Uluslararas\u0131 dan\u0131\u015fmanl\u0131k hizmetleri \u015firketi EY, 29 \u00fclkeden 15.000 \u00e7al\u0131\u015fan\u0131n ve 1.500 i\u015fverenin kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015ftirdi\u011fi\u00a0EY Work Reimagined 2025 Ara\u015ft\u0131rmas\u0131\u2019n\u0131n sonu\u00e7lar\u0131n\u0131 a\u00e7\u0131klad\u0131. \u0130\u015f d\u00fcnyas\u0131nda yetenek dinamiklerinin nabz\u0131n\u0131 takip eden ve bu sene yapay zek\u00e2n\u0131n i\u015f d\u00fcnyas\u0131 \u00fczerindeki etkilerini oda\u011fa alan ara\u015ft\u0131rma; yapay zek\u00e2 (AI) uygulamalar\u0131yla insan kayna\u011f\u0131n\u0131n bu d\u00f6n\u00fc\u015f\u00fcme haz\u0131rl\u0131k d\u00fczeyi kapsam\u0131nda baz\u0131 geli\u015fime a\u00e7\u0131k alanlar oldu\u011funu g\u00f6zler \u00f6n\u00fcne seriyor. Ayr\u0131ca ara\u015ft\u0131rma, yapay zek\u00e2n\u0131n g\u00fc\u00e7l\u00fc bir yetenek stratejisi temelinde uygulanarak etkin bi\u00e7imde kullan\u0131lmas\u0131yla, bunun \u015firketlerin verimlili\u011fini %40\u2019a kadar y\u00fckseltme potansiyeli ta\u015f\u0131d\u0131\u011f\u0131n\u0131 ortaya koyuyor.\u00a0<\/p>\n
Yetenek stratejilerinin yapay zek\u00e2 oda\u011f\u0131nda geli\u015ftirilmesi \u00f6nem kazan\u0131yor<\/p>\n
Ara\u015ft\u0131rmaya kat\u0131lan \u00e7al\u0131\u015fanlar\u0131n %88\u2019i g\u00fcnl\u00fck rutin i\u015flerinde yapay zek\u00e2y\u0131 kulland\u0131\u011f\u0131n\u0131 belirtiyor; ancak bu kullan\u0131m \u00e7o\u011funlukla bilgi ara\u015ft\u0131rmas\u0131 yapmak (%54) ve belge \u00f6zetlemek (%38) gibi temel uygulamalarla s\u0131n\u0131rl\u0131 kal\u0131rken, \u00e7al\u0131\u015fanlar\u0131n yaln\u0131zca %5\u2019i yapay zek\u00e2y\u0131 i\u015f yap\u0131\u015f bi\u00e7imlerini d\u00f6n\u00fc\u015ft\u00fcrecek \u015fekilde, ileri d\u00fczeyde kullan\u0131yor. Bununla birlikte ara\u015ft\u0131rma, yapay zek\u00e2n\u0131n i\u015f d\u00fcnyas\u0131nda yayg\u0131n \u015fekilde benimsenmesine ra\u011fmen, \u00e7al\u0131\u015fanlar\u0131n yapay zek\u00e2yla ilgili baz\u0131 endi\u015feleri oldu\u011funu da ortaya koyuyor. \u00c7al\u0131\u015fanlar\u0131n %37\u2019si, yapay zek\u00e2ya a\u015f\u0131r\u0131 ba\u011f\u0131ml\u0131l\u0131\u011f\u0131n kendi yetenek ve uzmanl\u0131klar\u0131n\u0131 zay\u0131flatabilece\u011finden endi\u015fe ederken; %64\u2019\u00fc artan performans bask\u0131s\u0131 nedeniyle i\u015f y\u00fcklerinin artt\u0131\u011f\u0131n\u0131 d\u00fc\u015f\u00fcn\u00fcyor. Ayn\u0131 zamanda \u00e7al\u0131\u015fanlar\u0131n yaln\u0131zca %12\u2019si, yapay zek\u00e2n\u0131n sundu\u011fu verimlilik potansiyelinden tam anlam\u0131yla yararlanabilecek d\u00fczeyde e\u011fitim ald\u0131\u011f\u0131n\u0131 belirtiyor. Ayr\u0131ca i\u015fverenlerin kurum i\u00e7i yapay zek\u00e2 uygulamas\u0131 sunma \u00e7abalar\u0131na