{"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\/novosti-interneta\/kak-vystroit-korporativnuyu-strategiyu-obucheniya-i-razvitiya","title":{"rendered":"Si t\u00eb zhvilloni nj\u00eb strategji korporative p\u00ebr m\u00ebsim dhe zhvillim","gt_translate_keys":[{"key":"rendered","format":"text"}]},"content":{"rendered":"

P\u00ebrsh\u00ebndetje t\u00eb gjith\u00ebve! Un\u00eb jam Anna Khatsko, Drejtore e Burimeve Njer\u00ebzore n\u00eb Omega-R. Puna ime lidhet me forcimin e strategjis\u00eb s\u00eb trajnimit dhe zhvillimit n\u00eb kompani, dhe dua t\u00eb ndaj p\u00ebrvoj\u00ebn dhe njohurit\u00eb e mia p\u00ebr menaxhimin e rritjes profesionale dhe karrier\u00ebs s\u00eb punonj\u00ebsve n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mb\u00ebshtesim p\u00ebrpar\u00ebsit\u00eb e tjera ky\u00e7e t\u00eb biznesit.<\/p>\n

\"Si
\n<\/a><\/noindex>
\nSipas studimit t\u00eb KPMG<\/a><\/noindex>, 50% e kompanive ruse theksojn\u00eb munges\u00ebn e punonj\u00ebsve t\u00eb kualifikuar t\u00eb IT-s\u00eb me profilin e k\u00ebrkuar dhe 44% \u2013 kualifikimin e pamjaftuesh\u00ebm t\u00eb kandidat\u00ebve. Prandaj, \u00e7do punonj\u00ebs \u00ebsht\u00eb me vler\u00eb t\u00eb madhe, dhe kjo reflektohet automatikisht n\u00eb cil\u00ebsin\u00eb e produkteve, p\u00ebr t\u00eb cilat kemi nj\u00eb k\u00ebrkes\u00eb t\u00eb detyrueshme p\u00ebr t'u zhvilluar n\u00eb baza t\u00eb platformave dhe gjuh\u00ebve m\u00eb moderne.<\/p>\n

Fillimisht, trajnimi n\u00eb Omega-R nuk \u00ebsht\u00eb nj\u00eb k\u00ebrkes\u00eb e menaxhimit, por nj\u00eb k\u00ebrkes\u00eb e tregut. N\u00ebse nj\u00eb punonj\u00ebs nuk disponon teknologjin\u00eb e re t\u00eb IT-s\u00eb q\u00eb k\u00ebrkohet p\u00ebr p\u00ebrmbushjen e nj\u00eb porosie t\u00eb re, kompania nuk do t\u00eb jet\u00eb n\u00eb gjendje ta p\u00ebrmbush\u00eb porosin\u00eb. K\u00ebrkimi i nj\u00eb punonj\u00ebsi t\u00eb ri me aft\u00ebsit\u00eb e nevojshme mund t\u00eb marr\u00eb muaj, dhe k\u00ebt\u00eb nuk e lejojm\u00eb. \u00cbsht\u00eb realisht, e p\u00ebrshtatshme dhe fitimprur\u00ebse<\/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 e kemi bindjen se punonj\u00ebsit e \u00e7muar nuk jan\u00eb vet\u00ebm t\u00eb mundsh\u00ebm, por edhe t\u00eb nevojsh\u00ebm p\u00ebr t'u rritur brenda kompanis\u00eb.<\/p>\n

Omega-R tashm\u00eb \u00ebsht\u00eb nj\u00eb \"fabrik\u00eb kadrosh\", shum\u00eb nga punonj\u00ebsit tan\u00eb jan\u00eb zhvilluar brenda kompanis\u00eb nga praktikant\u00eb n\u00eb specialist\u00eb t\u00eb kualifikuar me p\u00ebrvoj\u00eb ose madje lider\u00eb ekipesh, dhe tashm\u00eb jan\u00eb mentor\u00eb dhe shembuj p\u00ebr ata q\u00eb fillojn\u00eb. Ne pranojm\u00eb me k\u00ebnaq\u00ebsi praktikant\u00eb nga student\u00ebt, duke vler\u00ebsuar nivelin e angazhimit, dhe i ndihmojm\u00eb ata t\u00eb adaptihen dhe t\u00eb b\u00ebhen profesionist\u00eb. N\u00eb mesin e student\u00ebve ka t\u00eb rinj shum\u00eb t\u00eb talentuar, dhe \u00ebsht\u00eb e r\u00ebnd\u00ebsishme q\u00eb t\u2019i shohim ata n\u00eb koh\u00eb. Sa m\u00eb shum\u00eb q\u00eb kompania t\u00eb investoj\u00eb n\u00eb trajnim dhe zhvillim, aq m\u00eb t\u00eb sigurta jan\u00eb k\u00ebto investime \u2013 garanci p\u00ebr sukses.<\/p>\n

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

\nTrajnimi i brendsh\u00ebm n\u00eb Omega-R nuk ka si q\u00ebllim marrjen e sertifikatave, por \u00ebsht\u00eb pjes\u00eb e strategjis\u00eb s\u00eb trajnimit dhe zhvillimit dhe \u00ebsht\u00eb orientuar drejt m\u00ebsimit t\u00eb teknologjive t\u00eb reja dhe p\u00ebrmbushjes cil\u00ebsore t\u00eb detyrave t\u00eb pun\u00ebs. Ai zhvillohet drejtp\u00ebrdrejt n\u00eb zyr\u00ebn e kompanis\u00eb dhe dallon ndjesh\u00ebm nga trajnimi nga ofruesit e sh\u00ebrbimeve arsimore n\u00eb terren.<\/p>\n

