{"id":8612,"date":"2026-04-29T10:03:29","date_gmt":"2026-04-29T08:03:29","guid":{"rendered":"https:\/\/www.hrexperience.rs\/?p=8612"},"modified":"2026-04-29T10:06:07","modified_gmt":"2026-04-29T08:06:07","slug":"hr-nece-nestati-ali-nece-biti-ono-sto-danas-mislimo-da-jeste","status":"publish","type":"post","link":"https:\/\/www.hrexperience.rs\/en\/vesti\/hr-nece-nestati-ali-nece-biti-ono-sto-danas-mislimo-da-jeste\/","title":{"rendered":"HR ne\u0107e nestati, ali ne\u0107e biti ono \u0161to danas mislimo da jeste"},"content":{"rendered":"

U susret konferenciji HR Experience 2026<\/strong>, razgovarali smo sa sa Perryem Timmsom, jednim od vode\u0107ih svetskih stru\u010dnjaka za organizacioni dizajn, budu\u0107nost rada i savremeni HR.<\/strong> Perry \u0107e u svom predavanju u Sava Centru ( Stop Developing (And Protecting) Leaders Who Shouldn\u2019t Lead) ) govoriti o tome za\u0161to razvoj lidera \u010desto ma\u0161i su\u0161tinu problema i za\u0161to HR mora da prestane da \u201epopravlja ljude\u201c, a po\u010dne da menja sisteme u kojima ti ljudi rade.<\/p>\n

Tema ovogodi\u0161nje konferencije \u201cMo\u0107 bez poverenja: Kraj liderskog pozori\u0161ta\u201d poklapa se gotovo u potpunosti sa njegovim pogledom na svet rada danas. U razgovoru pred konferenciju, dotakli smo se toga \u0161ta se zaista promenilo u HR-u poslednjih godina, gde HR i dalje gre\u0161i i kako bi ova funkcija mogla da izgleda u bliskoj budu\u0107nosti.<\/p>\n

1. Objavili ste knjigu Transformational HR 2017. godine, a pro\u0161le godine i The HR Operating Model. \u0160ta se su\u0161tinski promenilo u tih osam godina kada je u pitanju HR funkcija?<\/strong><\/h3>\n

Najve\u0107a promena nije u samom HR-u, ve\u0107 u kontekstu u kojem HR funkcioni\u0161e.<\/strong> Jo\u0161 2017. godine smo i dalje uglavnom optimizovali postoje\u0107e sisteme koji su bili relativno stabilni. Od tada smo pro\u0161li kroz pandemiju, ekonomsku nestabilnost, ubrzani razvoj ve\u0161ta\u010dke inteligencije, promene u o\u010dekivanjima zaposlenih, kao i, mo\u017eda najva\u017enije, ozbiljno preispitivanje toga \u0161ta rad zapravo jeste i kome slu\u017ei.<\/p>\n

Zbog toga se danas od HR-a ne tra\u017ei samo da unapre\u0111uje stvari, ve\u0107 da pomiri kontradiktornosti i radi sa paradoksima:<\/p>\n

    \n
  • fleksibilnost i\/ili produktivnost,<\/li>\n
  • blagostanje i\/ili u\u010dinak,<\/li>\n
  • tehnologija i\/ili humanost,<\/li>\n
  • individualna sloboda i\/ili potrebe organizacije.<\/li>\n<\/ul>\n

    Neprijatna istina je da veliki deo HR-a i dalje funkcioni\u0161e po modelima iz nekog drugog vremena – hijerarhijskim, rigidnim i fokusiranim na efikasnost – dok poku\u0161ava da odgovori na svet koji je mnogo fluidniji, umre\u017eeniji i vi\u0161e usmeren na ljude. Taj jaz poku\u0161avam da istra\u017eim jo\u0161 preko pisanja knjiga Transformational HR do The HR Operating Model.<\/p>\n

