\u00a0<\/p>\n
Yeni Koronavir\u00fcs Hastal\u0131\u011f\u0131 (COVID-19), ilk olarak \u00c7in\u2019in Vuhan Eyaleti\u2019nde Aral\u0131k ay\u0131n\u0131n sonlar\u0131nda solunum yolu belirtileri (ate\u015f, \u00f6ks\u00fcr\u00fck, nefes darl\u0131\u011f\u0131) geli\u015fen bir grup hastada yap\u0131lan ara\u015ft\u0131rmalar sonucunda 13 Ocak 2020\u2019de tan\u0131mlanan bir vir\u00fcst\u00fcr. COVID-19, T\u00fcrkiye\u2019de de ilk vakan\u0131n g\u00f6r\u00fcld\u00fc\u011f\u00fc 11 Mart 2020 tarihinde D\u00fcnya Sa\u011fl\u0131k \u00d6rg\u00fct\u00fc (DS\u00d6) taraf\u0131ndan \u201cpandemi\u201d olarak ilan edilmi\u015ftir. COVID-19 pandemisi d\u00fcnya \u00e7ap\u0131nda dramatik bir insan ya\u015fam\u0131n\u0131n kayb\u0131na yol a\u00e7m\u0131\u015f; halk sa\u011fl\u0131\u011f\u0131, g\u0131da sistemleri ve i\u015f d\u00fcnyas\u0131 i\u00e7in benzeri g\u00f6r\u00fclmemi\u015f bir meydan okuma sunmu\u015ftur. Salg\u0131n\u0131n neden oldu\u011fu ekonomik ve sosyal bozulma ile milyonlarca i\u015fletme varolu\u015fsal bir tehditle kar\u015f\u0131 kar\u015f\u0131ya kalm\u0131\u015f, d\u00fcnyadaki 3,3 milyar k\u00fcresel i\u015f g\u00fcc\u00fcn\u00fcn yakla\u015f\u0131k yar\u0131s\u0131 ge\u00e7im kaynaklar\u0131n\u0131 kaybetme riskiyle kar\u015f\u0131 kar\u015f\u0131ya kalm\u0131\u015ft\u0131r. Bu de\u011fi\u015fimler i\u015f ve \u00f6rg\u00fct alan\u0131nda da yenilik ve belirsizlikleri beraberinde getirmi\u015f ve insan kaynaklar\u0131 y\u00f6netimi a\u00e7\u0131s\u0131ndan yeni de\u011ferlendirmelere de yol a\u00e7m\u0131\u015ft\u0131r. Bu \u00e7al\u0131\u015fman\u0131n amac\u0131 COVID-19 pandemisinin insan kaynaklar\u0131 y\u00f6netimine etkisinin anla\u015f\u0131lmas\u0131n\u0131 sa\u011flamak, i\u015fletmelerin insan kayna\u011f\u0131 oda\u011f\u0131nda yapacaklar\u0131 \u00e7al\u0131\u015fmalarda mevcut yenilikleri ve belirsizlikleri tan\u0131mlayarak bu alandaki bilgileri analiz ederek kavramsal ve uygulamalara y\u00f6nelik bir \u00e7er\u00e7eve sunmakt\u0131r.<\/span><\/p>\n Anahtar Kelimeler: Pandemi, COVID-19, insan kaynaklar\u0131 y\u00f6netimi, insan kayna\u011f\u0131 uygulamalar\u0131, i\u015f, i\u015f g\u00fcc\u00fc, i\u015f yeri.<\/span><\/p>\n The Novel Coronavirus Disease (COVID-19) is a virus that was first identified on January 13, 2020, as a result of research conducted in a group of patients who developed respiratory symptoms (fever, cough, shortness of breath) in Wuhan Province, China, in late December. COVID-19 was declared a \u201cpandemic\u201d by the World Health Organization (WHO) on March 11, 2020, when Turkey\u2019s first case was seen. The COVID-19 pandemic has caused a dramatic loss of human life worldwide; It has presented an unprecedented challenge for public health, food systems, and business. With the economic and social disruption caused by the epidemic, millions of businesses have faced an existential threat, with nearly half of the world\u2019s 3.3 billion global workforces at risk of losing their livelihoods. These changes have brought innovations and uncertainties in the field of business and organization and have led to new evaluations in terms of human resources management. This study aims to understand the impact of the COVID-19 pandemic on human resources management, identify the current innovations and uncertainties in the work of enterprises in the focus of human resources, and analyze the information in this field and present a conceptual and practical framework.