\"Si
\n
\nGjat\u00eb procesit t\u00eb trajnimit, punonj\u00ebsi fiton jo vet\u00ebm njohuri dhe p\u00ebrvoj\u00eb praktike, por nj\u00ebkoh\u00ebsisht merr vlerat, strategjit\u00eb dhe objektivat e kompanis\u00eb. <\/p>\n

Pra, trajnimi kalon sipas modelit \"70:20:10<\/a><\/noindex>\u00bb:
\n70% e koh\u00ebs \u2013 trajnim n\u00eb procese pune dhe detyra t\u00eb p\u00ebrditshme: k\u00ebtu punonj\u00ebsi zhvillon p\u00ebrvoj\u00ebn e tij, b\u00ebn dhe corrigjon gabime, punon n\u00eb projekt, trajnon koleg\u00ebt, ndan reflektimin p\u00ebr veten;
\n20% \u2013 m\u00ebsimi social p\u00ebrmes komunikimit me koleg\u00ebt dhe menaxhmentin;
\n10% \u2013 trajnimi tradicional teorik: leksione, kurse, libra, artikuj, seminare, takime, webinare, sertifikime.<\/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 fillimisht kryen nj\u00eb detyr\u00eb provuese p\u00ebr t\u00eb konfirmuar njohurit\u00eb dhe aft\u00ebsit\u00eb e tij, dhe vet\u00ebm m\u00eb pas ftohet p\u00ebr nj\u00eb intervist\u00eb p\u00ebr vler\u00ebsim nga ekspert\u00ebt. M\u00eb t\u00eb kualifikuarit mund t\u00eb kalojn\u00eb hapin e detyr\u00ebs provuese.<\/p>\n

Na intereson q\u00eb \u00e7do punonj\u00ebs t\u00eb ket\u00eb nj\u00eb kuptim t\u00eb planit t\u00eb tij individual t\u00eb zhvillimit n\u00eb kompani. Njeriu q\u00eb nuk \u00ebnd\u00ebrron t\u00eb b\u00ebhet gjeneral, \u00ebsht\u00eb nj\u00eb ushtar i dob\u00ebt. Pamja e nj\u00eb t\u00eb ardhme t\u00eb suksesshme duhet t\u00eb jet\u00eb e qart\u00eb dhe e kuptueshme q\u00eb n\u00eb dit\u00ebt e para t\u00eb pun\u00ebs. <\/p>\n

Sigurisht, planifikimi i rrug\u00ebs s\u00eb karrier\u00ebs \u00ebsht\u00eb nj\u00eb proces q\u00eb fillon nga banka e shkoll\u00ebs dhe vazhdon gjat\u00eb gjith\u00eb jet\u00ebs, dhe jo nj\u00eb rezultat, prandaj plani individual ndonj\u00ebher\u00eb ndryshon. Megjithat\u00eb, nga zgjedhja e rrug\u00ebs s\u00eb karrier\u00ebs varet se si do t\u00eb shkoj\u00eb trajnimi. Zakonisht zgjedhja b\u00ebhet midis rrug\u00ebve karrier\u00ebs teknike ose menaxheriale.<\/p>\n

P\u00ebr t\u00eb p\u00ebrcaktuar rrug\u00ebn e karrier\u00ebs, n\u00eb mendimin tim, jan\u00eb t\u00eb mjaftueshme 5 hapa:<\/p>\n

    \n
  1. P\u00ebrcaktimi i personave q\u00eb japin vler\u00ebsimin p\u00ebr punonj\u00ebsin;<\/li>\n
  2. Zhvillimi, shp\u00ebrndarja dhe grumbullimi i anketave me pyetje mbi matric\u00ebn e kompetencave p\u00ebr t\u00eb p\u00ebrcaktuar treguesit p\u00ebr pozitat;<\/li>\n
  3. Analiza e anketimeve dhe miratimi i rezultateve t\u00eb t\u00eb gjith\u00eb punonj\u00ebsve me menaxhmentin;<\/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

    \nSipas mendimit t\u00eb Josh Bersin<\/a><\/noindex>, themeluesit dhe drejtorin ekzekutiv t\u00eb kompanis\u00eb Bersin & Associates, nj\u00eb tregues i nj\u00eb sistemi t\u00eb dob\u00ebt t\u00eb zhvillimit t\u00eb karrier\u00ebs \u00ebsht\u00eb fakti q\u00eb kompanit\u00eb ftojn\u00eb punonj\u00ebs p\u00ebr pozita menaxheriale nga jasht\u00eb. Prandaj, ndjekja e nj\u00eb plani individual t\u00eb karrier\u00ebs \u00ebsht\u00eb e r\u00ebnd\u00ebsishme jo vet\u00ebm p\u00ebr punonj\u00ebsin, por edhe p\u00ebr kompanin\u00eb.<\/p>\n

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

    \nZhvillimi, trajnimi dhe rritja e nivelit t\u00eb kompetencave ndodhin n\u00eb m\u00ebnyr\u00eb sistematike dhe t\u00eb rregullt. \u00c7do profesionist kalon 7 etapa zhvillimi<\/a><\/noindex> pavar\u00ebsisht nga pozita dhe mosha q\u00eb ka:<\/p>\n

