{"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\/cs\/blog\/news\/kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya","title":{"rendered":"Jak vybudovat firemn\u00ed strategii \u0161kolen\u00ed a rozvoje","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

Ahoj v\u0161em! Jsem Anna Chacko, HR \u0159editelka Omega-R. Moje pr\u00e1ce se zam\u011b\u0159uje na pos\u00edlen\u00ed strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje ve spole\u010dnosti a chci se pod\u011blit o sv\u00e9 zku\u0161enosti a znalosti o tom, jak \u0159\u00eddit profesn\u00ed a kari\u00e9rn\u00ed r\u016fst zam\u011bstnanc\u016f tak, abychom podporovali dal\u0161\u00ed kl\u00ed\u010dov\u00e9 priority byznysu.<\/p>\n

\"Jak
\n<\/a><\/noindex>
\nPodle v\u00fdzkumu KPMG<\/a><\/noindex>, 50 % rusk\u00fdch spole\u010dnost\u00ed uv\u00e1d\u00ed nedostatek kvalifikovan\u00fdch IT zam\u011bstnanc\u016f pot\u0159ebn\u00e9ho profilu a 44 % - nedostate\u010dnou kvalifikaci uchaze\u010d\u016f. Proto je ka\u017ed\u00fd zam\u011bstnanec nesm\u00edrn\u011b cenn\u00fd, a to se automaticky odr\u00e1\u017e\u00ed na kvalit\u011b produkt\u016f, u kter\u00fdch po\u017eadujeme v\u00fdvoj na z\u00e1klad\u011b nejmodern\u011bj\u0161\u00edch platforem a jazyk\u016f.<\/p>\n

P\u016fvodn\u00ed vzd\u011bl\u00e1v\u00e1n\u00ed v Omega-R nen\u00ed po\u017eadavek veden\u00ed, ale po\u017eadavek trhu. Pokud zam\u011bstnanec nem\u00e1 novou IT technologii, kter\u00e1 je pot\u0159ebn\u00e1 k realizaci nov\u00e9ho zak\u00e1zky, spole\u010dnost nebude schopna tuto zak\u00e1zku vykonat. Hled\u00e1n\u00ed nov\u00e9ho zam\u011bstnance s po\u017eadovanou dovednost\u00ed m\u016f\u017ee zabrat m\u011bs\u00edce, co\u017e je nep\u0159ijateln\u00e9. Je snadn\u00e9, pohodln\u00e9 a v\u00fdhodn\u00e9<\/a><\/noindex> nau\u010dit st\u00e1vaj\u00edc\u00ed zam\u011bstnance, kte\u0159\u00ed jsou ji\u017e za\u010dlen\u011bni do obchodn\u00edch proces\u016f. Dr\u017e\u00edme n\u00e1zor, \u017ee cenn\u00e9 zam\u011bstnance nejen \u017ee lze, ale je t\u0159eba vychov\u00e1vat uvnit\u0159 spole\u010dnosti.<\/p>\n

Omega-R ji\u017e je \"l\u00edska talent\u016f\", mnoz\u00ed na\u0161i zam\u011bstnanci se vyvinuli uvnit\u0159 spole\u010dnosti z intern\u016f na vysoce kvalifikovan\u00e9 specialisty nebo dokonce team leadery, a nyn\u00ed jsou sami mentory a p\u0159\u00edkladem pro za\u010d\u00e1te\u010dn\u00edky. R\u00e1di p\u0159ij\u00edm\u00e1me studenty na st\u00e1\u017e, hodnot\u00edme \u00farove\u0148 jejich zapojen\u00ed, a pom\u00e1h\u00e1me jim se p\u0159izp\u016fsobit a st\u00e1t se profesion\u00e1ly. Mezi studenty se objevuj\u00ed velmi talentovan\u00ed lid\u00e9 a je d\u016fle\u017eit\u00e9 je v\u010das rozpoznat. A\u0165 u\u017e spole\u010dnost investuje do vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje jakkoli, pr\u00e1v\u011b tyto investice jsou z\u00e1rukou \u00fasp\u011bchu.<\/p>\n

Pro\u010d vzd\u011bl\u00e1v\u00e1n\u00ed na pracovi\u0161ti?<\/h4>\n

\nIntern\u00ed vzd\u011bl\u00e1v\u00e1n\u00ed v Omega-R nen\u00ed zam\u011b\u0159eno na z\u00edsk\u00e1n\u00ed certifik\u00e1t\u016f, ale je sou\u010d\u00e1st\u00ed strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje a je orientov\u00e1no na osvojen\u00ed nov\u00fdch technologi\u00ed a kvalitn\u00ed spln\u011bn\u00ed pracovn\u00edch \u00fakol\u016f. Prob\u00edh\u00e1 p\u0159\u00edmo v kancel\u00e1\u0159i spole\u010dnosti a v\u00fdrazn\u011b se li\u0161\u00ed od vzd\u011bl\u00e1v\u00e1n\u00ed poskytovatelem vzd\u011bl\u00e1vac\u00edch slu\u017eeb na stran\u011b.<\/p>\n

\"Jak
\n
\nB\u011bhem \u0161kolen\u00ed zam\u011bstnanec z\u00edsk\u00e1v\u00e1 nejen znalosti a praktick\u00e9 zku\u0161enosti, ale tak\u00e9 nar\u00e1z vn\u00edm\u00e1 hodnoty, strategie a c\u00edle spole\u010dnosti. <\/p>\n

