{"id":28419,"date":"2023-12-05T16:05:30","date_gmt":"2023-12-05T15:05:30","guid":{"rendered":"https:\/\/www.sloneek.com\/?post_type=blog&p=28419"},"modified":"2026-08-13T13:09:39","modified_gmt":"2026-08-13T11:09:39","slug":"5-priorit-roku-2024-pro-hr","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/5-priorit-roku-2024-pro-hr\/","title":{"rendered":"5 priorit roku 2024 pro HR profesion\u00e1ly podle sv\u011btov\u00fdch leader\u016f"},"content":{"rendered":"\n

Analytick\u00e1 spole\u010dnost Gartner vyd\u00e1v\u00e1 ka\u017ed\u00fd rok p\u0159ehled hlavn\u00edch trend\u016f pro jednotliv\u00e1 odv\u011btv\u00ed a ani letos neopominula HR a people management. V\u00edce ne\u017e 500 \u0161pi\u010dkov\u00fdch odborn\u00edk\u016f z\u202fcel\u00e9ho sv\u011bta identifikovalo \u00fakoly a v\u00fdzvy, kter\u00fdch by se m\u011bl v\u202fp\u0159\u00ed\u0161t\u00edm roce chopit ka\u017ed\u00fd HRista.<\/span> <\/span><\/p>\n\n\n\n

P\u0159ekvapiv\u011b se p\u0159\u00edli\u0161 neodchyluj\u00ed od toho, co by m\u011bly firmy \u0159e\u0161it tak\u00e9 v\u202f \u010cesku. P\u0159in\u00e1\u0161\u00edme v\u00e1m tedy p\u0159ehled hlavn\u00edch zm\u011bn, na kter\u00e9 se p\u0159ipravit, a n\u00e1vrhy, jak na n\u011b reagovat.<\/strong> To v\u0161e ve sv\u011btle kl\u00ed\u010dov\u00fdch trend\u016f, jako je klesaj\u00edc\u00ed loajalita zam\u011bstnanc\u016f, nedostatek profesion\u00e1l\u016f, n\u00e1stup AI nebo tlak na v\u00fdkon. <\/span> <\/span><\/p>\n\n\n\n

1 \u2013 Rozvoj a \u00faprava kompetenc\u00ed vedouc\u00edch mana\u017eer\u016f a teamleader\u016f<\/span><\/b> <\/span><\/h2>\n\n\n\n

Probl\u00e9m, kter\u00fd tr\u00e1p\u00ed v\u0161echny vedouc\u00ed pracovn\u00edky ji\u017e n\u011bkolik let v\u202f\u0159ad\u011b \u2013 p\u0159es svou ka\u017edodenn\u00ed agendu nest\u00edhaj\u00ed reagovat na nov\u00e9 trendy. A sami za\u010d\u00ednaj\u00ed vn\u00edmat, \u017ee jim v\u202fjejich vlastn\u00edm rozvoji a kompetenc\u00edch uj\u00ed\u017ed\u00ed vlak. <\/span><\/p>\n\n\n\n

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75 % HR leader\u016f Gartneru potvrdilo, \u017ee v\u202fjejich firm\u00e1ch jsou mana\u017ee\u0159i pod tlakem nov\u00e9ho typu zodpov\u011bdnosti. A 73 % pracovn\u00edk\u016f HR vn\u00edm\u00e1, \u017ee jejich leade\u0159i nejsou dostate\u010dn\u011b p\u0159ipraveni na to zm\u011bny \u0159\u00eddit. <\/span> <\/span><\/p>\n<\/blockquote>\n\n\n\n

V\u202f\u010cesku by to pravd\u011bpodobn\u011b nebylo jin\u00e9 a pokud by byla \u010d\u00edsla ni\u017e\u0161\u00ed, patrn\u011b jen kv\u016fli tomu, \u017ee by HR odd\u011blen\u00ed nedok\u00e1zalo probl\u00e9m dostate\u010dn\u011b adresovat. <\/span> <\/span><\/p>\n\n\n\n

