{"id":922,"date":"2019-10-07T04:18:56","date_gmt":"2019-10-07T03:18:56","guid":{"rendered":"https:\/\/bcoaching.online\/srpski\/?p=922"},"modified":"2020-03-05T11:55:37","modified_gmt":"2020-03-05T10:55:37","slug":"hr-razume-vaznost-liderstva","status":"publish","type":"post","link":"https:\/\/bcoaching.online\/sr\/hr-razume-vaznost-liderstva\/","title":{"rendered":"HR razume va\u017enost liderstva"},"content":{"rendered":"

Romina, Vi ste iskusni HR menad\u017eer koji je radio u mnogim me\u0111unarodnim kompanijama. Po \u010demu se Va\u0161a trenutna uloga razlikuje od Va\u0161eg dosada\u0161njeg iskustva?<\/strong><\/p>\n

\"\"<\/p>\n

U HEINEKEN Hrvatska sam skoro 2 godine. Zapravo, svaka industrija ima svoje razlike jer svaka kompanija ima svoje specifi\u010dne potrebe i faze razvoja. Nekim kompanijama za koje sam radila su bili potrebni osnovni HR temelji, kao \u0161to su HR sistemi i procesi. Ostale kompanije su morale da prilagode performans sistemima menad\u017ementa. A drugima su samo bile potrebne bolje prakse zapo\u0161ljavanja ljudi. Ali postoji ne\u0161to zajedni\u010dko za sve ove kompanije, a to je potreba za odr\u017eavanjem dobrobiti svoje radne snage. Bez obzira na to kakvu HR praksu sprovodite, nema uspeha ako ljudi ne osete da su cenjeni i da je kompaniji zaista stalo do njih. Me\u0111utim, briga se mo\u017ee definisati na vi\u0161e na\u010dina, u \u010demu le\u017ei caka.<\/p>\n

Smatram da je HEINEKEN dobar primer kompanije koja istinski brine za svoje zaposlene – \u0161to se ne mo\u017ee objasniti finansijskim KPI ili drugim pokazateljima, vec\u0301 \u010dinjenicom da ljudi koji vode organizaciju zaista brinu za sigurnost, dobrobit i razvoj ljudi. Na primer, upravo smo obele\u017eili Svetski dan za\u0161tite na radu velikom prekretnicom – 1.000 dana bez incidenta u na\u0161oj pivari u Karlovcu. Ve\u0107 godinama ne ula\u017eemo samo u vrhunske ma\u0161ine, opremu i radne alate koji obezbe\u0111uju sve sigurnosne mehanizme za na\u0161e zaposlenike, vec\u0301 tako\u0111e radimo na izgradnji pravilnog na\u010dina razmi\u0161ljanja na\u0161ih zaposlenih. Svesni smo da oprema ne mo\u017ee spre\u010diti nesrec\u0301e ako zaposleni ne poka\u017eu sigurno pona\u0161anje. Sigurnost za nas ne prestaje da bude va\u017ena kada napustimo prostorije na\u0161e kompanije. \u017delimo da se na\u0161i zaposleni pona\u0161aju sigurno i u svoje li\u010dno vreme, tako da mogu bezbedno da do\u0111u kuc\u0301i i svojim najmilijima.<\/p>\n

Tako\u0111e, svesni smo da su na\u0161i zaposleni u razli\u010ditim fazama svog \u017eivota. Neki su novi roditelji, drugi su usmereni na svoje zdravlje. Neki mo\u017eda razmi\u0161ljaju o kupovini imovine ili po\u010dinju planirati penziju. Zato smo zapo\u010deli sa na\u0161im programom dobrobiti pod nazivom petak u 2, gde pru\u017eamo kratke, prakti\u010dne radionice o razli\u010ditim temama koje bi podr\u017eale dobrobit zaposlenih u skladu sa njihovim specifi\u010dnim potrebama. Neke od tema su: li\u010dne finansije, kako ostati pozitivan, samoupravljanje nakon porodiljskog odsustva itd. Tako\u0111e, ozbiljno shvatamo razvoj karijere. Svi zaposleni kreiraju sopstvene individualne razvojne planove, s menad\u017ementom, a planovi moraju biti povezani sa njihovim trenutnim i buduc\u0301im razvojnim potrebama. Ovim putem \u0161aljemo jasnu poruku da, iako sada ra\u010dunamo na doprinos zaposlenih, tako\u0111e \u017eelimo da zaposleni budu uspe\u0161ni na svojim buduc\u0301im pozicijama. Kada radite u takvom okru\u017eenju u kojem se menad\u017eeri pona\u0161aju kao menad\u017eeri za ljudske resurse, zadovoljstvo je dalje voditi dnevni red ljudi.<\/p>\n