T\u00edmto zp\u016fsobem prob\u00edh\u00e1 \u0161kolen\u00ed podle modelu \u201e70:20:10<\/a><\/noindex>\u00bb:
\n70 % \u010dasu \u2013 \u0161kolen\u00ed v pracovn\u00edch procesech a ka\u017edodenn\u00edch \u00fakolech: zde zam\u011bstnanec vytv\u00e1\u0159\u00ed vlastn\u00ed zku\u0161enosti, d\u011bl\u00e1 a opravuje chyby, pracuje na projektu, \u0161kol\u00ed kolegy, prov\u00e1d\u00ed sebereflexi;
\n20 % \u2013 soci\u00e1ln\u00ed u\u010den\u00ed prost\u0159ednictv\u00edm komunikace s kolegy a veden\u00edm;
\n10 % \u2013 tradi\u010dn\u00ed teoretick\u00e9 \u0161kolen\u00ed: p\u0159edn\u00e1\u0161ky, kurzy, knihy, \u010dl\u00e1nky, semin\u00e1\u0159e, setk\u00e1n\u00ed, webin\u00e1\u0159e, certifikace.<\/p>\n

\"Jak
\n<\/p>\n

Stanoven\u00ed \u00farovn\u011b vzd\u011bl\u00e1n\u00ed p\u0159i p\u0159ijet\u00ed do zam\u011bstn\u00e1n\u00ed a pl\u00e1nov\u00e1n\u00ed kari\u00e9ry<\/h4>\n

\n\u017dadatel nejprve pln\u00ed testovac\u00ed \u00fakol, aby potvrdil sv\u00e9 znalosti a dovednosti, a teprve pot\u00e9 je pozv\u00e1n na pohovor k odborn\u00e9mu hodnocen\u00ed. Zku\u0161en\u00ed profesion\u00e1lov\u00e9 mohou f\u00e1zi testovac\u00edho \u00fakolu p\u0159esko\u010dit.<\/p>\n

Je pro n\u00e1s d\u016fle\u017eit\u00e9, aby ka\u017ed\u00fd n\u00e1\u0161 zam\u011bstnanec m\u011bl jasnou p\u0159edstavu o sv\u00e9m individu\u00e1ln\u00edm pl\u00e1nu rozvoje ve spole\u010dnosti. \u0160patn\u00fd je voj\u00e1k, kter\u00fd nesn\u00ed o tom, b\u00fdt gener\u00e1lem. Obraz \u00fasp\u011b\u0161n\u00e9 budoucnosti by m\u011bl b\u00fdt od prvn\u00edch pracovn\u00edch dn\u016f pr\u016fhledn\u00fd a srozumiteln\u00fd. <\/p>\n

Samoz\u0159ejm\u011b, \u017ee pl\u00e1nov\u00e1n\u00ed kari\u00e9ry je proces, kter\u00fd prob\u00edh\u00e1 od \u0161koln\u00edch lavic po cel\u00fd \u017eivot, a nikoli v\u00fdsledek, proto se individu\u00e1ln\u00ed pl\u00e1n n\u011bkdy m\u011bn\u00ed. Nicm\u00e9n\u011b volba kari\u00e9rn\u00ed cesty ovliv\u0148uje, jak bude prob\u00edhat \u0161kolen\u00ed. Obvykle se rozhodnut\u00ed d\u011bl\u00e1 mezi technickou nebo mana\u017eerskou kari\u00e9rou.<\/p>\n

Podle m\u00e9ho n\u00e1zoru sta\u010d\u00ed k ur\u010den\u00ed kari\u00e9rn\u00ed cesty proj\u00edt 5 kroky:<\/p>\n

    \n
  1. Stanoven\u00ed okruhu osob, kter\u00e9 poskytuj\u00ed hodnocen\u00ed zam\u011bstnance;<\/li>\n
  2. Vypracov\u00e1n\u00ed, rozesl\u00e1n\u00ed a sb\u011br dotazn\u00edk\u016f s pr\u016fzkumem podle matice kompetenc\u00ed k ur\u010den\u00ed indik\u00e1tor\u016f pro pozice;<\/li>\n
  3. Anal\u00fdza dotazn\u00edk\u016f a schv\u00e1len\u00ed v\u00fdsledk\u016f v\u0161ech zam\u011bstnanc\u016f s veden\u00edm;<\/li>\n
  4. Informov\u00e1n\u00ed zam\u011bstnance o v\u00fdsledc\u00edch jeho hodnocen\u00ed;<\/li>\n
  5. Pl\u00e1nov\u00e1n\u00ed kari\u00e9ry a vypracov\u00e1n\u00ed individu\u00e1ln\u00edho pl\u00e1nu.<\/li>\n<\/ol>\n

    \nPodle Joshue Bersina<\/a><\/noindex>, zakladatele a gener\u00e1ln\u00edho \u0159editele spole\u010dnosti Bersin & Associates, je ukazatelem \u0161patn\u00e9ho syst\u00e9mu kari\u00e9rn\u00edho rozvoje skute\u010dnost, \u017ee spole\u010dnosti naj\u00edmaj\u00ed zam\u011bstnance na mana\u017eersk\u00e9 pozice zven\u010d\u00ed. T\u00edm p\u00e1dem je dodr\u017eov\u00e1n\u00ed individu\u00e1ln\u00edho kari\u00e9rn\u00edho pl\u00e1nu d\u016fle\u017eit\u00e9 nejen pro zam\u011bstnance, ale i pro spole\u010dnost.<\/p>\n

    Systematick\u00e9 zvy\u0161ov\u00e1n\u00ed \u00farovn\u011b znalost\u00ed<\/h4>\n

    \nRozvoj, \u0161kolen\u00ed a zvy\u0161ov\u00e1n\u00ed \u00farovn\u011b kompetenc\u00ed prob\u00edh\u00e1 systematicky a pravideln\u011b. Ka\u017ed\u00fd profesion\u00e1l proch\u00e1z\u00ed 7 f\u00e1zemi rozvoje<\/a><\/noindex> bez ohledu na pozici a v\u011bk:<\/p>\n

