u015faf edir ki, bu da \u015firk\u0259tin m\u0259nf\u0259\u0259tinin art\u0131m\u0131na, IT xidm\u0259tl\u0259ri bazar\u0131nda m\u00f6vqeyinin g\u00fccl\u0259nm\u0259sin\u0259, \u0259sl xarici r\u0259qab\u0259t\u0259 daxil olma\u011fa v\u0259 strateji \u00e7evikliy\u0259 s\u0259b\u0259b olur.
            \n
            M\u0259nb\u0259:             habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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