    1 etapa \u2013 faza e opsionit<\/b>: zgjedhja e profesionit nga studenti ose profesionisti n\u00eb nj\u00eb fush\u00eb tjet\u00ebr;
    \n2 etapa \u2013 faza e adeptit<\/b>: zot\u00ebrimi i profesionit, nga nj\u00eb udh\u00ebzues i shkurt\u00ebr deri n\u00eb trajnim ose pun\u00eb shum\u00eb-vje\u00e7are;
    \n3 etapa \u2013 faza e adaptimit<\/b>: adapti habituar me pun\u00ebn, ekipin, detyrat, v\u00ebshtir\u00ebsit\u00eb dhe formon nj\u00eb lidhje t\u00eb caktuar me ekipin;
    \n4 etapa \u2013 faza e internalizimit<\/b>: punonj\u00ebsi b\u00ebhet pjes\u00eb e profesionit si nj\u00eb koleg i plot\u00eb dhe kryen detyrat kryesore n\u00eb m\u00ebnyr\u00eb autonome;
    \n5 etapa \u2013 faza e mjesht\u00ebris\u00eb<\/b>: punonj\u00ebsi p\u00ebrshtatet n\u00eb nj\u00eb status informal t\u00eb punonj\u00ebsit t\u00eb paz\u00ebvend\u00ebsuesh\u00ebm ose universal, i aft\u00eb t\u00eb kryej\u00eb detyra komplekse;
    \n6 etapa \u2013 faza e autoritetit<\/b>: mjeshtri b\u00ebhet i njohur mir\u00eb n\u00eb qarqet profesionale;
    \n7 etapa \u2013 faza e mentorimit<\/b> (n\u00eb kuptimin m\u00eb t\u00eb gjer\u00eb): mjeshtri mbledh p\u00ebrreth vetes besnik\u00eb dhe nx\u00ebn\u00ebs, jo vet\u00ebm p\u00ebr shkak t\u00eb profesionalizmit t\u00eb lart\u00eb, por edhe p\u00ebr shkak t\u00eb edukimit t\u00eb profesionist\u00ebve m\u00eb t\u00eb mir\u00eb n\u00eb fush\u00ebn e tij.<\/p>\n

    \"Si
    \n
    \nN\u00eb Omega-R p\u00ebrcaktohet nj\u00eb mentor specifik dhe nj\u00eb adapt nga specialist\u00ebt me besnik\u00ebri t\u00eb lart\u00eb ndaj kompanis\u00eb, q\u00eb kan\u00eb p\u00ebrvoj\u00eb profesionale t\u00eb pakt\u00ebn n\u00eb nivelin mesatar 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 t\u00eb kuptohet jo vet\u00ebm teknologjit\u00eb specifike dhe karakteristikat e pun\u00ebs, por gjithashtu edhe t\u00eb absorbohet kultura korporative, duke u b\u00ebr\u00eb nj\u00eb pjes\u00eb e ekipit. Kuptimi i q\u00ebllimeve dhe misionit \u00ebsht\u00eb nj\u00eb p\u00ebrb\u00ebr\u00ebs i r\u00ebnd\u00ebsish\u00ebm p\u00ebr nj\u00eb adaptim t\u00eb suksessh\u00ebm, nj\u00eb pun\u00eb afatgjat\u00eb dhe nj\u00eb besnik\u00ebri t\u00eb lart\u00eb ndaj kompanis\u00eb.<\/p>\n

    Sa m\u00eb e qart\u00eb dhe e strukturuar t\u00eb jet\u00eb kalimi i dit\u00ebve dhe jav\u00ebve t\u00eb para n\u00eb kompani, aq m\u00eb shpejt do t\u00eb integrohet fillestari dhe do t\u00eb tregoj\u00eb rezultate. N\u00eb dit\u00ebn e par\u00eb, fillestari njoh\u00ebt me mentorin dhe i jepen materiale p\u00ebr studim, \"dosja e fillestarit\" me informacion t\u00eb dobish\u00ebm, planin p\u00ebr periudh\u00ebn provuese, t\u00eb miratuar nga udh\u00ebheq\u00ebsi i drejtp\u00ebrdrejt. Vler\u00ebsimi fillestar zhvillohet pas 2 jav\u00ebsh pune t\u00eb punonj\u00ebsit n\u00eb kompani, m\u00eb pas vendoset pika tjet\u00ebr e kontrollit.<\/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 nj\u00eb shkak kryesor t\u00eb rritjes profesionale, sh\u00ebrben kalimi i suksessh\u00ebm i vler\u00ebsimit.<\/p>\n

    Nd\u00ebrmjet vler\u00ebsimeve ekzistojn\u00eb periudha t\u00eb caktuara kohore, t\u00eb identifikuara n\u00eb p\u00ebrfundim t\u00eb vler\u00ebsimit t\u00eb m\u00ebparsh\u00ebm, dhe \u00e7do punonj\u00ebs ka informacion rreth datave t\u00eb vler\u00ebsimit t\u00eb ardhsh\u00ebm. Menaxheri i HR ndjek k\u00ebto afate dhe p\u00ebrgatitjen e iniciativave n\u00eb koh\u00eb.<\/p>\n

    \u00c7do punonj\u00ebs ka t\u00eb drejt\u00eb t\u00eb kontaktoj\u00eb personat p\u00ebrgjegj\u00ebs p\u00ebr t\u00eb k\u00ebrkuar nj\u00eb vler\u00ebsim t\u00eb jasht\u00ebzakonsh\u00ebm. Motivi pas nj\u00eb vler\u00ebsimi t\u00eb jasht\u00ebzakonsh\u00ebm varet jo vet\u00ebm nga fakti i kalimit. Arsyet mund t\u00eb jen\u00eb, p\u00ebr shembull, v\u00ebshtir\u00ebsia e projektit ose niveli i pag\u00ebs. Dhe, n\u00eb t\u00eb v\u00ebrtet\u00eb, ne e vler\u00ebsojm\u00eb p\u00ebrgjegj\u00ebsin\u00eb dhe interesin n\u00eb rritjen personale dhe profesionale \u2013 p\u00ebrmir\u00ebsimi i kualifikimeve \u00ebsht\u00eb i inkorporuar n\u00eb kultur\u00ebn korporative. <\/p>\n