    1 f\u00e1ze \u2013 f\u00e1ze opce<\/b>: v\u00fdb\u011br profese studentem nebo profesion\u00e1lem v jin\u00e9 oblasti;
    \n2 f\u00e1ze \u2013 f\u00e1ze adeptu<\/b>: osvojen\u00ed profese, od kr\u00e1tk\u00e9 instrukt\u00e1\u017ee po mnohalet\u00e9 vzd\u011bl\u00e1v\u00e1n\u00ed nebo pr\u00e1ci;
    \n3 f\u00e1ze \u2013 f\u00e1ze adaptace<\/b>: adept si zvyk\u00e1 na pr\u00e1ci, t\u00fdm, \u00fakoly, obt\u00ed\u017enosti a formuje ur\u010ditou loajalitu k t\u00fdmu;
    \n4 f\u00e1ze \u2013 f\u00e1ze intern\u00e1l\u016f<\/b>: zam\u011bstnanec se st\u00e1v\u00e1 plnohodnotn\u00fdm kolegou a samostatn\u011b pln\u00ed hlavn\u00ed \u00fakoly;
    \n5 f\u00e1ze \u2013 f\u00e1ze mistrovstv\u00ed<\/b>: zam\u011bstnanec z\u00edsk\u00e1v\u00e1 neform\u00e1ln\u00ed status nenahraditeln\u00e9ho nebo univerz\u00e1ln\u00edho zam\u011bstnance schopn\u00e9ho \u0159e\u0161it slo\u017eit\u00e9 \u00fakoly;
    \n6 f\u00e1ze \u2013 f\u00e1ze autority<\/b>: mistr se st\u00e1v\u00e1 dob\u0159e zn\u00e1m\u00fdm v profesion\u00e1ln\u00edch kruz\u00edch;
    \n7 f\u00e1ze \u2013 f\u00e1ze mentorstv\u00ed<\/b> (v nej\u0161ir\u0161\u00edm slova smyslu): mistr si kolem sebe shroma\u017e\u010fuje stejn\u011b sm\u00fd\u0161lej\u00edc\u00ed a \u017e\u00e1ky nejen d\u00edky vysok\u00e9mu profesionalismu, ale tak\u00e9 d\u00edky v\u00fdchov\u011b nejlep\u0161\u00edch odborn\u00edk\u016f ve sv\u00e9m oboru.<\/p>\n

    \"Jak
    \n
    \nV Omega-R je pro nov\u00e1\u010dka ur\u010den konkr\u00e9tn\u00ed mentor a adept z \u0159ady vysoce loaj\u00e1ln\u00edch specialist\u016f k spole\u010dnosti, kte\u0159\u00ed maj\u00ed profesn\u00ed zku\u0161enost na \u00farovni alespo\u0148 middle a ur\u010dit\u00e9 obdob\u00ed praxe ve spole\u010dnosti. B\u011bhem adaptace je d\u016fle\u017eit\u00e9 nejen z\u00edskat porozum\u011bn\u00ed konkr\u00e9tn\u00edm technologi\u00edm a specifik\u016fm pr\u00e1ce, ale tak\u00e9 vst\u0159ebat charakteristiky firemn\u00ed kultury, st\u00e1t se sou\u010d\u00e1st\u00ed t\u00fdmu. Porozum\u011bn\u00ed c\u00edl\u016fm a misi je d\u016fle\u017eitou sou\u010d\u00e1st\u00ed \u00fasp\u011b\u0161n\u00e9 adaptace, dlouh\u00e9 plodn\u00e9 pr\u00e1ce a vysok\u00e9 loajality k spole\u010dnosti.<\/p>\n

    \u010c\u00edm jasn\u011bj\u0161\u00ed a strukturovan\u011bj\u0161\u00ed jsou prvn\u00ed dny a t\u00fddny ve firm\u011b, t\u00edm rychleji se nov\u00e1\u010dek zapoj\u00ed do procesu a p\u0159inese v\u00fdsledky. Prvn\u00ed den se nov\u00e1\u010dek sezn\u00e1m\u00ed s mentorem a obdr\u017e\u00ed materi\u00e1ly k prozkoum\u00e1n\u00ed, \"slo\u017eku nov\u00e1\u010dka\" s u\u017eite\u010dn\u00fdmi informacemi, pl\u00e1nem na zku\u0161ebn\u00ed dobu schv\u00e1len\u00fdm p\u0159\u00edm\u00fdm nad\u0159\u00edzen\u00fdm. Nult\u00e1 atestace se kon\u00e1 po dvou t\u00fddnech pr\u00e1ce zam\u011bstnance ve firm\u011b, pot\u00e9 se stanov\u00ed dal\u0161\u00ed kontroln\u00ed bod.<\/p>\n

    P\u0159echod na dal\u0161\u00ed \u00farove\u0148 rozvoje<\/h4>\n

    \nHlavn\u00edm spou\u0161t\u011b\u010dem profesn\u00edho r\u016fstu pro ur\u010den\u00ed okam\u017eiku pov\u00fd\u0161en\u00ed zam\u011bstnance je \u00fasp\u011b\u0161n\u00e9 absolvov\u00e1n\u00ed atestace.<\/p>\n

    Mezi atestacemi existuj\u00ed ur\u010dit\u00e9 \u010dasov\u00e9 intervaly, kter\u00e9 se ur\u010duj\u00ed na z\u00e1klad\u011b p\u0159edchoz\u00edho hodnocen\u00ed, a ka\u017ed\u00fd zam\u011bstnanec m\u00e1 informace o term\u00ednech p\u0159\u00ed\u0161t\u00ed atestace. HR mana\u017eer tyto term\u00edny sleduje a v\u010das iniciuje p\u0159\u00edpravu.<\/p>\n

    Ka\u017ed\u00fd zam\u011bstnanec m\u00e1 pr\u00e1vo se s\u00e1m obr\u00e1tit na odpov\u011bdn\u00e9 osoby k proveden\u00ed mimo\u0159\u00e1dn\u00e9 atestace. Motivace pro mimo\u0159\u00e1dnou atestaci z\u00e1vis\u00ed nejen na faktu p\u0159echodu. Takov\u00fdmi d\u016fvody mohou b\u00fdt nap\u0159\u00edklad slo\u017eitost projektu nebo \u00farove\u0148 platu. A opravdu si v\u00e1\u017e\u00edme odpov\u011bdnosti a z\u00e1jmu o osobn\u00ed a profesn\u00ed r\u016fst \u2013 zvy\u0161ov\u00e1n\u00ed kvalifikace je zakotveno v korpor\u00e1tn\u00ed kultu\u0159e. <\/p>\n