ra\u011fmen, \u00e7al\u0131\u015fanlar\u0131n kurum taraf\u0131ndan resmi olarak onaylanmayan yapay zek\u00e2 ara\u00e7lar\u0131na y\u00f6nelmesiyle \u201cg\u00f6lge yapay zek\u00e2\u201d (\u201cshadow AI\u201d) kullan\u0131m\u0131 yayg\u0131nl\u0131\u011f\u0131n\u0131 koruyor. Ara\u015ft\u0131rmaya g\u00f6re, d\u00fcnya genelinde farkl\u0131 sekt\u00f6rlerde \u00e7al\u0131\u015fanlar\u0131n %23 ila %58\u2019i bu gibi uygulamalara y\u00f6neliyor.<\/p>\n
Ara\u015ft\u0131rma, \u00f6nemli bir konuya daha dikkat \u00e7ekiyor: Yetersiz \u00f6\u011frenme f\u0131rsatlar\u0131 ve yanl\u0131\u015f \u00f6d\u00fcllendirme sistemleri gibi k\u0131r\u0131lgan yetenek temelleri \u00fczerine kurulan yapay zek\u00e2n\u0131n ve yeni teknolojilerin potansiyel faydalar\u0131, b\u00fcy\u00fck \u00f6l\u00e7\u00fcde azal\u0131yor. Ara\u015ft\u0131rmaya g\u00f6re, yetenek ve teknolojiyi etkin bi\u00e7imde entegre ederek \u201cyetenek avantaj\u0131\u201d (\u201ctalent advantage\u201d) elde eden kurumlar daha y\u00fcksek de\u011fer kazan\u0131m\u0131 elde ediyor. Ancak bu seviyeye ula\u015fma yolunda ilerleyen kurumlar\u0131n oran\u0131n\u0131n yaln\u0131zca %28 oldu\u011fu g\u00f6r\u00fcl\u00fcyor.<\/p>\n
\u00c7al\u0131\u015fan memnuniyeti artarken, yapay zek\u00e2 yetkinlikleriyle d\u0131\u015f f\u0131rsatlar daha cazip hale gelebiliyor<\/p>\n
\u00c7al\u0131\u015fan deneyiminin \u00f6l\u00e7\u00fclmesinde temel bir g\u00f6sterge olan \u201ck\u00fcresel yetenek sa\u011fl\u0131\u011f\u0131\u201d (\u201cglobal talent health\u201d) endeksi ge\u00e7en y\u0131la g\u00f6re 0\u2013100 \u00f6l\u00e7e\u011finde 10 puan artarak 55\u2019ten 65\u2019e y\u00fckseldi. Yakla\u015f\u0131k %18 oran\u0131ndaki bu y\u00fckseli\u015f; \u015firketlerde \u00f6d\u00fcllendirme, geli\u015fim ve kurum k\u00fclt\u00fcr\u00fcne y\u00f6nelik memnuniyetin artt\u0131\u011f\u0131n\u0131 yans\u0131t\u0131yor. Ayn\u0131 zamanda k\u00fcresel \u00e7apta \u00e7al\u0131\u015fanlar\u0131n i\u015ften ayr\u0131lma iste\u011fi %29 oran\u0131na gerileyerek, 2021\u2019de g\u00f6r\u00fclen %43\u2019l\u00fck zirveye k\u0131yasla son d\u00f6rt y\u0131l\u0131n en d\u00fc\u015f\u00fck seviyesine geldi.<\/p>\n
Bununla birlikte, istihdam\u0131n yava\u015flad\u0131\u011f\u0131 d\u00f6nemlerde \u00e7al\u0131\u015fanlar\u0131n mevcut pozisyonlar\u0131na daha s\u0131k\u0131 tutundu\u011fu g\u00f6zlemleniyor. Ancak yapay zek\u00e2 s\u00f6z konusu oldu\u011funda tablo de\u011fi\u015fiyor. Liderlik yakla\u015f\u0131m\u0131, yapay zek\u00e2n\u0131n benimsenmesini ve s\u00fcrekli \u00f6\u011frenmeyi destekleyen kurum k\u00fclt\u00fcr\u00fc olu\u015fturmada kritik bir rol oynarken, ekibine g\u00fcvenen, onlar\u0131 geli\u015ftiren ve \u00f6nemseyen liderler kurum k\u00fclt\u00fcr\u00fcn\u00fcn tonunu belirliyor ve yetenek sa\u011fl\u0131\u011f\u0131n\u0131n %44\u2019\u00fcn\u00fc \u015fekillendiriyor.<\/p>\n