\u0158e\u0161en\u00ed probl\u00e9mu v\u0161ak nele\u017e\u00ed v\u202fp\u0159\u00edprav\u011b jako takov\u00e9. Tr\u00e9nink\u016f maj\u00ed mana\u017ee\u0159i \u010dast\u011bji v\u00edc, ne\u017e jsou schopni sami zvl\u00e1dnout. Polovina mana\u017eer\u016f m\u00e1 z\u00e1rove\u0148 dojem, \u017ee tento p\u0159\u00edstup se m\u00edj\u00ed \u00fa\u010dinkem. D\u016fvod? Samotn\u00e9 dovednosti<\/a> nepomohou nap\u0159\u00edklad s\u202ft\u00edm, \u017ee pr\u016fm\u011brn\u00fd mana\u017eer m\u00e1 zhruba o 51 % v\u00edce povinnost\u00ed, ne\u017e je schopen plnohodnotn\u011b zvl\u00e1dnout<\/strong>. Nebo s motivac\u00ed \u2013 ka\u017ed\u00fd p\u00e1t\u00fd mana\u017eer, \u0159\u00edd\u00edc\u00ed vlastn\u00ed t\u00fdm, by nejrad\u011bji mana\u017eerem nebyl. A pak je to kyp\u00edc\u00ed agenda \u2013 59 % mana\u017eer\u016f se pot\u00fdk\u00e1 s\u202f\u201eprac\u00ed pro pr\u00e1ci\u201c<\/strong> \u2013 nap\u0159\u00edklad neefektivn\u00edm nebo zbyte\u010dn\u00fdm reportingem. <\/span>\u0158e\u0161en\u00ed? <\/span><\/p>\n\n\n\n

\u010cty\u0159i z\u00e1kladn\u00ed z\u00e1chrann\u00e9 kroky podle Gartneru<\/span><\/h3>\n\n\n\n
    \n
  1. Resetovat nastaven\u00ed a o\u010dek\u00e1v\u00e1n\u00ed:<\/strong> Nechte mana\u017eery d\u011blat v\u011bci, kter\u00e9 um\u00ed nejl\u00e9pe, a nenu\u0165te je m\u00edt sou\u010d\u00e1st\u00ed pracovn\u00ed n\u00e1pln\u011b kompetence<\/a>, ve kter\u00fdch mus\u00ed p\u0159irozen\u011b selh\u00e1vat. Je to naprosto z\u00e1sadn\u00ed pro jejich motivaci, du\u0161evn\u00ed hygienu, a t\u00edm i v\u00fdkon. Pomoci m\u016f\u017ee nap\u0159\u00edklad <\/span>\u00faprava kompeten\u010dn\u00ed mapy.<\/span><\/a>\u00a0<\/span><\/li>\n\n\n\n
  2. P\u0159enastavit scope<\/strong>: Podporujte mana\u017eery v\u202ftom, aby byli v\u00edce spolutv\u016frci scope, kter\u00fd budou odbavovat. Nap\u0159\u00edklad t\u00edm, \u017ee s\u202fnimi projdete ty nejv\u011bt\u0161\u00ed v\u00fdzvy mana\u017eersk\u00e9 role a zjist\u00edte, zda je v\u016fbec dok\u00e1\u017e\u00ed odpov\u00eddaj\u00edc\u00edm zp\u016fsobem zvl\u00e1dat.<\/span>\u00a0<\/span><\/li>\n\n\n\n
  3. Nov\u011b nastavit rutinu<\/strong>: Spole\u010dn\u011b nastavte nov\u00fd zp\u016fsob fungov\u00e1n\u00ed v\u202fr\u00e1mci t\u00fdmu \u2013 od pl\u00e1nov\u00e1n\u00ed po vyhodnocen\u00ed. Ve chv\u00edli, kdy budou tyto procesy \u0159\u00edzen\u00ed lid\u00ed d\u00e1vat smysl, budou se v\u202fnich pochopiteln\u011b c\u00edtit jist\u011bj\u0161\u00ed.<\/span>\u00a0<\/span><\/li>\n\n\n\n
  4. Eliminovat procesn\u00ed \u00fazk\u00e1 hrdla<\/strong>: Smi\u0159te se s\u202ft\u00edm, \u017ee pr\u00e1ce bude v\u00edc, ne\u017e kolik bude kapacity. Realisticky nakreslete \u201e\u010dervenou \u010d\u00e1ru\u201c tam, kde za\u010d\u00edn\u00e1 oblast s\u202fn\u00e1zvem \u201ebylo by fajn zvl\u00e1dnout, ale nen\u00ed to nutn\u00e9\u201c. A zcela pro\u0161krtejte balastn\u00ed \u010dinnosti \u2013 nap\u0159\u00edklad reportingy, se kter\u00fdmi nikdo nepracuje. Pokud budou v\u202fbudoucnu pot\u0159eba, nastav\u00ed se znova a efektivn\u011bji.<\/span>\u00a0<\/span><\/li>\n<\/ol>\n\n\n\n

