{"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\/sq\/blog\/news\/kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya","title":{"rendered":"Si si organizo nj\u00eb strategji korporative t\u00eb m\u00ebsimit dhe zhvillimit","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

P\u00ebrsh\u00ebndetje t\u00eb gjith\u00ebve! Un\u00eb jam Anna Hatzko, drejtore e burimeve njer\u00ebzore n\u00eb Omega-R. Puna ime lidhet me forcimin e strategjis\u00eb s\u00eb m\u00ebsimit dhe zhvillimit n\u00eb kompani, dhe dua t\u00eb ndaj p\u00ebrvoj\u00ebn dhe njohurit\u00eb e mia rreth menaxhimit t\u00eb rritjes profesionale dhe karrier\u00ebs s\u00eb punonj\u00ebsve n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb mb\u00ebshtet prioritetet e tjera kryesore t\u00eb biznesit.<\/p>\n

\"Si
\n<\/a><\/noindex>
\nSipas studimit t\u00eb KPMG<\/a><\/noindex>, 50% e kompanive ruse raportojn\u00eb munges\u00ebn e personelit IT t\u00eb kualifikuar me profilin e nevojsh\u00ebm dhe 44% - munges\u00ebn e kualifikimeve t\u00eb kandidat\u00ebve. Prandaj, \u00e7do punonj\u00ebs \u00ebsht\u00eb jasht\u00ebzakonisht i vlefsh\u00ebm, dhe kjo automatikisht reflekton n\u00eb cil\u00ebsin\u00eb e produkteve, p\u00ebr t\u00eb cilat ne k\u00ebrkojm\u00eb t\u00eb zhvillohen mbi platformat dhe gjuh\u00ebt m\u00eb moderne.<\/p>\n

Fillimisht, m\u00ebsimi n\u00eb Omega-R nuk \u00ebsht\u00eb nj\u00eb k\u00ebrkes\u00eb e menaxhmentit, por nj\u00eb k\u00ebrkes\u00eb e tregut. N\u00ebse nj\u00eb punonj\u00ebs nuk zot\u00ebron teknologjin\u00eb e re IT q\u00eb k\u00ebrkohet p\u00ebr p\u00ebrmbushjen e nj\u00eb porosie t\u00eb re, kompanis\u00eb nuk do t'i jet\u00eb e mundur t\u00eb p\u00ebrmbush\u00eb porosin\u00eb. Gjetja e nj\u00eb punonj\u00ebsi t\u00eb ri me aft\u00ebsin\u00eb e nevojshme mund t\u00eb zgjas\u00eb muaj, dhe kjo \u00ebsht\u00eb e papranueshme. Eshte plot\u00ebsisht e realizueshme, e p\u00ebrshtatshme dhe e leverdishme<\/a><\/noindex> t\u00eb m\u00ebsojm\u00eb vet\u00eb punonj\u00ebsit ekzistues, t\u00eb cil\u00ebt jan\u00eb tashm\u00eb t\u00eb integruar n\u00eb proceset e biznesit. Ne mendojm\u00eb se \u00ebsht\u00eb e mundur dhe e nevojshme t\u00eb rriten punonj\u00ebsit e vlefsh\u00ebm brenda kompanis\u00eb.<\/p>\n

Omega-R tashm\u00eb \u00ebsht\u00eb nj\u00eb \"fabrik\u00eb kuadri\", shum\u00eb nga punonj\u00ebsit tan\u00eb jan\u00eb rritur brenda kompanis\u00eb nga praktikant\u00eb n\u00eb specialist\u00eb me kualifikime t\u00eb larta ose madje lider\u00eb ekipe, dhe tashm\u00eb ata vet\u00eb jan\u00eb mentor\u00eb dhe shembuj p\u00ebr ata q\u00eb sapo fillojn\u00eb. Ne me k\u00ebnaq\u00ebsi pranojm\u00eb student\u00eb p\u00ebr praktik\u00eb, duke e vler\u00ebsuar nivelin e angazhimit, dhe i ndihmojm\u00eb ata t\u00eb p\u00ebrshtaten dhe t\u00eb b\u00ebhen profesionist\u00eb. Nd\u00ebr student\u00eb kemi takuar djem t\u00eb talentuar, dhe \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t'i dallosh ato n\u00eb koh\u00eb. Sa shum\u00eb investon kompania n\u00eb m\u00ebsim dhe zhvillim, k\u00ebto investime jan\u00eb garant i suksesit.<\/p>\n

Pse m\u00ebsimi n\u00eb vendin e pun\u00ebs?<\/h4>\n

\nM\u00ebsimi i brendsh\u00ebm n\u00eb Omega-R nuk \u00ebsht\u00eb orientuar drejt marrjes s\u00eb sertifikatat, por \u00ebsht\u00eb pjes\u00eb e strategjis\u00eb s\u00eb m\u00ebsimit dhe zhvillimit dhe \u00ebsht\u00eb fokusuar n\u00eb zot\u00ebrimin e teknologjive t\u00eb reja dhe p\u00ebrmbushjen cil\u00ebsore t\u00eb detyrave t\u00eb pun\u00ebs. Ai zhvillohet drejtp\u00ebrdrejt n\u00eb zyr\u00ebn e kompanis\u00eb dhe dallon n\u00eb m\u00ebnyr\u00eb t\u00eb konsiderueshme nga m\u00ebsimi nga ofruesi i sh\u00ebrbimeve edukative n\u00eb an\u00ebn tjet\u00ebr.<\/p>\n

\"Si
\n
\nGjat\u00eb procesit t\u00eb trajnimit, punonj\u00ebsi merr jo vet\u00ebm njohuri dhe p\u00ebrvoj\u00eb praktike, por gjithashtu p\u00ebrthith vlerat, strategjit\u00eb dhe q\u00ebllimet e kompanis\u00eb. <\/p>\n

K\u00ebshtu, trajnimi zhvillohet sipas modelit \"70:20:10<\/a><\/noindex>\u00bb:
\n70% t\u00eb koh\u00ebs \u2013 trajnimi n\u00eb proceset e pun\u00ebs dhe detyrat e p\u00ebrditshme: k\u00ebtu punonj\u00ebsi zhvillon p\u00ebrvoj\u00ebn e tij, b\u00ebn dhe korigjon gabime, punon n\u00eb projekte, trajnon koleg\u00ebt, b\u00ebn reflektim personal;
\n20% \u2013 m\u00ebsimi social p\u00ebrmes komunikimit me koleg\u00ebt dhe menaxhimin;
\n10% \u2013 trajnimi tradicional teorik: ligj\u00ebrata, kurse, libra, artikuj, seminare, takime, webinare, certifikata.<\/p>\n