    Do procesu rozvoje sv\u00fdch zam\u011bstnanc\u016f je zapojen ka\u017ed\u00fd t\u00fdmov\u00fd vedouc\u00ed \u2013 ukazuje tak \u00farove\u0148 odbornosti, z\u00e1jem o vzd\u011bl\u00e1v\u00e1n\u00ed a v\u00fdhody syst\u00e9mu vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje na vlastn\u00edm p\u0159\u00edkladu. Bez ohledu na to, kdo iniciuje atestaci, t\u00fdmov\u00fd vedouc\u00ed a dal\u0161\u00ed vedouc\u00ed na z\u00e1klad\u011b matice kompetenc\u00ed a vlastn\u00edch zku\u0161enost\u00ed ur\u010duj\u00ed p\u0159ipravenost specialisty p\u0159ej\u00edt na dal\u0161\u00ed \u00farove\u0148 profesn\u00edho rozvoje. Pokud se zam\u011bstnanci nepoda\u0159\u00ed slo\u017eit atestaci napoprv\u00e9, zkou\u0161ku si m\u016f\u017ee zopakovat.<\/p>\n

    C\u00edle atestace:<\/p>\n

      \n
    1. Ur\u010dit aktu\u00e1ln\u00ed \u00farove\u0148 specialisty;<\/li>\n
    2. Zjistit, v jak\u00fdch sm\u011brech m\u00e1 z\u00e1jem se rozv\u00edjet;<\/li>\n
    3. Poskytnout zam\u011bstnanci zp\u011btnou vazbu;<\/li>\n
    4. Stanovit oblasti pro zlep\u0161en\u00ed;<\/li>\n
    5. Stanovit datum p\u0159\u00ed\u0161t\u00ed atestace.<\/li>\n<\/ol>\n

      \nV\u0161em je zn\u00e1m\u00e1 situace na trhu pr\u00e1ce, proto smysl hodnocen\u00ed nespo\u010d\u00edv\u00e1 v tom, aby soudil zam\u011bstnance, ale v tom, aby mu pomohl r\u016fst.<\/p>\n

      Hodnocen\u00ed v\u00fdkonu<\/h4>\n

      \nHodnocen\u00ed v\u00fdkonu \u2013 to je systematick\u00fd a periodick\u00fd proces, kter\u00fd hodnot\u00ed efektivitu pr\u00e1ce a produktivitu jednotliv\u00e9ho zam\u011bstnance v souladu s p\u0159edem stanoven\u00fdmi krit\u00e9rii a organiza\u010dn\u00edmi c\u00edli. Hodnocen\u00ed v\u00fdkonu vych\u00e1z\u00ed ze stolet\u00fdch princip\u016f v\u011bdeck\u00e9ho managementu Fredericka W. Taylora a poprv\u00e9 bylo aplikov\u00e1no arm\u00e1dou USA<\/a><\/noindex> b\u011bhem prvn\u00ed sv\u011btov\u00e9 v\u00e1lky za \u00fa\u010delem ur\u010den\u00ed slab\u00fdch vykonavatel\u016f. <\/p>\n

      Hodnocen\u00ed v\u00fdkonu je pro zam\u011bstnance u\u017eite\u010dn\u00e9 t\u00edm, \u017ee odhaluje d\u016fvody absence kari\u00e9rn\u00edho postupu a cesty k jeho \u0159e\u0161en\u00ed. Spole\u010dnost m\u016f\u017ee transparentn\u011b a objektivn\u011b ur\u010dit zam\u011bstnance, kte\u0159\u00ed si zaslou\u017e\u00ed odm\u011bnu, pov\u00fd\u0161en\u00ed nebo zv\u00fd\u0161en\u00ed platu. Je t\u0159eba poznamenat, \u017ee tento hodnot\u00edc\u00ed n\u00e1stroj je pom\u011brn\u011b slo\u017eit\u00fd a m\u00e1 mnoho \"\u00faskal\u00ed\".<\/p>\n

      \"Jak
      \n
      \nHodnocen\u00ed v\u00fdkonu se prov\u00e1d\u00ed ve n\u011bkolika f\u00e1z\u00edch:<\/p>\n

      1 f\u00e1ze \u2013 p\u0159\u00edprava<\/b>. Je nesm\u00edrn\u011b d\u016fle\u017eit\u00e9 projednat cel\u00fd postup, jeho c\u00edle se zainteresovan\u00fdmi stranami a mana\u017eery. Proces sb\u011bru zp\u011btn\u00e9 vazby a zp\u016fsob jej\u00edho vyu\u017eit\u00ed mus\u00ed b\u00fdt jasn\u011b sd\u011blen v\u0161em \u00fa\u010dastn\u00edk\u016fm na sch\u016fzk\u00e1ch nebo v rozes\u00edlk\u00e1ch. Jak ukazuje praxe, bez t\u00e9to f\u00e1ze se hodnocen\u00ed v\u00fdkonu m\u016f\u017ee st\u00e1t pr\u00e1zdn\u00fdm pl\u00fdtv\u00e1n\u00edm \u010dasu.<\/p>\n

