{"id":21017,"date":"2023-04-12T11:57:00","date_gmt":"2023-04-12T09:57:00","guid":{"rendered":"https:\/\/www.sloneek.com\/blog\/jaro-plne-zpetne-vazby\/"},"modified":"2026-08-13T20:46:56","modified_gmt":"2026-08-13T18:46:56","slug":"jaro-plne-zpetne-vazby","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/jaro-plne-zpetne-vazby\/","title":{"rendered":"Jaro pln\u00e9 zp\u011btn\u00e9 vazby. Pro\u010d je nutn\u00e9 d\u00e1t si p\u00e1r kole\u010dek nav\u00edc pr\u00e1v\u011b te\u010f?"},"content":{"rendered":"\n

Kdy\u017e se s odstupem necel\u00e9ho p\u016fl roku pod\u00edv\u00e1me na n\u011bkter\u00e9 \u010dl\u00e1nky, popisuj\u00edc\u00ed p\u0159edpokl\u00e1dan\u00e9 n\u00e1strahy roku 2023, m\u016f\u017eeme je zp\u011btn\u011b s \u00falevou hodnotit jako nepoveden\u00e1 proroctv\u00ed. Jen\u017ee pr\u00e1v\u011b nenapln\u011bn\u00ed \u010dern\u00fdch sc\u00e9n\u00e1\u0159\u016f p\u0159ineslo dal\u0161\u00ed hrozbu, kter\u00e1 je tich\u00e1, \u010dasto nepost\u0159ehnuteln\u00e1, ale o to slo\u017eit\u011bj\u0161\u00ed na \u0159e\u0161en\u00ed: Celkovou krizi strategi\u00ed firem<\/span>, kter\u00e9 mus\u00ed fungovat s nohou na plynu i brzd\u011b z\u00e1rove\u0148.<\/p>\n\n\n\n

A entropie se v tomto ohledu vkr\u00e1d\u00e1 i do HR, kde jsou p\u0159\u00edsady namixovan\u00e9 pom\u011brn\u011b jednozna\u010dn\u011b. Na jedn\u00e9 stran\u011b firmy, kter\u00e9 z opatrnosti a m\u00e9n\u011b pak nutnosti jedou v \u00fasporn\u00e9m re\u017eimu. V\u011bt\u0161ina z nich proch\u00e1z\u00ed tichou restrukturalizac\u00ed<\/span>, kter\u00e1 sice nebol\u00ed, ale vytv\u00e1\u0159\u00ed efekt tekut\u00fdch p\u00edsk\u016f, co se t\u00fd\u010de jistot a kompetenc\u00ed<\/span>, a p\u0159in\u00e1\u0161\u00ed ve v\u011bt\u0161in\u011b p\u0159\u00edpad\u016f dlouh\u00e9 obdob\u00ed nervozity. \u0158ada firem nav\u00edc teprve te\u010f doh\u00e1n\u00ed postcovidov\u00e9 resty a kv\u016fli efektivit\u011b p\u0159ehodnocuje nap\u0159\u00edklad hybridn\u00ed pr\u00e1ci.<\/p>\n\n\n\n

Na druh\u00e9 stran\u011b stoj\u00ed zam\u011bstnanci, kte\u0159\u00ed za\u010d\u00ednaj\u00ed s p\u0159ich\u00e1zej\u00edc\u00edm jarem z\u00edsk\u00e1vat sebejistotu. A s n\u00ed \u010dasto p\u0159ehodnocuj\u00ed nap\u0159\u00edklad sv\u00e9 profesn\u00ed vyhl\u00eddky. Ve\u0159ejn\u00fdm tajemstv\u00edm v \u0159ad\u011b firem je nap\u0159\u00edklad probubl\u00e1vaj\u00edc\u00ed nespokojenost s novoro\u010dn\u00edm nav\u00fd\u0161en\u00edm odm\u011bn<\/span>, kter\u00e9 nedok\u00e1zalo pokr\u00fdt inflaci a uleh\u010dit tak dom\u00e1cnostem, jejich\u017e finan\u010dn\u00ed situace se pomalu, ale jist\u011b zhor\u0161uje s ka\u017ed\u00fdm m\u011bs\u00edcem. To v\u0161echno nav\u00edc prob\u00edh\u00e1 s v\u00fdhledem na p\u0159epl\u00e1cen\u00ed koleg\u016f, kte\u0159\u00ed p\u0159ich\u00e1zej\u00ed na nov\u011b utvo\u0159en\u00e9 \u201etransforma\u010dn\u00ed pozice\u201c, a na inzer\u00e1ty stejn\u00fdch pozic, kter\u00e9 se otev\u00edraj\u00ed t\u0159eba pr\u00e1v\u011b u konkurence.<\/p>\n\n\n\n