<\/span><\/p>\n \u00c7ok k\u0131sa s\u00fcrede ve \u00e7ok daha h\u0131zl\u0131 olumsuz sonu\u00e7lar\u0131 olan \u201cYeni Koronavir\u00fcs Hastal\u0131\u011f\u0131\u201d olarak adland\u0131r\u0131lan COVID-19, D\u00fcnya Sa\u011fl\u0131k \u00d6rg\u00fct\u00fc taraf\u0131ndan, 13 Mart 2020\u2019 de pandemi ve k\u00fcresel sa\u011fl\u0131k tehdidi olarak ilan edilmi\u015ftir. Pandemi k\u00fcresel bazda sosyal, fiziksel, ekonomik ve politik alanlarda bir dizi de\u011fi\u015fikli\u011fe neden olmu\u015f, D\u00fcnya Sa\u011fl\u0131k \u00d6rg\u00fct\u00fc (WHO)(2020) COVID-19 salg\u0131n\u0131n\u0131n, d\u00fcnya \u00e7ap\u0131nda bir\u00e7ok insan\u0131n ruh sa\u011fl\u0131\u011f\u0131n\u0131 etkileyen muazzam bir yenilik ve belirsizlik \u00fcretti\u011fini s\u00f6ylemi\u015ftir. Bireysel, toplumsal ve k\u00fcresel alandaki bu belirsizlik ve yeniliklere paralel olarak \u00e7al\u0131\u015fma hayat\u0131nda da \u00f6nemli de\u011fi\u015fiklikler ya\u015fanm\u0131\u015ft\u0131r. Delloite\u2019un (2021) K\u00fcresel \u0130nsan Kaynaklar\u0131 Trendleri Raporu\u2019na g\u00f6re COVID-19, t\u00fcm d\u00fcnyada \u015firketleri, insani ve ekonomik etkilerin ortas\u0131nda, farkl\u0131 radikal \u00e7al\u0131\u015fma ve y\u00f6netim \u015fekilleri uygulamaya zorlam\u0131\u015f, \u015firketler, tahminleme ve planlama \u00e7abalar\u0131n\u0131 bo\u015fa \u00e7\u0131karan; ani ve \u00f6ng\u00f6r\u00fclmeyen bir krize yan\u0131t vermek zorunda kalm\u0131\u015flad\u0131r. Bu \u00e7al\u0131\u015fma COVID-19 pandemisinin insan kaynaklar\u0131 y\u00f6netimine etkisini anlamak i\u00e7in haz\u0131rlanm\u0131\u015f 5 b\u00f6l\u00fcmden olu\u015fmaktad\u0131r. Giri\u015f b\u00f6l\u00fcm\u00fcnden sonraki ikinci b\u00f6l\u00fcm \u201cCOVID-19 Salg\u0131n\u0131 ve \u0130\u015f Ya\u015fam\u0131na Etkisi\u2019ni a\u00e7\u0131klamaktad\u0131r. \u00dc\u00e7\u00fcnc\u00fc b\u00f6l\u00fcm \u201cCOVID-19 S\u00fcrecinde De\u011fi\u015fen \u0130nsan Kaynaklar\u0131 Uygulamalar\u0131\u2019n\u0131 anlatmakta, d\u00f6rd\u00fcnc\u00fc b\u00f6l\u00fcm ise t\u00fcm bu bilgilere dayanarak \u201cSonu\u00e7 ve Tart\u0131\u015fma\u2019y\u0131 i\u00e7ermektedir.<\/span><\/p>\n COVID-19 ile ekonomik faaliyetlere y\u00f6nelik daralmalar, i\u015f ve e\u011fitim hayat\u0131ndaki d\u00f6n\u00fc\u015f\u00fcmler, salg\u0131n yay\u0131l\u0131m\u0131n\u0131n engellenmesi amac\u0131yla al\u0131nan tedbirler bireylerin finansal, sosyal, psikolojik, mental ve \u00f6zel hayatlar\u0131 \u00fczerinde etkili olmu\u015ftur. (Alpago ve Alpago, 2020). Harward Business Review T\u00fcrkiye\u2019nin 28 Nisan 2021 tarihli \u201c\u0130K\u2019n\u0131n Y\u00fckseli\u015fi: Yeni D\u00f6nem, Yeni \u00d6ncelikler\u201d ba\u015fl\u0131kl\u0131 webinar\u0131nda pandemi ile birlikte de\u011fi\u015fen ve geli\u015fen insan kaynaklar\u0131 \u00e7al\u0131\u015fmalar\u0131 incelenmi\u015f ve webinarda \u00fc\u00e7 ana de\u011fi\u015fimden bahsedilmi\u015ftir: \u0130\u015fin de\u011fi\u015fimi, i\u015f yerinin de\u011fi\u015fimi ve i\u015f g\u00fcc\u00fcn\u00fcn