{"id":3663,"date":"2024-12-12T03:54:57","date_gmt":"2024-12-12T03:54:57","guid":{"rendered":"https:\/\/www.zincirmagazalar.org\/?p=3663"},"modified":"2024-12-12T03:56:23","modified_gmt":"2024-12-12T03:56:23","slug":"is-dunyasinda-genai-kullanimi-artiyor","status":"publish","type":"post","link":"https:\/\/www.zincirmagazalar.org\/?p=3663","title":{"rendered":"\u0130\u015f D\u00fcnyas\u0131nda GenAI Kullan\u0131m\u0131 Art\u0131yor"},"content":{"rendered":"\t\t
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EY Work Reimagined Ara\u015ft\u0131rmas\u0131\u2019n\u0131n 2024 versiyonu, i\u015f d\u00fcnyas\u0131nda \u00fcretken yapay zek\u00e2 (GenAI) kullan\u0131m oran\u0131n\u0131 2023\u2019te %22 iken g\u00fcn\u00fcm\u00fczde bu oran\u0131n %75\u2019e y\u00fckseldi\u011fini ve bu teknolojinin benimsenmesinin yetenek y\u00f6netimi ve rekabet\u00e7i kazan\u0131mlar ile ili\u015fkili oldu\u011funu ortaya koyuyor. <\/strong><\/span><\/p>

Uluslararas\u0131 dan\u0131\u015fmanl\u0131k \u015firketi EY, d\u00fcnya genelinde 23 \u00fclke ve 27 sekt\u00f6rde yer alan \u015firketten 17.350 \u00e7al\u0131\u015fan ve 1.595 i\u015fverenin kat\u0131l\u0131m\u0131yla ger\u00e7ekle\u015ftirdi\u011fi EY Work Reimagined 2024 Ara\u015ft\u0131rmas\u0131\u2019n\u0131n sonu\u00e7lar\u0131n\u0131 a\u00e7\u0131klad\u0131. Ara\u015ft\u0131rma, teknoloji alan\u0131ndaki d\u00f6n\u00fc\u015f\u00fcm\u00fcn ve dinamik i\u015f g\u00fcc\u00fc piyasas\u0131n\u0131n, i\u015fverenlerin daha verimli sonu\u00e7lar elde etmeleri konusunda nas\u0131l f\u0131rsatlar yaratabilece\u011fine ili\u015fkin \u00f6nemli bulgular sunuyor.<\/span><\/p>

EY ara\u015ft\u0131rmas\u0131na g\u00f6re \u015firketlerde \u00fcretken yapay zek\u00e2 (GenAI) kullan\u0131m oran\u0131 \u00f6nemli \u00f6l\u00e7\u00fcde artarak 2023 y\u0131l\u0131nda %22 iken g\u00fcn\u00fcm\u00fczde %75\u2019e y\u00fckseldi. K\u00fcresel \u00e7apta en y\u00fcksek kullan\u0131m oran\u0131n\u0131n teknoloji sekt\u00f6r\u00fcnde (%90), en d\u00fc\u015f\u00fck oran\u0131n ise kamu sekt\u00f6r\u00fcnde (%60) oldu\u011fu g\u00f6r\u00fcl\u00fcyor. Ara\u015ft\u0131rmaya kat\u0131lan \u00e7al\u0131\u015fanlar\u0131n \u00fc\u00e7te birinden fazlas\u0131, GenAI kullan\u0131m\u0131n\u0131n verimlilikte (%37) ve katma de\u011feri y\u00fcksek i\u015flere odaklanma becerisinde (%36) olumlu etkileri oldu\u011funu belirtiyor. Ayr\u0131ca, GenAI kullan\u0131m\u0131n\u0131n beceri geli\u015ftirme yeterlili\u011fiyle ili\u015fkili oldu\u011funu da ortaya koyuyor. Bu do\u011frultuda, GenAI kullanan \u00e7al\u0131\u015fanlar\u0131n %58’i \u015firketlerinin geli\u015fim ve e\u011fitim programlar\u0131n\u0131n \u201cortalaman\u0131n \u00fczerinde\u201d veya \u201cm\u00fckemmel\u201d oldu\u011funu s\u00f6yl\u00fcyor.<\/p>

