{"id":466,"date":"2017-05-15T18:31:19","date_gmt":"2017-05-15T16:31:19","guid":{"rendered":"https:\/\/emagazin.plus\/?p=466"},"modified":"2020-03-27T15:15:54","modified_gmt":"2020-03-27T14:15:54","slug":"ursula-kralova-t-mobile","status":"publish","type":"post","link":"https:\/\/emagazin.plus\/cz\/ursula-kralova-t-mobile\/","title":{"rendered":"Top mana\u017eerka = krkav\u010d\u00ed matka?"},"content":{"rendered":"

Rozhovor s Ur\u0161ulou Kr\u00e1lovou, HR mana\u017eerkou v T-Mobile<\/strong><\/p>\n

Pat\u0159\u00ed mezi absolutn\u00ed \u0161pi\u010dku top mana\u017eerek v\u00a0oblasti HR, zku\u0161enosti sb\u00edrala na t\u0159ech sv\u011btad\u00edlech a se t\u0159emi d\u011btmi, od kter\u00fdch se j\u00ed doma, co se digitalizace t\u00fd\u010de, dost\u00e1v\u00e1 \u201ereverse mentoringu\u201c. Ur\u0161ula Kr\u00e1lova p\u016fvodn\u011b pracovala v\u00a0reklamn\u00ed a poradensk\u00e9 bran\u017ei, od roku 2012 vede v\u00a0T-Mobile v\u00a0\u010cesk\u00e9 republice a na Slovensku zhruba 3000 zam\u011bstnanc\u016f. Nejen o tomto s\u00a0n\u00e1mi dost otev\u0159en\u011b hovo\u0159ila.<\/em><\/p>\n

Pan\u00ed Kr\u00e1lov\u00e1, HR management = change management. Souhlas?<\/strong><\/p>\n

Ur\u010dit\u011b. Sou\u010dasnost je velmi dynamick\u00e1, zm\u011bny v\u00a0 ekonomice a ve\u00a0spole\u010dnosti budou exponenci\u00e1ln\u00ed a lid\u00e9 za svoji \u017eivotn\u00ed dr\u00e1hu projdou t\u0159emi a\u017e \u010dty\u0159mi profesemi. A my jako HR jsme takov\u00fd pomocn\u00edk, kter\u00fd jim pom\u00e1h\u00e1 vyrovnat se se zm\u011bnami.<\/p>\n

Je 17.20 hod., m\u00e1te po pracovn\u00ed dob\u011b. Co pro V\u00e1s dnes bylo v\u00a0pr\u00e1ci nejv\u011bt\u0161\u00ed v\u00fdzvou?<\/strong><\/p>\n

Dopoledne jsem m\u011bla zaj\u00edmavou diskuzi o tom, jak prostor ovliv\u0148uje v\u00fdkon lid\u00ed a jak bychom m\u011bli do budoucna p\u0159em\u00fd\u0161let o pracovn\u00edm prost\u0159ed\u00ed jako takov\u00e9m. Pro m\u011b to je velk\u00e1 v\u00fdzva, proto\u017ee na jednu stranu d\u00e1v\u00e1me zam\u011bstnanc\u016fm k\u00a0dispozici v\u0161echny modern\u00ed digit\u00e1ln\u00ed technologie, jako Cisco obrazovky, ale z\u00e1rove\u0148 st\u00e1le je\u0161t\u011b m\u00e1me tradi\u010dn\u00ed pracovn\u00ed m\u00edsta. Samoz\u0159ejm\u011b v\u0161ichni cht\u011bj\u00ed spole\u010dn\u00e9 prostory, kreativn\u00ed z\u00f3ny a huby, ale necht\u011bj\u00ed se vzd\u00e1t sv\u00e9ho pracovn\u00edho stolu.<\/p>\n

Co je dnes d\u016fle\u017eit\u011bj\u0161\u00ed \u2013 kolektivn\u00ed kreativn\u00ed prostory, nebo klid na pracovi\u0161ti?<\/strong><\/p>\n

Mysl\u00edm, \u017ee lid\u00e9 pot\u0159ebuj\u00ed oboj\u00ed. Ale v\u00a0jak\u00e9m pom\u011bru, v\u00a0jak\u00fdch dimenz\u00edch, tak to je to, co mus\u00edme do budoucna zm\u011bnit. O tom jsem dnes diskutovala se z\u00e1stupci jin\u00fdch firem.<\/p>\n