\"Si
\n<\/p>\n

P\u00ebrcaktimi i nivelit t\u00eb p\u00ebrgatitjes gjat\u00eb pranimit n\u00eb pun\u00eb dhe planifikimi i rrug\u00ebs s\u00eb karrier\u00ebs<\/h4>\n

\nKandidati n\u00eb radh\u00eb t\u00eb par\u00eb kryen nj\u00eb detyr\u00eb testuese p\u00ebr t\u00eb konfirmuar njohurit\u00eb dhe aft\u00ebsit\u00eb e tij, dhe vet\u00ebm pastaj ftohet n\u00eb nj\u00eb intervist\u00eb p\u00ebr vler\u00ebsim ekspertiz\u00eb. Mjedist\u00ebt dhe t\u00eb moshuarit me p\u00ebrvoj\u00eb mund t\u00eb kalojn\u00eb faz\u00ebn e detyr\u00ebs testuese.<\/p>\n

Na intereson q\u00eb \u00e7do punonj\u00ebs t\u00eb ket\u00eb njohuri p\u00ebr planin e tij t\u00eb zhvillimit individual n\u00eb kompani. Nj\u00eb ushtar i keq \u00ebsht\u00eb ai q\u00eb nuk \u00ebndrron t\u00eb b\u00ebhet gjeneral. Pamja e nj\u00eb t\u00eb ardhmeje t\u00eb suksesshme duhet t\u00eb jet\u00eb e qart\u00eb dhe e kuptueshme q\u00eb nga dit\u00ebt e para t\u00eb pun\u00ebs. <\/p>\n

Natyrisht, planifikimi i rrug\u00ebs s\u00eb karrier\u00ebs \u00ebsht\u00eb nj\u00eb proces q\u00eb fillon q\u00eb nga shkolla e deri n\u00eb mosh\u00ebn e tret\u00eb, dhe jo nj\u00eb rezultat, prandaj plani individual ndonj\u00ebher\u00eb ndryshon. Megjithat\u00eb, zgjedhja e rrug\u00ebs s\u00eb karrier\u00ebs ndikon n\u00eb m\u00ebnyr\u00ebn se si do t\u00eb zhvillohet trajnimi. Zakonisht, zgjedhja b\u00ebhet mes rrug\u00ebve teknike ose menaxheriale.<\/p>\n

P\u00ebr t\u00eb p\u00ebrcaktuar rrug\u00ebn e karrier\u00ebs, sipas mendimit tim, \u00ebsht\u00eb e mjaftueshme t\u00eb kalosh 5 hapa:<\/p>\n

    \n
  1. Krijimi i nj\u00eb grupi t\u00eb individ\u00ebve q\u00eb japin vler\u00ebsimin p\u00ebr punonj\u00ebsin;<\/li>\n
  2. Zhvillimi, shp\u00ebrndarja dhe mbledhja e pyet\u00ebsor\u00ebve n\u00eb lidhje me matric\u00ebn e kompetencave p\u00ebr t\u00eb p\u00ebrcaktuar indikator\u00ebt p\u00ebr pozitat;<\/li>\n
  3. Analiza e pyet\u00ebsor\u00ebve dhe miratimi i rezultateve t\u00eb t\u00eb gjith\u00eb punonj\u00ebsve me menaxhimin;<\/li>\n
  4. Informimi i punonj\u00ebsit mbi rezultatet e vler\u00ebsimit t\u00eb tij;<\/li>\n
  5. Planifikimi i karrier\u00ebs dhe zhvillimi i planit individual.<\/li>\n<\/ol>\n

    \nSipari\u015f i Josh Bersin<\/a><\/noindex>, \u043e\u0441\u043d\u043e\u0432\u0430\u0442\u0435\u043b\u044f \u0438 \u0433\u0435\u043d\u0435\u0440\u0430\u043b\u044c\u043d\u043e\u0433\u043e \u0434\u0438\u0440\u0435\u043a\u0442\u043e\u0440\u0430 \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 Bersin & Associates, \u043f\u043e\u043a\u0430\u0437\u0430\u0442\u0435\u043b\u0435\u043c \u043f\u043b\u043e\u0445\u043e\u0439 \u0441\u0438\u0441\u0442\u0435\u043c\u044b \u043a\u0430\u0440\u044c\u0435\u0440\u043d\u043e\u0433\u043e \u0440\u0430\u0437\u0432\u0438\u0442\u0438\u044f \u044f\u0432\u043b\u044f\u0435\u0442\u0441\u044f \u0442\u043e\u0442 \u0444\u0430\u043a\u0442, \u0447\u0442\u043e \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438 \u043f\u0440\u0438\u0433\u043b\u0430\u0448\u0430\u044e\u0442 \u0441\u043e\u0442\u0440\u0443\u0434\u043d\u0438\u043a\u043e\u0432 \u043d\u0430 \u043f\u043e\u0437\u0438\u0446\u0438\u0438 \u0443\u043f\u0440\u0430\u0432\u043b\u0435\u043d\u0446\u0435\u0432 \u0438\u0437\u0432\u043d\u0435. \u0422\u0430\u043a\u0438\u043c \u043e\u0431\u0440\u0430\u0437\u043e\u043c, \u0441\u043b\u0435\u0434\u043e\u0432\u0430\u043d\u0438\u0435 \u0438\u043d\u0434\u0438\u0432\u0438\u0434\u0443\u0430\u043b\u044c\u043d\u043e\u043c\u0443 \u043f\u043b\u0430\u043d\u0443 \u043a\u0430\u0440\u044c\u0435\u0440\u044b \u0432\u0430\u0436\u043d\u043e \u043d\u0435 \u0442\u043e\u043b\u044c\u043a\u043e \u0434\u043b\u044f \u0441\u043e\u0442\u0440\u0443\u0434\u043d\u0438\u043a\u0430, \u043d\u043e \u0438 \u0434\u043b\u044f \u043a\u043e\u043c\u043f\u0430\u043d\u0438\u0438.<\/p>\n