Danas se vodi puno pri\u010da o tome \u0161ta defini\u0161e efikasnu HR ulogu. Kakvo je Va\u0161e mi\u0161ljenje o ovome?<\/strong>
\nUloga ljudskih resursa se u velikoj meri razvila u poslednjih nekoliko godina. Kako su se zahtevi industrije i na\u010din poslovanja menjali, HR se transformisao iz isklju\u010divo uslu\u017eno orijentisane funkcije u strate\u0161ku, u partnerstvu sa drugim korporativnim funkcijama. U ranim fazama razvoja ljudskih resursa postojala su jasna o\u010dekivanja vezana za platne spiskove, administraciju zaposlenih, procese zapo\u0161ljavanja, politike i upravljanje. Vremenom se ovo pro\u0161irilo na \u0161iri spektar aktivnosti vezanih za zaposlenike poput upravljanja u\u010dinkom, osna\u017eivanja lidera i anga\u017emana i motivacije i razvoja zaposlenih. Danas, HR sedi za stolom sa ostalim osnovnim poslovnim liderima, oblikujuc\u0301i strategiju kompanije u skladu s njenim buduc\u0301im nastojanjima. U svetu u kojem se sve tako brzo menja i gde veliki broj industrijskih sektora prestaje da postoji dok se novi pojavljuju, ljudi su klju\u010dna komponenta bez koje nema napretka.<\/p>\n

Me\u0111utim, i ljudi se menjaju. Prethodne generacije su radile stvari na druga\u010diji na\u010din, a dana\u0161nje vec\u0301 imaju druga\u010diji na\u010din razmi\u0161ljanja, vrednosti i o\u010dekivanja. Danas ljudi dolaze na tr\u017ei\u0161te rada i donose toliko novosti koje nas ne samo odu\u0161evljavaju, vec\u0301 i navode na razmi\u0161ljanje. Dakle, fokus ljudskih resursa nije vi\u0161e na sistemima i procesima, vec\u0301 na pojedincima u stalno promenljivom okru\u017eenju. Liderstvo je va\u017enije za uspeh kompanije nego ikada ranije. Izreka koja je \u0161iroko prihvac\u0301ena kao istinita je da vo\u0111stvo \u010dini ili ru\u0161i preduzec\u0301a. Dana\u0161nji lideri moraju da se bave stalnim promenama i nesigurnostima, da budu fleksibilni i \u010dvrsti istovremeno, da budu dobro upuc\u0301eni, snala\u017eljivi, anga\u017eovani, kooperativni i sposobni da podi\u017eu poverenje. To je te\u017eak zadatak. To nije ono \u0161to se u\u010di u poslovnim \u0161kolama. Dakle, HR mora usko\u010diti.<\/p>\n

