{"id":50691,"date":"2022-01-11T09:21:44","date_gmt":"2022-01-11T08:21:44","guid":{"rendered":"https:\/\/sinaproiiot.com\/?p=50691"},"modified":"2022-12-15T09:46:58","modified_gmt":"2022-12-15T08:46:58","slug":"kako-je-angaziranost-zaposlenih-povezana-z-digitalno-transformacijo","status":"publish","type":"post","link":"https:\/\/sinaproiiot.com\/en\/2022\/01\/11\/kako-je-angaziranost-zaposlenih-povezana-z-digitalno-transformacijo\/","title":{"rendered":"Kako je anga\u017eiranost zaposlenih povezana z digitalno transformacijo"},"content":{"rendered":"
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Na nek na\u010din lahko preverimo trdnost posameznega podjetja, ne da bi si ogledali njegove dejanske poslovne rezultate; preverimo le, kako visoka je stopnja sodelovanja med zaposlenimi, medtem ko lahko trajnost podjetja napovemo preko stopnje anga\u017eiranosti teh zaposlenih.\u00a0<\/h4><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Na podlagi raziskave (vir: Gallup Study), kjer je anga\u017eiranost zaposlenih v dolo\u010denem podjetju vi\u0161ja v primerjavi s preostalimi v panogi, so odkrili, da so ta podjetja za 17-odstotkov bolj produktivna in dosegajo za 21-odstotkov ve\u010djo donosnost. Vsekakor pa je stopnja sodelovanja in anga\u017eiranosti zaposlenih mo\u010dno povezana s samo kulturo vodenja in upravljanja podjetja, ki pa se seveda s strani vodilnih v podjetju prena\u0161a naprej po celotni organizaciji.<\/p><\/div><\/div><\/div><\/div><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Kot nazoren primer vzemimo sodelovanje med zaposlenimi.<\/p>

Veliko podjetij ima vrednote podjetja, kot sta sodelovanje in pomo\u010d med zaposlenimi, zapisane na stenah podjetja, spletnih straneh in ostalih promocijskih materialih, nenazadnje lahko sli\u0161imo tudi podjetnike, direktorje in lastnike podjetij promovirati te iste vrednote.<\/h4>

Pa te vrednote dejansko \u017eivijo in jih z vsako odlo\u010ditvijo tudi upo\u0161tevajo, ali gre samo za besede, izre\u010dene v namene promocije in za pridobivanje novih poslov in kadrov?<\/p><\/div><\/div><\/div><\/div><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Odgovor na to vpra\u0161anje ponujajo ugotovitve eksperimenta, izvedenega na to temo. Za namene opravljanja izpita so trem skupinam \u0161tudentov ob vstopu v pisarno dejali, da bodo izpit opravljali v sosednji stavbi. Prvi skupini so dejali, da ima na razpolago petnajst minut, drugi, da ima \u010dasa deset minut, medtem ko so tretji namenili zgolj pet minut za zamenjavo lokacije. Poleg \u010dasovne omejitve so \u0161tudenti prejeli pomembno informacijo, da izpita ne bodo opravili, \u010de jim ne uspe pravo\u010dasno priti do u\u010dilnice v sosednji stavbi. Kakor pri\u010dakovano so se vse skupine podale v tek, kajti do sosednje stavbe so potrebovali pribli\u017eno deset minut. Toda ta eksperiment ni ocenjeval, kako hitro je posamezna skupina zmo\u017ena zamenjati lokacijo, temve\u010d, ali je skupina sposobna pod pritiskom pomagati osebi, ki jo prosi za pomo\u010d. Na hodniku ob izstopu iz stavbe je namre\u010d na tleh le\u017eala oseba v stiski, ki je prosila mimoido\u010de za pomo\u010d. Verjetno vam je sedaj \u017ee jasno, katera skupina \u0161tudentov se je dejansko ustavila in ponudila pomo\u010d osebi v stiski?<\/p>

To je bila, seveda, skupina, ki je imela za zamenjavo lokacije na razpolago najve\u010d \u010dasa. Pa se sedaj vrnimo na vpra\u0161anje: ali podjetja dejansko upo\u0161tevajo zapisane vrednote, in ali so te del \u00bbDNK zapisa njihovih zaposlenih\u00ab?<\/p>

Z gotovostjo lahko trdim, da so v povpre\u010dju nekatera podjetja v realizaciji teh vrednot bolj uspe\u0161na od drugih. Vodenje in upravljanje organizacije je kompleksna zadeva, kjer se na dnevni ravni zgodi veliko \u0161tevilo aktivnosti, na katere vodilni v podjetju ne morejo vplivati, lahko pa seveda posredno vplivajo na poslovni rezultat podjetja. In nenazadnje \u017eivimo v svetu, kjer je to tisto pravo merilo, ali je podjetje uspe\u0161no ali ne.<\/p><\/div><\/div><\/div><\/div><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Tu pa se skriva tudi glavnina odgovora; velikokrat lahko namre\u010d zaznamo, kako mo\u010dno vlogo imajo zapisane vrednote, ko pa je potrebno dose\u010di zastavljene cilje in na\u010drte, pa te vrednote lahko kaj hitro povozimo ali spregledamo. Za razlago tega fenomena si vzemimo za osnovo zgoraj zapisani eksperiment.<\/p>