    N\u00eb procesin e zhvillimit t\u00eb punonj\u00ebsve t\u00eb tij \u00ebsht\u00eb i angazhuar \u00e7do lider ekipi \u2013 k\u00ebshtu ai tregon niveli i ekspertiz\u00ebs, interesin n\u00eb arsimim, dhe p\u00ebrfitimet e sistemit t\u00eb m\u00ebsimit dhe zhvillimit me shembuj personale. Pavar\u00ebsisht nga iniciativat p\u00ebr vler\u00ebsim, lideri i ekipit dhe drejtuesit e tjer\u00eb bazuar n\u00eb matric\u00ebn e kompetencave dhe p\u00ebrvoj\u00ebn e tyre t\u00eb vetme p\u00ebrcaktojn\u00eb gatishm\u00ebrin\u00eb e kalimit t\u00eb specialistit n\u00eb nivelin tjet\u00ebr t\u00eb zhvillimit profesional. N\u00ebse punonj\u00ebsi nuk e kaloi vler\u00ebsimin her\u00ebn e par\u00eb, \u00ebsht\u00eb e mundur ta rip\u00ebrs\u00ebrisin provimin.<\/p>\n

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

      \n
    1. P\u00ebrcaktimi i nivelit aktual t\u00eb specialistit;<\/li>\n
    2. T\u00eb kuptojm\u00eb n\u00eb cilat drejtime personi d\u00ebshiron t\u00eb zhvillohet;<\/li>\n
    3. T\u00eb japim p\u00ebrgjigje punonj\u00ebsit;<\/li>\n
    4. T\u00eb p\u00ebrcaktojm\u00eb zonat e rritjes;<\/li>\n
    5. T\u00eb sh\u00ebnojm\u00eb dat\u00ebn e vler\u00ebsimit t\u00eb ardhsh\u00ebm.<\/li>\n<\/ol>\n

      \n\u00c7do kush e di situat\u00ebn n\u00eb tregun e pun\u00ebs, prandaj kuptimi i vler\u00ebsimit nuk \u00ebsht\u00eb t\u00eb gjykojm\u00eb punonj\u00ebsin, por t\u00eb ndihmojm\u00eb 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 efektivitetin e pun\u00ebs dhe produktivitetin e punonj\u00ebsve t\u00eb ve\u00e7ant\u00eb sipas kritereve t\u00eb vendosura dhe q\u00ebllimeve organizative. Vler\u00ebsimi i performanc\u00ebs p\u00ebrmes historis\u00eb \u00ebsht\u00eb rritur nga parimet e menaxhimit shkencor t\u00eb Frederick W. Taylor dhe u aplikua p\u00ebr her\u00eb t\u00eb par\u00eb nga ushtria amerikane<\/a><\/noindex> n\u00eb koh\u00ebn e Luft\u00ebs s\u00eb Par\u00eb Bot\u00ebrore p\u00ebr t\u00eb identifikuar punonj\u00ebsit e dob\u00ebt. <\/p>\n

      Rishikimi i performanc\u00ebs i \u00ebsht\u00eb i dobish\u00ebm punonj\u00ebsit, pasi zbulojn\u00eb arsyet e munges\u00ebs s\u00eb avancimit n\u00eb karrier\u00eb dhe m\u00ebnyrat p\u00ebr zgjidhje. Kompania mund t\u00eb p\u00ebrcaktoj\u00eb n\u00eb m\u00ebnyr\u00eb transparente dhe objektive punonj\u00ebsit q\u00eb meritojn\u00eb shp\u00ebrblim, promovim ose rritje page. Duhet theksuar se ky instrument vler\u00ebsimi \u00ebsht\u00eb mjaft kompleks dhe ka shum\u00eb \"pengesa\".<\/p>\n

      \"Si
      \n
      \nRishikimi i performanc\u00ebs zhvillohet n\u00eb disa etapa:<\/p>\n

      1 etapa \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 procedura e p\u00ebrdorimit t\u00eb saj duhet t\u00eb jen\u00eb t\u00eb qarta p\u00ebr t\u00eb gjith\u00eb pjes\u00ebmarr\u00ebsit n\u00eb takime ose n\u00eb d\u00ebrgesa. Si\u00e7 tregon praktika, pa k\u00ebt\u00eb etap\u00eb, rishikimi i performanc\u00ebs mund t\u00eb b\u00ebhet nj\u00eb humbje kohe.<\/p>\n

