{"id":35533,"date":"2024-08-19T16:39:03","date_gmt":"2024-08-19T14:39:03","guid":{"rendered":"https:\/\/www.sloneek.com\/?post_type=blog&p=35533"},"modified":"2026-08-12T10:09:18","modified_gmt":"2026-08-12T08:09:18","slug":"jak-neztratit-know-how","status":"publish","type":"blog","link":"https:\/\/www.sloneek.com\/cs\/blog\/jak-neztratit-know-how\/","title":{"rendered":"Co d\u011blat, aby va\u0161e firma neztr\u00e1cela know-how"},"content":{"rendered":"\n

V\u0161ichni v HR to zn\u00e1me\u2026 Ten moment, kdy\u017e na dve\u0159e person\u00e1ln\u00edho zaklepe ten, na kter\u00e9m stoj\u00ed d\u016fle\u017eit\u00fd projekt, stabilita v\u00fdroby nebo rozvoj spole\u010dnosti. Ten, kter\u00fd zn\u00e1 souvislosti a samostatn\u00e1 kola jednotliv\u00fdch proces\u016f se d\u00edky n\u011bmu spojuj\u00ed v jeden funguj\u00edc\u00ed kolos. Ten, kter\u00fd m\u00e1 d\u016fle\u017eit\u00e9 technick\u00e9 znalosti, ale o to v\u00edce bol\u00ed ztr\u00e1ta, pokud je to n\u011bkdo, kdo nav\u00edc za\u017eil firemn\u00ed vzestupy i p\u00e1dy, kter\u00fd v\u00ed kam a za k\u00fdm j\u00edt, kde p\u0159itla\u010dit a kde ubrat. V\u00edme, \u017ee tam jsou a silou v\u016fle na HR douf\u00e1me, \u017ee prost\u011b neodejdou. Pro\u010d?<\/p>\n\n\n\n

Proto\u017ee v p\u0159\u00edpad\u011b odchodu kl\u00ed\u010dov\u00e9ho zam\u011bstnance nenahrazujete jen jeho, ale kompletn\u00ed know-how<\/strong>, kter\u00e9 jeho n\u00e1stupce nem\u00e1 a ani m\u00edt nem\u016f\u017ee. A je \u00fapln\u011b jedno, jestli se jedn\u00e1 o odchod do d\u016fchodu, ke konkurenci nebo prost\u011b odchod proto, \u017ee u\u017e s v\u00e1mi zam\u011bstnanec nechce b\u00fdt. Situace je pak nelehk\u00e1 nejen pro zam\u011bstnavatele, kter\u00fd u nov\u00e1\u010dka douf\u00e1 v z\u00e1zrak, ale tak\u00e9 pro n\u00e1stupce, kter\u00fd, nov\u00fd ve sv\u00e9 roli, nem\u016f\u017ee nahradit to, co z\u00edsk\u00e1te a\u017e \u010dasem\u2026<\/p>\n\n\n\n

A co s t\u00edm? Jak se na to jako zam\u011bstnavatel p\u0159ipravit? Jak zabr\u00e1nit ztr\u00e1t\u00e1m know-how z odchod\u016f?<\/strong><\/p>\n\n\n\n

1. Odhalte kl\u00ed\u010dov\u00e9 osoby, nositele know-how <\/strong><\/h2>\n\n\n\n

V prv\u00e9 \u0159ad\u011b popi\u0161te proces \u010di aktivitu, kter\u00e1 je pro v\u00e1s st\u011b\u017eejn\u00ed<\/strong>. Jedn\u00e1 se o jednotliv\u00fd proces, \u010di specializovanou znalost? IT \u2013 ERP syst\u00e9m, pl\u00e1nov\u00e1n\u00ed v\u00fdroby, programov\u00e1n\u00ed stroj\u016f? Nebo se jedn\u00e1 o cel\u00e9 odd\u011blen\u00ed? (HR, Accounting, technologie, sva\u0159ovna?). Pot\u00e9 b\u011b\u017ete do detail\u016f \u2013 najd\u011bte nositele know-how<\/strong> \u2013 ohro\u017een\u00fd druh, jeho\u017e ztr\u00e1tou by do\u0161lo k naru\u0161en\u00ed plynul\u00e9ho fungov\u00e1n\u00ed syst\u00e9mu.<\/p>\n\n\n\n