    Rritja sistematike e nivelit t\u00eb njohurive<\/h4>\n

    \nZhvillimi, edukimi dhe rritja e nivelit t\u00eb kompetencave ndodhin sistematikisht dhe rregullisht. \u00c7do profesionist kalon 7 faza zhvillimi<\/a><\/noindex> pavar\u00ebsisht pozites q\u00eb mban dhe mosh\u00ebs:<\/p>\n

    Faza 1 \u2013 faza e opsionit<\/b>: zgjedhja e profesionit nga studenti ose profesionisti n\u00eb nj\u00eb fush\u00eb tjet\u00ebr;
    \nFaza 2 \u2013 faza e adeptit<\/b>: p\u00ebrvet\u00ebsimi i profesionit, nga nj\u00eb trajnim i shkurt\u00ebr deri n\u00eb nj\u00eb periudh\u00eb t\u00eb gjat\u00eb trajnimi ose pune;
    \nFaza 3 \u2013 faza e adaptimit<\/b>: adaptanti m\u00ebsohet me pun\u00ebn, ekipin, detyrat, v\u00ebshtir\u00ebsit\u00eb dhe formon nj\u00eb besnik\u00ebri t\u00eb caktuar ndaj ekipit;
    \nFaza 4 \u2013 faza e internaut<\/b>: punonj\u00ebsi hyn n\u00eb profesion si nj\u00eb koleg i plot\u00eb dhe kryen detyrat kryesore n\u00eb m\u00ebnyr\u00eb t\u00eb pavarur;
    \nFaza 5 \u2013 faza e mjeshtris\u00eb<\/b>: punonj\u00ebsi fiton statusin joformal t\u00eb nj\u00eb punonj\u00ebsi t\u00eb paz\u00ebvend\u00ebsuesh\u00ebm ose universali, n\u00eb gjendje t\u00eb kryej\u00eb detyra t\u00eb komplikuara;
    \nFaza 6 \u2013 faza e autoritetit<\/b>: mjeshtri b\u00ebhet i njohur n\u00eb qarqet profesionale;
    \nFaza 7 \u2013 faza e mentorimit<\/b> n\u00eb sensin m\u00eb t\u00eb gjer\u00eb: mjeshtri mbledh p\u00ebrreth vetes pasues dhe nx\u00ebn\u00ebs, jo vet\u00ebm fal\u00eb profesionalizmit t\u00eb tij t\u00eb lart\u00eb, por gjithashtu duke edukuar profesionist\u00eb t\u00eb shk\u00eblqyer n\u00eb fush\u00ebn e tij.<\/p>\n

    \"Si
    \n
    \nN\u00eb Omega-R, p\u00ebr fillestar\u00ebt p\u00ebrcaktohet nj\u00eb mentor specifik dhe nj\u00eb adaptant nga radh\u00ebt e specialist\u00ebve me nivel t\u00eb lart\u00eb besnik\u00ebrie ndaj kompanis\u00eb, me nj\u00eb p\u00ebrvoj\u00eb profesionale jo m\u00eb t\u00eb ul\u00ebt se mesatare dhe nj\u00eb periudh\u00eb t\u00eb caktuar pune n\u00eb kompani. Gjat\u00eb periudh\u00ebs s\u00eb adaptimit, \u00ebsht\u00eb e r\u00ebnd\u00ebsishme jo vet\u00ebm t\u00eb fitohet nj\u00eb kuptim i teknologjive specifike dhe natyr\u00ebs s\u00eb pun\u00ebs, por gjithashtu t\u00eb absorbohen karakteristikat e kultur\u00ebs korporative, p\u00ebr t'u b\u00ebr\u00eb pjes\u00eb e ekipit. Kuptimi i q\u00ebllimeve dhe misionit \u00ebsht\u00eb nj\u00eb komponent i r\u00ebnd\u00ebsish\u00ebm p\u00ebr adaptimin e suksessh\u00ebm, pun\u00ebn e gjat\u00eb dhe produktive dhe besnik\u00ebrin\u00eb e lart\u00eb ndaj kompanis\u00eb.<\/p>\n

    Sa m\u00eb e qart\u00eb dhe e strukturuar q\u00eb jan\u00eb dit\u00ebt dhe jav\u00ebt e para n\u00eb kompani, aq m\u00eb shpejt newbie do ta p\u00ebrfshihet n\u00eb proces dhe do t\u00eb tregoj\u00eb rezultate. N\u00eb dit\u00ebn e par\u00eb, newbie njihet me mentorin dhe i jepen materialet p\u00ebr studim, \"dosja e newbie-t\" me informacion t\u00eb dobish\u00ebm, nj\u00eb plan p\u00ebr periudh\u00ebn provuese, i miratuar nga menaxheri i drejtp\u00ebrdrejt\u00eb. Vler\u00ebsimi i par\u00eb kryhet pas kalimit t\u00eb 2 jav\u00ebve t\u00eb pun\u00ebs s\u00eb punonj\u00ebsit n\u00eb kompani, m\u00eb pas vendoset pika e kontrollit t\u00eb m\u00ebtejsh\u00ebm.<\/p>\n

    Kalimi n\u00eb nivelin e ardhsh\u00ebm t\u00eb zhvillimit<\/h4>\n

    \nP\u00ebr t\u00eb p\u00ebrcaktuar momentin e avancimit t\u00eb punonj\u00ebsit, si faktor kryesor p\u00ebr rritjen profesionale sh\u00ebrben kalimi i suksessh\u00ebm i vler\u00ebsimit.<\/p>\n

    Nd\u00ebrmjet vler\u00ebsimeve ekzistojn\u00eb intervale t\u00eb caktuara kohore, t\u00eb zbuluara sipas rezultateve t\u00eb vler\u00ebsimit t\u00eb m\u00ebparsh\u00ebm, dhe \u00e7do punonj\u00ebs ka informacion mbi afatet e vler\u00ebsimit t\u00eb ardhsh\u00ebm. Menaxheri i HR ndjek k\u00ebto afate dhe fillon p\u00ebrgatitjen me koh\u00eb.<\/p>\n