      2 etapa \u2013 vler\u00ebsimi i vetes<\/b>. Punonj\u00ebsi duhet t\u00eb kujtoj\u00eb dhe t\u00eb regjistroj\u00eb at\u00eb q\u00eb ka b\u00ebr\u00eb gjat\u00eb muajve t\u00eb fundit ose vitit: detyrat dhe cil\u00ebsit\u00eb q\u00eb priten nga punonj\u00ebsi, p\u00ebrfshir\u00eb n\u00eb kryerjen e roleve jo karakteristike; projektet, aktivitetet baz\u00eb dhe aktivitete t\u00eb tjera; arritjet dhe sukseset n\u00eb pun\u00eb; dob\u00ebsit\u00eb, d\u00ebshtimet n\u00eb detyra t\u00eb caktuara nga ana e punonj\u00ebsit dhe departamentit, vet\u00ebkritika n\u00eb fakte. Duke pasur parasysh se \u00ebsht\u00eb mjaft e v\u00ebshtir\u00eb t\u00eb kujtohen detajet nj\u00eb viti m\u00eb par\u00eb, \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb b\u00ebhet rishikimi i performanc\u00ebs t\u00eb pakt\u00ebn nj\u00eb her\u00eb n\u00eb gjasht\u00eb muaj.<\/p>\n

      3 etapa \u2013 p\u00ebrcaktimi i respondent\u00ebve<\/b>. Punonj\u00ebsi vet\u00eb ose menaxher\u00ebt e rishikimit t\u00eb performanc\u00ebs p\u00ebrpilojn\u00eb ata q\u00eb do ta vler\u00ebsojn\u00eb: menaxheri i drejtp\u00ebrdrejt\u00eb; menaxher\u00ebt e tjera t\u00eb ekipeve q\u00eb kan\u00eb punuar ose ndonj\u00ebher\u00eb punojn\u00eb n\u00eb projekte t\u00eb ve\u00e7anta s\u00eb bashku me punonj\u00ebsin, klient\u00ebt; koleg\u00ebt (bashk\u00ebpun\u00ebtor\u00ebt n\u00eb departament, ekipet e projektit q\u00eb vijn\u00eb ose ato t\u00eb p\u00ebrshtatshme); n\u00ebnshtruarit, p\u00ebrfshir\u00eb ata p\u00ebr t\u00eb cil\u00ebt punonj\u00ebsi \u00ebsht\u00eb vet\u00ebm mentor.<\/p>\n

      4 etapa \u2013 d\u00ebrgimi i pyet\u00ebsor\u00ebve<\/b>. Nj\u00eb nga menaxher\u00ebt e rishikimit t\u00eb performanc\u00ebs, p\u00ebr shembull, shefi i departamentit, analizon vler\u00ebsimin q\u00eb punonj\u00ebsi i ka b\u00ebr\u00eb vetes, k\u00ebrkon t\u00eb sqaroj\u00eb informacionet, n\u00ebse punonj\u00ebsi i ka sh\u00ebnuar ato n\u00eb m\u00ebnyr\u00eb jo t\u00eb qart\u00eb, p\u00ebrgatit pyet\u00ebsorin dhe e d\u00ebrgon at\u00eb respondent\u00ebve. Duke pasur parasysh se \u00e7do punonj\u00ebs i kompanis\u00eb merr disa pyet\u00ebsor\u00eb, p\u00ebr secilin pyet\u00ebsor duhet t\u00eb vendoset nj\u00eb afat t\u00eb arsyesh\u00ebm, i cili do t\u00eb jap\u00eb koh\u00eb p\u00ebr leximin dhe plot\u00ebsimin e tij me kujdes.<\/p>\n

      5 etapa \u2013 kryerja e vler\u00ebsimit<\/b>. \u00c7do respondent shqyrton vler\u00ebsimin e vet\u00eb punonj\u00ebsit, p\u00ebrshkruan nj\u00eb vler\u00ebsim t\u00eb p\u00ebrgjithsh\u00ebm mbi at\u00eb se si e sheh p\u00ebrputhjen e cil\u00ebsis\u00eb s\u00eb pritur t\u00eb kryerjes s\u00eb detyrave, jep komentet q\u00eb shpjegojn\u00eb arsyet e sakta t\u00eb vler\u00ebsimit dhe rekomandime t\u00eb mundshme p\u00ebr zhvillim.<\/p>\n

      6 etapa \u2013 analiza e t\u00eb dh\u00ebnave<\/b>. Diskutimi i rezultateve mund t\u00eb shkaktoj\u00eb keqkuptime, prandaj \u00ebsht\u00eb e r\u00ebnd\u00ebsishme t\u00eb ruhet nj\u00eb nivel i caktuar konfidencialiteti, pasi \u00e7do vler\u00ebsim i dh\u00ebn\u00eb, qoft\u00eb pozitiv ose negativ, \u00ebsht\u00eb subjektiv dhe ndonj\u00ebher\u00eb provokues. N\u00eb \u00e7do rast, organizatori i rishikimit t\u00eb performanc\u00ebs \u00ebsht\u00eb m\u00eb mir\u00eb t\u00eb filloj\u00eb diskutimin e rezultateve me menaxherin e departamentit me t\u00eb dh\u00ebna t\u00eb p\u00ebrgjithshme p\u00ebr kompanin\u00eb dhe departamentin. E nj\u00ebjta skem\u00eb p\u00ebrdoret edhe n\u00eb komunikimin brenda departamentit. M\u00eb shum\u00eb se kaq, p\u00ebr disa punonj\u00ebs mund t\u00eb zbulohet vler\u00ebsime t\u00eb padrejta q\u00eb jan\u00eb dh\u00ebn\u00eb p\u00ebr arsye personaliteti. Kjo mund t\u00eb shihet n\u00eb formalisht t\u00eb plot\u00ebsuar, n\u00eb munges\u00eb t\u00eb konkret\u00ebsis\u00eb ose n\u00eb prani t\u00eb emocionit t\u00eb tepruar n\u00eb komentet e vler\u00ebsimit n\u00eb pyet\u00ebsor.<\/p>\n

