{"id":52417,"date":"2019-11-08T00:00:00","date_gmt":"2019-11-07T21:00:00","guid":{"rendered":"https:\/\/prohoster.info\/blog\/blog_prohoster\/it-rekruting-v-poiskah-balansa-protsess-rezultat"},"modified":"2020-02-18T14:00:07","modified_gmt":"2020-02-18T11:00:07","slug":"it-rekruting-v-poiskah-balansa-protsess-rezultat","status":"publish","type":"post","link":"https:\/\/prohoster.info\/hr\/blog\/news\/it-rekruting-v-poiskah-balansa-protsess-rezultat","title":{"rendered":"IT regrutacija. U potrazi za ravnote\u017eom proces\\\/rezultat","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<h2>1. Strate\u0161ka vizija<\/h2>\n<p>\nPosebnost i vrednost proizvodne kompanije, njena glavna misija i zadatak, je zadovoljstvo kupaca, njihova anga\u017eovanost i lojalnost brendu. Naravno, kroz proizvode koje kompanija proizvodi. Tako se globalni cilj kompanije mo\u017ee opisati u dve stavke: <\/p>\n<ul>\n<li>Kvalitet proizvoda;<\/li>\n<li>Kvalitet povratnih informacija i upravljanje promenama, u radu sa povratnim informacijama od kupaca\/korisnika.<\/li>\n<\/ul>\n<p>\nIz toga sledi da je osnovni zadatak regrutacijskog odeljenja kvalitetna potraga, selekcija i privla\u010denje A igra\u010da. Osnovne oslonce ovih zadataka treba smatrati: regulisane i opisane politike i procedure; stalno pra\u0107enje i implementacija inovacija.<\/p>\n<p>S druge strane, moramo se setiti da organizacija postoji samo kada je profitabilna. U vezi s tim, va\u017eno je prona\u0107i pravi balans, ne zaboravljaju\u0107i da nepromi\u0161ljena potraga za bilo kojim ekstremnim manifestacijama uvek ima svoju drugu stranu:<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<ul>\n<li>Druga strana preterano inovativnog pristupa. \"Laboratorijska kompanija\" koja ne stvara prihod, ve\u0107, naprotiv, donosi stalne gubitke. <\/li>\n<li>Birokratija. S jedne strane, kruta struktura organizacije ne mo\u017ee biti konkurentna u savremenoj dinamici tr\u017ei\u0161ta. <\/li>\n<\/ul>\n<p>\nS druge strane, ako se birokratija posmatra u previ\u0161e strogom opisu radnih zadataka, ona oduzima zaposleniku sposobnost kriti\u010dkog i kreativnog razmi\u0161ljanja, dolazi do degradacije njegovih mogu\u0107nosti autonomije, kao i njegove sposobnosti da preduzme napore. U onim slu\u010dajevima kada opis posla ne samo da ima ulogu strogog menad\u017eera, kontroli\u0161u\u0107i, doslovno, svaki korak zaposlenika, ve\u0107 i ograni\u010dava njegovu funkcionalnost jednostranim i jednosmernim zadacima, koji zahtevaju rad samo jedne vrste neuronskih mre\u017ea, druga vrsta ovih mre\u017ea sistematski se potiskuje. <\/p>\n<p>Vi\u0161ak u birokratiji procedura selekcije kandidata dovodi do toga da A igra\u010di prihvataju ponudu druge kompanije, a mi gubimo vreme, profit i konkurentnost. <br \/>\nDa, naravno, mo\u017eemo re\u0107i da \u0107emo uspjeti prona\u0107i druge A igra\u010de, na primjer, one koji trenutno nisu aktivno u potrazi. A njih \u0107emo sigurno mo\u0107i privu\u0107i. No, ni to nije uvijek tako (vidi to\u010dku A igra\u010da u nastavku). <\/p>\n<ul>\n<li>A igra\u010di. Na\u017ealost, moramo uzeti u obzir mogu\u0107nost da ne\u0107emo uvijek mo\u0107i privu\u0107i superzvijezdu u na\u0161 tim. Razlozi mogu