    A my dopln\u00edme je\u0161t\u011b p\u00e1t\u00fd bod \u2013 p\u0159esta\u0148te vn\u00edmat vedouc\u00ed jako mana\u017eery a vychov\u00e1vejte je k leadershipu<\/strong>. Sn\u00e1ze tak budou vn\u00edmat smysluplnost sv\u00e9 pozice, a to sam\u00e9 poc\u00edt\u00ed i jejich vlastn\u00ed lidi. Smysluplnost pr\u00e1ce je zvl\u00e1\u0161t\u011b pro nov\u00e9 generace absolutn\u011b kl\u00ed\u010dov\u00e1 z\u202fpohledu motivace.<\/span><\/p>\n\n\n\n

    \"People<\/figure>\n\n\n\n

    2 \u2013 Firemn\u00ed kultura<\/span><\/b> <\/span><\/h2>\n\n\n\n

    Jak\u00e9 \u0161kody nap\u00e1chalo na firemn\u00ed kultu\u0159e obdob\u00ed covidu, n\u00e1m za\u010d\u00edn\u00e1 b\u00fdt pomalu jasn\u00e9. Jen\u017ee s\u202ft\u00edm, jak se ve firm\u00e1ch \u010dasto obm\u011b\u0148uje cel\u00e1 jedna generace pracovn\u00edk\u016f \u2013 mnohdy pr\u00e1v\u011b nositel\u016f kultury<\/strong> \u2013 a p\u0159ich\u00e1z\u00ed nov\u00ed kolegov\u00e9, kte\u0159\u00ed funguj\u00edc\u00ed kulturu nad r\u00e1mec vlastn\u00edho t\u00fdmu neza\u017eili, za\u010d\u00edn\u00e1me ch\u00e1pat hloubku t\u011bchto dopad\u016f. A je jasn\u00e9, \u017ee i kv\u016fli n\u00e1stupu hybridn\u00edho modelu pr\u00e1ce nebude mo\u017en\u00e9 pou\u017e\u00edt osv\u011bd\u010den\u00e9 recepty z\u202fminul\u00e9ho desetilet\u00ed. <\/span><\/p>\n\n\n\n

    \n

    41 % HR leader\u016f ostatn\u011b zmi\u0148uje, \u017ee je to pr\u00e1v\u011b hybridn\u00ed m\u00f3d, kter\u00fd firemn\u00ed kulturu eroduje nebo dokonce postupn\u011b \u201eodpa\u0159uje\u201c, a 47 % HR leader\u016f je z\u202ft\u00e9to zm\u011bny sice ne\u0161\u0165astn\u00fdch, ale nev\u00ed, co s\u202ft\u00edm.<\/span> <\/span><\/p>\n<\/blockquote>\n\n\n\n

    \u0158e\u0161en\u00edm pochopiteln\u011b nejsou dal\u0161\u00ed A4 popsan\u00e9 vypr\u00e1zdn\u011bn\u00fdmi fr\u00e1zemi. C\u00edlem je naopak remodelovat kulturu tak, aby novou realitu dok\u00e1zala akceptovat<\/strong> a nebyla s\u202fn\u00ed v\u202fprotikladu. V\u202f\u010desk\u00fdch podm\u00ednk\u00e1ch to mimo jin\u00e9 bude znamenat v\u00fdrazn\u011b v\u00edce podpo\u0159it vz\u00e1jemnou komunikaci v\u202flinii veden\u00ed firmy \u2013 posledn\u00ed jednotlivec nebo postavit firmu v\u00edce do pozice \u201e\u010dlena dom\u00e1cnosti\u201c s\u202fempati\u00ed, kter\u00e1 z\u202ftohoto positioningu vypl\u00fdv\u00e1.<\/span> <\/span><\/p>\n\n\n\n