      2 f\u00e1ze \u2013 sebehodnocen\u00ed<\/b>. Zam\u011bstnanec by si m\u011bl vzpomenout a zapsat, \u010demu se v\u011bnoval v posledn\u00edch m\u011bs\u00edc\u00edch nebo roce: \u00fakoly a kvality o\u010dek\u00e1van\u00e9 od zam\u011bstnance, v\u010detn\u011b vykon\u00e1v\u00e1n\u00ed neobvykl\u00fdch rol\u00ed; projekty, z\u00e1kladn\u00ed \u010dinnost a dal\u0161\u00ed aktivity; pracovn\u00ed \u00fasp\u011bchy a \u00fasp\u011bchy; nedostatky, ne\u00fasp\u011bchy v konkr\u00e9tn\u00edch \u00fakolech ze strany zam\u011bstnance a odd\u011blen\u00ed, sebekritika na z\u00e1klad\u011b fakt\u016f. Vzhledem k tomu, \u017ee vzpomenout si na detaily z minul\u00e9ho roku je pom\u011brn\u011b obt\u00ed\u017en\u00e9, je lep\u0161\u00ed prov\u00e1d\u011bt hodnocen\u00ed v\u00fdkonu alespo\u0148 ka\u017ed\u00fdch \u0161est m\u011bs\u00edc\u016f.<\/p>\n

      3 f\u00e1ze \u2013 ur\u010den\u00ed respondent\u016f<\/b>. Zam\u011bstnanec s\u00e1m nebo vedouc\u00ed hodnocen\u00ed v\u00fdkonu uv\u00e1d\u011bj\u00ed ty, kdo jej budou hodnotit: p\u0159\u00edm\u00fd nad\u0159\u00edzen\u00fd; vedouc\u00ed jin\u00fdch t\u00fdm\u016f, kter\u00e9 se zab\u00fdvaly nebo se pravideln\u011b zab\u00fdvaj\u00ed ur\u010dit\u00fdmi projekty spole\u010dn\u011b se zam\u011bstnancem, zadavatel\u00e9; kolegov\u00e9 (kolegov\u00e9 z odd\u011blen\u00ed, p\u0159\u00edle\u017eitostn\u00ed nebo trval\u00ed projektov\u00ed kolegov\u00e9); pod\u0159\u00edzen\u00ed, v\u010detn\u011b t\u011bch, pro kter\u00e9 je zam\u011bstnanec pouze mentorem.<\/p>\n

      4 f\u00e1ze \u2013 rozes\u00edl\u00e1n\u00ed dotazn\u00edk\u016f<\/b>. Jeden z vedouc\u00edch procesu hodnocen\u00ed v\u00fdkonu, nap\u0159\u00edklad vedouc\u00ed odd\u011blen\u00ed, analyzuje hodnocen\u00ed, kter\u00e9 zam\u011bstnanec dal s\u00e1m sob\u011b, \u017e\u00e1d\u00e1 o up\u0159esn\u011bn\u00ed informac\u00ed, pokud je zam\u011bstnanec uvedl nejednozna\u010dn\u011b, p\u0159ipravuje dotazn\u00edk a rozes\u00edl\u00e1 ho respondent\u016fm. Vzhledem k tomu, \u017ee ka\u017ed\u00fd zam\u011bstnanec spole\u010dnosti dost\u00e1v\u00e1 n\u011bkolik dotazn\u00edk\u016f, je t\u0159eba na ka\u017ed\u00fd dotazn\u00edk stanovit rozumn\u00fd term\u00edn, kter\u00fd umo\u017en\u00ed d\u016fkladn\u00e9 p\u0159e\u010dten\u00ed a vypln\u011bn\u00ed.<\/p>\n

      5 f\u00e1ze \u2013 prov\u00e1d\u011bn\u00ed hodnocen\u00ed<\/b>. Ka\u017ed\u00fd respondent prohl\u00ed\u017e\u00ed self-review zam\u011bstnance, ud\u011bluje ur\u010dit\u00fd celkov\u00fd rating toho, jak vid\u00ed shodu o\u010dek\u00e1van\u00e9 kvality vykon\u00e1v\u00e1n\u00ed \u00fakol\u016f ze strany zam\u011bstnance, poskytuje koment\u00e1\u0159, kter\u00fd objas\u0148uje konkr\u00e9tn\u00ed d\u016fvody hodnocen\u00ed a mo\u017en\u00e9 podrobn\u00e9 doporu\u010den\u00ed k rozvoji.<\/p>\n

      6 f\u00e1ze \u2013 anal\u00fdza dat<\/b>. Diskuze o v\u00fdsledc\u00edch m\u016f\u017ee v\u00e9st k nedorozum\u011bn\u00edm, proto je d\u016fle\u017eit\u00e9 zachovat ur\u010ditou \u00farove\u0148 d\u016fv\u011brnosti, nebo\u0165 ka\u017ed\u00e9 ud\u011blen\u00e9 hodnocen\u00ed, a\u0165 ji\u017e pozitivn\u00ed \u010di negativn\u00ed, je subjektivn\u00ed a n\u011bkdy provokativn\u00ed. V ka\u017ed\u00e9m p\u0159\u00edpad\u011b je pro organiz\u00e1tora hodnocen\u00ed v\u00fdkonu lep\u0161\u00ed za\u010d\u00edt diskuzi o v\u00fdsledc\u00edch s vedouc\u00edm odd\u011blen\u00ed s shrnut\u00fdmi daty o spole\u010dnosti a odd\u011blen\u00ed. Stejn\u00fd vzor se pou\u017e\u00edv\u00e1 p\u0159i komunikaci uvnit\u0159 odd\u011blen\u00ed. Nav\u00edc u n\u011bkter\u00fdch zam\u011bstnanc\u016f mohou b\u00fdt zji\u0161t\u011bna o\u010dividn\u011b nespravedliv\u00e1 hodnocen\u00ed vypl\u00fdvaj\u00edc\u00ed z osobn\u00edch preferenc\u00ed. To m\u016f\u017ee b\u00fdt patrn\u00e9 z formalnosti vypln\u011bn\u00ed, nedostatku konkr\u00e9tnosti nebo p\u0159em\u00edry emoc\u00ed v koment\u00e1\u0159\u00edch k hodnocen\u00ed v dotazn\u00edku.<\/p>\n