de\u011fi\u015fimi olarak kategorilendirilen bu de\u011fi\u015fim se\u00e7enekleri COVID-19 ile d\u00fcnyadaki \u015firketlerin durumunu da \u00f6zetlemektedir. COVID-19 nedeniyle al\u0131nana tedbirler, mesafe kurallar\u0131 ve kapanmalar baz\u0131 sekt\u00f6rleri direk etkilerken baz\u0131 sekt\u00f6rlerde de dolayl\u0131 olarak etkisini g\u00f6stermi\u015ftir. Konaklama, hizmet, hava yollar\u0131 ile baz\u0131 imalat sekt\u00f6rlerinde kapanmalar ve ara vermeler g\u00f6r\u00fcl\u00fcrken teslimat gibi baz\u0131 sekt\u00f6rlerde ise i\u015f y\u00fck\u00fcnde ciddi bir art\u0131\u015f olarak g\u00f6zlemlenmi\u015ftir. \u0130\u015fletmeler i\u00e7in i\u015f yerleri evden \u00e7al\u0131\u015fma konsepti ile yeniden \u015fekillenmi\u015f, daha \u00f6nce sadece bili\u015fim sekt\u00f6rlerinde g\u00f6rd\u00fc\u011f\u00fcm\u00fcz evden \u00e7al\u0131\u015fma bi\u00e7imi pek \u00e7ok sekt\u00f6r i\u00e7in h\u0131zl\u0131 bir \u015fekilde kabul edilebilir bir uygulama olarak yayg\u0131nla\u015fm\u0131\u015ft\u0131r. Ayr\u0131ca i\u015fletmeler, pandemi s\u00fcrecinde ayakta kalabilmenin, dijital \u00e7a\u011fa uyum sa\u011flamak ve dijital \u00e7a\u011f\u0131n gerekliliklerini yerine getirmekle m\u00fcmk\u00fcn oldu\u011funu anlam\u0131\u015flar ve b\u00f6ylece i\u015f yap\u0131lar\u0131nda, i\u015f ak\u0131\u015flar\u0131nda ve i\u015f yap\u0131\u015f \u015fekillerinde b\u00fcy\u00fck \u00f6l\u00e7\u00fcde de\u011fi\u015fim yapmaya ba\u015flam\u0131\u015flard\u0131r.<\/span><\/p>\n D\u00fcnya \u00e7ap\u0131nda ortaya konulan ola\u011fand\u0131\u015f\u0131 ve \u00e7o\u011fu zaman e\u015fi benzeri g\u00f6r\u00fclmemi\u015f \u00f6nlemlere ra\u011fmen COVID-19 krizinin i\u015fg\u00fcc\u00fc piyasalar\u0131na verdi\u011fi zarar \u00e7ok b\u00fcy\u00fckt\u00fcr ve politika belirleyicileri b\u00fcy\u00fck politika zorluklar\u0131yla kar\u015f\u0131 kar\u015f\u0131yad\u0131r. 2020\u2019nin geri kalan\u0131 ve \u00f6tesi i\u00e7in ger\u00e7ek i\u015fg\u00fcc\u00fc piyasas\u0131 sonu\u00e7lar\u0131 onlar\u0131n ald\u0131\u011f\u0131 kararlara ve k\u00fcresel salg\u0131n\u0131n gelecekteki gidi\u015fat\u0131na ba\u011fl\u0131 olacakt\u0131r. Dahas\u0131, yak\u0131n gelecekte al\u0131nacak kararlar\u0131n \u00e7al\u0131\u015fma ya\u015fam\u0131nda kal\u0131c\u0131 etkilere sahip olmas\u0131 muhtemeldir.<\/p>\n \u0130\u015fin i\u00e7eri\u011finde, \u00e7al\u0131\u015fma \u015feklinde ya\u015fanan t\u00fcm de\u011fi\u015fimler \u00e7al\u0131\u015fanlarda da yeni bir de\u011fi\u015fim alan\u0131 yaratm\u0131\u015f, bu de\u011fi\u015fimler i\u015fletmelerin insan kaynaklar\u0131 faaliyetlerinin i\u00e7erik ve uygulama pratiklerine de yans\u0131m\u0131\u015ft\u0131r.<\/span><\/p>\n \u0130nsan Kaynaklar\u0131 Y\u00f6netimi (\u0130KY), i\u015fg\u00fcc\u00fc, yetenek, planlama, performans, politikalar ve uygulamalar ile i\u015fletmenin kurumsal hedeflerine ba\u015far\u0131yla ula\u015fmas\u0131n\u0131 sa\u011flayan stratejik \u00f6neme sahip ve s\u00fcreklilik arz eden bir s\u00fcre\u00e7tir. (Huselid vd., 1997). COVID-19 Pandemisinin i\u015fe ve i\u015f g\u00fcc\u00fcne olan etkisi insan kaynaklar\u0131 y\u00f6netimi uygulamalar\u0131nda da bir dizi yenilik ve de\u011fi\u015fikli\u011fi beraberinde getirmi\u015ftir. \u00d6rg\u00fctlerin