    HR se jeste razvijao, ali sistem u kojem funkcioni\u0161e nije evoluirao dovoljno brzo. To je ono \u0161to sada moramo da ispravimo.<\/strong><\/p>\n

    ***<\/p>\n

    2. Va\u0161 model HR 3.0 uvodi uloge koje ne li\u010de na tradicionalni HR, poput \u201cMeaning Makers\u201d, \u201cRelationship Brokers\u201d i \u201cSystems Designers\u201d. Ako bi jedan CHRO \u017eeleo da napravi prvi korak ka novom sistemu ve\u0107 sutra ujutru, odakle bi trebalo da krene?<\/strong><\/h3>\n

    Iskreno, ne od strukture. Ne od naziva pozicija. Ne od reorganizacije. Prvi korak je da po\u010dne druga\u010dije da gleda na stvari.<\/strong> Ve\u0107ina HR funkcija i dalje je organizovana oko politika, procesa i programa.<\/p>\n

    HR 3.0 tra\u017ei da krenete od:<\/p>\n

      \n
    • smisla<\/strong> – za\u0161to ljudi rade to \u0161to rade i \u0161ta im je va\u017eno,<\/li>\n
    • odnosa<\/strong> – kako se ljudi povezuju i kako se posao zaista obavlja,<\/li>\n
    • sistema<\/strong> – koji uslovi oblikuju pona\u0161anje i uticaj,<\/li>\n
    • proizvoda<\/strong> – \u0161ta HR zapravo gradi da bi stvorio vrednost.<\/li>\n<\/ul>\n

      Pa ako bi neki CHRO \u017eeleo da krene ve\u0107 sutra ujutru, rekao bih mu slede\u0107e:<\/p>\n

      Provedite jedan dan mapiraju\u0107i kako rad zaista te\u010de kroz organizaciju – gde se donose odluke, gde nastaje zastoj, gde se gubi energija.Tek tada po\u010dinjete da razumete za\u0161to uloge poput \u201edizajnera sistema\u201c ili \u201eposrednika u odnosima\u201c uop\u0161te imaju smisla. Jer posao vi\u0161e nije upravljanje HR-om, ve\u0107 oblikovanje okru\u017eenja u kojem ljudi i performanse nastaju i prilago\u0111avaju se.<\/strong><\/p>\n

      ***<\/p>\n

      3. Ka\u017eete da HR \u010desto podr\u017eava sisteme koji proizvode lo\u0161e liderstvo i da je pitanje razvoja boljih lidera ponekad pogre\u0161no postavljeno pitanje. \u0160ta je ono \u0161to HR najte\u017ee priznaje kada je re\u010d o sopstvenoj ulozi u odr\u017eavanju lo\u0161eg liderstva u \u017eivotu?<\/strong><\/h3>\n

      To da smo \u010desto sau\u010desnici. Ne namerno, naravno, ali strukturno i sistemski.<\/p>\n

      Mi dizajniramo:<\/p>\n

        \n
      • sisteme u\u010dinka koji nagra\u0111uju kratkoro\u010dne rezultate umesto dugoro\u010dnog pona\u0161anja,<\/li>\n
      • karijerne puteve koji promovi\u0161u tehni\u010dku stru\u010dnost, vi\u0161e nego liderske ve\u0161tine,<\/li>\n
      • kulture u kojima je rizi\u010dno postavljati pitanja i osporavati stvari.<\/li>\n<\/ul>\n

        A onda pokre\u0107emo programe razvoja liderstva kako bismo poku\u0161ali da popravimo posledice. Tako liderstvo tretiramo kao pitanje indvidualnih sposobnosti, dok je u stvarnosti to \u010desto problem dizajna sistema.<\/strong><\/p>\n