Diskutujete o tom i s\u00a0lidmi z\u00a0T-Mobile?<\/strong><\/p>\n

Mus\u00edme se lid\u00ed pt\u00e1t na to, co by cht\u011bli a pot\u0159ebovali. Letos za\u010d\u00edn\u00e1me v\u00edce uplat\u0148ovat metodu design thinking, kter\u00e1 je o pot\u0159eb\u00e1ch z\u00e1kazn\u00edka. Z\u00e1kazn\u00edky personalist\u016f jsou zam\u011bstnanci. Tak\u017ee se pot\u0159ebujeme na to pod\u00edvat jejich o\u010dima a naj\u00edt \u0159e\u0161en\u00ed, kter\u00e9 vyhovuje.<\/p>\n

Ur\u0161ula Kr\u00e1lov\u00e1 je top mana\u017eerkou ve velk\u00e9 korporaci ve dvou zem\u00edch a z\u00e1rove\u0148 matkou t\u0159\u00ed d\u011bt\u00ed ve v\u011bku 15, 13 a 7 let. To jsou dv\u011b \u00fapln\u011b jin\u00e9 role. Kter\u00e1 z\u00a0nich u V\u00e1s p\u0159eva\u017euje v\u00a0ka\u017edodenn\u00edm \u017eivot\u011b?<\/strong><\/p>\n

Ano, m\u00e1m takov\u00e9 dv\u011b \u201e\u0161ichty\u201c. Nemysl\u00edm si, \u017ee jedna z\u00a0nich p\u0159eva\u017euje. V\u017edy je ale pot\u0159eba jin\u00fd p\u0159\u00edstup. V\u00a0pr\u00e1ci lid\u00e9 o\u010dek\u00e1vaj\u00ed rozhodnut\u00ed, nasm\u011brov\u00e1n\u00ed, povzbuzen\u00ed. V\u00a0rodin\u011b je zase \u010dasto pot\u0159eba nechat d\u011btem prostor a vlastn\u00ed odpov\u011bdnost. Jsou to z\u00a0velk\u00e9 \u010d\u00e1sti \u00fapln\u011b jin\u00e9 sv\u011bty…<\/p>\n

Kter\u00e9 se daj\u00ed spojit \u2026<\/strong><\/p>\n

\u2026 mysl\u00edm, \u017ee ano. Ale mus\u00edm si \u0159\u00edct, co je pro m\u011b d\u016fle\u017eit\u00e9 a co ne. Ur\u010dit\u00e9 z\u00e1\u017eitky chci m\u00edt s\u00a0d\u011btmi a ur\u010dit\u00e9 v\u00a0pr\u00e1ci. Je pot\u0159eba stanovit si tu hranici.<\/p>\n

Co tomu v\u0161emu \u0159\u00edk\u00e1 V\u00e1\u0161 man\u017eel?<\/strong><\/p>\n

Je pro m\u011b velkou oporou.<\/p>\n

To zn\u00ed \u201ehezky\u201c, ale trochu jako fr\u00e1ze\u2026 On nen\u00ed top mana\u017eerem?<\/strong><\/p>\n

Je. Ale on v\u011b\u0159\u00ed, \u017ee je dobr\u00e9, kdy\u017e d\u011bl\u00e1m v\u011bci, kter\u00e9 m\u011b bav\u00ed a kter\u00e9 m\u011b napl\u0148uj\u00ed\u2026<\/p>\n

Pod\u00edl\u00ed se na chodu rodiny stejn\u011b jako Vy?<\/strong><\/p>\n

Ano, to jsem cht\u011bla \u0159\u00edct. Ne v\u017edy to znamen\u00e1, \u017ee doma d\u011bl\u00e1 tolik pr\u00e1ce jako j\u00e1.\u00a0<\/strong><\/p>\n

\u0158\u00edk\u00e1te, \u017ee HR je i o tom pom\u00e1hat lidem vyrovn\u00e1vat se se zm\u011bnami. Vy sama jste zm\u011bny vyhled\u00e1vala. A to hned na za\u010d\u00e1tku kari\u00e9ry, kdy\u017e jste ode\u0161la do Hongkongu, n\u00e1sledovalo Chicago a te\u010f Evropa. Jak se li\u0161\u00ed pracovn\u00ed procesy na t\u011bchto t\u0159ech kontinentech? <\/strong><\/p>\n