bir \u00e7ok mevcut uygulamay\u0131 terk edip yenilerine y\u00f6neldikleri COVID-19 pandemisi ortam\u0131nda, bu d\u00f6n\u00fc\u015f\u00fcm\u00fcn yans\u0131d\u0131\u011f\u0131 y\u00f6netim uygulamalar\u0131 alanlar\u0131ndan biri de t\u00fcm s\u00fcre\u00e7lerin koordinasyonundaki merkezi rol\u00fc nedeniyle insan kaynaklar\u0131 y\u00f6netimi olmu\u015ftur. \u0130nsan kaynaklar\u0131 uygulay\u0131c\u0131lar\u0131n\u0131n ise kriz zamanlar\u0131nda \u00f6rg\u00fctsel performans\u0131 iyile\u015ftirmeye y\u00f6nelik uygulamalar\u0131 desteklemede merkezi bir rol oynayabilece\u011finin alt\u0131n\u0131 \u00e7izilmektedir (Gunnigle vd., 2019).<\/span><\/p>\n 2021 Deloitte Global \u0130nsan Kaynaklar\u0131 Trendleri Raporu\u2019nda, pandemi ile \u00f6ng\u00f6r\u00fclemeyen ile ba\u015fa \u00e7\u0131kabilecek bir plana sahip olmak \u00e7ok \u00f6nemli olsa da b\u00f6yle bir ortamda tek ba\u015f\u0131na yeterli olmad\u0131\u011f\u0131 ifade edilmi\u015ftir. Bir plana sahip olmaktan daha \u00f6nemlisi, oda\u011f\u0131n\u0131 iyile\u015fmeden geli\u015fmeye \u00e7eviren, temel bir bak\u0131\u015f a\u00e7\u0131s\u0131 de\u011fi\u015fikli\u011finden bahsedilmi\u015ftir. \u0130yile\u015fme odakl\u0131 bir bak\u0131\u015f a\u00e7\u0131s\u0131, y\u0131k\u0131m\u0131 anl\u0131k bir kriz olarak g\u00f6rmekte ve kriz sonras\u0131 \u201cher zaman oldu\u011fu gibi\u201d \u00e7al\u0131\u015fmaya devam edilece\u011fi beklentisiyle ele almaktad\u0131r. \u0130yile\u015fme odakl\u0131 \u015firketler, d\u00fcnyan\u0131n dayatt\u0131\u011f\u0131 ger\u00e7eklikle, bug\u00fcn ba\u015far\u0131l\u0131 olmak i\u00e7in gerekenlerle u\u011fra\u015fmaktad\u0131rlar. Geli\u015fim oda\u011f\u0131 ise, tam tersi \u015fekilde, \u015firketleri her yeni ger\u00e7ekli\u011fi kabul eden ve bu yeni ger\u00e7eklikleri, normlar ve varsay\u0131mlar\u0131 daha \u00f6nce hi\u00e7 d\u00fc\u015f\u00fcn\u00fclmemi\u015f bi\u00e7imde yeniden hayal etmek i\u00e7in kullanan \u015firketler haline getirmektedir. Geli\u015fim oda\u011f\u0131, y\u0131k\u0131m\u0131n d\u00f6nemsel de\u011fil, s\u00fcrekli oldu\u011funun fark\u0131ndad\u0131r ve y\u0131k\u0131m\u0131 \u015firketi ileriye ta\u015f\u0131yacak bir kataliz\u00f6r olarak g\u00f6r\u00fcr. Deloiite\u2019a g\u00f6re \u015firketlerin \u201ciyile\u015fmeden geli\u015fmeye\u201d ge\u00e7i\u015fi, merkezlerindeki insan oda\u011f\u0131na ba\u011fl\u0131d\u0131r ve bu sadece farkl\u0131 bir d\u00fc\u015f\u00fcnme veya hareket etme bi\u00e7imi de\u011fildir.<\/span><\/p>\n \u0130skandinav (Danimarka, Norve\u00e7 ve \u0130sve\u00e7) \u0130K uygulay\u0131c\u0131lar\u0131n\u0131n COVID-19 salg\u0131n\u0131n\u0131 nas\u0131l deneyimlediklerini ara\u015ft\u0131rmak i\u00e7in Aarhus \u00dcniversitesi Y\u00f6netim B\u00f6l\u00fcm\u00fc taraf\u0131ndan \u0130KY\u2019nin kriz y\u00f6netimine nas\u0131l katk\u0131da bulunabilece\u011fini daha iyi anlamak i\u00e7in COVID-19 krizine organizasyonel tepkileri insan y\u00f6netimi perspektifinden incelemeyi ama\u00e7layan ara\u015ft\u0131rmada Kat\u0131l\u0131mc\u0131lar\u0131n \u00e7o\u011funlu\u011fu (% 65) COVID-19 salg\u0131n\u0131n\u0131n organizasyonlar\u0131n\u0131 olumsuz etkiledi\u011fini kabul ederken, \u0130K y\u00f6neticilerinin y\u00fczde 