Se\u010dteno podtr\u017eeno, v \u0159ad\u011b t\u00fdm\u016f p\u0159i\u0161el \u010das defocusovan\u00fdch mana\u017eer\u016f a postupn\u00e9ho bubl\u00e1n\u00ed pod povrchem<\/span>. Ide\u00e1ln\u00ed kombinace pro budouc\u00ed explozi, pokud ji nezmapujete v\u010das.<\/p>\n\n\n\n

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Sloneek tip: <\/span>Sloneek nab\u00edz\u00ed \u0159adu n\u00e1stroj\u016f pro sb\u00edr\u00e1n\u00ed a vyhodnocov\u00e1n\u00ed zp\u011btn\u00e9 vazby, pr\u00e1ci s c\u00edly i rozvoj dovednost\u00ed va\u0161ich lid\u00ed. <\/em><\/p>\n<\/blockquote>\n\n\n\n

3 z\u00e1sadn\u00ed feedbackov\u00e9 hendikepy \u010desk\u00fdch firem<\/strong><\/h2>\n\n\n\n

\u00darove\u0148 feedbacku se v \u010cesku v posledn\u00edch letech v\u00fdrazn\u011b posunula. A\u0165 u\u017e ve vn\u00edm\u00e1n\u00ed jeho d\u016fle\u017eitosti nebo kultu\u0159e \u2013 nap\u0159\u00edklad popularizac\u00ed jednoduch\u00e9ho OSCAR modelu. \u0158adu sv\u00fdch d\u016fle\u017eit\u00fdch funkc\u00ed v\u0161ak v \u010cesku st\u00e1le plnit nedok\u00e1\u017ee. Ve firm\u00e1ch se po\u0159\u00e1d sp\u00ed\u0161e \u201ed\u00e1v\u00e1 feedback\u201c ne\u017e aby se \u201efeedbackem zji\u0161\u0165ovaly a m\u011bnily v\u011bci\u201c. O barometrick\u00e9m p\u0159\u00edstupu nebo real-time monitoringu ani nemluv\u011b. A pr\u00e1v\u011b tyto chyby zp\u016fsobuj\u00ed, \u017ee v situac\u00edch, jako je tato, je \u201eb\u011b\u017en\u00fd \u010desk\u00fd feedback\u201c v podstat\u011b k ni\u010demu.<\/p>\n\n\n\n

Kde jsou tedy nejv\u011bt\u0161\u00ed slabiny \u010desk\u00fdch firem ve sb\u011bru zp\u011btn\u00e9 vazby?<\/p>\n\n\n\n