biti potpuno izvan na\u0161e kontrole: kandidat mo\u017ee biti izrazito lojalan trenutnoj organizaciji, mo\u017eda se ne uklapa u karakteristike na\u0161e tvrtke, mo\u017ee biti znatno iznad bud\u017eeta, ili radi u trenutnoj organizaciji prekratko da bi razmatrao nove ponude\u2026 <\/li>\n<\/ul>\n<p>\nI ne smijemo zaboraviti postaviti si o\u010dito pitanje: trebamo li nam uop\u0107e A igra\u010da? Ho\u0107emo li mo\u0107i zadr\u017eati Rock Star u dinami\u010dki razvijaju\u0107em i izuzetno konkurentnom tr\u017ei\u0161tu, uz trenutnu fazu zrelosti tvrtke, njeno financijsko stanje i postoje\u0107i, trenutno, paket benefita?<\/p>\n<h2>2. Ciljevi<\/h2>\n<p>\nCilj br. 1 Pove\u0107ati kvalitetu i relevantnost privla\u010denih kandidata<br \/>\nCilj br. 2 Osigurati pravi balans izme\u0111u kvalitete\/relevantnosti i brzine\/koli\u010dine (kako privla\u010denja kandidata, tako i u\u010dinkovitosti procesa)<br \/>\nCilj br. 3 Optimizirati postoje\u0107e procese, u\u010diniti ih fleksibilnijima<\/p>\n<p>Svaka tvrtka treba raditi na sva tri cilja bez iznimke. Pitanje je samo koliko su od njih prioritetni u svakoj fazi zrelosti tvrtke ili koliko se svaki od njih korelira s specifi\u010dno\u0161\u0107u djelatnosti tvrtke\/specifi\u010dno\u0161\u0107u proizvoda. Na\u017ealost, ne postoji metodologija koja bi omogu\u0107ila kirur\u0161ki izdvojiti pojedina\u010dni proces iz cijelog spektra i ocijeniti njegov utjecaj na ukupni rezultat, u onim slu\u010dajevima kada se mno\u0161tvo procesa implementira istovremeno i paralelno jedan s drugim. <\/p>\n<p>Stoga, ako je va\u0161 regrutacijski odjel u fazi za\u010detka, molim vas, koristite logiku \u2013 nemojte ga preopteretiti velikim brojem procedura i operacija odjednom. Fabrikant, kojem za rad trebaju samo dva odbojnika, izgleda smije\u0161no s gomilom od stotinu stranica upute za kori\u0161tenje. Tako i odjel od dvoje ljudi, koji radi na jednoj poziciji mjese\u010dno, ne treba stotinu uputa. Veliki broj uputa potreban je jedino kada do\u0111e vrijeme za organiziranje. <\/p>\n<p>Evo na \u0161to je stvarno va\u017eno obratiti pa\u017enju prilikom osnivanja novog odjela: to su izvje\u0161tavanje i statistika. Ne mo\u017eete to\u010dno intuitivno procijeniti stanje svog tijela. Za to su potrebni ure\u0111aji. Tako je i va\u0161 odjel punopravni \u017eivi organizam. Da biste izmjerili njegovu temperaturu, trebate koristiti sustav metrika. Tako\u0111er, za budu\u0107e upravljanje promjenama, trebat \u0107e vam sustav metrika. (Kako ispravno odabrati metrike pro\u010ditajte u mom \u010dlanku: \u201eKako postaviti sustav motivacije tima za regrutaciju\u201c).<\/p>\n<p><i>Preliminarni rezultati<\/i>:<\/p>\n<ul>\n<li>Postupajte razborito i logi\u010dno \u2013 nemojte preopteretiti odjel bespotrebnim procesima.<\/li>\n<li>Znajte izmjeriti ono \u0161to proizvodite.<\/li>\n<li>Po\u010dnite s malim. Uvedite sve postepeno. Na taj na\u010din je puno lak\u0161e procijeniti te\u017einu svakog novog elementa.<\/li>\n<\/ul>\n<p><\/p>\n<h2>3. Upravljanje promjenama<\/h2>\n<p>\nPretpostavimo da smo slijedili logiku opisanu u drugoj to\u010dki. To zna\u010di da imamo:<\/p>\n<p>a) nekoliko implementiranih osnovnih procesa u odjelu;<\/p>\n<p>b) sustav metrika koji mjeri u\u010dinkovitost tih osnovnih procesa kao cjeline, ovisno o prioritetima prema glavnim ciljevima br. 1, br. 2, br. 3.