Glavna vrednota podjetij je ekipno delo in sodelovanje med zaposlenimi, toda v realnosti je mogo\u010de zaznati veliko primerov, kjer so zaposleni vedno pod velikim pritiskom in je edino merilo uspeha, kako hitro so zmo\u017eni ti isti zaposleni pretvoriti neko surovino v kon\u010dni izdelek, kar je nenazadnje tudi iz ekonomskega vidika najbolj priro\u010dno.<\/h4><\/div><\/div><\/div><\/div><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Vse se vrti okoli \u010dasa, kjer najbolj optimizirana podjetja v procesih lovijo milisekunde, tista, nekoliko manj, pa minute ali morda celo ure. Hkrati sku\u0161ajo to nenehno izbolj\u0161evati, kar pa seveda lahko vodi v zmanj\u0161anje sodelovanja med zaposlenimi; tako je ekipno delo v resnici prisotno le takrat, ko imajo \u010das, da se lahko \u00bbigrajo\u00ab ekipo. Nekako \u017eelim verjeti, da prihaja do tega fenomena nezavedno. Vsi vodilni v podjetju si \u017eelijo imeti ekipno delo in visoko anga\u017eirane zaposlene, ampak splet okoli\u0161\u010din jih vedno znova prisili, da se morajo odzvati z zagotavljanjem poslovnih rezultatov tudi, \u010de na ra\u010dun tega \u00bbtrpijo\u00ab zapisane vrednote.<\/p>

To lahko na dolgi rok vodi do povsem nasprotnih rezultatov od \u017eelenih, saj zaradi delovanja na tak\u0161en na\u010din zaposleni postanejo manj zadovoljni, pade jim motivacija, zmanj\u0161a se storilnost, delajo vedno ve\u010d napak, kar se pozna na kakovosti izdelka, pove\u010da se fluktuacija med zaposlenimi itd., nenazadnje lahko to pripelje do spremembe odnosa zaposlenih do strank. Vse to pa nadalje vodi v slab\u0161anje podobe podjetja na tr\u017ei\u0161\u010du in posledi\u010dno v izgubo posla.<\/p><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Na kak\u0161en na\u010din se je temu mogo\u010de izogniti?<\/h4><\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Tako, da podjetja organizirajo ter postavijo sistem, ki lahko upravlja proizvodnjo, upo\u0161tevajo\u010d vse pomembne parametre, vrednote in poslovne cilje. V teoriji se to seveda sli\u0161i zelo mikavno, toda v praksi je to povsem druga pesem, kajti \u010dlove\u0161ka zmo\u017enost spremljati tako velike koli\u010dine podatkov v kompleksnih organizacijah, kot so v dana\u0161njem \u010dasu podjetja, je sila omejena, kljub dejstvu, da na svetu obstajajo geniji, ki imajo visoke analiti\u010dne in odlo\u010ditvene sposobnosti. Obi\u010dajno so ravno te osebe prve, ki se poslu\u017eujejo najnaprednej\u0161ih tehnologij, hkrati pa razvijajo lastne in jih implementirajo v vsakodnevno rabo. Kot odli\u010den primer tovrstnega delovanja vzemimo Elona Muska, ki mu je uspelo, z razvojem lastnih elektri\u010dnih avtomobilov in vstopom na enega najbolj konkuren\u010dnih tr\u017ei\u0161\u010d, zamajati celotno avtomobilsko panogo.<\/p>\n<\/div>\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t

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Subscribe for free content!<\/h3>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Vsak mesec boste prejeli elektronsko po\u0161to z uporabno vsebino,
ki ji boste namenili 2 minuti branja in s tem pridobili neprecenljive napotke
za bolj u\u010dinkovito in uspe\u0161no digitalno preobrazbo.

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Prijavnica<\/div><\/a><\/div>\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t
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Na nek na\u010din lahko preverimo trdnost posameznega podjetja, ne da bi si ogledali njegove dejanske poslovne rezultate; preverimo le, kako visoka je stopnja sodelovanja med zaposlenimi, medtem ko lahko trajnost podjetja napovemo preko stopnje anga\u017eiranosti teh zaposlenih.\u00a0 Na podlagi raziskave (vir: Gallup Study), kjer je anga\u017eiranost zaposlenih v dolo\u010denem podjetju vi\u0161ja v primerjavi s preostalimi […]<\/p>","protected":false},"author":4,"featured_media":50693,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[101],"tags":[],"class_list":["post-50691","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-prispevki"],"acf":[],"yoast_head":"\nKako je anga\u017eiranost zaposlenih povezana z digitalno transformacijo?<\/title>\n<meta name=\"description\" content=\"Na podlagi raziskave, kjer je anga\u017eiranost zaposlenih v primerjavi s 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