magistrsko delo
Eva Zupanc (Avtor), Simona Šarotar Žižek (Mentor)

Povzetek

Dejstvo, da predstavljajo človeški viri pomemben vir konkurenčne prednosti, so številne uspešne organizacije že spoznale. Še vedno pa obstaja znotraj organizacij poseben segment zaposlenih, ki se s svojim specifičnim znanjem, nadpovprečno delovno uspešnostjo in ustvarjanjem največje dodane vrednosti uvrščajo v skupino ključnih kadrov. Zavedanje organizacij o pomenu njihovega načrtnega razvoja je v zadnjih letih postalo vse pomembnejše. Organizacije se zavedajo, da lahko samo skozi ustrezni razvoj ključnih kadrov uresničujejo svoje zastavljene cilje ter dosegajo najboljše rezultate. Pri upravljanju in razvoju ključnih kadrov igrajo pomembno vlogo predvsem komunikacija in redno usklajevanje med številnimi akterji, od vodij oddelkov, oddelka človeških virov, vrhnjega menedžmenta in samih zaposlenih. Strateški menedžment človeških virov pri tem deluje kot kreator idej in strategij ter načrtuje pomembne korake za razvoj ključnih kadrov. V praksi nam zastavljene strategije s področja izobraževanja, načrtovanja kariere, nagrajevanja, pridobivanja ključnih kadrov ter njihovega zadržanja pomagata usklajevati in izvrševati menedžment človeških virov in menedžment ključnih kadrov. V magistrski nalogi smo na primeru podjetja X skozi celovit model identifikacije ključnih kadrov najprej identificirali, kateri so ključni kadri v podjetju X, ki smo jih vključili v našo strategijo razvoja. Skozi poglobljeno analizo obstoječe kadrovske strukture smo najprej analizirali sistematizacijo delovnih mest v podjetju X, sistem izobraževanja in usposabljanja, delovno uspešnost zaposlenih, analizirali njihove kompetenčne profile, organizacijsko okolje ter opredelili specifične potrebe po kadrih glede na cilje in vizijo podjetja X. V nadaljevanju smo s tremi identificiranimi ključnimi kadri iz podjetja X opravili intervju ter s tem osvetlili njihovo videnje strategije razvoja ter čemu osebno pri svojem delu in razvoju kariere pripisujejo največji pomen. Prišli smo do ugotovitve, da identificirani ključni kadri v podjetju X posedujejo redko in specifično znanje, ki ga je na trgu dela težko pridobiti, velik pomen pripisujejo izobraževanju in usposabljanju, ki se ga v povprečju udeležujejo pogosteje kot ostali zaposleni ter so bolj naklonjeni nedenarnim oblikam nagrajevanja kot denarnim. Prav tako se je izkazalo, da so mlajši ključni kadri bolj odprti do menjave zaposlitve ali pa so v času delovne kariere o tem že razmišljali. Skozi omenjeno analizo smo tako prišli do ključnih korakov za načrtovanje nadaljnjega razvoja naših ključnih kadrov. Pri tem smo se osredinili na načrtovanje nasledstev, mentorstvo, obratno mentorstvo in uvedbo coachinga v podjetju X.

Ključne besede

kadri;kadrovska politika;ključni kadri;strategija razvoja;človeški viri;management človeških virov;

Podatki

Jezik: Slovenski jezik
Leto izida:
Tipologija: 2.09 - Magistrsko delo
Organizacija: UM EPF - Ekonomsko-poslovna fakulteta
Založnik: [E. Zupanc]
UDK: 331.108(043.2)
COBISS: 13179164 Povezava se bo odprla v novem oknu
Št. ogledov: 806
Št. prenosov: 52
Ocena: 0 (0 glasov)
Metapodatki: JSON JSON-RDF JSON-LD TURTLE N-TRIPLES XML RDFA MICRODATA DC-XML DC-RDF RDF

Ostali podatki

Sekundarni jezik: Angleški jezik
Sekundarni naslov: Development of the key personnel strategy in the company X
Sekundarni povzetek: The fact that human resources represent an important source of competitive advantage has already been recognized by many successful organizations. However, there is a special segment of employees which are classified as key personnel due to their specific knowledge, excellent work performance and creation of the highest added value within the organization. The awareness of organizations about the importance of their planned development has increased in the recent years and only through proper actions of key personnel management organizations will achieve their set goals and best results. While managing the development of key personnel, communication and regular coordination between many actors, from the heads of departments, human resources department, top management and employees themselves, plays an important role. Strategic human resource management acts as a creator of ideas and strategies and helps to plan important steps for the development of key personnel. On the other hand, human resource management and management of key personnel help organizations coordinate and implement the strategies set in the field of education, career planning, rewarding, acquisition of key personnel and their retention. In the master's thesis we first identified the key personnel in company X through a comprehensive model of key personnel identification and included them in our key personnel development strategy. Through an analysis of the existing personnel structure, we first analysed the systematization of jobs in company X, the education and training system, the work performance of employees, their competence profiles, the organizational environment and specific personnel demands for the future. All of these factors were coordinated with the company X goals and vision. In addition, we performed an interview with the three identified key employees from company X to highlighting their vision of the development strategy and find out which factors are the most important to them in the field of work and career development. We concluded that the identified key personnel in company X possess rare and specific knowledge, which is difficult to obtain in the labour market. They also attach a great importance to education and training and participate in the connected activities more often than other employees. They are more inclined towards non-financial forms of rewarding in comparison with financial. It also turned out that younger key personnel were more open to changing their job or were already thinking about changing it over the course of their careers. Through this analysis we have come up with the key steps to plan the further development of our key personnel. We especially focused on succession planning, mentoring, reverse mentoring and the introduction of coaching in company X.
Sekundarne ključne besede: key personnel;key personnel development strategy;strategic human resource management;key personnel management;identification of key personnel;personnel analysis;
URN: URN:SI:UM:
Vrsta dela (COBISS): Magistrsko delo/naloga
Konec prepovedi (OpenAIRE): 2021-09-01
Komentar na gradivo: Univ. v Mariboru, Ekonomsko-poslovna fak.
Strani: III, 100 str., 4 str. pril.
ID: 10959079