19\u2019u, COVID-19\u2019un kurulu\u015flar\u0131 \u00fczerinde olumsuz bir etkisi g\u00f6rmedi\u011fini belirtmi\u015ftir. \u0130K y\u00f6neticilerinin yaln\u0131zca %11\u2019i kriz s\u0131ras\u0131nda i\u015f yerine gidip gelmi\u015f kalan\u0131 uzaktan \u00e7al\u0131\u015fmaya ge\u00e7mi\u015ftir. Bu ara\u015ft\u0131rma \u0130K y\u00f6neticilerinin s\u00fcre\u00e7te ya\u015fad\u0131klar\u0131n\u0131 anlamak a\u00e7\u0131s\u0131ndan \u00f6nemlidir. Mala (2020)\u2019n\u0131n COVID-19\u2019un \u0130nsan Kaynaklar\u0131 Y\u00f6netimi Uygulamalar\u0131nda Etkisi \u00e7al\u0131\u015fmas\u0131nda COVID-19 salg\u0131n\u0131n\u0131n neden oldu\u011fu artan i\u015fsizlik oran\u0131, maa\u015f kesintisi, COVID-19\u2019un \u00e7al\u0131\u015fanlar \u00fczerindeki psikolojik etkisi, uzaktan \u00e7al\u0131\u015fmay\u0131 y\u00f6netme, \u00e7al\u0131\u015fma saatleri, \u00e7al\u0131\u015fanlar aras\u0131ndaki gerilimler gibi farkl\u0131 sorunlara \u0131\u015f\u0131k tutmu\u015ftur. \u00c7al\u0131\u015fma kapsam\u0131nda Genel literat\u00fcr taramas\u0131n\u0131n bulgular\u0131 ve son g\u00fcncellemeler, finansal g\u00fcvenli\u011fin, d\u00fcnya genelinde istikrars\u0131z ekonomi korkusu, belirsizlik ve artan i\u015fsizlik oran\u0131 nedeniyle ki\u015fisel ve aile sa\u011fl\u0131\u011f\u0131ndan \u00e7ok \u00e7al\u0131\u015fanlar i\u00e7in bir endi\u015fe oldu\u011funu g\u00f6stermekte, \u0130K uygulamalar\u0131n\u0131n karma\u015f\u0131kl\u0131\u011f\u0131n\u0131 azaltarak ve esnekli\u011fi art\u0131rarak \u00e7al\u0131\u015fanlar\u0131n psikolojik s\u00f6zle\u015fmelerini hesaba kat\u0131lmas\u0131 gerekti\u011fi dile getirilmektedir.<\/span><\/p>\n \u0130nsan Kaynaklar\u0131 uygulamalar\u0131 a\u00e7\u0131s\u0131ndan \u00f6nemli bir faaliyet \u201cpersonel se\u00e7me\u201d ba\u015fl\u0131\u011f\u0131d\u0131r. Personel se\u00e7imi bu k\u00fcresel stres ve belirsizlik d\u00f6neminde, kurulu\u015flar bu \u00fc\u00e7 kritik, k\u00fclt\u00fcrel \u00e7eviklik yetkinli\u011fi; belirsizli\u011fe tolerans, esneklik ve t\u00fcm \u00e7al\u0131\u015fanlar i\u00e7in merak olarak tan\u0131mlanm\u0131\u015ft\u0131r. \u00d6zellikle kapanmalar ve uzaktan \u00e7al\u0131\u015fma bi\u00e7iminin yayg\u0131nla\u015fmas\u0131 \u00f6nemli bir \u0130KY faaliyeti olan \u201ce\u011fitim\u201d konusunda da hem E\u011fitimin y\u00f6ntemi hem de e\u011fitim i\u00e7erikleri a\u00e7\u0131s\u0131ndan baz\u0131 yenilikler getirmi\u015ftir. Uzaktan e\u011fitim, COVID-19 salg\u0131n\u0131yla birlikte k\u00fcresel \u00f6l\u00e7ekte bir zorunluluk haline gelmi\u015f ve \u00e7evrimi\u00e7i e\u011fitimler neredeyse t\u00fcm i\u015fletmelerin tercih etti\u011fi bir y\u00f6ntem olurken; teknolojinin kapsaml\u0131 bir \u015fekilde nas\u0131l kullan\u0131laca\u011f\u0131, ileti\u015fim ve i\u015f ak\u0131\u015f\u0131 i\u00e7in ekip d\u00fczeyinde temel kurallar\u0131n nas\u0131l belirlenece\u011fi, yeni normal vb. konularda e\u011fitimler d\u00fczenlenmi\u015ftir. COVID-19 salg\u0131n\u0131 s\u0131ras\u0131nda, evden \u00e7al\u0131\u015f\u0131rken \u00f6\u011frenme, b\u00fcy\u00fcme ve yeterlilik g\u00f6sterme ihtiyac\u0131n\u0131 kar\u015f\u0131lamak i\u00e7in daha fazla bilgi aray\u0131\u015f\u0131n\u0131 te\u015fvik etmi\u015ftir. \u00d6rne\u011fin, LinkedIn