GenAI Kullan\u0131m\u0131 G\u00fcnden G\u00fcne Artarken, \u015eirketlerin Yetenek Y\u00f6netiminde \u00c7evik Olmas\u0131 Gerekiyor<\/strong>
GenAI’\u0131n benimsenme h\u0131z\u0131 ve bu teknolojiyi kullanacak yeteneklere duyulan ihtiya\u00e7, kurulu\u015flar\u0131n \u00e7evik ve de\u011fi\u015fime duyarl\u0131 kalmas\u0131n\u0131 gerektiriyor. Ayr\u0131ca ara\u015ft\u0131rmaya g\u00f6re t\u00fcm \u00e7al\u0131\u015fanlar\u0131n yakla\u015f\u0131k d\u00f6rtte birinin (%23) \u00fcretken yapay zek\u00e2 teknolojisini yayg\u0131n olarak kulland\u0131\u011f\u0131 g\u00f6r\u00fcl\u00fcrken, Y ku\u015fa\u011f\u0131n\u0131n kullan\u0131m\u0131 (%27) ile baby boomers ku\u015fa\u011f\u0131n\u0131n kullan\u0131m\u0131 (%7) aras\u0131ndaki fark, GenAI ile ilgili becerilerin ku\u015faklar aras\u0131nda da tutarl\u0131 bir \u015fekilde benimsenmesinin \u00f6nemini vurguluyor.
Ara\u015ft\u0131rma, i\u015f d\u00fcnyas\u0131n\u0131n geleneksel kariyer ve i\u015f yeri fikirlerinden giderek daha fazla uzakla\u015ft\u0131\u011f\u0131n\u0131 da g\u00f6steriyor. \u00c7al\u0131\u015fanlar her ne kadar i\u015fverenlerini desteklemek i\u00e7in motive ve istekli olsalar da daha y\u00fcksek \u00fccret (%81), daha iyi refah ve kariyer olanaklar\u0131 (%79), liderlik kalitesi (%76) ve uzaktan \u00e7al\u0131\u015fma (%75) gibi konular a\u00e7\u0131s\u0131ndan yeni f\u0131rsatlar\u0131 de\u011ferlendirdiklerini belirtiyor.<\/p>

Yetenek Yar\u0131\u015f\u0131nda Yeni Stratejiler \u00d6n Plana \u00c7\u0131k\u0131yor<\/strong>
Yetenek yar\u0131\u015f\u0131n\u0131 kazanmaya y\u00f6nelik geleneksel stratejiler, temel yetenek ak\u0131\u015f\u0131yla (yetene\u011fi \u00e7ekme ve elde tutma) ba\u015f edemiyor. Ara\u015ft\u0131rmaya kat\u0131lan t\u00fcm \u00e7al\u0131\u015fanlar\u0131n %38’i \u00f6n\u00fcm\u00fczdeki 12 ay i\u00e7inde i\u015ften ayr\u0131lmay\u0131 d\u00fc\u015f\u00fcnebileceklerini belirtirken, bunlar\u0131n %26’s\u0131 mevcut sekt\u00f6rlerinde kalmak istediklerini, %25’i ise farkl\u0131 bir sekt\u00f6re ge\u00e7mek istediklerini belirtiyor. \u00d6zellikle ara\u015ft\u0131rmaya kat\u0131lan Y ku\u015fa\u011f\u0131n\u0131n %40\u2019\u0131 i\u015ften ayr\u0131lmay\u0131 d\u00fc\u015f\u00fcn\u00fcrken, baby boomers ku\u015fa\u011f\u0131n\u0131n yaln\u0131zca %23\u2019\u00fc b\u00f6yle d\u00fc\u015f\u00fcn\u00fcyor. Z ku\u015fa\u011f\u0131 ve Y ku\u015fa\u011f\u0131n\u0131n i\u015ften ayr\u0131lma olas\u0131l\u0131\u011f\u0131n\u0131n baby boomers ku\u015fa\u011f\u0131na g\u00f6re 1.8 kat daha fazla oldu\u011fu g\u00f6r\u00fcl\u00fcyor; erkekler ise kad\u0131nlara g\u00f6re 1.2 kat daha fazla i\u015ften ayr\u0131lmay\u0131 planl\u0131yor. Ayn\u0131 zamanda ara\u015ft\u0131rma, \u00e7al\u0131\u015fanlar\u0131n i\u015ften ayr\u0131lma iste\u011finin ekonomik belirsizliklere ra\u011fmen ge\u00e7en seneye g\u00f6re %4 artt\u0131\u011f\u0131n\u0131 belirtiyor.<\/p>