V\u011bt\u0161ina spole\u010dnost\u00ed dnes ji\u017e vyu\u017e\u00edv\u00e1 ro\u010dn\u00ed \u010di p\u016flro\u010dn\u00ed hodnocen\u00ed (performance review), kde na z\u00e1klad\u011b stanoven\u00fdch KPI vyhodnocujete kvalitu pracovn\u00edka. V\u011bt\u0161ina z n\u00e1s pracuje s m\u0159\u00ed\u017ekou 9 nebo 16 pol\u00ed, kde na ose jedn\u00e9 sledujete v\u00fdkon a na druh\u00e9 potenci\u00e1l.<\/p>\n\n\n\n

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

Obr. 1 \u2013 P\u0159\u00edklad intern\u00edho gridu s 9 poli<\/p>\n\n\n\n

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

Obr. 2 - Barevn\u00fd grid s 9 poli (zdroj Consuunt)<\/p>\n\n\n\n

Pro vedouc\u00ed pracovn\u00edky je toto \u010dasto zdlouhav\u00e9 (MYR) a ne v\u017edy re\u00e1ln\u011b reflektuj\u00edc\u00ed aktu\u00e1ln\u00ed stav \u2013 v\u017edy\u0165 p\u0159ece n\u011bkoho hodnot\u00edte za posledn\u00edch 6 nebo 12 m\u011bs\u00edc\u016f, a to tedy pardon \u2013 pokud si denn\u011b ned\u011bl\u00e1te pozn\u00e1mky o p\u0159esn\u00e9m stavu, jak dok\u00e1\u017eete b\u00fdt objektivn\u00ed?  Stejn\u011b jedn\u00e1te p\u0159edev\u0161\u00edm na z\u00e1klad\u011b pocit\u016f, jak se dan\u00fd \u010dlov\u011bk chov\u00e1, jak\u00fd je v t\u00fdmu a re\u00e1ln\u011b vid\u00edte, zda dan\u00e1 pr\u00e1ce byla odvedena.<\/p>\n\n\n\n

\n

Pracuji jako Ad interim projektov\u00fd HR manager a m\u00e1m na hodnocen\u00ed zam\u011bstnanc\u016f jednoduch\u00fd trik \u2013 \u0159azen\u00ed dle barev. N\u011bkdy toti\u017e pot\u0159ebujete odhalit kl\u00ed\u010dov\u00e9 zam\u011bstnance b\u011bhem p\u00e1r dn\u00ed.<\/p>\n<\/blockquote>\n\n\n\n

Rada: <\/strong><\/h3>\n\n\n\n
\"\"<\/figure>\n\n\n\n

P\u0159edlo\u017ete vedouc\u00edmu seznam zam\u011bstnanc\u016f, kter\u00e9 roz\u0159ad\u00ed do barevn\u00e9 \u0161k\u00e1ly, kup\u0159. dle n\u00e1vodu n\u00ed\u017ee. Ta v\u00e1m pom\u016f\u017ee nejen odhalit, kdo jsou ti kl\u00ed\u010dov\u00ed zam\u011bstnanci, ale i ur\u010dit jejich mzdov\u00e9 za\u0159azen\u00ed, p\u0159\u00edpadn\u011b do tabulky p\u0159idejte indik\u00e1tory, kter\u00e9 chcete sledovat.<\/p>\n\n\n\n

Obr. 3<\/p>\n\n\n\n

2. N\u00e1stupnictv\u00ed neboli succession planning<\/strong><\/h2>\n\n\n\n

Ud\u011blali jste si anal\u00fdzu nebo vych\u00e1z\u00edte z vlastn\u00edho performance review? V tom p\u0159\u00edpad\u011b v\u00edte, kdo jsou va\u0161i know-how nositel\u00e9, ohro\u017een\u00e1 skupina jednoro\u017ec\u016f, a co s t\u00edm d\u00e1le? Nenechejte know-how na jedin\u00e9m \u010dlov\u011bku \u010di na p\u00e1r lidech, kdy v p\u0159\u00edpad\u011b jejich odchodu p\u0159estanete fungovat a v nejhor\u0161\u00edm p\u0159\u00edpad\u011b t\u00edm ztrat\u00edte i konkurenceschopnost.<\/p>\n\n\n\n