Ara\u015ft\u0131rma ayr\u0131ca \u00e7al\u0131\u015fanlar\u0131n yetkinliklerini geli\u015ftirmeye y\u00f6nelik yat\u0131r\u0131mlar\u0131n, d\u00f6n\u00fc\u015f\u00fcm\u00fc h\u0131zland\u0131rd\u0131\u011f\u0131n\u0131, ancak ayn\u0131 zamanda \u00e7al\u0131\u015fan ba\u011fl\u0131l\u0131\u011f\u0131 konusunda baz\u0131 zorluklar olu\u015fturdu\u011funu ortaya koyuyor. Ara\u015ft\u0131rmaya g\u00f6re; y\u0131lda 81 saatten fazla yapay zek\u00e2 e\u011fitimi alan \u00e7al\u0131\u015fanlar, ortalaman\u0131n \u00fczerinde haftal\u0131k 14 saatlik bir verimlilik art\u0131\u015f\u0131 bildiriyor. Ancak, yapay zek\u00e2 yeteneklerine olan talebin fazlal\u0131\u011f\u0131 ve d\u0131\u015f f\u0131rsatlar\u0131n \u015firket i\u00e7i terfi d\u00f6ng\u00fclerinden daha cazip hale gelmesinden dolay\u0131 bu \u00e7al\u0131\u015fanlar\u0131n mevcut i\u015flerinden ayr\u0131lma olas\u0131l\u0131\u011f\u0131 %55 daha fazla olabiliyor. \u0130\u015fverenler, \u00e7al\u0131\u015fanlar\u0131n teknolojiye eri\u015fim, esneklik ve yapay zek\u00e2 becerilerini kullanmalar\u0131na imk\u00e2n tan\u0131yan kariyer f\u0131rsatlar\u0131n\u0131 da i\u00e7eren kapsaml\u0131 bir paket sunarak \u00e7al\u0131\u015fanlar\u0131 elde tutma konusunda zorluklar\u0131 azaltabilir.<\/p>\n
Yetenek avantaj\u0131 \u015firketlere de\u011fer kat\u0131yor<\/p>\n
Ara\u015ft\u0131rma, insan fakt\u00f6rleri ile yapay zek\u00e2 entegrasyonu aras\u0131ndaki etkile\u015fimi; yapay zek\u00e2 benimseme ba\u015far\u0131s\u0131, \u00f6\u011frenme, yetenek sa\u011fl\u0131\u011f\u0131, kurum k\u00fclt\u00fcr\u00fc ve \u00f6d\u00fcllendirme mekanizmalar\u0131 olmak \u00fczere be\u015f temel alanda ortaya koyarken, bu alanlarda \u00f6ne \u00e7\u0131kan kurumlar \u201cyetenek avantaj\u0131\u201d elde ederek yapay zek\u00e2dan d\u00f6n\u00fc\u015f\u00fcmsel bir de\u011fer elde edebiliyor.<\/p>\n
EY T\u00fcrkiye Dan\u0131\u015fmanl\u0131k Hizmetleri B\u00f6l\u00fcm Ba\u015fkan\u0131 ve \u015eirket Orta\u011f\u0131 G\u00f6khan G\u00fcm\u00fc\u015fl\u00fc,\u00a0ara\u015ft\u0131rma ile ilgili \u015fu de\u011ferlendirmelerde bulundu:<\/p>\n
\u201cEY olarak, k\u00fcresel yetenek dinamiklerini, yapay zek\u00e2n\u0131n benimsenmesini ve \u00e7al\u0131\u015fma k\u00fclt\u00fcr\u00fcndeki de\u011fi\u015fimleri daha iyi anlamak ad\u0131na ger\u00e7ekle\u015ftirdi\u011fimiz\u00a0EY Work Reimagined 2025 Ara\u015ft\u0131rmas\u0131; yapay zek\u00e2n\u0131n i\u015f d\u00fcnyas\u0131ndaki mevcudiyetini her ge\u00e7en g\u00fcn art\u0131rd\u0131\u011f\u0131n\u0131 g\u00f6zler \u00f6n\u00fcne seriyor. \u00c7al\u0131\u015fanlar\u0131n ve i\u015fverenlerin yapay zek\u00e2y\u0131 benimseme oranlar\u0131n\u0131n da giderek