{"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\/sq\/blog\/news\/it-rekruting-v-poiskah-balansa-protsess-rezultat","title":{"rendered":"Rekrutimi IT. N\u00eb k\u00ebrkim t\u00eb balancit proces\/rezultati","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"<h2>1. Vizioni strategjik<\/h2>\n<p>\nVe\u00e7oria dhe vlera e nj\u00eb kompanie produkti, misioni dhe detyra kryesore e saj \u00ebsht\u00eb k\u00ebnaq\u00ebsia e klient\u00ebve, angazhimi i tyre dhe besnik\u00ebria ndaj mark\u00ebs. Natyrisht, kjo ndodh p\u00ebrmes produktit t\u00eb prodhuar nga kompania. K\u00ebshtu, q\u00ebllimi global i kompanis\u00eb mund t\u00eb p\u00ebrshkruhet n\u00eb dy pjes\u00eb: <\/p>\n<ul>\n<li>Cil\u00ebsia e produktit;<\/li>\n<li>Cil\u00ebsia e feedback-ut dhe menaxhimi i ndryshimeve n\u00eb pun\u00ebn me feedback-un nga klient\u00ebt\/p\u00ebrdoruesit.<\/li>\n<\/ul>\n<p>\nNga kjo del se detyra kryesore e departamentit t\u00eb rekrutimit \u00ebsht\u00eb k\u00ebrkimi, seleksioni dhe atraksioni i A players. P\u00ebrkrah\u00ebsit baz\u00eb t\u00eb k\u00ebtyre detyrave duhet t\u00eb konsiderohen: politikat dhe procedurat e rregulluara dhe t\u00eb p\u00ebrshkruara; monitorimi i vazhduesh\u00ebm dhe implementimi i inovacioneve.<\/p>\n<p>Nga ana tjet\u00ebr, duhet t\u00eb mbajm\u00eb mend se organizata ekziston vet\u00ebm kur \u00ebsht\u00eb e fitimprurshme. N\u00eb k\u00ebt\u00eb kontekst, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb jemi n\u00eb k\u00ebrkim t\u00eb balancit t\u00eb duhur, pa harruar se nj\u00eb ndjekje e pakontrolluar e ndonj\u00eb manifestimi ekstrem gjithmon\u00eb ka an\u00ebn e saj t\u00eb kund\u00ebrt:<br \/>\n<noindex><a rel=\"nofollow\" name=\"habracut\"><\/a><\/noindex><\/p>\n<ul>\n<li>Ana e keqe e nj\u00eb qasjeje tep\u00ebr inovative. \"Kompania-laborator\", e cila nuk prodhon t\u00eb ardhura, p\u00ebrkundrazi, sjell vazhdimisht humbje. <\/li>\n<li>Burokracia. Nga nj\u00ebra an\u00eb, struktura e ngurt\u00eb e organizat\u00ebs nuk mund t\u00eb jet\u00eb konkurruese n\u00eb kushtet e dinamik\u00ebs s\u00eb sotme t\u00eb tregut. <\/li>\n<\/ul>\n<p>\nNga ana tjet\u00ebr, n\u00ebse e shqyrtojm\u00eb burokracin\u00eb n\u00eb nj\u00eb p\u00ebrshkrim shum\u00eb t\u00eb strikt t\u00eb p\u00ebrshkrimeve t\u00eb pun\u00ebs, ajo e privon punonj\u00ebsin nga aft\u00ebsia p\u00ebr t\u00eb menduar kritikisht dhe kreativisht, ndodh degradimi i mund\u00ebsive t\u00eb tij p\u00ebr autonomi, si dhe aft\u00ebsive p\u00ebr t\u00eb b\u00ebr\u00eb p\u00ebrpjekje t\u00eb jasht\u00ebzakonshme. N\u00eb rastet kur p\u00ebrshkrimi i pun\u00ebs jo vet\u00ebm q\u00eb luan rolin