Prispevek naloge k stroki je združevanje teoretičnih konceptov kadrovskega managementa in managementa prireditev. Ti področji sta namreč vsako zase dobro raziskani, medtem ko kadrovski management v sklopu managementa prireditev še ni bil predmet veliko raziskav (Van Der Wagen in White 2015, XIV). Poleg tega je to ena izmed prvih empiričnih raziskav v Sloveniji na temo kadrovskega managementa oziroma natančneje pridobivanja in izbora sodelavcev za potrebe organiziranja prireditev.
Želimo, da bi bili rezultati, dobljeni v teoretičnem in empiričnem delu magistrske naloge, v pomoč organizatorjem prireditev predvsem pri postopkih pridobivanja in izbora sodelavcev.
Ocenjujemo, da so organizatorji prireditev v Sloveniji z vidika pridobivanja in izbora sodelavcev v slabšem položaju kot organizatorji prireditev v tujini. Kot glavne razloge za to bi navedli, da je trg dela v Sloveniji relativno majhen in posledično primanjkuje ustrezno usposobljenih sodelavcev. Tudi okolje prireditev je v Sloveniji v zaostanku. Naj kot enega izmed primerov navedemo dejstvo, da je podjetje, v katerem smo izvedli raziskavo, nedavno v sodelovanju z mednarodnim ponudnikom PCO v Sloveniji odprlo podružnico prvega internacionalnega ponudnika PCO.
Kot smo ugotovili, kadrovske agencije na globalni ravni igrajo pomembno vlogo pri zagotavljanju sodelavcev v okolju prireditev. V Sloveniji je situacija drugačna, kadrovske agencije niso dobro seznanjene s potrebami organizatorjev prireditev.
Povzamemo lahko, da obstajajo možnosti za izboljšave v kadrovskem managementu v okolju managementa prireditev, nekatere naše predloge za izboljšave pa smo podali v priporočilih.
5.3 Omejitve raziskave in možnosti za nadaljnje raziskovanje
Naše raziskovanje je bilo omejeno le na enega organizatorja prireditev, pa še to le na slovenskem trgu. Nadaljnje raziskovanje bi lahko razširili še na preostala podjetja, ki se ukvarjajo s prirejanjem prireditev v Sloveniji, prav tako bi lahko nadaljnje raziskovanje razširili še na tuje trge. Naše raziskovanje je bilo osredotočeno tudi na vidik pridobivanja in izbora sodelavcev, razširjeno pa bi lahko bilo na celoten vidik kadrovskega managementa v okolju prireditev. V okviru kadrovskega managementa obstaja mnogo komponent, ki bi z raziskavo lahko podale globlji vpogled v tematiko, ki smo jo raziskovali. Kot primer lahko izpostavimo vidik motiviranja zaposlenih v okolju managementa prireditev, ki verjetno pomembno vpliva na pridobivanje sodelavcev v okolju managementa prireditev. Nadalje, raziskavo bi lahko razširili tudi na redno zaposlene v okolju managementa prireditev in na ta način pridobili dodatne informacije. Povzamemo lahko, da je raziskovana tematika dokaj slabo raziskana, zato obstaja veliko možnosti za nadaljnje raziskovanje.
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PRILOGE Priloga 1 Vprašanja za globinske intervjuje (kadrovik) Priloga 2 Vprašanja za globinske intervjuje (direktor trženja)
Priloga 3 Vprašanja za globinske intervjuje (vodja IT- in AV-tehnike) Priloga 4 Oglas za delovno mesto »oblikovalec«
Priloga 5 Ocenjevalni list za izbor oblikovalca
Priloga 1
Vprašanja za globinske intervjuje (kadrovik)
1. SEGMENT INTERVJUJA: značilnosti sodelujočega
Kontaktna oseba: spol, starost, pozicija v podjetju, delovna doba v podjetju Datum intervjuja:
2. SEGMENT INTERVJUJA: kvalitativna odprta vprašanja
Predmet našega raziskovanja so izključno sodelavci, ki so v delo vključeni s pogodbo o zaposlitvi za določen čas, z zaposlovanjem prek kadrovskih agencij, delom prek podjemne pogodbe ali pogodbe o poslovnem sodelovanju, občasnega in začasnega dela dijakov in študentov ter upokojencev. Redno zaposleni s pogodbo za nedoločen čas niso predmet naše raziskave.
1. Na katera delovna mesta zaposlujete sodelavce? Na katera delovna mesta ne zaposlujete sodelavcev? Kaj vam predstavlja ključni izziv pri pridobivanju sodelavcev? S katerimi problemi se še srečujete pri pridobivanju sodelavcev in na kakšen način jih rešujete? Kako imate v podjetju opredeljene postopke pridobivanja in izbora sodelavcev?
2. Kako največkrat pridobivate sodelavce? Notranje ali zunanje pridobivanje? Ali ima vaše podjetje bazo »stalnih« sodelavcev? Kako »skrbite« za ažuriranje baze? Če ni notranjih virov, katere načine za oglaševanje delovnega mesta uporabite?
3. Katerega načina sodelovanja s sodelavci se največkrat poslužite (ŠS, določen čas, pogodba o sodelovanju, kadrovska agencija, upokojenci)? Ali vaše podjetje sodeluje z različnimi kadrovskimi agencijami in ŠS? Menite, da so kadrovske agencije v Sloveniji dobro seznanjene z vašimi potrebami? Na kakšen način oblika sodelovanja s sodelavci vpliva na način pridobivanja sodelavcev?
4. Katerih postopkov izbora se poslužujete (testi znanja, delovni preizkusi, situacijski preizkusi, psihološki testi, preverjanje referenc) za sodelavce? Kako dejansko poteka
4. Katerih postopkov izbora se poslužujete (testi znanja, delovni preizkusi, situacijski preizkusi, psihološki testi, preverjanje referenc) za sodelavce? Kako dejansko poteka