    \u00c7do punonj\u00ebs ka t\u00eb drejt\u00eb t\u00eb k\u00ebrkoj\u00eb vet\u00eb nga personat p\u00ebrgjegj\u00ebs p\u00ebr zhvillimin e nj\u00eb vler\u00ebsimi t\u00eb jasht\u00ebzakonsh\u00ebm. Motivimi p\u00ebr vler\u00ebsimin e jasht\u00ebzakonsh\u00ebm varet jo vet\u00ebm nga vet\u00eb fakti i kalimit. Arsyet e tilla mund t\u00eb jen\u00eb, p\u00ebr shembull, kompleksiteti i projektit ose niveli i pag\u00ebs. Dhe, n\u00eb t\u00eb v\u00ebrtet\u00eb, ne vler\u00ebsojm\u00eb p\u00ebrgjegjshm\u00ebrin\u00eb dhe interesin p\u00ebr rritjen personale dhe profesionale - avancimi i kualifikimeve \u00ebsht\u00eb i p\u00ebrfshir\u00eb n\u00eb kultur\u00ebn e korporat\u00ebs. <\/p>\n

    N\u00eb procesin e zhvillimit t\u00eb punonj\u00ebsve t\u00eb tij \u00ebsht\u00eb i p\u00ebrfshir\u00eb \u00e7do team lead - k\u00ebshtu ai tregon dhe nivelin e ekspertiz\u00ebs, dhe interesimin p\u00ebr m\u00ebsim, dhe avantazhet e sistemit t\u00eb m\u00ebsimit dhe zhvillimit me shembujt e tij. Pavar\u00ebsisht nga iniciativa p\u00ebr zhvillimin e vler\u00ebsimit, team lead dhe drejtuesit e tjer\u00eb, mbi baz\u00ebn e matric\u00ebs s\u00eb kompetencave dhe p\u00ebrvoj\u00ebs s\u00eb tyre, p\u00ebrcaktojn\u00eb gatishm\u00ebrin\u00eb e specialistit p\u00ebr t\u00eb kaluar n\u00eb nivelin e ardhsh\u00ebm t\u00eb zhvillimit profesional. N\u00ebse punonj\u00ebsi nuk ia doli me her\u00ebn e par\u00eb p\u00ebr t\u00eb kaluar vler\u00ebsimin, provimi mund t\u00eb p\u00ebrs\u00ebritet.<\/p>\n

    Q\u00ebllimet e vler\u00ebsimit:<\/p>\n

      \n
    1. T\u00eb p\u00ebrcaktoj\u00eb nivelin aktual t\u00eb specialistit;<\/li>\n
    2. T\u00eb zbuloj\u00eb n\u00eb cilat drejtime \u00ebsht\u00eb e interesuar t\u00eb zhvillohet personi;<\/li>\n
    3. T\u00eb ofroj\u00eb punonj\u00ebsit feedback;<\/li>\n
    4. T\u00eb p\u00ebrcaktoj\u00eb zonat e rritjes;<\/li>\n
    5. T\u00eb p\u00ebrcaktoj\u00eb dat\u00ebn e vler\u00ebsimit t\u00eb ardhsh\u00ebm.<\/li>\n<\/ol>\n

      \nE gjith\u00eb dikush e di situat\u00ebn n\u00eb tregun e pun\u00ebs, k\u00ebshtu q\u00eb kuptimi i vler\u00ebsimit nuk \u00ebsht\u00eb p\u00ebr t\u00eb gjykuar punonj\u00ebsin, por p\u00ebr t\u00eb ndihmuar at\u00eb t\u00eb rritet.<\/p>\n

      Vler\u00ebsimi i performanc\u00ebs<\/h4>\n

      \nVler\u00ebsimi i performanc\u00ebs \u00ebsht\u00eb nj\u00eb procedur\u00eb sistematike dhe periodike q\u00eb vler\u00ebson efikasitetin e pun\u00ebs dhe produktivitetin e nj\u00eb punonj\u00ebsi t\u00eb caktuar n\u00eb p\u00ebrputhje me kriteret e vendosura m\u00eb par\u00eb dhe q\u00ebllimet organizative. Vler\u00ebsimi i performanc\u00ebs, gjat\u00eb historis\u00eb nj\u00ebqindvje\u00e7are, \u00ebsht\u00eb rritur nga principet e menaxhimit shkencor t\u00eb Frederick W. Taylor dhe u aplikua p\u00ebr her\u00eb t\u00eb par\u00eb nga ushtria e SHBA-s\u00eb<\/a><\/noindex> n\u00eb koh\u00ebn e Luft\u00ebs s\u00eb Par\u00eb Bot\u00ebrore p\u00ebr t\u00eb identifikuar performuesit e dob\u00ebt. <\/p>\n

      Vler\u00ebsimi i performanc\u00ebs \u00ebsht\u00eb i dobish\u00ebm p\u00ebr punonj\u00ebsin, sepse identifikon arsyet e munges\u00ebs s\u00eb rritjes n\u00eb karrier\u00eb dhe rrug\u00ebt e zgjidhjes. Kompania mund t\u00eb p\u00ebrcaktoj\u00eb me transparenc\u00eb dhe objektivitet punonj\u00ebsit q\u00eb meritojn\u00eb shp\u00ebrblim, avancim ose rritje rrogash. Duhet theksuar se ky instrument vler\u00ebsimi \u00ebsht\u00eb mjaft kompleks dhe ka shum\u00eb \"shtigje t\u00eb fshehta\".<\/p>\n

      \"Si
      \n
      \nVler\u00ebsimi i performanc\u00ebs realizohet n\u00eb disa faza:<\/p>\n

      Faza 1 \u2013 p\u00ebrgatitja<\/b>. \u00cbsht\u00eb jasht\u00ebzakonisht e r\u00ebnd\u00ebsishme t\u00eb diskutohet e gjith\u00eb procedura, q\u00ebllimet e saj me pal\u00ebt e interesuara, menaxher\u00ebt. Procesi i mbledhjes s\u00eb reagimeve dhe m\u00ebnyra e p\u00ebrdorimit t\u00eb tyre duhet t\u00eb jen\u00eb t\u00eb qarta p\u00ebr t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit n\u00eb mbledhje ose n\u00eb shp\u00ebrndarje. Si\u00e7 tregon praktika, pa k\u00ebt\u00eb faz\u00eb, vler\u00ebsimi i performanc\u00ebs mund t\u00eb b\u00ebhet nj\u00eb humbje e kot\u00eb kohe.<\/p>\n