e nj\u00eb menaxheri t\u00eb rrept\u00eb, duke kontrolluar, praktikisht, \u00e7do hap t\u00eb punonj\u00ebsit, por gjithashtu kufizon funksionalitetin e tij n\u00eb detyra monotone dhe nj\u00ebansh\u00ebm, t\u00eb cilat k\u00ebrkojn\u00eb pun\u00eb nga nj\u00eb lloj i vet\u00ebm i rrjeteve nervore, lloji i dyt\u00eb i k\u00ebtyre rrjeteve \u00ebsht\u00eb sistematikisht i shtypur. <\/p>\n<p>Tepricat n\u00eb burokracin\u00eb e procedurave t\u00eb seleksionit t\u00eb kandidat\u00ebve \u00e7ojn\u00eb n\u00eb at\u00eb q\u00eb A players pranojn\u00eb ofert\u00ebn nga nj\u00eb kompani tjet\u00ebr, dhe ne humbasim koh\u00eb, fitim dhe konkurrenc\u00eb. <br \/>\nPo, sigurisht, mund t\u00eb themi se do t\u00eb arrijm\u00eb t\u00eb gjejm\u00eb A players t\u00eb tjer\u00eb, p\u00ebr shembull, ata q\u00eb nuk jan\u00eb n\u00eb k\u00ebrkim aktiv. Dhe ata, sigurisht, do t'i fitojm\u00eb. Por kjo nuk \u00ebsht\u00eb gjithmon\u00eb e sigurt (shih pik\u00ebn A players m\u00eb posht\u00eb). <\/p>\n<ul>\n<li>A players. Fatkeq\u00ebsisht, duhet t\u00eb kemi parasysh se ne nuk do t\u00eb arrijm\u00eb gjithmon\u00eb t\u00eb sjellim nj\u00eb superstar n\u00eb ekipin ton\u00eb. Shkaktar\u00ebt mund t\u00eb mos varen nga ne: kandidati mund t\u00eb jet\u00eb shum\u00eb i besnik ndaj organizat\u00ebs aktuale, ai mund t\u00eb mos jet\u00eb n\u00eb p\u00ebrputhje me specifikat e kompanis\u00eb ton\u00eb, t\u00eb jet\u00eb katastrofikisht mbi buxhetin, t\u00eb ket\u00eb punuar n\u00eb organizat\u00ebn aktuale p\u00ebr nj\u00eb koh\u00eb shum\u00eb t\u00eb shkurt\u00ebr p\u00ebr t\u00eb shqyrtuar oferta t\u00eb reja... <\/li>\n<\/ul>\n<p>\nDhe nuk duhet t\u00eb harrojm\u00eb t\u00eb pyesim veten nj\u00eb pyetje t\u00eb qart\u00eb: a na nevojitet v\u00ebrtet nj\u00eb A player? A do t\u00eb arrijm\u00eb ta mbajm\u00eb Rock Star n\u00eb nj\u00eb treg n\u00eb zhvillim dinamik dhe jasht\u00ebzakonisht konkurrues, n\u00eb faz\u00ebn aktuale t\u00eb pjekuris\u00eb s\u00eb kompanis\u00eb, situat\u00ebn e saj financiare dhe paket\u00ebn aktuale t\u00eb p\u00ebrfitimeve?<\/p>\n<h2>2. Objektivat<\/h2>\n<p>\nObjektivi nr. 1 Rritja e cil\u00ebsis\u00eb dhe relevanc\u00ebs s\u00eb kandidat\u00ebve t\u00eb t\u00ebrhequr<br \/>\nObjektivi nr. 2 Sigurimi i nj\u00eb balance t\u00eb duhur mes cil\u00ebsis\u00eb\/relevanc\u00ebs dhe shpejt\u00ebsis\u00eb\/sasin\u00eb (si t\u00eb t\u00ebrheqjes s\u00eb kandidat\u00ebve ashtu edhe efikasitetit t\u00eb proceseve)<br \/>\nObjektivi nr. 3 Optimizimi i proceseve ekzistuese, duke i b\u00ebr\u00eb ato m\u00eb elastike<\/p>\n<p>N\u00eb \u00e7do kompani duhet t\u00eb ndjekin t\u00eb