Vytvo\u0159te syst\u00e9m n\u00e1stupnictv\u00ed \u2013 odhalte talenty<\/strong> \u2013 nem\u00e1te je? Pak m\u00e1te bu\u010f \u0161patn\u00e9 lidi, nebo jich m\u00e1te m\u00e1lo a pak mus\u00edte s\u00e1hnout do jin\u00fdch odd\u011blen\u00ed.<\/p>\n\n\n\n

\n

N\u011bkolikr\u00e1t jsme na HR pro succession planning vyu\u017eili otev\u0159enou mo\u017enost zam\u011bstnanc\u016f jin\u00fdch odd\u011blen\u00ed (finance, pr\u00e1vn\u00ed odd\u011blen\u00ed, ale i mistry z v\u00fdroby \u010di z\u00e1stupce vedouc\u00ed z prodejen).<\/p>\n<\/blockquote>\n\n\n\n

Dejte jim mo\u017enost nakouknout pod pokli\u010dku, za\u010d\u00edt se vzd\u011bl\u00e1vat \u2013 t\u0159eba i hodinu t\u00fddn\u011b \u2013 v nov\u00e9m oboru, u\u010dit se pracovat na nov\u00e9m stroji \u010di na nov\u00e9m projektu.<\/p>\n\n\n\n

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

Obr. 4<\/p>\n\n\n\n

Jeden p\u0159\u00edklad z v\u00fdroby<\/strong><\/h3>\n\n\n\n

Pracuj\u00edc\u00ed v oblasti v\u00fdroby tepeln\u00fdch v\u00fdm\u011bn\u00edk\u016f m\u011bla velk\u00fd probl\u00e9m s n\u00e1borem kl\u00ed\u010dov\u00fdch pozic oper\u00e1tor\u016f NC a CNC stroj\u016f do jednosm\u011bnn\u00e9ho provozu. Na ka\u017ed\u00e9m z 9 typ\u016f kl\u00ed\u010dov\u00fdch stroj\u016f pracoval v\u017edy jeden pracovn\u00edk. V p\u0159\u00edpad\u011b, \u017ee pracovn\u00edk chyb\u011bl, p\u0159eb\u00edral jeho pr\u00e1ci mistr. V p\u0159\u00edpad\u011b, \u017ee chyb\u011blo pracovn\u00edk\u016f v\u00edce, byla v\u00fdroba v ohro\u017een\u00ed. Vlastn\u011b byla v ohro\u017een\u00ed celou dobu, jeliko\u017e mistr vlastn\u011b nikdy nevykon\u00e1val mistrovskou pr\u00e1ci na 100 %. <\/em><\/p>\n\n\n\n

Zam\u011bstnanci nebyli motivov\u00e1ni se u\u010dit pr\u00e1ci na jin\u00e9m stroji, jeliko\u017e toto nebylo nijak zv\u00fdhodn\u011bno \u2013 zam\u011bstnavatel je k velk\u00e9mu p\u0159ekvapen\u00ed motivoval pouze t\u00edm, \u017ee v p\u0159\u00edpad\u011b znalosti v\u00edce stroj\u016f budou m\u00edt lep\u0161\u00ed uplatn\u011bn\u00ed na trhu pr\u00e1ce. Paradox.<\/em><\/p>\n\n\n\n

Zah\u00e1jili jsme proto n\u011bkolik \u201erizik eliminuj\u00edc\u00edch\u201c krok\u016f:<\/em><\/p>\n\n\n\n