Nejmarkantn\u011bj\u0161\u00ed rozd\u00edl je v pracovn\u00edm nasazen\u00ed. V\u00a0USA a v\u00a0Asii m\u00e1te za rok dva t\u00fddny dovolen\u00e9. Evropan\u00e9 si naopak v\u00edce hl\u00eddaj\u00ed kvalitu \u017eivota jako takov\u00e9ho. A \u010c\u00edna i Amerika jsou obrovsk\u00e9 trhy, tak\u017ee jsou tam i \u00fapln\u011b jin\u00e9 ambice.<\/p>\n

\"\"<\/p>\n

Kde se V\u00e1m pracovalo nejl\u00e9pe?<\/strong><\/p>\n

Velice dob\u0159e se mi pracovalo v\u00a0Americe. Tam kdy\u017e vid\u00edte p\u0159\u00edle\u017eitost, jdete po n\u00ed velice tvrd\u011b a sna\u017e\u00edte se p\u0159ekon\u00e1vat bari\u00e9ry. Kdy\u017e se v\u00a0\u010cesku n\u011bkoho zept\u00e1te, jak se m\u00e1, odpov\u00ed: \u201aNem\u00e1m si na co st\u011b\u017eovat.\u2018 Ne\u0159ekne: \u201aM\u00e1m se dob\u0159e.\u2018 Na\u0161\u00edm \u201emindsetem\u201c bohu\u017eel je, \u017ee v\u011bci jsou sp\u00ed\u0161e probl\u00e9m.<\/p>\n

Change management je velk\u00fdm t\u00e9matem pr\u00e1v\u011b velk\u00fdch firem. Jak vypad\u00e1 ide\u00e1ln\u00ed podnik v\u00a0telekomunikac\u00edch z\u00a0pohledu HR mana\u017eerky? <\/strong><\/p>\n

Zam\u011bstnanci by m\u011bli b\u00fdt py\u0161n\u00ed na svou firmu. Na to, \u017ee z\u00e1kazn\u00edk\u016fm p\u0159in\u00e1\u0161\u00ed dobr\u00e9 v\u011bci, \u017ee je stabiln\u00ed, \u017ee nepodv\u00e1d\u00ed. D\u016fle\u017eit\u00e9 je, aby lid\u00e9 m\u011bli zaj\u00edmavou pr\u00e1ci, rotovali, nepracovali po\u0159\u00e1d jenom na sv\u00e9m, aby dob\u0159e vyd\u011bl\u00e1vali, pokud firm\u011b hodn\u011b p\u0159isp\u00edvaj\u00ed. Atmosf\u00e9ra je posazen\u00e1 na vlastn\u00edm rozhodov\u00e1n\u00ed a dobr\u00e9 spolupr\u00e1ci.<\/p>\n

Jak daleko m\u00e1 k\u00a0tomuto stavu T-Mobile?<\/strong><\/p>\n

\u0158ekla bych, \u017ee jsme tak v p\u016fli t\u00e9to cesty. Mohli bychom b\u00fdt je\u0161t\u011b v\u00edce orientovan\u00ed na z\u00e1kazn\u00edka, d\u00e1vat lidem v\u00edce samostatnosti a d\u016fv\u011bry.<\/p>\n

Ale kolik volnosti a odpov\u011bdnosti d\u00e1t lidem? M\u00e1te pod sebou asi t\u0159i tis\u00edce lid\u00ed\u2026<\/strong><\/p>\n

Ve sv\u00e9m t\u00fdmu si \u0159ekneme, jak\u00e9 jsou v\u00a0tomto roce priority, jak\u00e9 velk\u00e9 zm\u011bny chceme ud\u011blat. U\u00a0t\u011bchto d\u016fle\u017eit\u00fdch diskuz\u00ed chci b\u00fdt. Ale pak jsou v\u011bci, kter\u00e9 nejsou tak d\u016fle\u017eit\u00e9. Ty si lid\u00e9 \u0159e\u0161\u00ed podle sv\u00e9ho uv\u00e1\u017een\u00ed.<\/p>\n

Jak se v\u00a0posledn\u00edch p\u011bti letech zm\u011bnila pr\u00e1ce HR mana\u017eera? A jak\u00e1 jsou dneska nejv\u011bt\u0161\u00ed t\u00e9mata?<\/strong><\/p>\n