      Faza 2 \u2013 vet\u00eb-vler\u00ebsimi<\/b>. Punonj\u00ebsi duhet t\u00eb kujtoj\u00eb dhe t\u00eb shkruaj\u00eb at\u00eb q\u00eb ka b\u00ebr\u00eb gjat\u00eb muajve t\u00eb fundit ose vitit: detyrat dhe cil\u00ebsit\u00eb e pritura nga punonj\u00ebsi, p\u00ebrfshir\u00eb kur p\u00ebrmbush rolet q\u00eb nuk i p\u00ebrkasin; projektet, aktivitetet baz\u00eb dhe aktivitete t\u00eb tjera; arritjet dhe sukseset n\u00eb pun\u00eb; mang\u00ebsit\u00eb, d\u00ebshtimet n\u00eb detyra t\u00eb caktuara nga ana e punonj\u00ebsit dhe departamentit, vet\u00ebkritika n\u00eb fakte. Duke qen\u00eb se \u00ebsht\u00eb mjaft e v\u00ebshtir\u00eb t\u00eb kujtohet detaje nga nj\u00eb vit m\u00eb par\u00eb, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb b\u00ebhet vler\u00ebsimi i performanc\u00ebs t\u00eb pakt\u00ebn nj\u00eb her\u00eb n\u00eb gjasht\u00eb muaj.<\/p>\n

      Faza 3 \u2013 p\u00ebrcaktimi i respondent\u00ebve<\/b>. Punonj\u00ebsi vet\u00eb ose menaxher\u00ebt e vler\u00ebsimit t\u00eb performanc\u00ebs rendisin ata q\u00eb do ta vler\u00ebsojn\u00eb: kreu i drejtp\u00ebrdrejt\u00eb; menaxher\u00ebt e ekipeve t\u00eb tjera, q\u00eb kan\u00eb realizuar ose ndonj\u00ebher\u00eb realizojn\u00eb projekte t\u00eb ve\u00e7anta s\u00eb bashku me punonj\u00ebsin, porositet; koleg\u00ebt (koleg\u00ebt n\u00eb departament, n\u00eb ekipet projektore t\u00eb p\u00ebrkohshme ose t\u00eb p\u00ebrhershme); n\u00ebnshtruarit, duke p\u00ebrfshir\u00eb ata t\u00eb cil\u00ebt jan\u00eb vet\u00ebm mentor\u00eb p\u00ebr punonj\u00ebsin.<\/p>\n

      Faza 4 \u2013 d\u00ebrgesa e formular\u00ebve t\u00eb pyetjes<\/b>. Nj\u00eb nga drejtuesit e vler\u00ebsimit t\u00eb performanc\u00ebs, p\u00ebr shembull, shefi i departamentit, analizon vler\u00ebsimin q\u00eb punonj\u00ebsi i ka dh\u00ebn\u00eb vetes, k\u00ebrkon t\u00eb sqaroj\u00eb informacionin n\u00ebse punonj\u00ebsi e ka shprehur at\u00eb n\u00eb m\u00ebnyr\u00eb jo t\u00eb qart\u00eb, p\u00ebrgatit nj\u00eb formular ankete dhe e d\u00ebrgon at\u00eb respondent\u00ebve. Duke qen\u00eb se \u00e7do punonj\u00ebs i kompanis\u00eb merr disa formular\u00eb ankete, p\u00ebr \u00e7do formular duhet t\u00eb vendoset nj\u00eb afat t\u00eb arsyesh\u00ebm, q\u00eb do t'i jap\u00eb koh\u00eb p\u00ebr t\u00eb lexuar dhe plot\u00ebsuar me kujdes.<\/p>\n

      Faza 5 \u2013 realizimi i vler\u00ebsimit<\/b>. \u00c7do respondent shqyrton vet\u00ebvler\u00ebsimin e punonj\u00ebsit, jep nj\u00eb vler\u00ebsim t\u00eb p\u00ebrgjithsh\u00ebm p\u00ebr at\u00eb si e sheh ai p\u00ebrputhjen e cil\u00ebsis\u00eb s\u00eb pritshme t\u00eb realizimit t\u00eb detyrave nga punonj\u00ebsi, ofron nj\u00eb koment q\u00eb zbulon arsyet specifike t\u00eb vler\u00ebsimit dhe rekomandime t\u00eb mundshme t\u00eb detajuara p\u00ebr zhvillim.<\/p>\n

      Faza 6 \u2013 analizimi i t\u00eb dh\u00ebnave<\/b>. Diskutimi i rezultateve mund t\u00eb shkaktoj\u00eb keqkuptime, prandaj \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb respektohet nj\u00eb nivel i caktuar konfidencialiteti, pasi \u00e7do vler\u00ebsim i dh\u00ebn\u00eb, qoft\u00eb pozitiv apo negativ, ka natyr\u00eb subjektive dhe ndonj\u00ebher\u00eb provokuese. N\u00eb \u00e7do rast, organizatori i vler\u00ebsimit t\u00eb performanc\u00ebs \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb filloj\u00eb diskutimin e rezultateve me shefin e departamentit me t\u00eb dh\u00ebnat e p\u00ebrmbledhura p\u00ebr kompanin\u00eb dhe departamentin. E nj\u00ebjta skem\u00eb p\u00ebrdoret gjat\u00eb komunikimit brenda departamentit. P\u00ebr m\u00eb tep\u00ebr, p\u00ebr disa punonj\u00ebs mund t\u00eb zbulohen vler\u00ebsime t\u00eb paq\u00ebndrueshme, t\u00eb dh\u00ebna nga preferencat personale. Kjo mund t\u00eb ndjek\u00eb formalitetin e plot\u00ebsimit, munges\u00ebn e konkretizimit ose pranin\u00eb e emocioneve t\u00eb tepruara n\u00eb komentet ndaj vler\u00ebsimit n\u00eb formularin e anket\u00ebs.<\/p>\n