      7 etapa \u2013 plani i zhvillimit<\/b>. N\u00eb p\u00ebrfundim, duhet t\u00eb zhvillohet nj\u00eb plan veprimi konkret, i cili do t'i \u00e7oj\u00eb t\u00eb gjith\u00eb punonj\u00ebsit n\u00eb rritje: trajnime t\u00eb caktuara, transferim t\u00eb p\u00ebrkohsh\u00ebm ose t\u00eb p\u00ebrhersh\u00ebm n\u00eb nj\u00eb pozite tjet\u00ebr, pun\u00eb n\u00eb nj\u00eb projekt t\u00eb ri, udh\u00ebheqje nga nj\u00eb mentor t\u00eb ri, pushime, rregullime n\u00eb menaxhimin e koh\u00ebs, aktivitete t\u00eb tjera.<\/p>\n

      etapa 8 - ndjekja e ndryshimeve<\/b>. N\u00eb thelb, kjo etap\u00eb mund t\u00eb quhet p\u00ebrgatitje dhe kryerje e nj\u00eb rishikimi tjet\u00ebr t\u00eb performanc\u00ebs, pasi n\u00eb pritje t\u00eb saj punonj\u00ebsit fillojn\u00eb n\u00eb m\u00ebnyr\u00eb t\u00eb p\u00ebrparuar t\u00eb ndjekin gjith\u00e7ka q\u00eb do t\u00eb duhet t\u00eb tregojn\u00eb n\u00eb pyet\u00ebsor\u00eb dhe t\u00eb ken\u00eb nj\u00eb kujdes m\u00eb t\u00eb madh ndaj aktiviteteve t\u00eb tyre.<\/p>\n

      11 arsyet pse rishikimi i performanc\u00ebs mund t\u00eb d\u00ebshtoj\u00eb<\/h4>\n

      \nGjat\u00eb rishikimit t\u00eb performanc\u00ebs, mund t\u00eb b\u00ebhen gabime t\u00eb vogla, disa prej t\u00eb cilave mund t\u00eb korrigjohen vet\u00ebm n\u00eb rishikimin e ardhsh\u00ebm t\u00eb performanc\u00ebs. Prandaj, etapa e par\u00eb e p\u00ebrgatitjes \u00ebsht\u00eb po aq e r\u00ebnd\u00ebsishme sa t\u00eb tjerat. K\u00ebshtu, zakonisht hasen mang\u00ebsi dhe defekte t\u00eb m\u00ebposhtme:<\/p>\n