    A jak\u00e9 kroky navrhuje p\u0159\u00edmo Gartner?<\/span> <\/span><\/h3>\n\n\n\n

    Hlavn\u00edm nositelem kultury by m\u011bla b\u00fdt pr\u00e1ce jako takov\u00e1. Kultura by m\u011bla b\u00fdt uzp\u016fsobena tak, aby ji dok\u00e1zaly \u0161\u00ed\u0159it a rozv\u00edjet sp\u00ed\u0161e mikrot\u00fdmy,<\/strong> ne\u017e b\u00fdt \u201edistribuov\u00e1na centr\u00e1ln\u011b\u201c nap\u0159\u00edklad osobami nejvy\u0161\u0161\u00edho managementu. A z\u00e1rove\u0148 je t\u0159eba v\u00edce hl\u00eddat emocion\u00e1ln\u00ed pouta uvnit\u0159 t\u00fdm\u016f a nedopustit odosobn\u011bn\u00ed lidsk\u00fdch vztah\u016f.<\/span> <\/span><\/p>\n\n\n\n

    A jak\u00e9 kroky navrhuje Sloneek?<\/span> <\/span><\/h3>\n\n\n\n

    Podepisujeme se pod to, \u017ee po\u010d\u00e1tkem ka\u017ed\u00e9 kultury je kultivovan\u00fd vztah mezi firmou a zam\u011bstnancem. Co\u017e znamen\u00e1, \u017ee m\u00e1te zvl\u00e1dnut\u00e9 ve\u0161ker\u00e9 HR procesy<\/a> a po\u0159\u00e1dek ve v\u011bcech. \u017de talent\u016fm umo\u017en\u00edte d\u011blat dob\u0159e jejich pr\u00e1ci. A zam\u011bstnanc\u016fm umo\u017en\u00edte vn\u00edmat, kde ve vztahu ke sv\u00e9 zam\u011bstnaneck\u00e9 cest\u011b jsou. K\u202ftomu v\u00e1m poslou\u017e\u00ed nap\u0159\u00edklad <\/span>dobr\u00fd HRIS partner.<\/span><\/a> V\u011b\u0159te n\u00e1m \u2013 bez t\u011bchto krok\u016f bude ka\u017ed\u00e1 kultura ve skute\u010dnosti sp\u00ed\u0161e klouzat po povrchu.<\/span> <\/span><\/p>\n\n\n\n

    P\u0159i komunikaci nezapom\u00ednejte na to, \u017ee jde o oboustrann\u00fd proces \u2013 dialog, nikoliv oznamov\u00e1n\u00ed. Sna\u017ete se druh\u00e9 pochopit a k\u202fmlad\u0161\u00edm generac\u00edm nep\u0159istupujte s\u202fp\u0159edsudky a pouze se sv\u00fdm vid\u011bn\u00edm sv\u011bta.<\/span><\/p>\n\n\n\n

    \n

    Pokud v\u00e1m jde o udr\u017eitelnost businessu, kter\u00fd va\u0161e organizace m\u00e1, pak dialogu v\u011bnujte opravdu velkou porci sv\u00e9ho \u010dasu. Nezapom\u00ednejte, \u017ee posledn\u00ed dv\u011b generace (Y a Z) ji\u017e dominuj\u00ed mezi ekonomicky aktivn\u00edmi obyvateli na Zemi \ud83d\ude42<\/span><\/p>\n<\/blockquote>\n\n\n\n