tri objektivat pa p\u00ebrjashtim. Pyetja \u00ebsht\u00eb se cilat prej tyre jan\u00eb m\u00eb prioritare n\u00eb \u00e7do faz\u00eb t\u00eb pjekuris\u00eb s\u00eb kompanis\u00eb, ose sa fort secila prej tyre korrelon me specifikat e veprimtaris\u00eb s\u00eb kompanis\u00eb\/specificidade produktit. Fatkeq\u00ebsisht, nuk ekziston nj\u00eb metodologji q\u00eb mund t\u00eb dalloj\u00eb n\u00eb m\u00ebnyr\u00eb kirurgjikale nj\u00eb proces t\u00eb ve\u00e7ant\u00eb nga t\u00eb gjitha proceset e shumta dhe t\u00eb vler\u00ebsoj\u00eb ndikimin e tij n\u00eb rezultatin p\u00ebrfundimtar, n\u00eb raste kur shum\u00eb procese implementohen nj\u00ebkoh\u00ebsisht dhe paralelisht me nj\u00ebri-tjetrin. <\/p>\n<p>Prandaj, n\u00ebse departamenti juaj t\u00eb rekrutimit \u00ebsht\u00eb n\u00eb faz\u00ebn fillestare, ju lutem p\u00ebrdorni logjik\u00ebn \u2013 mos e mbushni at\u00eb me nj\u00eb sasi t\u00eb madhe procedurash dhe operacionesh menj\u00ebher\u00eb. Nj\u00eb makin\u00eb fabrike, e cila ka nevoj\u00eb p\u00ebr vet\u00ebm dy pedale p\u00ebr t\u00eb funksionuar, duket qesharake me nj\u00eb qindra faqe udh\u00ebzimesh p\u00ebrdorimi. Po ashtu, nj\u00eb departament me dy persona, q\u00eb punon nj\u00eb muaj mbi nj\u00eb pozicion, nuk ka nevoj\u00eb p\u00ebr nj\u00ebqind udh\u00ebzime. Nj\u00eb num\u00ebr i madh udh\u00ebzimesh nevojitet vet\u00ebm aty ku \u00ebsht\u00eb koha p\u00ebr t\u00eb renditur. <\/p>\n<p>K\u00ebtu \u00ebsht\u00eb ajo q\u00eb \u00ebsht\u00eb me t\u00eb v\u00ebrtet\u00eb e r\u00ebnd\u00ebsishme t\u00eb keni parasysh kur krijoni nj\u00eb departament t\u00eb ri: kjo \u00ebsht\u00eb raportimi dhe statistika. Ju nuk mund ta vler\u00ebsoni sakt\u00ebsisht gjendjen e organizmit tuaj intuitivisht. K\u00ebtu k\u00ebrkohen instrumente. Po ashtu, departamenti juaj \u00ebsht\u00eb nj\u00eb organiz\u00ebm i plot\u00eb. P\u00ebr t\u00eb matur temperatur\u00ebn e tij, ju nevojitet nj\u00eb sistem metrik. Po ashtu, p\u00ebr t\u00eb menaxhuar ndryshimet n\u00eb t\u00eb ardhmen, gjithashtu do t'ju nevojitet nj\u00eb sistem metrik. (Si t\u00eb p\u00ebrcaktoni sakt\u00eb metrikat, lexoni n\u00eb artikullin tim: \"Si t\u00eb vendosni nj\u00eb sistem motivimi p\u00ebr ekipin e rekrutimit\").<\/p>\n<p><i>P\u00ebrfundimet paraprake<\/i>:<\/p>\n<ul>\n<li>Veproni me sh\u00ebndet t\u00eb arsyesh\u00ebm dhe logjik\u00eb \u2013 mos e mbushni departamentin me procese t\u00eb pabesa.<\/li>\n<li>Dijeni t\u00eb matni at\u00eb q\u00eb prodhoni.<\/li>\n<li>Filloni me t\u00eb vogla. Vendosni gjith\u00e7ka n\u00eb hapat. K\u00ebshtu \u00ebsht\u00eb shum\u00eb m\u00eb e leht\u00eb t\u00eb vler\u00ebsoni r\u00ebnd\u00ebsin\u00eb e \u00e7do elementi t\u00eb ri.