    \n
  1. Vytvo\u0159ila se ofici\u00e1ln\u00ed pozice z\u00e1stupce mistra, kter\u00e1 byla postupn\u011b zau\u010dena na pr\u00e1ci se stroji na dan\u00e9m st\u0159edisku.<\/em><\/li>\n\n\n\n
  2. Vytvo\u0159ili jsme v\u00fdrobn\u00ed akademii, do kter\u00e9 se mohli p\u0159ihl\u00e1sit v\u0161ichni zam\u011bstnanci, vzd\u011bl\u00e1van\u00ed mimo vlastn\u00ed pracovn\u00ed dobu \u010di o v\u00edkendech za p\u0159edpokladu placen\u00e9ho p\u0159es\u010dasu a p\u0159\u00edplatku po dobu tr\u00e9ninku +2\u00a0500 K\u010d\/m\u011bs\u00ed\u010dn\u011b po dobu 12t\u00fddenn\u00edho za\u0161kolov\u00e1n\u00ed.<\/em><\/li>\n\n\n\n
  3. Takto za\u0161kolen\u00fdm pracovn\u00edk\u016fm byla nav\u00fd\u0161ena hodinov\u00e1 mzda o 5 K\u010d \/cca 10 tis\u00edc\/rok.<\/em><\/li>\n\n\n\n
  4. V\u00a0p\u0159\u00edpad\u011b z\u00e1stupn\u00e9 pr\u00e1ce na stroji byla p\u0159i re\u00e1ln\u00e9m v\u00fdkonu nav\u00fd\u0161ena hodinov\u00e1 mzda o p\u0159\u00edplatek 20 k\u010d\/hod. (pracujete tedy na jin\u00e9m stroji, po dobu z\u00e1stupu a po celou dobu z\u00e1stupu je va\u0161e hodinov\u00e1 mzda nav\u00fd\u0161ena o 20 K\u010d).<\/em><\/li>\n<\/ol>\n\n\n\n

    Tedy ano, nav\u00fd\u0161en\u00ed budgetu, ale s ohledem na rizikovost a propo\u010d\u00edtan\u00e9 p\u0159\u00edpadn\u00e9 ztr\u00e1ty ze zastaven\u00ed stroje a ohro\u017een\u00ed v\u00fdroby p\u0159i absenci \u010di odchodu zam\u011bstnance jste st\u00e1le v plusu. <\/em><\/p>\n\n\n\n

    Hroz\u00ed v\u00e1m ztr\u00e1ta know-how p\u0159i odchodu do d\u016fchodu?<\/strong> Vid\u011bla jsem to nes\u010detn\u011bkr\u00e1t. Zam\u011bstnanec pracuje n\u011bkolik des\u00edtek let. M\u00e1 neskute\u010dn\u00fd p\u0159ehled, ale nem\u00e1 chu\u0165 nikoho dal\u0161\u00edho zau\u010dovat, t\u00edm sp\u00ed\u0161, kdy\u017e se v\u00e1m n\u00e1hrada nepoda\u0159\u00ed naj\u00edt napoprv\u00e9 \u2013 nikoho nebude bavit opakovat meritum v\u011bci st\u00e1le dokola.<\/p>\n\n\n\n

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

    K tomu je jednoduch\u00e1 rada \u2013 namotivujte zam\u011bstnance k vytvo\u0159en\u00ed procesn\u00edho diagramu<\/strong>, dopln\u011bn\u00e9ho o handbook. Ve\u010fte ho, pomozte mu sepsat to, co m\u00e1 v hlav\u011b, do jednoduch\u00e9ho n\u00e1vodu \u2013 forma motivace je samoz\u0159ejm\u011b na v\u00e1s. Pro nov\u011b p\u0159\u00edchoz\u00ed je pot\u00e9 jednodu\u0161\u0161\u00ed se zorientovat, kdy\u017e m\u00e1 guideline na pap\u00ed\u0159e. Zvl\u00e1\u0161\u0165 pokud na to z\u016fstane s\u00e1m.<\/p>\n\n\n\n

    Obr.5<\/p>\n\n\n\n

    3. Firemn\u00ed wiki<\/strong><\/h2>\n\n\n\n

    Tady nav\u00e1\u017eu na p\u0159edchoz\u00ed bod \u2013 m\u00e1te handbook<\/strong>? A m\u016f\u017eete mi ho uk\u00e1zat? Pokud m\u00e1te procesy popsan\u00e9 a know-how zarezervovan\u00e9, nast\u00e1v\u00e1 ot\u00e1zka, kam s n\u00edm? V posledn\u00edm roce m\u011b zaujala forma firemn\u00ed wiki. Unik\u00e1tn\u00ed platformy k sharov\u00e1n\u00ed firemn\u00edch dokument\u016f a handbook\u016f.<\/p>\n\n\n\n