    \n
  1. N\u00edzk\u00e1 frekvence<\/strong> \u2013 Denn\u00ed nebo alespo\u0148 t\u00fddenn\u00ed feedback<\/a>? V\u00a0r\u00e1mci onboardingu mo\u017en\u00e1, jako sou\u010d\u00e1st b\u011b\u017en\u00e9 firemn\u00ed kultury m\u00e1lokdy. Mo\u017en\u00e1 i kv\u016fli tomu, \u017ee pod feedbackem si v\u011bt\u0161ina mana\u017eer\u016f p\u0159edstav\u00ed one to one posezen\u00ed, kter\u00e9 mus\u00ed trvat alespo\u0148 hodinu, a tud\u00ed\u017e se zvl\u00e1dne jen jednou za \u010das.<\/li>\n\n\n\n
  2. Mal\u00e1 r\u016fznorodost <\/strong>\u2013 Kv\u016fli t\u00e9to za\u017eit\u00e9 p\u0159edstav\u011b \u010dasto chyb\u00ed fantazie na zav\u00e1d\u011bn\u00ed nov\u00fdch metod. Feedback nemus\u00ed prob\u00edhat jen hierarchicky, d\u016fle\u017eit\u00fd je i ten nap\u0159\u00ed\u010d t\u00fdmy. Nemus\u00ed b\u00fdt konkr\u00e9tn\u011b spjat\u00fd se sch\u016fzkou z\u00a0o\u010d\u00ed do o\u010d\u00ed, m\u016f\u017ee m\u00edt p\u00edsemnou podobu. A tak\u00e9 nemus\u00ed b\u00fdt mezi lidmi, d\u00e1vat ho m\u016f\u017eeme i p\u0159es HRIS platformy nebo hromadn\u00e9 ankety.<\/li>\n\n\n\n
  3. Neschopnost vyhodnocovat. A u\u017e v\u016fbec ne v\u010das<\/strong> \u2013 \u0160patn\u011b zvolen\u00e1 feedback strategie a nedostate\u010dn\u00fd sb\u011br dat vede k\u00a0tomu, \u017ee v\u00a0\u0159ad\u011b p\u0159\u00edpad\u016f jsou feedbacky form\u00e1ln\u00ed. P\u0159\u00edpadn\u011b poslou\u017e\u00ed ke zmapov\u00e1n\u00ed jednotliv\u00e9ho vztahu a procesu, na kter\u00fd jsou zam\u011b\u0159en\u00e9. Ale celkov\u00fd obraz o firm\u011b vytvo\u0159it nedok\u00e1\u017eou\u2026<\/li>\n<\/ol>\n\n\n\n
    \"shutterstock_1870874911\"\/<\/figure>\n\n\n\n

    Quick-winy, kter\u00fdmi nahod\u00edte zp\u011btnou vazbu na koleje<\/strong><\/h2>\n\n\n\n

    Pokud m\u00e1te sami pocit, \u017ee feedback vlastn\u011b tak trochu zanedb\u00e1v\u00e1te, sami si \u0159ekn\u011bte \u2013 kdy jindy m\u00edt o sv\u00fdch lidech lep\u0161\u00ed p\u0159ehled ne\u017e v dob\u011b, kdy se postupn\u011b m\u011bn\u00ed roky za\u017eit\u00e9 po\u0159\u00e1dky v podstat\u011b v\u0161ude kolem n\u00e1s. Ut\u011b\u0161it se z\u00e1rove\u0148 m\u016f\u017eete jednou v\u011bc\u00ed \u2013 opravdu moment\u00e1ln\u011b neexistuje nikdo, kdo by dok\u00e1zal p\u0159edpov\u011bd\u011bt, kam to v\u0161echno povede. Ale vyhraje ten, kdo bude m\u00edt v\u00edc informac\u00ed o d\u011bn\u00ed pod pokli\u010dkou<\/span>.<\/p>\n\n\n\n

    A uklidnit v\u00e1s m\u016f\u017ee i to, \u017ee nejde o nic slo\u017eit\u00e9ho ani nep\u0159\u00edjemn\u00e9ho. M\u00e1te z feedbacku hus\u00ed k\u016f\u017ei, proto\u017ee se v\u00e1m na prvn\u00ed dobrou vybav\u00ed v podstat\u011b diplomati\u010dt\u011bji zabalen\u00fd \u201ekobere\u010dek\u201c? Zapome\u0148te. Tento mix m\u00e1 p\u0159esn\u011b opa\u010dn\u00fd efekt \u2013 je to motiva\u010dn\u00ed multivitam\u00edn, kter\u00fd zvedne mor\u00e1lku, pos\u00edl\u00ed to dobr\u00e9 a vytvo\u0159\u00ed pol\u0161t\u00e1\u0159 proti blb\u00e9 n\u00e1lad\u011b. Zkuste t\u0159eba t\u011bchto \u0161est krok\u016f:<\/p>\n\n\n\n