P\u0159ed \u010dty\u0159mi, p\u011bti lety byla hlavn\u00edm t\u00e9matem ekonomick\u00e1 recese a relativn\u011b vy\u0161\u0161\u00ed nezam\u011bstnanost, sp\u00ed\u0161e se propou\u0161t\u011blo, \u0161krtalo. Te\u010f jde o to, b\u00fdt atraktivn\u00edm zam\u011bstnavatelem.<\/p>\n

Ve kter\u00fdch oblastech m\u00e1 T-Mobile nejv\u011bt\u0161\u00ed probl\u00e9my naj\u00edt lidi? <\/strong><\/p>\n

\u00dapln\u011b nejv\u011bt\u0161\u00ed \u201ebolesti hlavy\u201c mi d\u011blaj\u00ed na\u0161e p\u0159edn\u00ed linie, lid\u00e9 v call centrech a prodejn\u00e1ch. Ta jednodu\u0161\u0161\u00ed pr\u00e1ce je te\u010f automatizovan\u00e1. U\u00a0t\u011bchto pozic z\u016fstaly jen slo\u017eit\u011bj\u0161\u00ed obchodn\u00ed p\u0159\u00edpady, kdy z\u00e1kazn\u00edk chce kombinovat v\u011bci a vy\u0159e\u0161it n\u011bco, co nen\u00ed \u00fapln\u011b b\u011b\u017en\u00e9. \u00dakoly p\u0159i pr\u00e1ci se z\u00e1kazn\u00edky jsou st\u00e1le komplexn\u011bj\u0161\u00ed. A na druhou stranu tady nem\u016f\u017eete vytvo\u0159it flexibiln\u00ed pozice, nem\u016f\u017eete lidem d\u00e1vat home office. A samoz\u0159ejm\u011b je velk\u00fd tlak na financov\u00e1n\u00ed t\u011bchto pozic. Proto je nejv\u011bt\u0161\u00edm probl\u00e9mem na t\u011bchto p\u0159edn\u00edch lini\u00edch fluktuace.<\/p>\n

D\u0159\u00edve jste pracovala v\u00a0McKinsey, kde jste poskytovala poradenstv\u00ed velk\u00fdm firm\u00e1m. Ve zkratce: Jak\u00e9 jsou dnes t\u0159i nejv\u011bt\u0161\u00ed probl\u00e9my velk\u00fdch koncern\u016f? <\/strong><\/p>\n

Intern\u00ed slo\u017eitost, zam\u011b\u0159en\u00ed se dovnit\u0159 m\u00edsto navenek a setrva\u010dnost. Ve smyslu \u201eTak jsme to p\u0159ece d\u011blali v\u017edycky.\u201c<\/em><\/p>\n

Jak\u00fd v\u00fdznam maj\u00ed pro Va\u0161i pr\u00e1ci startupy a jejich pracovn\u00ed styl?<\/strong><\/p>\n

Uvedu p\u0159\u00edklad. Asi p\u0159ed t\u0159emi lety jsme m\u011bli sout\u011b\u017e Big Head, kdy zam\u011bstnanci mohli p\u0159ij\u00edt s\u00a0inovativn\u00edmi n\u00e1pady a na jejich realizaci dostali volno i n\u011bjak\u00e9 pen\u00edze. Dva zam\u011bstnanci tehdy vyvinuli aplikaci na\u00a0parkov\u00e1n\u00ed. Zalo\u017eili vlastn\u00ed firmu, ode\u0161li z\u00a0T-Mobile, ale my s\u00a0nimi spolupracujeme. V\u00a0prosinci jsme uvedli na trh novou slu\u017ebu Chytr\u00e9 auto, kter\u00e1 obsahuje jejich aplikaci. Kdy\u017e v\u00a0Praze p\u0159ijedete na modrou z\u00f3nu a zaparkujete, m\u016f\u017eete si p\u0159es tuto aplikaci pomoc\u00ed p\u00e1r klik\u016f zaplatit parkov\u00e1n\u00ed. Tito b\u00fdval\u00ed zam\u011bstnanci jsou tedy sou\u010d\u00e1st\u00ed na\u0161eho ekosyst\u00e9mu, ale funguj\u00ed na z\u00e1klad\u011b n\u011b\u010deho jin\u00e9ho.<\/p>\n