    \n

    Vytvo\u0159te si firemn\u00ed wiki \u2013 nebo Sharepoint nebo prost\u011b firemn\u00ed intranet, kde ka\u017ed\u00e9 odd\u011blen\u00ed, ka\u017ed\u00fd proces, ka\u017ed\u00e1 aktivita, kter\u00e1 je pro spole\u010dnost kl\u00ed\u010dov\u00e1, bude m\u00edt sv\u016fj vlastn\u00ed handbook.<\/p>\n<\/blockquote>\n\n\n\n

    Prost\u011b nechejte vytvo\u0159it kucha\u0159ku na to, jak se co d\u011bl\u00e1, kdy se to d\u011bl\u00e1 a kdo za to odpov\u00edd\u00e1. Popi\u0161te v\u0161echny procesy do diagramu. Organiza\u010dn\u00ed struktura<\/strong> zase pom\u016f\u017ee pochopit, kdo je kdo na jak\u00e9m odd\u011blen\u00ed. U proces\u016f<\/strong> v\u017edy uve\u010fte zastupitelnost a pokud ji nem\u00e1te, tak na n\u00ed hned za\u010dn\u011bte pracovat.<\/p>\n\n\n\n

    P\u0159idejte firemn\u00ed slovn\u00edk<\/strong>, organiza\u010dn\u00ed strukturu a n\u00e1vody na v\u0161echno<\/strong>\u2026 Od toho, kam d\u00e1vat de\u0161tn\u00edk na recepci, a\u017e po proces pl\u00e1nov\u00e1n\u00ed v\u00fdroby, kan\u00e1ly marketingu a hesla do aplikac\u00ed, stejn\u011b tak, jako kontaktn\u00ed osoby extern\u00edch firem.<\/p>\n\n\n\n

    Pro\u010d je wiki d\u016fle\u017eit\u00e1? Proto\u017ee m\u00edt jeden zdroj, kam ukl\u00e1d\u00e1te to nejv\u011bt\u0161\u00ed bohatstv\u00ed, tedy know-how spole\u010dnosti, v\u00e1m u\u0161et\u0159\u00ed nejenom \u010das, pen\u00edze, ale i du\u0161evn\u00ed pohodu.<\/strong> Pokud pot\u0159ebujete zau\u010dovat nov\u00e1\u010dka, m\u00e1te jedine\u010dn\u00fd zdroj, odkud \u010derpat t\u00e9mata na \u0161kolen\u00ed \u2013 \u010dasem si vytvo\u0159\u00edte syst\u00e9m, proces, kde m\u016f\u017eete v\u0161echny t\u00e1paj\u00edc\u00ed nav\u00e9st \u2026 Co otev\u0159\u00edt, abych pochopil, co se po mn\u011b vlastn\u011b chce a co souvis\u00ed s \u010d\u00edm.<\/p>\n\n\n\n

    4. Nebojte se konkuren\u010dn\u00ed dolo\u017eky<\/strong><\/h2>\n\n\n\n

    Boj\u00edte se ztr\u00e1ty know-how tak moc, \u017ee jste za to ochotn\u00ed zaplatit? S odchodem kl\u00ed\u010dov\u00fdch zam\u011bstnanc\u016f m\u016f\u017ee doj\u00edt ke ztr\u00e1t\u011b konkurenceschopnosti na trhu.<\/strong> Je t\u0159eba v\u011bd\u011bt, kde v\u00e1m re\u00e1ln\u011b hroz\u00ed probl\u00e9m, pokud zam\u011bstnanec odejde ke konkurenci. Pokud jste nov\u00e1 spole\u010dnost, expandujete a n\u011bkdo vyzrad\u00ed nov\u00e9mu zam\u011bstnavateli, kter\u00fd je va\u0161\u00edm konkurentem, v\u00e1\u0161 p\u011btilet\u00fd pl\u00e1n, jste trochu v pr\u016f\u0161vihu.<\/p>\n\n\n\n