      \n
    1. Etablujte feedback culture \u2013<\/strong> Vlastn\u011b nejz\u00e1sadn\u011bj\u0161\u00ed krok z\u00a0cel\u00e9ho procesu. Otev\u0159enost v\u00a0r\u00e1mci d\u00e1v\u00e1n\u00ed zp\u011btn\u00e9 vazby a n\u00e1sledn\u00e9ho vyhodnocov\u00e1n\u00ed se mus\u00ed st\u00e1t standardem pro v\u0161echny. A stejn\u011b tak ka\u017ed\u00fd mus\u00ed v\u011bd\u011bt, \u017ee se nejedn\u00e1 o proces, kter\u00fd by m\u011bl v\u00e9st k\u00a0ostrakizov\u00e1n\u00ed. Zp\u011btn\u00e1 vazba mus\u00ed b\u00fdt p\u0159edstavena jako pln\u011b pozitivn\u00ed dlouhodob\u00e1 cesta, kter\u00e1 dok\u00e1\u017ee zjistit, kde n\u00e1s tla\u010d\u00ed bota, vy\u010dist\u00ed vzduch a povede k\u00a0tomu, \u017ee se budeme v\u0161ichni c\u00edtit l\u00e9pe.<\/li>\n\n\n\n
    2. Odpov\u011bzte na ot\u00e1zku \u201ePro\u010d to vlastn\u011b d\u011bl\u00e1me\u201c?<\/strong> \u2013 Feedback je samoz\u0159ejm\u011b u\u017eite\u010dn\u00fd ve v\u0161ech sv\u00fdch dopadech. P\u0159esto je vhodn\u00e9 z\u00fa\u017eit si v\u00a0r\u00e1mci strategie jeho hlavn\u00ed p\u0159\u00ednos do n\u011bkolika bod\u016f, kter\u00e9 firmu moment\u00e1ln\u011b tr\u00e1p\u00ed nejv\u00edce. A ty pochopiteln\u011b m\u011bnit tak, jak se budou pot\u0159eby a probl\u00e9my posouvat. Co to m\u016f\u017ee b\u00fdt? T\u0159eba sledov\u00e1n\u00ed dopad\u016f platov\u00fdch zm\u011bn, vyrovn\u00e1n\u00ed se s\u00a0transformac\u00ed, spokojenost s\u00a0pracovn\u00edm re\u017eimem po p\u0159echodu z\u00a0wfh na hybridn\u00ed model a podobn\u011b. Nad feedbackem \u2013 jeho metodikou a technick\u00fdm proveden\u00edm \u2013 by m\u011blo patron\u00e1t dr\u017eet HR, ale jeho c\u00edle by m\u011bli ur\u010dovat v\u0161ichni mana\u017ee\u0159i, stejn\u011b jako by m\u011bli m\u00edt p\u0159\u00edstup k\u00a0v\u00fdsledk\u016fm, aby mohli strategicky rozhodovat.<\/li>\n\n\n\n
    3. Nastavte spr\u00e1vn\u011b frekvenci<\/strong>\u2013 Jak u\u017e bylo \u0159e\u010deno, feedback by nem\u011bl b\u00fdt \u201ejednou za \u010das\u201c. M\u00edt sv\u00e9 m\u00edsto v\u00a0kalend\u00e1\u0159i mus\u00ed, ale z\u00e1rove\u0148 je d\u016fle\u017eit\u00e9, aby byl v\u0161udyp\u0159\u00edtomn\u00fd. N\u011bkter\u00e9 jeho \u010d\u00e1sti mohou prob\u00edhat v\u00a0podstat\u011b v\u00a0re\u00e1ln\u00e9m \u010dase (tomu se v\u011bnujeme n\u00ed\u017ee), jin\u00e9 je mo\u017en\u00e9 za\u0159adit na siln\u00e9 firemn\u00ed touchpointy \u2013 na konec allhands prezentac\u00ed nebo do stand-up\u016f, teambuilding\u016f nebo t\u0159eba po velk\u00fdch firemn\u00edch \u00fasp\u011b\u0161\u00edch. Kl\u00ed\u010dem je nespol\u00e9hat jen na lidsk\u00fd faktor, ale neb\u00e1t se zapojit technologie a s\u00a0nimi t\u0159eba chytr\u00e9 ankety a dotazn\u00edky. Zn\u00ed to hrozn\u011b, ale u\u010dme se v\u00a0tomto t\u0159eba od e-shop\u016f \u2013 p\u0159edstava, \u017ee leckter\u00e1 slu\u017eba o n\u00e1s v\u00ed v\u00edc, ne\u017e v\u00edme my o lidech, se kter\u00fdmi jsme osm hodin ka\u017ed\u00fd den, je p\u0159ece ot\u0159esn\u00e1.<\/li>\n\n\n\n