Je pro V\u00e1s <\/strong>probl\u00e9mem brain drain?<\/strong><\/p>\n

Zat\u00edm ne. Sp\u00ed\u0161e vid\u00edm probl\u00e9m u mlad\u00fdch lid\u00ed, kte\u0159\u00ed ukon\u010dili vysokou \u0161kolu. Cht\u011bj\u00ed j\u00edt do startupov\u00e9ho sv\u011bta, ne do velk\u00e9 korporace. Pro n\u011b mus\u00edme b\u00fdt i do budoucna atraktivn\u00edm zam\u011bstnavatelem.<\/p>\n

To znamen\u00e1 houpac\u00ed s\u00edt\u011b, pizza v\u00a0kant\u00fdn\u011b?<\/strong><\/p>\n

Houpac\u00ed s\u00edt\u011b to nevy\u0159e\u0161\u00ed. Mlad\u00ed lid\u00e9 jsou zvykl\u00ed na jinou formu komunikace. Loni v\u00a0l\u00e9t\u011b mi m\u016fj 13let\u00fd syn neodpov\u011bd\u011bl na e-mail, proto\u017ee maily mu pr\u00fd pos\u00edl\u00e1m jenom j\u00e1 a pan\u00ed u\u010ditelky. <\/em>A p\u0159itom je \u010dty\u0159i hodiny denn\u011b na mobilu, na tabletu a po\u010d\u00edta\u010di. V\u00a0b\u0159eznu jsme v\u00a0T-Mobile spustili workplace, to je facebookov\u00fd produkt pro firmy. Mnoz\u00ed zam\u011bstnanci to velmi uv\u00edtali, jsou zde aktivn\u00ed, proto\u017ee vid\u00ed, co d\u011blaj\u00ed prodejny, co se d\u011bje u technik\u016f. Ale zam\u011bstnanci, kte\u0159\u00ed nejsou tak bl\u00edzko digit\u00e1ln\u00ed dob\u011b, za\u010dali polemizovat: To u\u017e spolu nikdy nebudeme osobn\u011b mluvit? <\/em>Ale mlad\u00ed lid\u00e9, kdy\u017e se u n\u00e1s uch\u00e1zej\u00ed o pr\u00e1ci, nech\u00e1pou, \u017ee nem\u00e1me \u017e\u00e1dnou vlastn\u00ed soci\u00e1ln\u00ed s\u00ed\u0165. Tak\u017ee to je d\u016fle\u017eit\u011bj\u0161\u00ed ne\u017e houpac\u00ed s\u00edt\u011b. A jak vid\u00edte, doma m\u00e1m \u201ereverse mentoring\u201c.<\/p>\n

Jakou roli hraje v\u00a0T-Mobile design thinking?<\/strong><\/p>\n

Dosud jsme pracovali modelem \u201ewaterfall\u201c: N\u011bkdo n\u011bco zadal, n\u011bkdo to dopracoval do ur\u010dit\u00e9 f\u00e1ze, na konci se na to v\u0161ichni pod\u00edvali a t\u0159eba zjistili, \u017ee to nen\u00ed dobr\u00e9. Te\u010f se to obrac\u00ed. I lidi, kte\u0159\u00ed to d\u0159\u00edve dostali a\u017e na konci, nap\u0159\u00edklad pr\u00e1vn\u00edci nebo finan\u010dn\u00edci, jsou od za\u010d\u00e1tku sou\u010d\u00e1st\u00ed cel\u00e9ho procesu a vid\u00ed, co z\u00e1kazn\u00edk pot\u0159ebuje. T\u00edm p\u00e1dem lid\u00e9 v\u00edce spolupracuj\u00ed a ch\u00e1pou, jak\u00fd by m\u011bl b\u00fdt v\u00fdsledek. Tohle vn\u00edm\u00e1m jako velkou p\u0159idanou hodnotu design thinkingu.<\/p>\n

M\u00e1te v T-Mobile st\u00e1le je\u0161t\u011b pro ka\u017ed\u00e9ho zam\u011bstnance ro\u010dn\u00ed c\u00edl? <\/strong><\/p>\n

To se t\u00fdk\u00e1 p\u0159edev\u0161\u00edm prodejn\u00edch pozic, kter\u00e9 maj\u00ed t\u00fddenn\u00ed, m\u011bs\u00ed\u010dn\u00ed nebo \u010dtvrtletn\u00ed c\u00edle a podle nich je plat\u00edme.<\/p>\n

V\u00a0jak\u00e9m pom\u011bru jsou z\u00e1kladn\u00ed plat a bonus?<\/strong><\/p>\n