<\/p>\n<p>Kada se s rastom obujma pojavi potreba za zna\u010dajnijim organiziranjem, postepeno dodajemo nove procese. Preporu\u010dena u\u010destalost postepenog dodavanja je najvi\u0161e jedan novi proces u kvartalu. Tri mjeseca su minimalno razdoblje nakon kojeg se mo\u017ee govoriti o, kakvoj-takvoj, stalnoj zavisnosti, gledaju\u0107i na promjene stanja metrika. Obi\u010dno, \u010dak i uz brze stope rasta, kompanije ne trebaju dinami\u010dnije uvo\u0111enje novih procesa. Ina\u010de, to bi bilo povezano s rizicima, jer je nemogu\u0107e pratiti u\u010dinkovitost svega novog. A to neizbje\u017eno dovodi do kaosa. <\/p>\n<p><i><b>Mjerenja<\/b><\/i><\/p>\n<p>\u010cesto menad\u017eeri vrlo povr\u0161no ocjenjuju promjene. Smatraju\u0107i, na primjer, da je glavni cilj regrutnog odjela privla\u010denje sve ve\u0107eg broja kandidata, mjere vrijednost svakog novog procesa kroz prizmu tog jedinog pokazatelja. Me\u0111utim, to je vrlo uski kut gledanja. Pogledajmo primjere na\u0161ih ciljeva, navedene iznad:<\/p>\n<ul>\n<li>Cilj br. 1 \u2013 kvaliteta i relevantnost privu\u010denih kandidata nikako se ne mo\u017ee ocjenjivati pomo\u0107u kvantitativnog pokazatelja zatvorenih radnih mjesta. U ovom slu\u010daju, jedna od metrika na koju treba obratiti pa\u017enju u prvom redu bi\u0107e broj kandidata koji su pro\u0161li probni rok. <\/li>\n<li>Cilj br. 2 \u2013 ovdje stvarno trebamo obratiti pa\u017enju na metriku ukupnog broja zaposlenih kandidata, ali u isto vrijeme, uspore\u0111ivati je s metrikom kvalitete iz prethodne ta\u010dke, tra\u017ee\u0107i onu vrstu ravnote\u017ee koja je potrebna va\u0161oj kompaniji.<\/li>\n<li>Cilj br. 3 \u2013 ovo je vrlo kompleksna ta\u010dka i primjer cilja kada je povr\u0161insko mjerenje izuzetno opasno, jer mo\u017ee nerealisti\u010dno prikazati su\u0161tinu onoga \u0161to se de\u0161ava. Zato \u0161to, u ovom slu\u010daju, ne bi bilo korisno samo ocjenjivati metrike iz prethodnih dviju ta\u010daka, analiziraju\u0107i nivo optimizacije procesa, ve\u0107 bi za potpunu sliku trebalo mjeriti, na primjer, 360 menad\u017eera za zapo\u0161ljavanje, kao indikator fleksibilnosti\/ugodnosti\/razumljivosti postoje\u0107ih procesa. <\/li>\n<\/ul>\n<p><\/p>\n<h2>4. Zaklju\u010dci<\/h2>\n<p>\nFormula se naizgled \u010dini vrlo jednostavnom: <\/p>\n<p>P1+P2=1,<\/p>\n<p><i>Gdje: P1 i P2 \u2014 postoje\u0107i osnovni procesi; <br \/>\n 1 \u2013 na\u0161 trenutni mjerljivi rezultat.<\/i><\/p>\n<p>Tada, s uvo\u0111enjem novog procesa, izra\u010dunati njegov doprinos ne\u0107e predstavljati nikakav problem:<\/p>\n<p>P1+P2+P3=1<\/p>\n<p><i>P3 = svakom manifestiranju odstupanja od 1<\/i><\/p>\n<p>U stvarnosti, problem le\u017ei u dvije stvari: \u017eurbi i kaosu. Te\u017ee\u0107i da postignemo \u0161to vi\u0161e i postignemo \u0161to bolje rezultate, na kraju ne uspijevamo. Jer nije mogu\u0107e izra\u010dunati novo bez davanja vremena da se to poka\u017ee. Ova nemogu\u0107nost u kalkulacijama dovodi do kaosa, \u0161to zauzvrat dovodi do stanja slijepca koji tra\u017ei izlaz iz \u0161ume. Kada se zaputite tim putem, te\u0161ko \u0107ete primijetiti \u010dak i osnovne stvari. O nikakvim kalkulacijama vjerojatno vi\u0161e ne\u0107e biti ni govora. <\/p>\n<p>Stoga, prije nego \u0161to zapo\u010dnete uvo\u0111enje ne\u010dega zna\u010dajnog, ulo\u017eite vrijeme u analizu svega sada, unaprijed. Ina\u010de, u budu\u0107nosti \u0107ete izgubiti mnogo vi\u0161e vremena.