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Inson resurslarida yetakchilik (HR leadership)

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Yetakchilik va HR o'zaro aloqasi

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Uzbekistan

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Inson resurslarida yetakchilik (HR leadership)
 

Inson resurslarida yetakchilik (HR leadership)Online version

Yetakchilik va HR o'zaro aloqasi

by Mavlonova Muxlisa
1

Yetakchilik xodimlarni qat'iy ravishda bosim ostida bo‘lishga majbur qiladi.

2

HR liderlari foydalanuvchi shaxsiy ma’lumotlarini har doim bepul taqdim etadi.

3

Yetakchilik inson resurslarini boshqarishda xodimlarning motivatsiyasini oshiradi.

4

Fikr-mulohazalarni ochiq-oydin baham ko‘rish jamoaviy ish faoliyatini yaxshilaydi.

5

Empatiya, kommunikatsiya va natijaga yo‘naltirilganlik yetakchining asosiy sifatlaridir.

6

Effektiv performans baholash va 360-gradus baholash tizimlarining qo‘llanilishi mumkin.

7

HR liderlari uchun rivojlanish rejasini ishlab chiqish va yo‘lga qo‘ydirish muhim vazifa.

8

HR lideri har doim hamma xodim bilan yuzma-yuz muloqot qiladi, degan talab mavjud.

9

Yetakchilik faqat yozma siyosatlar bilan cheklanadi va boshqacha yo‘nalish yo‘q.

10

Ma’lumotlar xavfsizligini nazorat qilish bilan HR mutaxassisi bilan shug‘ullanmaydi.

11

Yetakchi HR xodimlar motivatsiyasini oshirish uchun treninglar va rivojlanish imkoniyatlarini yaratadi.

12

Kadrlarni jalb etish va saqlab qolish bo‘yicha strategiyalar ishlab chiqadi

13

Samarali yetakchi muloqotni rag‘batlantiradi va tinglash ko’nikmasini qo'llab-quvvatlaydi.

14

Yetakchi HR mutaxassisi faqat yozma hisobotlarni to‘playdi va faol ishga aralashmaydi.

15

Kadro rivoji faqat yuqori lavozimli xodimlar uchun mo‘ljallangan.

16

Yetakchilikda eng muhim narsa faqat qobiliyat bo‘lib, inson tomonlari hisobga olinmaydi

17

Baholash tizimlari adolatli va shaffof bo‘lishini ta’minlashga mas’uldir.

18

Ma'lumotli kadrlar rejasi bozor ehtiyojlarini hisobga olib tuziladi.

19

HR yetakchisi faqat maoshlarni belgilash bilan shug‘ullanadi.

20

HR bo‘limi loqayd bo‘lishi kifoya—tashkiliy o‘zgarishlar faqat rahbariyatga bog‘liq.

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