      7 f\u00e1ze \u2013 pl\u00e1n rozvoje<\/b>. Na z\u00e1klad\u011b v\u00fdsledk\u016f by m\u011bl b\u00fdt vypracov\u00e1n pl\u00e1n konkr\u00e9tn\u00edch akc\u00ed, kter\u00e9 povedou ka\u017ed\u00e9ho zam\u011bstnance k r\u016fstu: konkr\u00e9tn\u00ed \u0161kolen\u00ed, do\u010dasn\u00fd nebo trval\u00fd p\u0159enos na jinou pozici, pr\u00e1ce na nov\u00e9m projektu, veden\u00ed nov\u00fdm mentorem, dovolen\u00e1, \u00fapravy v time managementu, dal\u0161\u00ed aktivity.<\/p>\n

      8. f\u00e1ze \u2013 sledov\u00e1n\u00ed zm\u011bn<\/b>. V podstat\u011b lze tuto f\u00e1zi nazvat p\u0159\u00edpravou a proveden\u00edm dal\u0161\u00edho hodnocen\u00ed v\u00fdkonu, proto\u017ee v jej\u00edm o\u010dek\u00e1v\u00e1n\u00ed zam\u011bstnanci za\u010d\u00ednaj\u00ed p\u0159edem sledovat v\u0161e, co budou muset uv\u00e9st v dotazn\u00edc\u00edch, a v\u011bnovat v\u00edce pozornosti sv\u00e9 \u010dinnosti.<\/p>\n

      11 d\u016fvod\u016f, pro\u010d m\u016f\u017ee hodnocen\u00ed v\u00fdkonu ztroskotat<\/h4>\n

      \nB\u011bhem hodnocen\u00ed v\u00fdkonu mohou nastat drobn\u00e9 chyby, z nich\u017e n\u011bkter\u00e9 mo\u017en\u00e1 p\u016fjde opravit a\u017e p\u0159i p\u0159\u00ed\u0161t\u00edm hodnocen\u00ed v\u00fdkonu. Proto je prvn\u00ed f\u00e1ze p\u0159\u00edpravy stejn\u011b d\u016fle\u017eit\u00e1 jako v\u0161echny ostatn\u00ed. Nej\u010dast\u011bji se setk\u00e1v\u00e1me s t\u011bmito nedostatky a chybami:<\/p>\n