<\/li>\n<\/ul>\n<p><\/p>\n<h2>3. Menaxhimi i ndryshimeve<\/h2>\n<p>\nSupozoni se ne kemi ndjekur logjik\u00ebn e p\u00ebrshkruar n\u00eb pik\u00ebn e dyt\u00eb. K\u00ebshtu, kemi:<\/p>\n<p>a) disa procese bazike t\u00eb implementuara n\u00eb departament;<\/p>\n<p>b) nj\u00eb sistem metrik q\u00eb mat efikasitetin e k\u00ebtyre proceseve bazike n\u00eb kompleks, n\u00eb p\u00ebrputhje me prioritetet p\u00ebr objektivat kryesor\u00eb \u21161, \u21162, \u21163.<\/p>\n<p>Kur kurse volumi rritet, na shfaqet nevoja p\u00ebr nj\u00eb renditje m\u00eb t\u00eb r\u00ebnd\u00ebsishme, ne gradualisht shtojm\u00eb procese t\u00eb reja. Frekuenca e rekomanduar e shtimit gradual \u00ebsht\u00eb deri n\u00eb nj\u00eb proces t\u00eb ri p\u00ebr tremujor. Tre muaj jan\u00eb afati minimal pas t\u00eb cilit mund t\u00eb flasim p\u00ebr ndonj\u00eb var\u00ebsi, duke u bazuar n\u00eb ndryshimin e gjendjes s\u00eb.metricave. Zakonisht, edhe n\u00eb ritmet e shpejta t\u00eb rritjes, kompanit\u00eb nuk kan\u00eb nevoj\u00eb p\u00ebr nj\u00eb zbatim m\u00eb dinamik t\u00eb proceseve t\u00eb reja. P\u00ebrndryshe, kjo do t\u00eb lidhet me rreziqe. Sepse ndjekja e efektivitetit t\u00eb gjith\u00e7kaje t\u00eb re b\u00ebhet e pamundur. Dhe kjo p\u00ebrfundimisht \u00e7on n\u00eb kaos. <\/p>\n<p><i><b>Matjet<\/b><\/i><\/p>\n<p>Shpesh, menaxher\u00ebt e vler\u00ebsojn\u00eb ndryshimet shum\u00eb sip\u00ebrfaq\u00ebsisht. Duke menduar, p\u00ebr shembull, se q\u00ebllimi kryesor i departamentit t\u00eb rekrutimit \u00ebsht\u00eb t\u00eb t\u00ebrheq\u00eb gjithnj\u00eb e m\u00eb shum\u00eb kandidat\u00eb, ata e matin vler\u00ebn e \u00e7do procesi t\u00eb ri n\u00ebp\u00ebrmjet k\u00ebtij treguesi t\u00eb vet\u00ebm. Por, kjo \u00ebsht\u00eb nj\u00eb k\u00ebndv\u00ebshtrim shum\u00eb i ngusht\u00eb. Le t\u00eb shohim shembujt e objektivave tan\u00eb t\u00eb p\u00ebrmendur m\u00eb lart:<\/p>\n<ul>\n<li>Objektivi \u21161 - cil\u00ebsia dhe relevanca e kandidat\u00ebve t\u00eb rekrutuar nuk mund t\u00eb vler\u00ebsohet n\u00eb asnj\u00eb m\u00ebnyr\u00eb me an\u00eb t\u00eb treguesit t\u00eb numrit t\u00eb vendeve t\u00eb pun\u00ebs t\u00eb mbuluara. N\u00eb k\u00ebt\u00eb rast, nj\u00eb nga metricat q\u00eb duhet t\u00eb ket\u00eb prioritet do t\u00eb jet\u00eb Numri i kandidat\u00ebve q\u00eb kan\u00eb kaluar periudh\u00ebn e prov\u00ebs. <\/li>\n<li>Objektivi \u21162 - k\u00ebtu, n\u00eb t\u00eb v\u00ebrtet\u00eb, duhet t\u00eb p\u00ebrqendrohemi n\u00eb metric\u00ebn e Numrit t\u00eb p\u00ebrgjithsh\u00ebm t\u00eb kandidat\u00ebve t\u00eb pun\u00ebsuar, por nj\u00ebkoh\u00ebsisht, ta krahasojm\u00eb at\u00eb me metric\u00ebn e cil\u00ebsis\u00eb nga pika e m\u00ebparshme, duke k\u00ebrkuar nj\u00eb ekuilib\u00ebr q\u00eb i nevojitet kompanis\u00eb tuaj.