Radite u me\u0111unarodnoj kompaniji. Sa druge strane, svako tr\u017ei\u0161te je na neki na\u010din specifi\u010dno po mentalitetu ljudi. Ima li ovoga i u Hrvatskoj?<\/strong>
\nSvako tr\u017ei\u0161te ima neke specifi\u010dnosti kada je u pitanju na\u010din razmi\u0161ljanja i postupanja radnika. Nisam veliki obo\u017eavatelj generalizacije ili stereotipa, ali rekla bih da vec\u0301ina mojih kolega ima uravnote\u017eenu me\u0161avinu opu\u0161tenosti i odgovornosti. Oni su otvoreni za sticanje novih znanja i pridr\u017eavaju se poslovnih i kulturnih smernica kompanije, ali se tako\u0111e ponose time \u0161to rade za lokalnog pivara sa dugom tradicijom i visokokvalitetnim proizvodima. Smatramo da je inkluzivno radno okru\u017eenje u kojem svaki zaposleni ima jednake moguc\u0301nosti da doprinese i razvija se od presudnog zna\u010daja za na\u0161e poslovanje. Raznolikost je tako\u0111e veoma cenjena i na primer, zastupljenost \u017eena (na vi\u0161em nivou) je u porastu.<\/p>\n

Da li u svojoj poslovnoj jedinici imate program za razvoj liderstva?<\/strong>
\nHEINEKEN Hrvatska neguje liderstvo i kou\u010ding kulturu i zato ula\u017ee u razvoj top menad\u017ementa kao i menad\u017eera prve linije. Godinama sprovodimo program menad\u017ementa prve linije posvec\u0301en razvoju zaposlenih koji upravljaju drugima. Sastoji se od 5 modula u periodu od \u0161est meseci, \u010diji je cilj da menad\u017eerima obezbede ve\u0161tine potrebne za vo\u0111enje tima. Ovaj program upoznaje u\u010desnike sa svetom menad\u017ementa i daje im alate koji im poma\u017eu da prepoznaju \u0161ta pokrec\u0301e, motivi\u0161e i anga\u017euje \u010dlana njihovog tima; delegatske zadatke; da steknu vo\u0111stvo i organizacione ve\u0161tine; promene modele upravljanja itd. Za na\u0161e vrhunske menad\u017eere (M-1) nudimo Master Lider program od 5 modula, koji je usmeren na tri nivoa liderstva – li\u010dni, timski i poslovni. U okviru ovog programa \u017eelimo da izazovemo razli\u010dite na\u010dine razmi\u0161ljanja o liderstvu, \u0161to se najvi\u0161e odnosi na inspiraciju i davanje svrhe, i tako dovodi do boljeg razumevanja va\u0161eg okru\u017eenja i trenutnih i buduc\u0301ih potreba u poslovnom okru\u017eenju. Svrha liderstva je da pre svega upravljate sobom, pa je to najpre putovanje razumevanja samog sebe.<\/p>\n

Na\u0161e talente podr\u017eavamo individualnim kou\u010dingom, jer se pokazao kao najefikasniji na\u010din za postizanje li\u010dnog razvoja i transformacije na putu do istinskog liderstva. Svi na\u0161i programi sadr\u017ee ne samo rad u u\u010dionici, vec\u0301 i grupni kou\u010ding ili element kou\u010dinga sa vr\u0161njakom. HEINEKEN pru\u017ea globalne programe koji su dizajnirani da omogu\u0107e razumevanje HEINEKEN-ove strategije, sveukupne dinamike poslovanja i slo\u017eenog i promenljivog okru\u017eenja u kome kompanija posluje. To tako\u0111e uklju\u010duje personalno liderstvo, marketing, inovacije i organizacione promene.<\/p>\n

Svaka razvojna mera zasniva se na pet vrednosti lidera – skupa pona\u0161anja koja o\u010dekujemo od svih na\u0161ih zaposlenih. Radi se o razvoju ljudi, oblikovanju posla i uspostavljanju istinskih konekcija sa ljudima kako bismo postigli rezultate. Od svih na\u0161ih zaposlenih o\u010dekujemo da nam budu uzori u jednoj jednostavnoj stvari – sve \u0161to radimo, radimo jer nam je stalo i na taj na\u010din unosimo vrednost u na\u0161u okolinu. Ova vrednost mo\u017ee biti u na\u0161em rezultatu, prosperitetu, inovacijama ili bilo \u010demu drugom.<\/p>\n