M\u016f\u017ee to b\u00fdt 50:50. M\u00e1me hodn\u011b sch\u00e9mat, proto\u017ee m\u00e1me r\u016fzn\u00e9 obchodn\u00ed pozice\u2026<\/p>\n

D\u00e1 se z\u00a0t\u011bch pades\u00e1ti procent \u017e\u00edt?<\/strong><\/p>\n

J \u00a0M\u00e1me to ud\u011blan\u00e9 tak, aby ka\u017ed\u00fd hodn\u011b cht\u011bl t\u011bch dal\u0161\u00edch pades\u00e1t. V\u00a0jin\u00fdch odd\u011blen\u00edch firmy jsme loni intenzivn\u011b diskutovali o tom, jestli zru\u0161\u00edme ro\u010dn\u00ed c\u00edle. V\u011bt\u0161ina zam\u011bstnanc\u016f si toti\u017e nepamatuje, jak\u00fd c\u00edl m\u00e1, a v\u011bt\u0161ina mana\u017eer\u016f ani nestihne do konce roku tyto c\u00edle zam\u011bstnanci zadat.<\/p>\n

Zm\u011bn\u00edme t\u00e9ma. P\u0159izn\u00e1v\u00e1m, \u017ee v\u00a0prvn\u00edm \u010d\u00edsle Plusu po kompletn\u00edm relaunchi jsme nem\u011bli ani jednu \u017eenu.<\/strong><\/p>\n

Aha. Tak to je\u2026<\/p>\n

\"\"<\/p>\n

\u2026 velk\u00e9 faux pas. Pro\u010d je pr\u00e1v\u011b v\u00a0oblasti HR tolik \u017een?<\/strong><\/p>\n

Asi panuje p\u0159edsudek, \u017ee to je \u201epe\u010dovac\u00ed\u201c oblast.<\/p>\n

Nebo nedostate\u010dn\u00e9 uzn\u00e1n\u00ed od CEOs? Mamka to zvl\u00e1dne, doma t\u0159i d\u011bti a tady je\u0161t\u011b tro\u0161ku p\u00e9\u010de o zam\u011bstnance\u2026<\/strong><\/p>\n

Pro m\u011b je to sp\u00ed\u0161 symptom celkov\u00e9 situace v\u00a0\u010cesku a zastoupen\u00ed \u017een v\u00a0managementu firem. V\u00a0Chorvatsku m\u00e1 T-Mobile tento pom\u011br 50:50 a nikdo to ne\u0159e\u0161\u00ed. \u010cesk\u00e1 republika je v\u00a0tomto bl\u00ed\u017e N\u011bmecku. U\u017e i na Slovensku m\u00e1me v\u00a0managementu mnohem v\u00edce \u017een. To souvis\u00ed s\u00a0kulturou, kter\u00e1 tady panuje. Mnoho \u017een z\u016fstane doma s\u00a0d\u011btmi a pak se necht\u011bj\u00ed vr\u00e1tit na exponovan\u00e9 pozice. Mn\u011b n\u011bkte\u0159\u00ed kolegov\u00e9 \u0159\u00edkali, \u017ee jsem krkav\u010d\u00ed matka. Proti tomu mus\u00edte b\u00fdt hodn\u011b obrn\u011bn\u00fd. Ale v\u00a0zahrani\u010dn\u00ed jsem vid\u011bla, \u017ee to jde. Kdy\u017e v\u00e1s nepodporuje man\u017eel, nejsou \u0161kolky a jesle, je to velmi t\u011b\u017ek\u00e9. \u010cesk\u00e1 republika se t\u00edm ochuzuje o hodn\u011b talent\u016f.<\/p>\n

Co \u0159eknete \u010dlov\u011bku, kter\u00fd kritizuje V\u00e1\u0161 p\u0159\u00edstup?<\/strong><\/p>\n

Je lep\u0161\u00ed m\u00edt \u0161\u0165astnou m\u00e1mu, kter\u00e1 se d\u011btem \u2013 podle jejich definice \u2013 pln\u011b nev\u011bnuje, ne\u017e m\u00edt ne\u0161\u0165astnou m\u00e1mu, kter\u00e1 se ob\u011btuje sv\u00fdm d\u011btem.<\/p>\n