        \n
      1. Pyetje t\u00eb pap\u00ebrshtatshme n\u00eb pyet\u00ebsor<\/b>. Nj\u00eb pyet\u00ebsor i madh me 10+ pyetje, i cili prek \u00e7\u00ebshtjet e p\u00ebrgjithshme p\u00ebr kompanin\u00eb, duhet t\u00eb jet\u00eb i ve\u00e7uar nga pyet\u00ebsori kryesor i rishikimit t\u00eb performanc\u00ebs, q\u00eb lidhet me departamentin ose punonj\u00ebsin specifik. <\/li>\n
      2. Shmangia e menaxherit nga temat e v\u00ebshtira<\/b>. N\u00eb vet\u00ebvler\u00ebsim mund t\u00eb shihen mund\u00ebsi p\u00ebr punonj\u00ebsin, departamentin ose kompanin\u00eb, q\u00eb k\u00ebrkojn\u00eb nj\u00eb debat t\u00eb ngroht\u00eb, por vler\u00ebsimi i menaxherit e injoron k\u00ebt\u00eb. N\u00eb k\u00ebt\u00eb rast, mund t\u00eb p\u00ebrfundohet se menaxheri ka nevoj\u00eb p\u00ebr trajnim n\u00eb k\u00ebt\u00eb pik\u00eb. <\/li>\n
      3. Mungesa e konkretizimit n\u00eb p\u00ebrgjigje dhe komentet<\/b>. Kjo mund t\u00eb jet\u00eb nj\u00eb shenj\u00eb e pyetjeve t\u00eb padrejta, si dhe e munges\u00ebs s\u00eb pun\u00ebs s\u00eb shpjegimit me pjes\u00ebmarr\u00ebsit, \u00e7ka duhet t\u00eb korrigjohet. Q\u00ebndrimet psikologjike t\u00eb q\u00ebndrueshme t\u00eb respondentit, q\u00eb ndikojn\u00eb n\u00eb vler\u00ebsimet q\u00eb ai jep n\u00eb t\u00eb gjitha formular\u00ebt e tij 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 di n\u00eb detaje p\u00ebr t\u00eb gjitha detyrat formale dhe informale n\u00eb departament dhe mund t\u00eb jap\u00eb nj\u00eb vler\u00ebsim shum\u00eb t\u00eb sakt\u00eb dhe objektiv. P\u00ebr m\u00eb tep\u00ebr, n\u00eb rastin e nj\u00eb udh\u00ebheqjeje joformale t\u00eb nj\u00ebrit nga punonj\u00ebsit n\u00eb departament, 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 rastit<\/b>. N\u00eb mas\u00ebn e vler\u00ebsimeve t\u00eb dh\u00ebna p\u00ebr nj\u00eb punonj\u00ebs, mund t\u00eb ket\u00eb vler\u00ebsime t\u00eb t\u00ebrhequra, t\u00eb cilat nuk jan\u00eb gjithmon\u00eb t\u00eb besueshme, prandaj llogaritet kryesisht vler\u00ebsimi mesatar. P\u00ebr m\u00eb tep\u00ebr, vler\u00ebsimi mund t\u00eb bazohet n\u00eb simpati personale dhe antipati, d\u00ebshir\u00ebn p\u00ebr t\u00eb shmangur konfliktin, q\u00eb ndjehet n\u00eb munges\u00ebn e faktikeve dhe treguesve n\u00eb komentet. <\/li>\n
      6. Nihilizmi ligjor<\/b>. N\u00ebse n\u00eb kompani \u00ebsht\u00eb krijuar nj\u00eb sindikat\u00eb, ka kuptim t\u00eb harmonizohen procedurat e rishikimit t\u00eb performanc\u00ebs dhe pasojat e saj p\u00ebr punonj\u00ebsit, pasi efekti n\u00eb pun\u00ebsim, p\u00ebr shembull, shkarkimi, transferimi n\u00eb nj\u00eb pozita tjet\u00ebr, rritja ose ulja e pag\u00ebs, rregullohet nga legjislacioni pun\u00ebs dhe aktet n\u00ebnligjore.<\/li>\n
      7. P\u00ebrputhshm\u00ebria e q\u00ebllimit t\u00eb rritjes s\u00eb produktivitetit me q\u00ebllimet e rishikimit t\u00eb performanc\u00ebs<\/b>. N\u00ebse q\u00ebllimi i rritjes s\u00eb produktivitetit \u00e7on n\u00eb shkelje t\u00eb rregullave etike, k\u00ebrkesave ligjore ose cil\u00ebsis\u00eb s\u00eb produkteve dhe sh\u00ebrbimeve, ndalon qart\u00ebsisht procesin e m\u00ebsimit pas rishikimit t\u00eb performanc\u00ebs. <\/li>\n
      8. Anketimi i pav\u00ebrtet\u00eb \/ t\u00eb v\u00ebrtet\u00eb<\/b>. N\u00ebse punonj\u00ebsve nuk u shpjegohet e gjith\u00eb natyra dhe q\u00ebllimet e rishikimit t\u00eb performanc\u00ebs, ata mund ta marrin at\u00eb jo mjaft seriozisht dhe formalisht, ose shum\u00eb seriozisht p\u00ebr shkak t\u00eb frik\u00ebs 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 bonuse<\/b>. Sistemi i vler\u00ebsimeve nuk duhet t\u00eb garantoj\u00eb obligimin e bonuseve n\u00eb ndonj\u00eb volum t\u00eb vog\u00ebl apo t\u00eb madh. N\u00ebse bonusi b\u00ebhet i detyruesh\u00ebm p\u00ebr t\u00eb gjith\u00eb, at\u00ebher\u00eb rishikimi i performanc\u00ebs do t\u00eb b\u00ebhet nj\u00eb sinjal p\u00ebr punonj\u00ebsit p\u00ebr t\u00eb relaksuar. <\/li>\n
      10. Lista e paplot\u00eb e respondent\u00ebve<\/b>. Nj\u00eb punonj\u00ebs mund ta ket\u00eb q\u00ebllimsh\u00ebm l\u00ebn\u00eb jasht\u00eb list\u00ebs ata me t\u00eb cil\u00ebt ka punuar periodikisht ose vazhdimisht. N\u00eb k\u00ebt\u00eb rast, \u00ebsht\u00eb e nevojshme t\u00eb sqarohet se \u00e7do kush mund t\u00eb regjistrohet n\u00eb list\u00ebn e respondent\u00ebve n\u00ebse ka nj\u00eb justifikim. <\/li>\n
      11. Stili direktiv<\/b>. Disa menaxher\u00eb e kan\u00eb kaq frik\u00eb t\u00eb ndihen n\u00eb nj\u00eb pozita t\u00eb v\u00ebshtir\u00eb, saq\u00eb nuk diskutojn\u00eb rezultatet e vler\u00ebsimit, por thjesht u japin urdhra punonj\u00ebsve se \u00e7far\u00eb dhe si t\u00eb b\u00ebjn\u00eb. N\u00eb rishikimin e performanc\u00ebs, flet p\u00ebr komunikimin dyt\u00ebsor p\u00ebr efikasitetin.<\/li>\n<\/ol>\n

        \nRishikimi i performanc\u00ebs \u00ebsht\u00eb nj\u00eb pjes\u00eb p\u00ebrgatitore n\u00eb formimin e strategjis\u00eb s\u00eb m\u00ebsimit dhe zhvillimit. N\u00eb \u00e7do kompani krijohet strategjia e saj, p\u00ebrve\u00e7 k\u00ebsaj detyra kryesore e strategjis\u00eb s\u00eb m\u00ebsimit dhe zhvillimit \u00ebsht\u00eb t\u00eb menaxhoj\u00eb zhvillimin e punonj\u00ebsve n\u00eb m\u00ebnyr\u00eb q\u00eb t\u00eb mb\u00ebshtes\u00eb prioritetet e tjera ky\u00e7e t\u00eb biznesit. Funksioni i m\u00ebsimit dhe zhvillimit n\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 mbajtja e talenteve;<\/li>\n
        3. Motivimi dhe t\u00ebrheqja e punonj\u00ebsve;<\/li>\n
        4. Krijimi i mark\u00ebs s\u00eb pun\u00ebdh\u00ebn\u00ebsit;<\/li>\n
        5. Krijimi i vlerave t\u00eb kultur\u00ebs korporative.<\/li>\n<\/ol>\n