    T\u011bmto situac\u00edm d\u00e1v\u00e1 z\u00e1kon\u00edk pr\u00e1ce v \u00a7 310 a \u00a7 311 mo\u017enost p\u0159edej\u00edt uzav\u0159en\u00edm konkuren\u010dn\u00ed dolo\u017eky.<\/strong> Ta odch\u00e1zej\u00edc\u00edho zam\u011bstnance zavazuje, \u017ee se po ur\u010ditou dobu po skon\u010den\u00ed zam\u011bstn\u00e1n\u00ed zdr\u017e\u00ed v\u00fdkonu v\u00fdd\u011ble\u010dn\u00e9 \u010dinnosti, kter\u00e1 by byla shodn\u00e1 s p\u0159edm\u011btem \u010dinnosti zam\u011bstnavatele nebo kter\u00e1 by m\u011bla v\u016f\u010di n\u011bmu sout\u011b\u017en\u00ed povahu.<\/p>\n\n\n\n

    Zadarmo to ale nen\u00ed a mus\u00edte dodr\u017eet n\u011bkolik striktn\u00edch pravidel:<\/p>\n\n\n\n

    Konkuren\u010dn\u00ed dolo\u017eku mus\u00edte:<\/strong><\/p>\n\n\n\n

      \n
    • uzav\u0159\u00edt v\u017edy p\u00edsemn\u011b,<\/li>\n\n\n\n
    • uzav\u0159\u00edt a\u017e po ukon\u010den\u00ed zku\u0161ebn\u00ed doby,<\/li>\n\n\n\n
    • aplikovat jen pokud ji lze po zam\u011bstnanci po\u017eadovat s\u00a0ohledem na citlivost informac\u00ed, technologick\u00fdch postup\u016f \u010di povahy pr\u00e1ce,<\/li>\n\n\n\n
    • uzav\u0159\u00edt nejd\u00e9le na 1 rok,<\/li>\n\n\n\n
    • zav\u00e1zat pln\u011bn\u00edm zam\u011bstnavatele ve v\u00fd\u0161i nejm\u00e9n\u011b \u00bd pr\u016fm\u011brn\u00e9ho v\u00fdd\u011blku po dobu a\u017e 12 m\u011bs\u00edc\u016f.<\/li>\n<\/ul>\n\n\n\n

      Pokud si po odchodu zam\u011bstnance rozmysl\u00edte, \u017ee u\u017e pro v\u00e1s hrozbu nep\u0159edstavujete, a budete cht\u00edt od konkuren\u010dn\u00ed dolo\u017eky odstoupit, m\u00e1te sm\u016flu, jeliko\u017e tento z\u00e1vazek lze vypov\u011bd\u011bt pouze po dobu trv\u00e1n\u00ed zam\u011bstnaneck\u00e9ho pom\u011bru nebo 15 dn\u00ed pot\u00e9, co zam\u011bstnanci nebylo v term\u00ednu pln\u011bn\u00ed vyplaceno.<\/p>\n\n\n\n

      \n

      Na z\u00e1v\u011br v\u00e1m p\u0159eji, a\u0165 v\u00e1m odch\u00e1z\u00ed co nejm\u00e9n\u011b talent\u016f, a\u0165 m\u00e1te v\u0161ichni t\u00fdmy, na kter\u00e9 se m\u016f\u017eete spolehnout, a nikdy neztrat\u00edte nejen know-how, ale ani chu\u0165 do pr\u00e1ce a do \u017eivota.<\/p>\n<\/blockquote>\n\n\n\n

      Shrnut\u00ed na z\u00e1v\u011br<\/strong><\/h2>\n\n\n\n
        \n
      1. Odhalte sv\u00e9 talenty a nositele know-how.<\/li>\n\n\n\n
      2. Vytvo\u0159te si syst\u00e9m succession planning.<\/li>\n\n\n\n
      3. Za\u010dn\u011bte s\u00a0firemn\u00ed wiki.<\/li>\n\n\n\n
      4. Nebojte se konkuren\u010dn\u00ed dolo\u017eky.<\/li>\n<\/ol>\n","protected":false},"featured_media":35614,"template":"","meta":{"_acf_changed":false,"_acf":"","inline_featured_image":false,"footnotes":""},"class_list":["post-35533","blog","type-blog","status-publish","has-post-thumbnail","hentry","blog_categories-vzdelavani-rozvoj"],"acf":[],"yoast_head":"\nJak neztratit know-how - Sloneek<\/title>\n<meta name=\"description\" content=\"Jak p\u0159edej\u00edt odchodu zam\u011bstnanc\u016f a s nimi i firemn\u00edho know how? Jak vytvo\u0159it syst\u00e9m n\u00e1stupnictv\u00ed? 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