Learning kurslar\u0131n\u0131n evden \u00e7al\u0131\u015fma s\u00fcre\u00e7leri ile paralel kullan\u0131mda \u00fc\u00e7 kat art\u0131\u015f g\u00f6r\u00fclm\u00fc\u015ft\u00fcr (Forbes, 2020). COVID-19 salg\u0131n\u0131, sa\u011fl\u0131k ve g\u00fcvenlik sorunlar\u0131n\u0131 merkeze ta\u015f\u0131m\u0131\u015f ve uluslararas\u0131 i\u015fg\u00fcc\u00fcn\u00fcn sa\u011fl\u0131k ve g\u00fcvenli\u011fini y\u00f6netmede \u0130KY i\u015flevinin rol\u00fcne bir \u0131\u015f\u0131k tutmu\u015ftur. Y\u00f6netim ara\u015ft\u0131rmac\u0131lar\u0131, \u00e7al\u0131\u015fanlar\u0131n sa\u011fl\u0131k ve g\u00fcvenli\u011finin i\u015fyerindeki taleplerle (a\u011f\u0131r bir i\u015f y\u00fck\u00fc gibi) ve kaynaklarla (destekleyici bir y\u00f6netici gibi) ba\u011flant\u0131l\u0131 oldu\u011funu zaten iyi biliyor olsa da pandemi ile insan kaynaklar\u0131 uygulamalar\u0131nda \u00f6ne \u00e7\u0131kt\u0131\u011f\u0131n\u0131 g\u00f6zlemlemekteyiz. \u0130\u015fle ilgili talepleri ve kaynaklar\u0131 anlaman\u0131n, \u00e7al\u0131\u015fanlar\u0131n sa\u011fl\u0131k ve g\u00fcvenli\u011fini desteklemek ve s\u00fcrd\u00fcrmek i\u00e7in t\u00fcm y\u00f6neticier ve \u00f6zellikle \u0130K uzmanlar\u0131 i\u00e7in \u00f6nemlidir. Y\u00f6neticilerin ve \u0130K\u2019n\u0131n sa\u011fl\u0131k riskleri ve mevcut sa\u011fl\u0131k kaynaklar\u0131 hakk\u0131nda a\u00e7\u0131k ve tutarl\u0131 ileti\u015fimi kriz d\u00f6nemlerinde \u00f6nem kazanmaktad\u0131r. Ruh sa\u011fl\u0131\u011f\u0131yla ba\u011flant\u0131l\u0131 herhangi bir damgalama, baz\u0131 \u00e7al\u0131\u015fanlar\u0131n yard\u0131m istemesini engelleyebilir ve bu nedenle \u00fcst d\u00fczey y\u00f6neticiler empati ile ileti\u015fim kurmal\u0131, sa\u011fl\u0131k kaynaklar\u0131n\u0131 te\u015fvik etmeli ve \u00e7al\u0131\u015fanlar\u0131n sa\u011fl\u0131\u011f\u0131 ve g\u00fcvenli\u011fi i\u00e7in pratik destek sunmal\u0131d\u0131r. \u0130K uygulamalar\u0131na y\u00f6n veren \u00f6nemli de\u011fi\u015fimlerden biri de COVID-19 krizi s\u0131ras\u0131nda \u00e7al\u0131\u015fanlar\u0131n evden\/uzaktan \u00e7al\u0131\u015fmas\u0131d\u0131r (Gartner, 2020). Bu de\u011fi\u015fim istemsiz oldu\u011fundan, uzun bir s\u00fcre devam etti\u011finden \u00e7al\u0131\u015fanlar\u0131n artan \u00e7al\u0131\u015fma saatlerinin yan\u0131 s\u0131ra artan i\u015f-ya\u015fam \u00e7at\u0131\u015fmas\u0131 ya\u015famalar\u0131 ihtimalini de artt\u0131rmaktad\u0131r. K\u00fcresel olarak hareket halinde olan ve pandemi s\u0131ras\u0131nda kendilerini evden \u00e7al\u0131\u015f\u0131rken bulan \u00e7al\u0131\u015fanlar i\u00e7in, ge\u00e7i\u015f \u00f6zellikle \u00f6nemlidir ve i\u015f ile aile aras\u0131ndaki s\u0131n\u0131rlar yeniden m\u00fczakere ve yeniden organizasyon gerektirmektedir.<\/span><\/p>\n Pandemi d\u00f6neminde OECD (2020) taraf\u0131ndan \u00fclkelerin uzaktan \u00e7al\u0131\u015fma kapasitelerinin karantina maliyetlerini etkiledi\u011fi varsay\u0131m\u0131yla haz\u0131rlanan bir \u00e7al\u0131\u015fma yap\u0131lm\u0131\u015ft\u0131r. Bu \u00e7al\u0131\u015fma \u00fclkelerin ve b\u00f6lgelerin uzaktan \u00e7al\u0131\u015fmaya uyum sa\u011flama kapasitesinin de\u011ferlendirilmesi, farkl\u0131 mesleklerde ger\u00e7ekle\u015ftirilen g\u00f6revlerin \u00e7e\u015fitlili\u011fi \u00fczerinden ger\u00e7ekle\u015ftirilmi\u015ftir. \u00c7al\u0131\u015fmaya g\u00f6re uzaktan \u00e7al\u0131\u015fman\u0131n potansiyeli \u00fclkeler aras\u0131nda \u00fclkeler i\u00e7inde b\u00fcy\u00fck \u00f6l\u00e7\u00fcde farkl\u0131l\u0131k g\u00f6stermi\u015ftir. \u00d6rne\u011fin, L\u00fcksemburg\u2019da i\u015flerin %50\u2019si potansiyel olarak evden yap\u0131labilirken T\u00fcrkiye\u2019de yaln\u0131zca %21\u2019i yap\u0131labilir olarak ortaya \u00e7\u0131km\u0131\u015ft\u0131r. Bu s\u00fcre\u00e7, uzun vadeli planlar\u0131nda birtak\u0131m i\u015flerin kal\u0131c\u0131 olarak uzaktan \u00e7al\u0131\u015fma \u015feklinde yap\u0131lmas\u0131 y\u00f6n\u00fcnde \u00e7al\u0131\u015fmalar\u0131 olan \u015firketler i\u00e7in bir de\u011ferlendirme yapmaya olanak sa\u011flam\u0131\u015ft\u0131r.<\/span><\/p>\n COVID-19 Pandemisi ile ekonomik, sosyal ve fiziksel alandaki de\u011fi\u015fimler insan kaynaklar\u0131 uygulamalar\u0131nda da bir dizi de\u011fi\u015fimi beraberinde getirmi\u015ftir. Bu de\u011fi\u015fimlerden bir k\u0131sm\u0131 se\u00e7ime dayal\u0131 iken, bir k\u0131sm\u0131 pandeminin getirdi\u011fi zorluklarla mecburi olmu\u015ftur. Yap\u0131lan alan yaz\u0131n \u00e7al\u0131\u015fmalar\u0131 insan kaynaklar\u0131 uygulamalar\u0131 ve i\u015flevselli\u011fi a\u00e7\u0131s\u0131ndan \u00e7al\u0131\u015fanlar\u0131n fiziksel ve psikolojik sa\u011fl\u0131\u011f\u0131n\u0131 \u00f6ne \u00e7\u0131karan bir bak\u0131\u015f a\u00e7\u0131s\u0131n\u0131 \u00f6n\u00fcm\u00fcze sunmu\u015ftur. Daha \u00f6nceleri de konu\u015fulan ancak bu kadar yayg\u0131n dile getirilmeyen \u201c\u00e7al\u0131\u015fan sa\u011fl\u0131\u011f\u0131 ve g\u00fcvenli\u011fi\u201d kavramlar\u0131 insan kaynaklar\u0131n\u0131n rol\u00fcne \u0131\u015f\u0131k tutan kavramlar olarak kar\u015f\u0131m\u0131za \u00e7\u0131kmaktad\u0131r.<\/span><\/p>\n Pandeminin insan kaynaklar\u0131na etkisi ara\u015ft\u0131r\u0131l\u0131rken insan kayna\u011f\u0131 \u00e7al\u0131\u015fanlar\u0131n\u0131n durumdan etkilenme d\u00fczeyleri hesaba kat\u0131lmas\u0131 gereken de\u011fi\u015fkenlerden biridir. \u00c7al\u0131\u015fanlar\u0131n iyilik halini ve verimlili\u011finin sa\u011flanmas\u0131nda \u00f6nemli bir rol\u00fc olan \u0130K \u00e7al\u0131\u015fanlar\u0131n\u0131n her t\u00fcrl\u00fc iyile\u015ftirme, de\u011fi\u015fim ve geli\u015fim i\u00e7in planlaman\u0131n d\u0131\u015f\u0131nda \u201c\u00e7al\u0131\u015fan\u201d olduklar\u0131 ger\u00e7e\u011fini g\u00f6zden ka\u00e7\u0131rmamak \u00f6nemlidir.<\/span><\/p>\n 2020. [online] Available at: <https:\/\/www.forbes.com\/sites\/tomvanderark\/2020\/05\/07\/%20pandemic-spike- in-ai-learning%E2%80%93and-what-it-means-for-schools\/%20\/?sh=3c25df9f3cee#771cf7df5079.> [Accessed 16 June 2021].<\/span><\/p>\n Alpago, \u00d6. \u00dc. H., &Alpago, \u00d6. G. D. O. (2020). Koronavir\u00fcs Salg\u0131n\u0131n\u0131n Sosyoekonomik Sonu\u00e7lar\u0131. IBAD Sosyal Bilimler Dergisi, 8, 99-114.<\/span><\/p>\n Caligiuri, P., De Cieri, H., Minbaeva, D., Verbeke, A., & Zimmermann, A. (2020). International HRM insights for navigating the COVID-19 pandemic: Implications for future research and practice.