      Faza 7 \u2013 plani i zhvillimit<\/b>. Nga rezultatet duhet t\u00eb hartohet nj\u00eb plan veprimi konkret, i cili do t\u00eb \u00e7oj\u00eb \u00e7do punonj\u00ebs n\u00eb rritje: trajnime t\u00eb caktuara, transferim t\u00eb p\u00ebrkohsh\u00ebm ose t\u00eb p\u00ebrhersh\u00ebm n\u00eb nj\u00eb pozicion tjet\u00ebr, pun\u00eb n\u00eb nj\u00eb projekt t\u00eb ri, udh\u00ebheqje nga nj\u00eb mentor t\u00eb ri, pushim, korrigjim n\u00eb menaxhimin e koh\u00ebs, aktivitete t\u00eb tjera.<\/p>\n

      K\u00ebtu jan\u00eb 8 etapa \u2013 monitorimi i ndryshimeve<\/b>. N\u00eb thelb, ky etap mund t\u00eb quhet p\u00ebrgatitja dhe realizimi i nj\u00eb vler\u00ebsimi t\u00eb performanc\u00ebs tjet\u00ebr, pasi n\u00eb pritje t\u00eb tij, punonj\u00ebsit fillojn\u00eb t\u00eb monitorojn\u00eb gjith\u00e7ka q\u00eb ata duhet t\u00eb deklarojn\u00eb n\u00eb formular\u00ebt e anket\u00ebs dhe t'i japin m\u00eb shum\u00eb r\u00ebnd\u00ebsi aktivitetit t\u00eb tyre.<\/p>\n

      11 arsye pse vler\u00ebsimi i performanc\u00ebs mund t\u00eb d\u00ebshtoj\u00eb<\/h4>\n

      \nGjat\u00eb rishikimit t\u00eb performanc\u00ebs mund t\u00eb b\u00ebhen disa gabime t\u00eb vogla, disa prej t\u00eb cilave mund t\u00eb korrigjohen vet\u00ebm gjat\u00eb rishikimit t\u00eb ardhsh\u00ebm t\u00eb performanc\u00ebs. Prandaj, faza e par\u00eb e p\u00ebrgatitjes \u00ebsht\u00eb po aq e r\u00ebnd\u00ebsishme sa t\u00eb gjitha fazat e tjera. K\u00ebshtu, m\u00eb s\u00eb shpeshti hasen k\u00ebto mang\u00ebsi dhe d\u00ebshtime:<\/p>\n