y\u00fckseldi\u011fini g\u00f6steren ara\u015ft\u0131rmada, etkili kurgulanmayan modellere entegre edilen teknoloji ve yapay zek\u00e2 yat\u0131r\u0131mlar\u0131n\u0131n ger\u00e7ek potansiyelini ortaya \u00e7\u0131karamad\u0131\u011f\u0131n\u0131 g\u00f6zlemliyoruz. Ara\u015ft\u0131rmaya g\u00f6re, \u015firketlerin yetenek stratejisindeki baz\u0131 eksiklikler nedeniyle ka\u00e7\u0131rd\u0131klar\u0131 verimlilik art\u0131\u015f potansiyeli yakla\u015f\u0131k %40 oran\u0131na ula\u015fabiliyor. Bu noktada, \u00e7al\u0131\u015fanlar\u0131n yapay zek\u00e2yla ilgili endi\u015felerinin giderilmesi, i\u015fveren taraf\u0131nda yat\u0131r\u0131m modellerinin do\u011fru dizayn edilmesi \u00f6nem ta\u015f\u0131yor. K\u0131sacas\u0131 insan\u0131 merkeze alan y\u00f6ntemlerle yapay zek\u00e2 uygulamalar\u0131 ve i\u015f g\u00fcc\u00fcn\u00fcn daha uyumlu hale getirilmesi gerekiyor. Yapay zek\u00e2n\u0131n, gelecekte yetenek g\u00fcc\u00fcyle \u00e7ok daha ileri bir seviyeye ula\u015faca\u011f\u0131 a\u015fik\u00e2r. \u0130\u015f d\u00fcnyas\u0131n\u0131n her ge\u00e7en g\u00fcn yeniden \u015fekillenece\u011fi bu yak\u0131n gelecekte rekabet avantaj\u0131 elde etmek isteyen \u015firketlerin, insan fakt\u00f6r\u00fcn\u00fcn merkezde oldu\u011fu yapay zek\u00e2 d\u00f6n\u00fc\u015f\u00fcm\u00fcne ivme kazand\u0131rmalar\u0131 gerekiyor.\u201d\u00a0<\/p>\n
Kaynak: (BYZHA) Beyaz Haber Ajans\u0131<\/p>\n","protected":false},"excerpt":{"rendered":"
Uluslararas\u0131 dan\u0131\u015fmanl\u0131k hizmetleri \u015firketi EY, 29 \u00fclkeden 15.000 \u00e7al\u0131\u015fan\u0131n ve 1.500 i\u015fverenin kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015ftirdi\u011fi\u00a0EY Work Reimagined 2025 Ara\u015ft\u0131rmas\u0131\u2019n\u0131n sonu\u00e7lar\u0131n\u0131 a\u00e7\u0131klad\u0131.<\/p>\n","protected":false},"author":1,"featured_media":7882,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[2],"tags":[583,971,706,1668,1481],"class_list":["post-7881","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ekonomi","tag-arastirma","tag-calisanlarin","tag-ortaya","tag-yetenek","tag-zekanin"],"_links":{"self":[{"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/posts\/7881","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/comments?post=7881"}],"version-history":[{"count":0,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/posts\/7881\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/media\/7882"}],"wp:attachment":[{"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/media?parent=7881"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/categories?post=7881"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/vansondakikahaberler.com.tr\/index.php\/wp-json\/wp\/v2\/tags?post=7881"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}