Bir kurumun bu kapsamdaki ba\u015far\u0131s\u0131 genellikle \u00e7al\u0131\u015fanlar\u0131n g\u00f6revde kalma s\u00fcresi, k\u00fclt\u00fcr \u00f6l\u00e7\u00fctleri ve g\u00fc\u00e7l\u00fc i\u015fe al\u0131m s\u00fcreciyle tan\u0131mlan\u0131r. Ancak bu k\u0131staslar her zaman bir kurulu\u015fun ger\u00e7ek durumunu yans\u0131tmayabilir. G\u00fcn\u00fcm\u00fczde yetenek liderleri, bir \u00e7al\u0131\u015fan\u0131n \u015firket b\u00fcnyesinde ne kadar s\u00fcre kalaca\u011f\u0131na de\u011fil, \u00e7al\u0131\u015fan\u0131n \u015firkete sa\u011flad\u0131\u011f\u0131 katk\u0131n\u0131n kalitesine odaklanmal\u0131d\u0131r.<\/p>

\u015eirketlerin Yetenek Avantaj\u0131 Elde Etmeleri \u0130\u00e7in 5 Fakt\u00f6r\u00fc Dikkate Almalar\u0131 Gerekiyor<\/strong>
Ara\u015ft\u0131rma, \u015firketlerin yetenek avantaj\u0131 elde etmesinin \u00f6nemini vurguluyor ve bu durum \u201cYetenek sa\u011fl\u0131\u011f\u0131 ve ak\u0131\u015f\u0131\u201d, \u201ci\u015f teknolojisi ve GenAI\u201d; \u201c\u00e7al\u0131\u015fan \u00f6d\u00fcllendirme y\u00f6ntemleri\u201d; \u201c\u00f6\u011frenme, beceriler ve kariyer yollar\u0131\u201d; \u201c\u015firket k\u00fclt\u00fcr\u00fc ve \u00e7al\u0131\u015fma alanlar\u0131\u201d olmak \u00fczere be\u015f fakt\u00f6r \u00fczerinden \u00f6l\u00e7\u00fcl\u00fcyor. Yetenek avantaj\u0131na sahip \u015firketlerin son iki y\u0131lda \u00fcretkenliklerinin \u00f6nemli \u00f6l\u00e7\u00fcde artt\u0131\u011f\u0131n\u0131 s\u00f6yleme olas\u0131l\u0131\u011f\u0131 yakla\u015f\u0131k yedi kat, mevcut ekonomik ko\u015fullarda \u00f6nemli \u00f6l\u00e7\u00fcde y\u00fcksek performans g\u00f6sterdiklerini s\u00f6yleme olas\u0131l\u0131\u011f\u0131 ise yakla\u015f\u0131k alt\u0131 kat daha fazlad\u0131r. Ancak, ankete kat\u0131lan i\u015fverenlerin sadece %32\u2019sinin yetenek avantaj\u0131 elde edebilmek i\u00e7in stratejik becerilere sahip oldu\u011fu g\u00f6r\u00fcl\u00fcyor.<\/p>