    4. Kvantifikujte zp\u011btnou vazbu \u2013 <\/strong>N\u011bkter\u00e9 parametry se z\u00e1rove\u0148 da\u0159\u00ed m\u011b\u0159it kontinu\u00e1ln\u011b a v kvantech. Ka\u017ed\u00e1 firma by m\u011bla m\u00edt jednoduch\u00fd barometr, kter\u00fd se stane tak samoz\u0159ejmou sou\u010d\u00e1st\u00ed firemn\u00edho \u017eivota, \u017ee ho nikdo nebude pova\u017eovat za feedback. A ne, nen\u00ed ide\u00e1ln\u00ed, kdy\u017e je j\u00edm vyndan\u00e1 \u010di nevyndan\u00e1 my\u010dka nebo plesniv\u011bj\u00edc\u00ed z\u00e1soby v\u00a0lednici, p\u0159esto\u017ee o lec\u010dems vypov\u00eddaj\u00ed tak\u00e9. Mnohem lep\u0161\u00ed je m\u00edt mo\u017enost na denn\u00ed b\u00e1zi (anebo mondays-fridays, ale minim\u00e1ln\u011b jednou t\u00fddn\u011b) osk\u00f3rovat na stupnici 1-10 t\u0159i parametry \u2013 nap\u0159\u00edklad spokojenost a napln\u011bnost, p\u0159epracovanost a celkov\u00fd drive. P\u00e1r \u010d\u00edsel, kter\u00e1 snadno p\u0159evedete na grafy a stanou se pro v\u00e1s lakmusov\u00fdm pap\u00edrkem, na kter\u00fd se m\u016f\u017eete spolehnout.<\/li>\n\n\n\n
    5. \u201ePros\u00edm, \u0159ekni mi n\u011bco o mn\u011b\u2026\u201c<\/strong> \u2013 z\u00edsk\u00e1vat zp\u011btnou vazbu by m\u011blo b\u00fdt v\u00a0r\u00e1mci feedback culture povinnost\u00ed. Iniciovat by ji v\u0161ak m\u011bli p\u0159\u00edmo lid\u00e9, kter\u00fdch se t\u00fdk\u00e1. V\u011bta \u201e\u0159ekni mi, co mohu ud\u011blat, aby se ti se mnou pracovalo je\u0161t\u011b l\u00e9pe\u201c, p\u0159\u00edpadn\u011b \u201edej mi v\u011bd\u011bt, v\u00a0\u010dem jsem podle tebe dobr\u00fd\u201c, by m\u011bla \u2013 ide\u00e1ln\u011b v\u00a0psan\u00e9 konverzaci \u2013 putovat v\u00a0pr\u016fb\u011bhu roku od kolegy ke kolegovi s\u00a0vysokou frekvenc\u00ed. A to i mezi t\u011bmi, kte\u0159\u00ed se na projektech potk\u00e1vaj\u00ed t\u0159eba jen velice z\u0159\u00eddka. Leader pak m\u016f\u017ee jen doporu\u010dit, od koho si dal\u0161\u00ed feedback vy\u017e\u00e1dat.<\/li>\n\n\n\n
    6. Nebojte se neform\u00e1ln\u00edho feedbacku, je to z\u00e1klad<\/strong> \u2013 M\u00e1te ob\u010das pocit, \u017ee kdy\u017e svoje zam\u011bstn\u00e1n\u00ed vysv\u011btlujete kamar\u00e1dovi po druh\u00e9m pivu, je to srozumiteln\u011bj\u0161\u00ed, ne\u017e kdy\u017e se ho sna\u017e\u00edte sepsat do medailonku na LinkedIn? To je p\u0159esn\u011b ten d\u016fvod, pro\u010d m\u00e1 dvacet minut neform\u00e1ln\u00edho feedbacku v\u011bt\u0161\u00ed v\u00fdpov\u011bdn\u00ed hodnotu ne\u017e hodina strukturovan\u00e9 zp\u011btn\u00e9 vazby. Nezapom\u00ednejte na to. Zejm\u00e9na v\u00a0\u010desk\u00fdch firm\u00e1ch, kter\u00e9 b\u00fdvaj\u00ed extrovertn\u00ed a liber\u00e1ln\u00ed, je zaparkov\u00e1n\u00ed zp\u011btn\u00e9 vazby na \u201ep\u00e1te\u010dek\u201c win-win model.<\/li>\n<\/ol>\n\n\n\n
      \"shutterstock_1024461541\"\/<\/figure>\n\n\n\n