        \n
      1. Nevhodn\u00e9 ot\u00e1zky v dotazn\u00edku<\/b>. Velk\u00fd dotazn\u00edk se 10 a v\u00edce ot\u00e1zkami, kter\u00fd se t\u00fdk\u00e1 obecn\u00fdch z\u00e1le\u017eitost\u00ed firmy, by m\u011bl b\u00fdt odd\u011blen od kl\u00ed\u010dov\u00e9ho dotazn\u00edku hodnocen\u00ed v\u00fdkonu, kter\u00fd se zam\u011b\u0159uje na konkr\u00e9tn\u00ed odd\u011blen\u00ed nebo zam\u011bstnance. <\/li>\n
      2. Vyh\u00fdb\u00e1n\u00ed se mana\u017eera slo\u017eit\u00fdm t\u00e9mat\u016fm<\/b>. V sebehodnocen\u00ed mohou b\u00fdt patrn\u00e9 perspektivy pro zam\u011bstnance, odd\u011blen\u00ed nebo firmu, kter\u00e9 vy\u017eaduj\u00ed v\u00e1\u0161nivou diskusi, ale hodnocen\u00ed jeho nad\u0159\u00edzen\u00e9ho to p\u0159ehl\u00ed\u017e\u00ed. V takov\u00e9m p\u0159\u00edpad\u011b lze usoudit, \u017ee vedouc\u00ed pot\u0159ebuje \u0161kolen\u00ed v t\u00e9to kritick\u00e9 oblasti. <\/li>\n
      3. Nedostatek konkr\u00e9tnosti v odpov\u011bd\u00edch a koment\u00e1\u0159\u00edch<\/b>. To m\u016f\u017ee nazna\u010dovat \u0161patn\u011b formulovan\u00e9 ot\u00e1zky nebo nedostatek osv\u011bty s \u00fa\u010dastn\u00edky, co\u017e je t\u0159eba napravit. Upevn\u011bn\u00e9 psychologick\u00e9 nastaven\u00ed respondenta, ovliv\u0148uj\u00edc\u00ed hodnocen\u00ed ve v\u0161ech dotazn\u00edc\u00edch, kter\u00e9 vyplnil, a nut\u00edc\u00ed ho d\u00e1vat podobn\u00e1 hodnocen\u00ed a koment\u00e1\u0159e, by m\u011blo sni\u017eovat relevantnost j\u00edm ud\u011blen\u00fdch hodnocen\u00ed p\u0159i anal\u00fdze. <\/li>\n
      4. Nedostatek hodnocen\u00ed p\u0159\u00edm\u00e9ho nad\u0159\u00edzen\u00e9ho<\/b>. Pr\u00e1v\u011b on v\u00ed prakticky v\u0161echno o form\u00e1ln\u00edch a nepsan\u00fdch povinnostech v odd\u011blen\u00ed a m\u016f\u017ee poskytnout nejspravedliv\u011bj\u0161\u00ed a objektivn\u00ed hodnocen\u00ed. Krom\u011b toho, v p\u0159\u00edpad\u011b bezv\u00fdhradn\u00edho neform\u00e1ln\u00edho veden\u00ed jednoho z zam\u011bstnanc\u016f v horizontu odd\u011blen\u00ed, nen\u00ed dobr\u00e9 se pln\u011b spol\u00e9hat na hodnocen\u00ed jeho koleg\u016f v odd\u011blen\u00ed. <\/li>\n
      5. Z\u00e1m\u011brn\u00e1 nebo nez\u00e1m\u011brn\u00e1 zaujatost<\/b>. Mezi hodnocen\u00edmi poskytnut\u00fdmi jednomu zam\u011bstnanci mohou b\u00fdt v\u00fdjime\u010dn\u00e9 p\u0159\u00edpady, kter\u00fdm je dobr\u00e9 nev\u011b\u0159it, a proto se jako hlavn\u00ed bere pr\u016fm\u011brn\u00e9 hodnocen\u00ed. Nav\u00edc, hodnocen\u00ed m\u016f\u017ee b\u00fdt zalo\u017eeno na osobn\u00edch sympati\u00edch a antipati\u00edch, touze vyhnout se konfliktu, co\u017e se projevuje v absenci fakt\u016f a kvantitativn\u00edch ukazatel\u016f v koment\u00e1\u0159\u00edch. <\/li>\n
      6. Pr\u00e1vn\u00ed nihilismus<\/b>. Pokud v spole\u010dnosti existuje odbor, m\u00e1 smysl dohodnout se s n\u00edm na postupech performance review a jeho d\u016fsledc\u00edch pro zam\u011bstnance, jeliko\u017e person\u00e1ln\u00ed dopad, nap\u0159\u00edklad propu\u0161t\u011bn\u00ed, p\u0159eveden\u00ed na jinou pozici, zv\u00fd\u0161en\u00ed nebo sn\u00ed\u017een\u00ed platu, je regulov\u00e1n pracovn\u00edm pr\u00e1vem a podz\u00e1konn\u00fdmi p\u0159edpisy.<\/li>\n
      7. Nesoulad mezi c\u00edlem zv\u00fd\u0161en\u00ed produktivity a c\u00edli performance review<\/b>. Pokud c\u00edl zv\u00fd\u0161en\u00ed produktivity vede k poru\u0161ov\u00e1n\u00ed pravidel etiky, z\u00e1konn\u00fdm po\u017eadavk\u016fm nebo kvalit\u011b produkt\u016f a slu\u017eeb, pak jednozna\u010dn\u011b br\u00e1n\u00ed vzd\u011bl\u00e1v\u00e1n\u00ed, kter\u00e9 n\u00e1sleduje po performance review. <\/li>\n
      8. Neseriozn\u00ed \/ seriozn\u00ed dotazn\u00edkov\u00e1n\u00ed<\/b>. Pokud zam\u011bstnanc\u016fm nebude \u0159e\u010deno, co performance review skute\u010dn\u011b obn\u00e1\u0161\u00ed, mohou k n\u011bmu p\u0159istupovat nedostate\u010dn\u011b v\u00e1\u017en\u011b a form\u00e1ln\u011b nebo p\u0159\u00edli\u0161 v\u00e1\u017en\u011b ze strachu o pr\u00e1ci nebo v\u00fd\u0161i platu a budou se sna\u017eit um\u011ble zlep\u0161it hodnocen\u00ed. <\/li>\n
      9. Nespr\u00e1vn\u00fd p\u0159evod hodnocen\u00ed na pr\u00e9mie<\/b>. Syst\u00e9m hodnocen\u00ed by nem\u011bl zaru\u010dovat povinnost pr\u00e9mi\u00ed v mal\u00e9m nebo velk\u00e9m objemu. Pokud se pr\u00e9mie stane pro v\u0161echny, performance review se pro zam\u011bstnance stane sign\u00e1lem k uvoln\u011bn\u00ed. <\/li>\n
      10. Ne\u00fapln\u00fd seznam respondent\u016f<\/b>. Zam\u011bstnanec m\u016f\u017ee z\u00e1m\u011brn\u011b nezahrnout do seznamu respondent\u016f ty, se kter\u00fdmi pracoval nepravideln\u011b nebo pravideln\u011b. V takov\u00e9m p\u0159\u00edpad\u011b je nutn\u00e9 objasnit, \u017ee pokud je to od\u016fvodn\u011bn\u00e9, kdokoliv se m\u016f\u017ee p\u0159ihl\u00e1sit na seznam respondent\u016f. <\/li>\n
      11. Direktivn\u00ed styl<\/b>. N\u011bkte\u0159\u00ed mana\u017ee\u0159i se natolik boj\u00ed dostat se do nep\u0159\u00edjemn\u00e9 situace, \u017ee nediskutuj\u00ed o v\u00fdsledc\u00edch hodnocen\u00ed, ale jednodu\u0161e direktivn\u011b \u0159\u00edkaj\u00ed pod\u0159\u00edzen\u00fdm, co maj\u00ed a jak d\u011blat. V performance review jde o obousm\u011brnou komunikaci za \u00fa\u010delem efektivity.<\/li>\n<\/ol>\n

        \nPerformance review je p\u0159\u00edpravnou sou\u010d\u00e1st\u00ed p\u0159i vytv\u00e1\u0159en\u00ed strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje. V ka\u017ed\u00e9 spole\u010dnosti se vytv\u00e1\u0159\u00ed vlastn\u00ed strategie, v ka\u017ed\u00e9m p\u0159\u00edpad\u011b je hlavn\u00edm \u00fakolem strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje \u0159\u00eddit rozvoj zam\u011bstnanc\u016f tak, aby podporoval ostatn\u00ed kl\u00ed\u010dov\u00e9 priority podnik\u00e1n\u00ed. Funkce vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje v organizaci hraje strategickou roli v p\u011bti oblastech:<\/p>\n

          \n
        1. Rozvoj potenci\u00e1lu zam\u011bstnanc\u016f;<\/li>\n
        2. P\u0159itahov\u00e1n\u00ed a udr\u017een\u00ed talent\u016f;<\/li>\n
        3. Motivace a zapojen\u00ed zam\u011bstnanc\u016f;<\/li>\n
        4. Vytv\u00e1\u0159en\u00ed zna\u010dky zam\u011bstnavatele;<\/li>\n
        5. Vytv\u00e1\u0159en\u00ed hodnot korpor\u00e1tn\u00ed kultury.<\/li>\n<\/ol>\n