Ve veden\u00ed T-Mobile je v\u00e1s \u0161est, Vy jste jedin\u00e1 \u017eena. Sta\u010d\u00ed V\u00e1m tento pom\u011br? <\/strong><\/p>\n

Ne, nesta\u010d\u00ed. V\u00a0\u00farovni pod boardem m\u00e1me 23 procent \u017een. M\u00fdm c\u00edlem je 30 procent\u2026<\/p>\n

To jste ale \u0159\u00edkala u\u017e p\u0159ed p\u011bti lety\u2026<\/strong><\/p>\n

\u2026a po\u0159\u00e1d tam nejsme. Tedy v\u00a0B2C a managementu ano. Statistiku n\u00e1m kaz\u00ed oblast technologie.<\/p>\n

A co kv\u00f3ty? <\/strong><\/p>\n

D\u0159\u00edv bych byla absolutn\u011b proti, te\u010f kv\u00f3tu vn\u00edm\u00e1m jako c\u00edl. A kdy\u017e si v\u00a0byznysu ned\u00e1te c\u00edl, nic se nestane.<\/p>\n

Funguje \u010d\u00e1ste\u010dn\u00fd \u00favazek top mana\u017eerek?<\/strong><\/p>\n

J\u00e1 jsem v\u00a0McKinsey pracovala na \u010d\u00e1ste\u010dn\u00fd \u00favazek deset let. Nejprve to bylo velk\u00e9 zd\u011b\u0161en\u00ed: Jak to \u0159ekneme klientovi, co si o n\u00e1s bude myslet? Nakonec ale byli v\u0161ichni spokojeni.<\/p>\n

Na ni\u017e\u0161\u00edch pozic\u00edch je to mo\u017en\u00e1 pro \u017eeny t\u011b\u017e\u0161\u00ed, proto\u017ee \u010dasto nemaj\u00ed dost pen\u011bz na ch\u016fvu\u2026<\/strong><\/p>\n

M\u00edsta v\u00a0jesl\u00edch a ve \u0161kolk\u00e1ch moc chyb\u00ed. St\u00e1t by m\u011bl cht\u00edt zv\u00fd\u0161it po\u010det \u017een v\u00a0pr\u00e1ci, proto\u017ee jinak v\u00a0\u010cesku nebudou obsazen\u00e1 pracovn\u00ed m\u00edsta. A bu\u010f se budou importovat zam\u011bstnanci z\u00a0jin\u00fdch zem\u00ed, co\u017e tady taky nen\u00ed popul\u00e1rn\u00ed, nebo se pracovn\u00ed m\u00edsta p\u0159esunou do zahrani\u010d\u00ed.<\/p>\n

\u010ce\u0161i miluj\u00ed Chorvatsko, tam je pom\u011br 50:50. Kdy tomu tak bude v\u00a0\u010cesku?<\/strong><\/p>\n

Na\u0161\u00edm tempem za sto let.<\/p>\n

Pan\u00ed Kr\u00e1lov\u00e1, moc V\u00e1m d\u011bkuji za rozhovor.<\/strong><\/p>\n

Autor: Christian R\u00fchmkorf, \u010cNOPK\/fotky: Tom\u00e1\u0161 \u017delezn\u00fd<\/p>\n","protected":false},"excerpt":{"rendered":"

Pat\u0159\u00ed mezi absolutn\u00ed \u0161pi\u010dku top mana\u017eerek v\u00a0oblasti HR, zku\u0161enosti sb\u00edrala na t\u0159ech sv\u011btad\u00edlech a se t\u0159emi d\u011btmi, od kter\u00fdch se j\u00ed doma, co se digitalizace t\u00fd\u010de, dost\u00e1v\u00e1 \u201ereverse mentoringu\u201c. <\/p>\n","protected":false},"author":1,"featured_media":471,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_uf_show_specific_survey":0,"_uf_disable_surveys":false,"footnotes":""},"categories":[8,39],"tags":[154,270],"class_list":["post-466","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-interviewrozhovor","category-plus-022017","tag-mitarbeiter-hr","tag-work-life-balance"],"translation":{"provider":"WPGlobus","version":"3.0.0","language":"cz","enabled_languages":["de","cz"],"languages":{"de":{"title":true,"content":true,"excerpt":true},"cz":{"title":true,"content":true,"excerpt":true}}},"yoast_head":"\nUr\u0161ula Kr\u00e1lov\u00e1, HR-Managerin bei T-Mobile im Interview - 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