    3 \u2013 HR technologie<\/span><\/b> <\/span><\/h2>\n\n\n\n

    Dlouhodob\u00e9 bolav\u00e9 m\u00edsto \u010desk\u00fdch firem \u2013 pomal\u00e1 m\u00edra digitalizace, pramen\u00edc\u00ed p\u0159edev\u0161\u00edm z\u202ftoho, \u017ee jej\u00ed pravou podstatu mana\u017ee\u0159i st\u00e1le nech\u00e1pou. M\u016f\u017ee n\u00e1s alespo\u0148 t\u011b\u0161it, \u017e\u202fv\u202fcizin\u011b na tom jsou sice l\u00e9pe, ale ani tam nepostupuj\u00ed tak rychle, jak by bylo mo\u017en\u00e9. Zmi\u0148uje to i Gartner:<\/span><\/p>\n\n\n\n

    \n

    60 % HR leader\u016f nem\u00e1 jasno v\u202ftom, jak technologie zm\u011bn\u00ed jejich firmu nebo obor, ve kter\u00e9m p\u016fsob\u00ed, a z\u00e1rove\u0148 56 % p\u0159izn\u00e1v\u00e1, \u017ee technologie\u202f v\u202ftomto kontextu p\u0159edev\u0161\u00edm HRIS<\/a> a aplikace \u2013 kter\u00e9 jejich firma vyu\u017e\u00edv\u00e1, neodpov\u00eddaj\u00ed jejich re\u00e1ln\u00fdm pot\u0159eb\u00e1m\u202f.<\/span><\/p>\n<\/blockquote>\n\n\n\n

    V\u202ftomto ohledu je \u0159e\u0161en\u00ed nasnad\u011b. Dr\u017eet se nohama p\u0159i zemi, um\u011bt uva\u017eovat\u202fv\u202fkontextu re\u00e1ln\u00fdch pot\u0159eb a um\u011bt prioritizovat. Jak\u00e1koli zm\u011bn\u202fv\u202foblasti digitalizace firmy mus\u00ed b\u00fdt konsensu\u00e1ln\u00ed<\/strong>, a pr\u00e1v\u011b to b\u00fdv\u00e1 \u010dertovo kop\u00fdtko \u010desk\u00e9ho stylu \u0159\u00edzen\u00ed. Pokud zm\u011bnu \u201ena s\u00edlu\u201c prosad\u00ed jen jedna \u010d\u00e1st managementu, nikdy nebude fungovat tak komplexn\u011b, jak by bylo pot\u0159eba.<\/span> <\/span><\/p>\n\n\n\n

    A to je mimo jin\u00e9 jeden z\u202fkl\u00ed\u010dov\u00fdch \u00fakol\u016f pro HR leadery: Um\u011bt za sebe zm\u011bnu navrhnout a zajistit pro ni \u0161irok\u00fd konsenzus<\/strong>. P\u0159esv\u011bd\u010dit (\u010dasto nap\u0159ed sebe a pak zbytek managementu), \u017ee co nejde m\u011b\u0159it, to nejde ani \u0159\u00eddit. A p\u0159edev\u0161\u00edm v\u202fHR je t\u011bch digit\u00e1ln\u00edch dluh\u016f opravdu hodn\u011b.<\/span> <\/span><\/p>\n\n\n\n

    Jak tedy za\u010d\u00edt?<\/span> <\/span><\/h3>\n\n\n\n

    Analyzovat pot\u0159eby firmy<\/span><\/b> \u2013 Sepi\u0161te si, kde v\u0161ude by v\u00e1m pomohla data nebo automatizace proces\u016f. Seznam bude z\u0159ejm\u011b dlouh\u00fd, rozd\u011blte tedy pro v\u011bt\u0161\u00ed p\u0159ehlednost jednotliv\u00e9 body do skupin.<\/span> <\/span><\/p>\n\n\n\n

    Identifikovat dopady na firmu<\/span><\/b> \u2013 Jak\u00e9 dopady budou m\u00edt tyto zm\u011bny na firmu? Kter\u00e9 procesy se budou muset upravit? Kde vznikne agenda nav\u00edc?<\/span> <\/span><\/p>\n\n\n\n

    Popsat d\u016fle\u017eit\u00e9 praktick\u00e9 detaily<\/span><\/b> \u2013 Kolik to bude zhruba st\u00e1t? Kdo se bude o nastaven\u00ed a chod technologie starat? Co legislativn\u00ed ot\u00e1zky? Nebo t\u0159eba dotace?<\/span> <\/span><\/p>\n\n\n\n