        \n
      1. Pyetje t\u00eb pap\u00ebrshtatshme n\u00eb anket\u00eb<\/b>. Nj\u00eb anket\u00eb e madhe me 10+ pyetje, e cila p\u00ebrfshin \u00e7\u00ebshtje t\u00eb zakonshme p\u00ebr kompanin\u00eb, duhet t\u00eb jet\u00eb e ndar\u00eb nga anketa ky\u00e7e e rishikimit t\u00eb performanc\u00ebs q\u00eb lidhet me nj\u00eb departament ose punonj\u00ebs specifik. <\/li>\n
      2. Shmangia e menaxherit nga tema t\u00eb v\u00ebshtira<\/b>. N\u00eb rishikimin e vet, mund t\u00eb identifikohen perspektiva p\u00ebr punonj\u00ebsin, departamentin ose kompanin\u00eb q\u00eb k\u00ebrkojn\u00eb nj\u00eb debat t\u00eb nxeht\u00eb, por vler\u00ebsimi i drejtorit e anashkalon k\u00ebt\u00eb. N\u00eb k\u00ebt\u00eb rast, mund t\u00eb p\u00ebrfundohet se drejtori ka nevoj\u00eb p\u00ebr trajnim mbi k\u00ebt\u00eb pik\u00eb t\u00eb nxeht\u00eb. <\/li>\n
      3. Mungesa e konkretizimit n\u00eb p\u00ebrgjigje dhe komente<\/b>. Kjo mund t\u00eb tregoj\u00eb p\u00ebr pyetje t\u00eb keqformuluara, p\u00ebr munges\u00eb t\u00eb informacionit t\u00eb nevojsh\u00ebm p\u00ebr pjes\u00ebmarr\u00ebsit, gj\u00eb q\u00eb duhet rregulluar. Q\u00ebndrimet psikologjike t\u00eb q\u00ebndrueshme t\u00eb respondentit, q\u00eb ndikon n\u00eb vler\u00ebsimet nga t\u00eb gjitha formular\u00ebt q\u00eb ai plot\u00ebson, dhe e detyrojn\u00eb at\u00eb t\u00eb jap\u00eb vler\u00ebsime dhe komente t\u00eb ngjashme, duhet t\u00eb ulin relevanc\u00ebn e vler\u00ebsimeve t\u00eb tij gjat\u00eb analiz\u00ebs. <\/li>\n
      4. Mungesa e vler\u00ebsimit nga menaxheri i drejtp\u00ebrdrejt\u00eb<\/b>. Ai e njeh dosjen e plot\u00eb p\u00ebr detyrat formale dhe joformale n\u00eb departament dhe mund t\u00eb jap\u00eb vler\u00ebsimin m\u00eb t\u00eb ashp\u00ebr dhe objektiv. P\u00ebrve\u00e7 k\u00ebsaj, n\u00eb rastin e udh\u00ebheqjes informale absolute t\u00eb nj\u00ebrit prej punonj\u00ebsve n\u00eb horizontin e departamentit, nuk duhet t\u00eb mb\u00ebshtetemi plot\u00ebsisht n\u00eb vler\u00ebsimet e koleg\u00ebve t\u00eb tij. <\/li>\n
      5. Paragjykimi i q\u00ebllimsh\u00ebm ose t\u00eb paq\u00ebllimsh\u00ebm<\/b>. N\u00eb mas\u00ebn e vler\u00ebsimeve t\u00eb b\u00ebra p\u00ebr nj\u00eb punonj\u00ebs, mund t\u00eb ket\u00eb t\u00eb dh\u00ebna t\u00eb jasht\u00ebzakonshme, t\u00eb cilave nuk duhet gjithmon\u00eb t'u besojm\u00eb, prandaj n\u00eb llogari merret n\u00eb m\u00ebnyr\u00eb kryesore vler\u00ebsimi mesatar. M\u00eb tej, vler\u00ebsimi mund t\u00eb bazohet n\u00eb simpati dhe antipati personale, d\u00ebshir\u00ebn p\u00ebr t\u00eb shmangur konflikte, q\u00eb duket n\u00eb munges\u00ebn e fakteve dhe treguesve t\u00eb sasis\u00eb n\u00eb komente. <\/li>\n
      6. Nihilizmi ligjor<\/b>. N\u00ebse n\u00eb kompani \u00ebsht\u00eb krijuar nj\u00eb sindikat\u00eb, ka kuptim t\u00eb miratohet me t\u00eb procedurat e vler\u00ebsimit t\u00eb performanc\u00ebs dhe pasojat e saj p\u00ebr punonj\u00ebsit, pasi efektet e pun\u00ebs, si\u00e7 jan\u00eb shkarkimi, transferimi n\u00eb nj\u00eb pozit\u00eb tjet\u00ebr, rritja apo ulja e pag\u00ebs, rregullohen nga legjislacioni pun\u00ebs dhe aktet n\u00ebnligjore.<\/li>\n
      7. Mosngjashm\u00ebri e q\u00ebllimit p\u00ebr t\u00eb rritur produktivitetin me q\u00ebllimet e vler\u00ebsimit t\u00eb performanc\u00ebs.<\/b>. N\u00ebse q\u00ebllimi p\u00ebr t\u00eb rritur produktivitetin shkakton shkelje t\u00eb rregullave etike, k\u00ebrkesave t\u00eb ligjit ose cil\u00ebsis\u00eb s\u00eb produkteve dhe sh\u00ebrbimeve, at\u00ebher\u00eb ai do t\u00eb pengoj\u00eb pa dyshim m\u00ebsimnx\u00ebnien pas vler\u00ebsimit t\u00eb performanc\u00ebs. <\/li>\n
      8. Anket\u00eb jo serioze\/serioze.<\/b>. N\u00ebse punonj\u00ebsit nuk i tregohen t\u00eb gjitha aspektet dhe q\u00ebllimet e vler\u00ebsimit t\u00eb performanc\u00ebs, ata mund ta marrin at\u00eb ashtu si\u00e7 duhet ose tep\u00ebr seriozisht nga frika p\u00ebr t\u00eb humbur pun\u00ebn ose nivelin e pag\u00ebs dhe do t\u00eb p\u00ebrpiqen t\u00eb p\u00ebrmir\u00ebsojn\u00eb artificialisht vler\u00ebsimet. <\/li>\n
      9. P\u00ebrkthimi i gabuar i vler\u00ebsimeve n\u00eb shp\u00ebrblime.<\/b>. Sistemi i vler\u00ebsimit nuk duhet t\u00eb garantoj\u00eb shp\u00ebrblime t\u00eb detyrueshme n\u00eb mas\u00eb t\u00eb vog\u00ebl ose t\u00eb madhe. N\u00ebse shp\u00ebrblimi b\u00ebhet i zakonsh\u00ebm p\u00ebr t\u00eb gjith\u00eb, at\u00ebher\u00eb vler\u00ebsimi i performanc\u00ebs do t\u00eb b\u00ebhet nj\u00eb sinjal p\u00ebr punonj\u00ebsit p\u00ebr t\u00eb u relaksuar. <\/li>\n
      10. List\u00eb e paplot\u00eb e respondent\u00ebve.<\/b>. Nj\u00eb punonj\u00ebs mund t\u00eb mos e p\u00ebrfshij\u00eb n\u00eb list\u00ebn e respondent\u00ebve at\u00eb q\u00eb ai ose ajo ka punuar her\u00eb pas here ose vazhdimisht. N\u00eb k\u00ebt\u00eb rast \u00ebsht\u00eb e nevojshme t\u00eb sqarohet se \u00e7do njeri mund t\u00eb regjistrohet n\u00eb list\u00ebn e respondent\u00ebve n\u00ebse ka nj\u00eb arsyetim. <\/li>\n
      11. Stili direktiv.<\/b>. Disa menaxher\u00eb e kan\u00eb aq frik\u00eb t\u00eb ndodhen n\u00eb nj\u00eb pozita t\u00eb pak\u00ebndshm\u00eb, saq\u00eb nuk diskutojn\u00eb rezultatet e vler\u00ebsimit, por thjesht u japin urdhra n\u00ebnordinar\u00ebve se \u00e7far\u00eb dhe si t\u00eb b\u00ebjn\u00eb. N\u00eb vler\u00ebsimin e performanc\u00ebs, b\u00ebhet fjal\u00eb p\u00ebr komunikim dyanshor p\u00ebr nj\u00eb efektivitet m\u00eb t\u00eb mir\u00eb.<\/li>\n<\/ol>\n

        \nVler\u00ebsimi i performanc\u00ebs \u00ebsht\u00eb nj\u00eb pjes\u00eb p\u00ebrgatitore n\u00eb formimin e strategjis\u00eb s\u00eb m\u00ebsimnx\u00ebnies dhe zhvillimit. N\u00eb \u00e7do kompani krijohet strategjia e saj, n\u00eb \u00e7do rast, detyra kryesore e strategjis\u00eb s\u00eb m\u00ebsimnx\u00ebnies dhe zhvillimit \u00ebsht\u00eb t\u00eb menaxhoj\u00eb zhvillimin e punonj\u00ebsve n\u00eb nj\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mb\u00ebshtes\u00eb prioritetet e tjera ky\u00e7e t\u00eb biznesit. Funksioni i m\u00ebsimnx\u00ebnies dhe zhvillimit n\u00eb nj\u00eb organizat\u00eb luan nj\u00eb rol strategjik n\u00eb pes\u00eb fusha:<\/p>\n

          \n
        1. Zhvillimi i potencialit t\u00eb punonj\u00ebsve;<\/li>\n
        2. T\u00ebrheqja dhe ruajtja e talenteve;<\/li>\n
        3. Motivimi dhe angazhimi i punonj\u00ebsve;<\/li>\n
        4. Krijimi i brendit t\u00eb pun\u00ebdh\u00ebn\u00ebsit;<\/li>\n
        5. Krijimi i vlerave t\u00eb kultur\u00ebs korporative.<\/li>\n<\/ol>\n