<\/span><\/p>\n Covid19.saglik.gov.tr. (2021).S\u0131k\u00e7a Sorulan Sorular (Halka Y\u00f6nelik). https:\/\/covid19.saglik.gov.tr\/TR- 66125\/sikca-sorulan-sorular-halka-yonelik.html.<\/span><\/p>\n Deloitte Insights. (2021) 2021 Global \u0130nsan Kaynaklar\u0131 Trendleri. Retrieved from https:\/\/www2.deloitte.com\/tr\/tr\/pages\/human-capital\/articles\/2021-global-insan-kaynaklari-trendleri- raporu.html<\/span><\/p>\n Gunnigle, P., Lavelle, J. & Monaghan, S. (2019). Multinational companies and human resource management in Ireland during recession: A retrospective from a highly globalized economy. Thunderbird International Business Review, 61(3), 481-489.<\/span><\/p>\n Huselid, M. A., Jackson, S. A ve Schuler, R. S. (1997). Technical and strategic human resource management effectiviness as determinants of firm perfomance. Academy of Management Journal, 40(1), 171-188.<\/span><\/p>\n Ilo.org. 2020.ILO G\u00f6zlem: COVID-19 ve \u00c7al\u0131\u015fma Ya\u015fam\u0131, 5. Bask\u0131. [online] Available at:<\/span><\/p>\n <https:\/\/www.ilo.org\/ankara\/areas-of-work\/covid-19\/WCMS_752118\/lang–tr\/index.htm> [Accessed 14<\/span><\/p>\n June 2021].<\/span><\/p>\n Mala, W. A. (2020). How COVID-19 Changes the HRM Practices (Adapting One HR Strategy May Not Fit to All). Available at SSRN 3736719.<\/span><\/p>\n OECD. 2020. Capacity for remote working can affect lockdown costs differently across places. [online]<\/span><\/p>\n Available at: <https:\/\/www.oecd.org\/coronavirus\/policy-responses\/capacity-for-remote-working-can-<\/span><\/p>\n affect-lockdown-costs-differently-across-places-0e85740e\/> [Accessed 14 June 2021].<\/span><\/p>\n \u00d6ge, E. ve \u00c7etin, M. (2020). Cov\u0131d-19 Pandemisi: \u0130nsan Kaynaklar\u0131 Y\u00f6netimi A\u00e7\u0131s\u0131ndan Olas\u0131 Etkileri. Cov\u0131d- 19 S\u00fcreci ve \u00d6rg\u00fctsel Y\u00f6netim, Edit. Alper Tutcu ve Serkan G\u00fcn, \u0130ksad Yay\u0131nevi: Ankara.<\/span><\/p>\n Pure.au.dk. 2020. Human resource management practices in times of the COVID-19 pandemic- Research- Aarhus University. [online] Available at: <https:\/\/pure.au.dk\/portal\/en\/persons\/marie-freia- wunderlich(456be45a-1961-45ce-bb88-9a98ae81f4b0)\/publications\/human-resource-management- practices-in-times-of-the-covid19-pandemic(1875db9e-72a2-4d25-8f34-a8354f8f9de8).html> [Accessed 14 June 2021].<\/span><\/p>\n Webinar.hbrturkiye.com. 2021.\u0130K\u2019n\u0131n Y\u00fckseli\u015fi: Yeni D\u00f6nem, Yeni \u00d6ncelikler. [online] Available at:<https:\/\/webinar.hbrturkiye.com\/live\/ik-nin-yukselisi-yeni-donem-yenioncelikler\/ db53281c87c0e9a5050e6d5f5ee70733> [Accessed 8 May 2021].<\/span><\/p>\n Who.int. (2020).Impact of COVID-19 on people\u2019s livelihoods, their health and our food systems. https:\/\/www.who.int\/news\/item\/13-10-2020-impact-of-covid-19-on-people%27s-livelihoods-their-health- and-our-food-systems.<\/span><\/p>\n \u00a0<\/p>\n We value our customers. You can visit us at any time during working hours.<\/p>\n<\/div>\nABSTRACT<\/b><\/span><\/h2>\n
1.G\u0130R\u0130\u015e<\/b><\/span><\/h2>\n
2. COVID-19 SALGINI VE \u0130\u015e YA\u015eAMINA ETK\u0130S\u0130<\/b><\/span><\/h2>\n
3. COVID-19 D\u00d6NEM\u0130NDE \u0130NSAN KAYNAKLARI UYGULAMALARI<\/b><\/span><\/h2>\n
4.SONU\u00c7 VE TARTI\u015eMA<\/b><\/span><\/h2>\n
SOURCE<\/b><\/span><\/h2>\n