EY T\u00fcrkiye Dan\u0131\u015fmanl\u0131k B\u00f6l\u00fcm\u00fc \u015eirket Orta\u011f\u0131 ve \u0130\u015f G\u00fcc\u00fc Dan\u0131\u015fmanl\u0131\u011f\u0131 Lideri Ersin Y\u0131ld\u0131r\u0131m, ara\u015ft\u0131rmayla ilgili de\u011ferlendirmesinde \u015funlar\u0131 s\u00f6yledi: \u201cGenAI teknolojisinin benimsenme h\u0131z\u0131, \u015firketlerin her alanda oldu\u011fu gibi yetenek y\u00f6netiminde de \u00e7evik olmas\u0131n\u0131 ve buna y\u00f6nelik \u00e7e\u015fitli stratejiler geli\u015ftirmesini zorunlu k\u0131l\u0131yor. Bu do\u011frultuda, GenAI\u2019yi en etkin \u015fekilde kullanan i\u015fverenler, en iyi yetenekler i\u00e7in en cazip yerler aras\u0131nda olma f\u0131rsat\u0131 yakal\u0131yor. \u015eirketlerin yetenek avantaj\u0131 elde etmelerinde temel bir belirleyici fakt\u00f6r olan Gen AI teknolojisinin yan\u0131 s\u0131ra \u015firket k\u00fclt\u00fcr\u00fc, \u00e7al\u0131\u015fan \u00f6d\u00fcllendirme y\u00f6ntemleri, beceriler, e\u011fitimler ve kariyer yollar\u0131 gibi i\u015f g\u00fcc\u00fc alanlar\u0131nda stratejilerinin geli\u015ftirilmesi \u015firketlerin yetenek avantaj\u0131 elde etmelerinde b\u00fcy\u00fck \u00f6nem ta\u015f\u0131yor. EY Work Reimagined 2024 Ara\u015ft\u0131rmas\u0131\u2019na g\u00f6re, yetenek avantaj\u0131na sahip \u015firketlerin ise verimlilik ve y\u00fcksek performans g\u00f6stergelerinde \u00f6ne \u00e7\u0131kma olas\u0131l\u0131\u011f\u0131n\u0131n daha y\u00fcksek oldu\u011fu ortaya koyuluyor.\u201d<\/p>

Raporun tamam\u0131na ula\u015fmak i\u00e7in t\u0131klay\u0131n\u0131z.<\/a><\/em><\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t<\/section>\n\t\t\t\t<\/div>\n\t\t","protected":false},"excerpt":{"rendered":"

EY Work Reimagined Ara\u015ft\u0131rmas\u0131\u2019n\u0131n 2024 versiyonu, i\u015f d\u00fcnyas\u0131nda \u00fcretken yapay zek\u00e2 (GenAI) kullan\u0131m oran\u0131n\u0131 2023\u2019te %22 iken g\u00fcn\u00fcm\u00fczde bu oran\u0131n %75\u2019e y\u00fckseldi\u011fini ve bu teknolojinin benimsenmesinin yetenek y\u00f6netimi ve rekabet\u00e7i kazan\u0131mlar ile ili\u015fkili oldu\u011funu ortaya koyuyor. Uluslararas\u0131 dan\u0131\u015fmanl\u0131k \u015firketi EY, d\u00fcnya genelinde 23 \u00fclke ve 27 sekt\u00f6rde yer alan \u015firketten 17.350 \u00e7al\u0131\u015fan ve 1.595 i\u015fverenin […]<\/p>\n","protected":false},"author":2,"featured_media":3664,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[17],"tags":[],"class_list":{"0":"post-3663","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-haberler"},"_links":{"self":[{"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/posts\/3663","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcomments&post=3663"}],"version-history":[{"count":5,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/posts\/3663\/revisions"}],"predecessor-version":[{"id":3669,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/posts\/3663\/revisions\/3669"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=\/wp\/v2\/media\/3664"}],"wp:attachment":[{"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=%2Fwp%2Fv2%2Fmedia&parent=3663"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=%2Fwp%2Fv2%2Fcategories&post=3663"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.zincirmagazalar.org\/index.php?rest_route=%2Fwp%2Fv2%2Ftags&post=3663"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}