<\/li>\n<li>Objektivi \u21163 - ky \u00ebsht\u00eb nj\u00eb pik\u00eb shum\u00eb komplekse dhe nj\u00eb shembull i atij objekti ku matja sip\u00ebrfaq\u00ebsore \u00ebsht\u00eb jasht\u00ebzakonisht e rrezikshme, sepse mund t\u00eb paraqes\u00eb realitetin n\u00eb nj\u00eb m\u00ebnyr\u00eb jokorrekte. Sepse, n\u00eb k\u00ebt\u00eb rast, do t\u00eb na ndihmonte jo vet\u00ebm t\u00eb vler\u00ebsonim metrikat nga dy t\u00eb m\u00ebparshmet, duke analizuar nivelin e optimizimit t\u00eb proceseve, por gjithashtu p\u00ebr t\u00eb p\u00ebrfunduar imazhin, t\u00eb matim, p\u00ebr shembull, Hiring Managers 360, si nj\u00eb indikator fleksibiliteti\/komoditeti\/kuptueshm\u00ebrie t\u00eb proceseve ekzistuese. <\/li>\n<\/ul>\n<p><\/p>\n<h2>4. P\u00ebrfundime<\/h2>\n<p>\nFormula, duket e thjesht\u00eb: <\/p>\n<p>P1+P2=1,<\/p>\n<p><i>Ku: P1 dhe P2 - proceset e baz\u00ebs ekzistuese; <br \/>\n 1 - rezultati yn\u00eb aktual i matsh\u00ebm.<\/i><\/p>\n<p>At\u00ebher\u00eb, me zbatimin e procesit t\u00eb ri, llogaritja e kontributit t\u00eb tij nuk do t\u00eb jet\u00eb e v\u00ebshtir\u00eb:<\/p>\n<p>P1+P2+P3=1<\/p>\n<p><i>P3 = \u00e7do devijim q\u00eb ka rezultuar nga 1<\/i><\/p>\n<p>N\u00eb t\u00eb v\u00ebrtet\u00eb, problemi q\u00ebndron n\u00eb dy gj\u00ebra: nxitimi dhe kaosi. Duke u p\u00ebrpjekur t\u00eb b\u00ebjm\u00eb sa m\u00eb shum\u00eb dhe t\u00eb arrijm\u00eb rezultate sa m\u00eb t\u00eb larta, p\u00ebrfundimisht d\u00ebshtojm\u00eb. Sepse \u00ebsht\u00eb e pamundur t\u00eb llogaritet nj\u00eb t\u00eb re, pa i dh\u00ebn\u00eb asaj koh\u00eb t\u00eb manifestoj\u00eb vetveten. Kjo pamund\u00ebsi n\u00eb llogaritje \u00e7on n\u00eb kaos, i cili n\u00eb kthim sjell nj\u00eb gjendje t\u00eb verb\u00ebr, duke k\u00ebrkuar nj\u00eb dalje nga pylli. Duke hyr\u00eb n\u00eb k\u00ebt\u00eb rrug\u00eb, v\u00ebshtir\u00eb se do t\u00eb jeni n\u00eb gjendje t\u00eb vini re edhe gj\u00ebrat m\u00eb elementare. As p\u00ebr llogaritjet, me sa duket, nuk do t\u00eb flitet. <\/p>\n<p>Prandaj, para se t\u00eb filloni implementimin e di\u00e7kaje t\u00eb r\u00ebnd\u00ebsishme, investoni koh\u00eb p\u00ebr ta analizuar gjith\u00e7ka tani, paraprakisht. P\u00ebrndryshe, do t\u00eb humbni shum\u00eb m\u00eb tep\u00ebr koh\u00eb n\u00eb t\u00eb ardhmen.<br \/>\n<br \/>Burimi: <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 5.0.1.1 - 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