<br \/>\n<br \/>Izvor: <a content=\"nofollow\" rel=\"nofollow\" href=\"https:\/\/habr.com\/ru\/post\/474648\/\">habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"<p>1. \u0421\u0442\u0440\u0430\u0442\u0435\u0433\u0438\u0447\u0435\u0441\u043a\u043e\u0435 \u0432\u0438\u0434\u0435\u043d\u044c\u0435 \u041e\u0441\u043e\u0431\u0435\u043d\u043d\u043e\u0441\u0442\u044c\u044e \u0438 \u0446\u0435\u043d\u043d\u043e\u0441\u0442\u044c\u044e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u043e\u0432\u043e\u0439 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438, \u043e\u0441\u043d\u043e\u0432\u043d\u043e\u0439 \u0435\u0435 \u043c\u0438\u0441\u0441\u0438\u0435\u0439 \u0438 \u0437\u0430\u0434\u0430\u0447\u0435\u0439, \u044f\u0432\u043b\u044f\u0435\u0442\u0441\u044f \u0443\u0434\u043e\u0432\u043b\u0435\u0442\u0432\u043e\u0440\u0435\u043d\u043d\u043e\u0441\u0442\u044c \u043a\u043b\u0438\u0435\u043d\u0442\u043e\u0432, \u0438\u0445 \u0432\u043e\u0432\u043b\u0435\u0447\u0435\u043d\u043d\u043e\u0441\u0442\u044c, \u0438 \u043b\u043e\u044f\u043b\u044c\u043d\u043e\u0441\u0442\u044c \u043a \u0431\u0440\u0435\u043d\u0434\u0443. \u0415\u0441\u0442\u0435\u0441\u0442\u0432\u0435\u043d\u043d\u043e, \u0447\u0435\u0440\u0435\u0437 \u043f\u0440\u043e\u0438\u0437\u0432\u043e\u0434\u0438\u043c\u044b\u0439 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0435\u0439 \u043f\u0440\u043e\u0434\u0443\u043a\u0442. \u0422\u0430\u043a\u0438\u043c \u043e\u0431\u0440\u0430\u0437\u043e\u043c, \u0433\u043b\u043e\u0431\u0430\u043b\u044c\u043d\u0443\u044e \u0446\u0435\u043b\u044c \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 \u043c\u043e\u0436\u043d\u043e \u043e\u043f\u0438\u0441\u0430\u0442\u044c \u0434\u0432\u0443\u043c\u044f \u0447\u0430\u0441\u0442\u044f\u043c\u0438: \u041a\u0430\u0447\u0435\u0441\u0442\u0432\u043e \u043f\u0440\u043e\u0434\u0443\u043a\u0442\u0430; \u041a\u0430\u0447\u0435\u0441\u0442\u0432\u043e \u043e\u0431\u0440\u0430\u0442\u043d\u043e\u0439 \u0441\u0432\u044f\u0437\u0438 \u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0438\u0435 \u0438\u0437\u043c\u0435\u043d\u0435\u043d\u0438\u044f\u043c\u0438, \u0432 \u0440\u0430\u0431\u043e\u0442\u0435 \u0441 \u043e\u0431\u0440\u0430\u0442\u043d\u043e\u0439 \u0441\u0432\u044f\u0437\u044c\u044e \u043e\u0442 \u043a\u043b\u0438\u0435\u043d\u0442\u043e\u0432\/\u043f\u043e\u043b\u044c\u0437\u043e\u0432\u0430\u0442\u0435\u043b\u0435\u0439. \u0418\u0437 \u044d\u0442\u043e\u0433\u043e \u0441\u043b\u0435\u0434\u0443\u0435\u0442, \u0447\u0442\u043e [&hellip;]<\/p>\n","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[702],"tags":[],"class_list":["post-52417","post","type-post","status-publish","format-standard","hentry","category-news"],"aioseo_notices":[],"aioseo_head":"\n\t\t<!-- All in One SEO 5.0.4 - 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