          \n\"Si
          \n
          \nPra k\u00ebt\u00eb, strategjia p\u00ebr edukimin dhe zhvillimin p\u00ebrfshin krijimin e 8 komponent\u00ebve kryesor\u00eb t\u00eb nj\u00eb ekosistemi t\u00eb mbyllur dhe ciklik t\u00eb edukimit dhe zhvillimit n\u00eb kompani, nd\u00ebrtimi i t\u00eb cilit duhet t\u00eb filloj\u00eb me p\u00ebrshtatjen e edukimit dhe zhvillimit me strategjin\u00eb e biznesit. Si\u00e7 tregon           studimi i McKinsey<\/a><\/noindex>, vet\u00ebm 40% e kompanive konfirmojn\u00eb p\u00ebrputhshm\u00ebrin\u00eb e strategjis\u00eb s\u00eb edukimit dhe zhvillimit me objektivat strategjik\u00eb, nd\u00ebrsa 60% e kompanive nuk kan\u00eb nj\u00eb p\u00ebrputhshm\u00ebri t\u00eb qart\u00eb t\u00eb k\u00ebsaj strategjie me q\u00ebllimet e biznesit. Pik\u00ebrisht p\u00ebr k\u00ebt\u00eb arsye, programet e edukimit duhet t\u00eb zhvillohen jo vet\u00ebm nga departamenti HR, por nga nj\u00ebsit\u00eb n\u00eb udh\u00ebheqjen organizative dhe n\u00eb bashk\u00ebpunim me departamentin HR.<\/p>\n

          Mund t\u00eb supozohet se implementimi i nj\u00eb sistemi edukimi dhe zhvillimi do t\u00eb k\u00ebrkoj\u00eb jo vet\u00ebm burime financiare nga kompania, por edhe koh\u00eb pune nga punonj\u00ebsit. N\u00eb t\u00eb v\u00ebrtet\u00eb, shpenzimet p\u00ebr edukim dhe zhvillim jan\u00eb shum\u00eb m\u00eb t\u00eb ulta se p\u00ebrfitimet reale p\u00ebr kompanin\u00eb:<\/p>\n

            \n
          1. Rritja e efikasitetit t\u00eb punonj\u00ebsve<\/b>: edukimi forcon besimin e tyre n\u00eb vetvete dhe ndihmon kompanin\u00eb t\u00eb pozicionohet n\u00eb krye. <\/li>\n
          2. Rritja e k\u00ebnaq\u00ebsis\u00eb s\u00eb punonj\u00ebsve dhe forcimi i moralit t\u00eb ekipit<\/b>: kompania tregon punonj\u00ebsve se ata vler\u00ebsohen, investohet n\u00eb ta dhe u jepet mund\u00ebsia p\u00ebr t'u edukuar, p\u00ebr t\u00eb cil\u00ebn p\u00ebrndryshe nuk do ta dinin. <\/li>\n
          3. Puna me dob\u00ebsit\u00eb<\/b>: n\u00eb \u00e7do kolektiv ka lidhje t\u00eb dob\u00ebta, qofshin ato punonj\u00ebs t\u00eb ve\u00e7ant\u00eb apo procese biznesi. Edukimi dhe zhvillimi ngrit t\u00eb gjith\u00eb punonj\u00ebsit n\u00eb nj\u00eb nivel ku secili prej tyre \u00ebsht\u00eb i z\u00ebvend\u00ebsuesh\u00ebm dhe i pavarur. <\/li>\n
          4. Rritja e produktivitetit dhe respektimi i standardeve t\u00eb cil\u00ebsis\u00eb<\/b>: edukimi i vazhduesh\u00ebm i koleg\u00ebve kultivon nj\u00eb p\u00ebrgjegj\u00ebsi t\u00eb brendshme p\u00ebr proceset e kompanis\u00eb dhe motivim p\u00ebr rritjen e produktivitetit t\u00eb pun\u00ebs. <\/li>\n
          5. Rritja e inovacioneve n\u00eb strategji dhe produkte t\u00eb reja<\/b>: gjat\u00eb avancimit t\u00eb kualifikimeve ndodh k\u00ebrkimi i ideve t\u00eb reja, zhvillohet nj\u00eb qasje krijuese dhe inkurajohen p\u00ebrpjekjet p\u00ebr t\u00eb shqyrtuar situatat n\u00eb nj\u00eb m\u00ebnyr\u00eb tjet\u00ebr. <\/li>\n
          6. Ulja e turnover-it t\u00eb stafit<\/b>: investimi i pun\u00ebdh\u00ebn\u00ebsit ndihmon n\u00eb mbajtjen e punonj\u00ebsve dhe zvog\u00eblon shpenzimet p\u00ebr rekrutimin. <\/li>\n
          7. Forcimi i profilit dhe reputacionit t\u00eb kompanis\u00eb<\/b>: nj\u00eb strategji e fort\u00eb e m\u00ebsimit dhe zhvillimit forcon mark\u00ebn e kompanis\u00eb, t\u00ebrheq student\u00eb, absolvent\u00eb, koleg\u00eb nga kompani t\u00eb tjera dhe krijon nj\u00eb radh\u00eb t\u00eb aplikant\u00ebve, duke lejuar zgjedhjen e atyre m\u00eb t\u00eb perspektiv\u00ebs. <\/li>\n<\/ol>\n

            \nSistemi korporativ i m\u00ebsimit dhe zhvillimit nuk mund t\u00eb zbatohet brenda nj\u00eb dite. Gjat\u00eb procesit t\u00eb zbatimit, mund t\u00eb b\u00ebhen shum\u00eb gabime. Kryesorja prej tyre \u00ebsht\u00eb moskoordinimi midis strategjis\u00eb s\u00eb zhvillimit dhe misionit t\u00eb biznesit. Me nj\u00eb zbatim t\u00eb men\u00e7ur, n\u00eb kompani zhvillohet nj\u00eb konkurrenc\u00eb e sh\u00ebndetshme dhe nj\u00eb mark\u00eb udh\u00ebheq\u00ebse, q\u00eb \u00e7on n\u00eb rritjen e fitimeve t\u00eb kompanis\u00eb, forcimin e pozicioneve t\u00eb saj n\u00eb tregun e sh\u00ebrbimeve IT, hyrjen n\u00eb konkurrenc\u00ebn reale me lider\u00ebt e tregut dhe fleksibilitetin strategjik.
            \n
            Burimi:             habr.com<\/a><\/p>","protected":false,"gt_translate_keys":[{"key":"rendered","format":"html"}]},"excerpt":{"rendered":"

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