    Zmapovat dodavatele<\/span><\/b> \u2013 Kdo n\u00e1m takov\u00e9 \u0159e\u0161en\u00ed dod\u00e1? Nebojte se nasd\u00edlet va\u0161e pot\u0159eby, spr\u00e1vn\u00fd dodavatel by m\u011bl um\u011bt hovo\u0159it va\u0161\u00edm jazykem.<\/span> <\/span><\/p>\n\n\n\n

    \n

    D\u00edky zapojen\u00ed technologi\u00ed m\u016f\u017eete \u201eopi\u010d\u00ed pr\u00e1ci\u201d kone\u010dn\u011b nechat stroj\u016fm. N\u011bkter\u00e9 v\u011bci budou cht\u00edt je\u0161t\u011b \u010das, ale velkou \u010d\u00e1st u\u017e dok\u00e1\u017e\u00ed technologie zpracov\u00e1vat hrav\u011b. \u010cas, kter\u00fd t\u00edm uspo\u0159\u00edte, v\u011bnujte p\u0159\u00edm\u00e9mu kontaktu a rozvoji lid\u00ed i prost\u0159ed\u00ed, ve kter\u00e9m se pohybuj\u00ed.<\/span><\/p>\n<\/blockquote>\n\n\n\n

    \"Skills<\/figure>\n\n\n\n

    4 \u2013 Management zm\u011bny<\/span><\/b> <\/span><\/h2>\n\n\n\n

    M\u011bn\u00ed se sv\u011bt, m\u011bn\u00ed se ekonomick\u00e1 situace, m\u011bn\u00ed se firmy. A to v\u0161e u\u017e n\u011bkolik let v\u202f\u0159ad\u011b. Lid\u00e9 ztratili \u0159adu jistot, firmy hledaj\u00ed identitu a m\u00edsto toho, aby samy poskytovaly klidn\u00e9 m\u00edsto s\u202fjasn\u00fdmi vyhl\u00eddkami, vy\u017eaduj\u00ed naopak od zam\u011bstnanc\u016f pod\u00edlen\u00ed se na zm\u011bn\u011b, u kter\u00e9 management nen\u00ed schopen \u0159\u00edci, kam vede. Dopady jsou jasn\u00e9.<\/span><\/p>\n\n\n\n

    \n

    77 % HR leader\u016f c\u00edt\u00ed, \u017ee jejich zam\u011bstnanci jsou unaven\u00ed. A 82 % vn\u00edm\u00e1, \u017ee jejich kl\u00ed\u010dov\u00ed mana\u017ee\u0159i nejsou schopni firmu prov\u00e9st zm\u011bnou.<\/span> <\/span><\/p>\n<\/blockquote>\n\n\n\n

    Co je hlavn\u00ed d\u016fvod? Zm\u011bn a to\u010den\u00ed kormidly u\u017e bylo p\u0159\u00edli\u0161.<\/strong> Od roku 2020 se pravidla hry zm\u011bnila hned n\u011bkolikr\u00e1t. Pl\u00e1novan\u00e9 zm\u011bny tak tedy velice \u010dasto nestihly zapustit ko\u0159eny a obdob\u00ed k\u0159ehk\u00fdch jistot n\u00e1sledovaly m\u011bs\u00edce, kdy nebylo jasn\u00e9, co bude za t\u00fdden. Jednalo se vlastn\u011b o \u0159et\u011bz velmi p\u0159ekotn\u00fdch transformac\u00ed. A jak jist\u011b v\u0161ichni v\u00edme, nedota\u017een\u00e1 transformace za sebou nech\u00e1v\u00e1 celou \u0159adu nep\u011bkn\u00fdch v\u011bc\u00ed<\/strong> \u2013 procesn\u00ed deficit, slep\u00e9 rutiny, pozice bez odpov\u00eddaj\u00edc\u00edch kompetenc\u00ed. A mor\u00e1lku na bodu mrazu. <\/span> <\/span><\/p>\n\n\n\n

    Co tento mix podle Gartneru p\u0159inesl? <\/strong><\/p>\n\n\n\n