          \n\"Jak
          \n
          \nT\u00edmto zp\u016fsobem strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje zahrnuje vytvo\u0159en\u00ed 8 hlavn\u00edch komponent\u016f uzav\u0159en\u00e9ho cyklick\u00e9ho ekosyst\u00e9mu vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje ve spole\u010dnosti, jeho\u017e budov\u00e1n\u00ed by m\u011blo za\u010d\u00edt slad\u011bn\u00edm vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje se strategiemi firmy. Jak ukazuje           studie McKinsey<\/a><\/noindex>, pouze 40 % spole\u010dnost\u00ed potvrzuje shodu strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje se strategick\u00fdmi c\u00edli, zat\u00edmco 60 % spole\u010dnost\u00ed nem\u00e1 jasnou shodu mezi strategi\u00ed vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje a obchodn\u00edmi c\u00edli. Z tohoto d\u016fvodu by m\u011bly b\u00fdt \u0161kol\u00edc\u00ed programy vypracov\u00e1ny nikoli samostatn\u011b odd\u011blen\u00edm lidsk\u00fdch zdroj\u016f, ale v r\u00e1mci organiza\u010dn\u00edho veden\u00ed a ve spolupr\u00e1ci s odd\u011blen\u00edm HR.<\/p>\n

          Lze p\u0159edpokl\u00e1dat, \u017ee zaveden\u00ed syst\u00e9mu vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje si vy\u017e\u00e1d\u00e1 nejen finan\u010dn\u00ed prost\u0159edky spole\u010dnosti, ale tak\u00e9 pracovn\u00ed \u010das zam\u011bstnanc\u016f. Ve skute\u010dnosti jsou n\u00e1klady na \u0161kolen\u00ed a rozvoj mnohem ni\u017e\u0161\u00ed ne\u017e skute\u010dn\u00fd p\u0159\u00ednos pro spole\u010dnost:<\/p>\n

            \n
          1. Zv\u00fd\u0161en\u00ed efektivity pr\u00e1ce zam\u011bstnance<\/b>: \u0161kolen\u00ed posiluje jeho sebed\u016fv\u011bru a pom\u00e1h\u00e1 spole\u010dnosti zaujmout v\u016fd\u010d\u00ed pozice. <\/li>\n
          2. Zv\u00fd\u0161en\u00ed spokojenosti zam\u011bstnanc\u016f a pos\u00edlen\u00ed mor\u00e1lky t\u00fdmu<\/b>: spole\u010dnost ukazuje zam\u011bstnanc\u016fm, \u017ee si jich v\u00e1\u017e\u00ed, investuj\u00ed do nich a poskytuj\u00ed jim p\u0159\u00edstup k \u0161kolen\u00ed, o n\u011bm\u017e by jinak ani nev\u011bd\u011bli. <\/li>\n
          3. Pr\u00e1ce se slab\u00fdmi m\u00edsty<\/b>: v ka\u017ed\u00e9m t\u00fdmu jsou slab\u00e9 \u010dl\u00e1nky, a\u0165 u\u017e jde o jednotliv\u00e9 zam\u011bstnance nebo obchodn\u00ed procesy. \u0160kolen\u00ed a rozvoj zved\u00e1 v\u0161echny zam\u011bstnance na stejnou \u00farove\u0148, na kter\u00e9 jsou navz\u00e1jem zastupiteln\u00ed a samostatn\u00ed. <\/li>\n
          4. Zv\u00fd\u0161en\u00ed produktivity a dodr\u017eov\u00e1n\u00ed standard\u016f kvality<\/b>: neust\u00e1l\u00e9 \u0161kolen\u00ed koleg\u016f vychov\u00e1v\u00e1 vnit\u0159n\u00ed odpov\u011bdnost za procesy ve spole\u010dnosti a motivaci k r\u016fstu pracovn\u00ed produktivity. <\/li>\n
          5. R\u016fst inovac\u00ed v nov\u00fdch strategi\u00edch a produktech<\/b>: b\u011bhem zvy\u0161ov\u00e1n\u00ed kvalifikace se rod\u00ed nov\u00e9 n\u00e1pady, posiluje se tv\u016fr\u010d\u00ed p\u0159\u00edstup, povzbuzuj\u00ed se pokusy nahl\u00ed\u017eet na situace z jin\u00e9ho \u00fahlu. <\/li>\n
          6. Sn\u00ed\u017een\u00ed fluktuace zam\u011bstnanc\u016f<\/b>: p\u0159\u00edsp\u011bvek zam\u011bstnavatele udr\u017euje zam\u011bstnance a sni\u017euje n\u00e1klady na n\u00e1bor. <\/li>\n
          7. Pos\u00edlen\u00ed profilov\u00e9 a reputa\u010dn\u00ed pozice spole\u010dnosti<\/b>: siln\u00e1 strategie vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje posiluje zna\u010dku spole\u010dnosti, p\u0159itahuje studenty, absolventy a kolegy z jin\u00fdch firem a vytv\u00e1\u0159\u00ed frontu uchaze\u010d\u016f, co\u017e umo\u017e\u0148uje vybrat nejperspektivn\u011bj\u0161\u00ed. <\/li>\n<\/ol>\n

            \nKorpor\u00e1tn\u00ed syst\u00e9m vzd\u011bl\u00e1v\u00e1n\u00ed a rozvoje nem\u016f\u017ee b\u00fdt zaveden ze dne na den. P\u0159i implementaci je mo\u017en\u00e9 ud\u011blat mnoho chyb. Hlavn\u00ed z nich \u2013 nesoulad mezi strategi\u00ed rozvoje a mis\u00ed byznysu. P\u0159i spr\u00e1vn\u00e9 realizaci se ve firm\u011b p\u011bstuje zdrav\u00e1 konkurence a zna\u010dka vedouc\u00ed postaven\u00ed, co\u017e p\u0159er\u016fst\u00e1 v r\u016fst zisku spole\u010dnosti, posilov\u00e1n\u00ed jej\u00edch pozic na trhu IT slu\u017eeb, zapojen\u00ed do skute\u010dn\u00e9 vn\u011bj\u0161\u00ed konkurence s l\u00eddry trhu a strategickou flexibilitu.
            \n
            Zdroj:             habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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