      Je to dlouh\u00e1 cesta, kter\u00e1 bude pravideln\u011b m\u011bnit c\u00edl<\/strong><\/h2>\n\n\n\n

      Ne\u017e na cestu za zlep\u0161en\u00edm va\u0161\u00ed feedback culture vyraz\u00edte, zopakujte si podnadpis t\u00e9hle kapitoly. Pravd\u011bpodobn\u011b nenastav\u00edte prvn\u00ed strategii spr\u00e1vn\u011b. Pravd\u011bpodobn\u011b u v\u00e1s n\u011bkter\u00e9 \u00fa\u017easn\u00e9 form\u00e1ty nebudou fungovat a t\u00fdmy je odsoud\u00ed. Mo\u017en\u00e1 vymysl\u00edte cesty, kter\u00e9 budou geni\u00e1ln\u00ed ve sv\u00e9 jednoduchosti a budou funk\u010dn\u011bj\u0161\u00ed ne\u017e sofistikovan\u00e9 modely. Nic z toho nen\u00ed \u0161patn\u011b, proto\u017ee to znamen\u00e1 jedin\u00e9 \u2013 posouv\u00e1te se a objevujete<\/span>. A dokud v\u00edte pro\u010d a s jak\u00fdm c\u00edlem, p\u0159inese to sv\u00e9 ovoce.<\/p>\n\n\n\n

      \"Group<\/a><\/figure>\n\n\n\n\n","protected":false},"featured_media":21018,"template":"","meta":{"_acf_changed":false,"_acf":"","inline_featured_image":false,"footnotes":""},"class_list":["post-21017","blog","type-blog","status-publish","has-post-thumbnail","hentry","blog_categories-tipy-a-triky"],"acf":[],"yoast_head":"\nJaro pln\u00e9 zp\u011btn\u00e9 vazby. Pro\u010d je nutn\u00e9 d\u00e1t si p\u00e1r kole\u010dek nav\u00edc pr\u00e1v\u011b te\u010f? - Sloneek<\/title>\n<meta name=\"description\" content=\"#1 HR News, Interviews, Tips & Free HR Templates Downloads on the Sloneek Blog. Fresh content every week.\" \/>\n<meta name=\"robots\" content=\"noindex, follow\" \/>\n<meta property=\"og:locale\" content=\"cs_CZ\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Jaro pln\u00e9 zp\u011btn\u00e9 vazby. 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