Mo\u017eete li nam rec\u0301i ne\u0161to vi\u0161e o aktivnostima vezanim za razvoj ljudi u Va\u0161oj kompaniji?<\/strong>
\nSvaki zaposleni u kompaniji ima moguc\u0301nost razvoja. Mi smo proizvodna kompanija, ali isto tako I prodajna i marketin\u0161ka. To zna\u010di da su potrebe za razvojem razli\u010dite. Pru\u017eamo zaposlenima razli\u010ditih setova razli\u010ditu vrstu razvoja, kao i razli\u010ditu podr\u0161ku i pogodnosti. Na\u0161i zaposleni imaju priliku da u\u010de i razvijaju se u\u010destvujuc\u0301i u multidisciplinarnim timovima i projektima u lokalnom i me\u0111unarodnom okru\u017eenju. Organizujemo edukacije i obuke koje razvijaju kompetencije zaposlenih u razli\u010ditim oblastima (funkcionalnim, liderskim, mekim ve\u0161tinama itd.). Svake godine plan obrazovanja se programira u skladu sa prioritetima departmana, obrazovnim potrebama i li\u010dnim ambicijama definisanim u pojedina\u010dnim planovima li\u010dnog razvoja(PDP). PDP je zasnovan na principu 70-20-10 gde 70% uklju\u010duje radno iskustvo (zadaci \/ projekti, na\u010din rada, itd.), 20% veze, povratne informacije i kou\u010ding (od koga mo\u017eete nau\u010diti, sara\u0111ujuc\u0301i sa kolegama koji mogu da vam pomognu pri razvoju, mentorstvo za linijske menad\u017eere itd.) i 10% ostaje za formalno u\u010denje (obuke ili seminari, literatura, studije slu\u010daja itd.).<\/p>\n

Sve nove zaposlene podr\u017eavamo posebnim programom ukrcavanja. U prvih nekoliko meseci u poslu poku\u0161avamo da im omoguc\u0301imo dobar po\u010detak i da se ukrcaju \u0161to je br\u017ee moguc\u0301e kako bismo im pomogli da uspeju i ostvare svoje profesionalne ambicije.<\/p>\n

Na\u0161 transparentan i fer sistem rada zasnovan je na nekoliko va\u017enih elemenata – poslovnoj strategiji, individualnom doprinosu pojedinaca i timova koji pokazuju osnovne vrednosti i perspektivi buduc\u0301eg razvoja svakog zaposlenog. Uspe\u0161na kompanija je ona koja ima pojedince i timove koji razvijaju odli\u010dne strategije, sisteme dizajna i procese koji podr\u017eavaju operacije, stvaraju proizvode visokog kvaliteta, razvijaju lepe brendove i iskustva, nude inovacije, pru\u017eaju izvanrednu uslugu mu\u0161terijama itd. Dakle, ljudi su u centru i kao takve ih uvek stavljamo na prvo mesto.<\/p>\n","protected":false},"excerpt":{"rendered":"

Romina, Vi ste iskusni HR menad\u017eer koji je radio u mnogim me\u0111unarodnim kompanijama. Po \u010demu se Va\u0161a trenutna uloga razlikuje od Va\u0161eg dosada\u0161njeg iskustva? U HEINEKEN Hrvatska sam skoro 2 godine. Zapravo, svaka industrija ima […]<\/a><\/p>\n<\/div>","protected":false},"author":86,"featured_media":926,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[51,60,34],"tags":[],"class_list":["post-922","post","type-post","status-publish","format-standard","has-post-thumbnail","category-intervjui","category-primenjeni-biznis","category-q5-izdanje"],"yoast_head":"\nHR razume va\u017enost liderstva - BCoaching<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/bcoaching.online\/sr\/hr-razume-vaznost-liderstva\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"HR razume va\u017enost liderstva - BCoaching\" \/>\n<meta property=\"og:description\" content=\"Romina, Vi ste iskusni HR menad\u017eer koji je radio u mnogim me\u0111unarodnim kompanijama. Po \u010demu se Va\u0161a trenutna uloga razlikuje od Va\u0161eg dosada\u0161njeg iskustva? U HEINEKEN Hrvatska sam skoro 2 godine. 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