          \n\"Si
          \n
          \nK\u00ebshtu, strategjia e m\u00ebsimit dhe zhvillimit parashikon krijimin e 8 komponent\u00ebve kryesor\u00eb t\u00eb nj\u00eb ekosistemi t\u00eb mbyllur dhe ciklik t\u00eb m\u00ebsimit dhe zhvillimit n\u00eb kompani, t\u00eb cilin duhet ta fillojm\u00eb duke e p\u00ebrshtatur m\u00ebsimin dhe zhvillimin 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 m\u00ebsimit dhe zhvillimit me objektivat strategjik\u00eb, nd\u00ebrsa 60% e kompanive nuk kan\u00eb nj\u00eb p\u00ebrputhshm\u00ebri t\u00eb qart\u00eb midis strategjis\u00eb s\u00eb m\u00ebsimit dhe zhvillimit dhe q\u00ebllimeve t\u00eb biznesit. Prandaj, programet e m\u00ebsimit duhet t\u00eb zhvillohen jo vet\u00ebm nga departamenti i HR, por nga departamentet n\u00ebn udh\u00ebheqjen organisatorike dhe n\u00eb bashk\u00ebpunim me departamentin e HR.<\/p>\n

          Mund t\u00eb supozohet se implementimi i sistemit t\u00eb trajnimit dhe zhvillimit do t\u00eb marr\u00eb jo vet\u00ebm burimet financiare t\u00eb kompanis\u00eb, por edhe koh\u00ebn e punonj\u00ebsve. N\u00eb t\u00eb v\u00ebrtet\u00eb, shpenzimet p\u00ebr trajnim dhe zhvillim jan\u00eb shum\u00eb m\u00eb t\u00eb vogla se p\u00ebrfitimet reale p\u00ebr kompanin\u00eb:<\/p>\n

            \n
          1. Rritja e efikasitetit t\u00eb punonj\u00ebsve<\/b>: trajnimi forcon besimin n\u00eb vetvete dhe i ndihmon kompanis\u00eb t\u00eb marr\u00eb pozita lideri. <\/li>\n
          2. Rritja e k\u00ebnaq\u00ebsis\u00eb s\u00eb punonj\u00ebsve dhe forcimi i moralit t\u00eb ekipit<\/b>: kompania u tregon punonj\u00ebsve se ata vler\u00ebsohen, investohet n\u00eb ta dhe u ofrohet mund\u00ebsia p\u00ebr t'u trajnuar, p\u00ebr t\u00eb cilin p\u00ebrndryshe ata s'do ta dinin. <\/li>\n
          3. Puna me dob\u00ebsit\u00eb<\/b>: n\u00eb \u00e7do kolektiv ka pika t\u00eb dob\u00ebta, qofshin ato punonj\u00ebs t\u00eb ve\u00e7ant\u00eb apo procese biznesi. Trajnimi dhe zhvillimi e elevon \u00e7do punonj\u00ebs 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 p\u00ebrputhshm\u00ebria me standardet e cil\u00ebsis\u00eb<\/b>: trajnimi i vazhduesh\u00ebm i koleg\u00ebve kultivon nj\u00eb p\u00ebrgjegj\u00ebsi t\u00eb brendshme p\u00ebr proceset n\u00eb kompani dhe nj\u00eb motivim p\u00ebr rritjen e produktivitetit t\u00eb pun\u00ebs. <\/li>\n
          5. Rritja e inovacioneve n\u00eb strategjit\u00eb dhe produktet e reja<\/b>: gjat\u00eb p\u00ebrmir\u00ebsimit t\u00eb kualifikimeve ndodhin k\u00ebrkime p\u00ebr ide t\u00eb reja, kultivohet nj\u00eb qasje kreative, dhe inkurajohet p\u00ebrpjekja p\u00ebr t\u00eb par\u00eb situatat n\u00eb m\u00ebnyra t\u00eb ndryshme. <\/li>\n
          6. Reducimi i rotacionit t\u00eb stafit<\/b>: kontributi i pun\u00ebdh\u00ebn\u00ebsit mban punonj\u00ebsit dhe zvog\u00eblon shpenzimet p\u00ebr rekrutimin e stafit. <\/li>\n
          7. Forcimi i profilit dhe reputacionit t\u00eb kompanis\u00eb<\/b>: prania e nj\u00eb strategjie t\u00eb fuqishme t\u00eb trajnimit dhe zhvillimit forcon mark\u00ebn e kompanis\u00eb, t\u00ebrheq student\u00eb, t\u00eb diplomuar dhe koleg\u00eb nga kompani t\u00eb tjera dhe krijon nj\u00eb radh\u00eb t\u00eb kandidat\u00ebve, duke lejuar p\u00ebrzgjedhjen e atyre m\u00eb premtues. <\/li>\n<\/ol>\n

            \nNj\u00eb sistem korporativ i trajnimit dhe zhvillimit nuk mund t\u00eb realizohet menj\u00ebher\u00eb. Gjat\u00eb procesit t\u00eb implementimit, mund t\u00eb b\u00ebhen shum\u00eb gabime. Gabimi kryesor \u00ebsht\u00eb mos p\u00ebrputhja e strategjis\u00eb s\u00eb zhvillimit me misionin e biznesit. Me realizimin e duhur, n\u00eb kompani kultivohet nj\u00eb konkurrenc\u00eb e sh\u00ebndetshme dhe marka e liderit, q\u00eb kthehen n\u00eb rritjen e fitimeve t\u00eb kompanis\u00eb, forcimin e pozicioneve t\u00eb saj n\u00eb tregun e sh\u00ebrbimeve IT, p\u00ebrfshirjen n\u00eb konkurrenc\u00ebn e jashtme 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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