        Glavno pitanje nije: \u201eKako da razvijete bolje lidere\u201d ve\u0107 \u201e\u0160ta je to u na\u0161oj organizaciji \u0161to omogu\u0107ava lo\u0161e liderstvo i ponekad ga \u010dak i nagra\u0111uje?\u201c To je prostor u koji HR mnogo re\u0111e ulazi, jer zahteva uticaj na sistem, a ne samo podr\u0161ku ljudima unutar njega.<\/p>\n

        ***<\/p>\n

        4. Polimorfne organizacije zvu\u010de ubedljivo u teoriji: strukture koje se menjaju, fleksibilne uloge, liderstvo koje ne zavisi od titule. Imate li konkretne primere gde ovo zaista funkcioni\u0161e u praksi i \u0161ta je to omogu\u0107ilo?<\/strong><\/h3>\n

        Retko ih tako nazivaju, ali apsolutno postoje.<\/p>\n

        Mo\u017eete videti elemente toga u organizacijama kao \u0161to su: Haier<\/strong> (sa modelom mikropreduze\u0107a), Bayer<\/strong> (sa konceptom dinami\u010dkog deljenog vlasni\u0161tva), Buurtzorg<\/strong> (sa samoupravnim timovima koji funkcioni\u0161u uz visok stepen autonomije i poverenja), Latro Kimya<\/strong> (sa flat strukturama i samoupravnim timovima), Danfoss<\/strong> (sa decentralizovanim pristupom vo\u0111enim vrednostima), Genentech<\/strong> (sa adaptivnim, samousmeravaju\u0107im na\u010dinima rada i organizovanja), Spotify<\/strong> (sa timovima, plemenima, poglavljima i cehovima) i mnoge druge.<\/p>\n

        Ono \u0161to ih \u010dini uspe\u0161nim nije sama struktura, ve\u0107 kombinacija nekoliko stvari, kao \u0161to su:<\/p>\n

          \n
        • jasna svrha<\/strong> – ljudi razumeju za\u0161to rade to \u0161to rade,<\/li>\n
        • distribuirana nadle\u017enost<\/strong> – odluke su bli\u017ee mestu gde se posao stvarno odvija,<\/li>\n
        • transparentnost<\/strong> – informacije su dostupne i dele se,<\/li>\n
        • zrelost<\/strong> – pojedinci i timovi umeju da rade autonomno.<\/li>\n<\/ul>\n

          Polimorfnost nije haos, to je disciplinovana prilagodljivost.<\/strong><\/p>\n

          I zahteva i dobar dizajn sistema i razvoj ljudi da bi zaista funkcionisala.<\/p>\n

          5. Ve\u0161ta\u010dka inteligencija danas pi\u0161e opise poslova, filtrira kandidate, pa \u010dak i \u201ekou\u010duje\u201c menad\u017eere. \u0160ta je ono \u0161to HR mora da zadr\u017ei duboko ljudskim i koji je stvarni rizik ako to ne uradi?<\/strong><\/h3>\n

          Rasu\u0111ivanje je jedna od klju\u010dnih stvari. Ma\u0161ta je druga. AI mo\u017ee da: generi\u0161e, analizira i preporu\u010duje, ali ne poseduje: kontekst, etiku, li\u010dno iskustvo i moralnu odgovornost. Ako HR prepusti rasu\u0111ivanje kada su u pitanju odluke o ljudima, pravi\u010dnost, potencijal i konflikti – rizikujemo da napravimo organizacije koje su efikasne, ali ne i pravedne.<\/strong> A kada se jednom poverenje izgubi u tim trenucima, jako ga je te\u0161ko povratiti.<\/p>\n

          Zato, da, automatizujte ono \u0161to se ponavlja i unapredite ono \u0161to je analiti\u010dko i relaciono. Ali zadr\u017eite ljudsku odgovornost za rasu\u0111ivanje i oslobodite ma\u0161tu koja je jedinstveno ljudska. Tu zaista le\u017ei prava vrednost HR-a.<\/strong><\/p>\n

          6. Ljudi \u010desto vole da se \u0161ale na ra\u010dun pitanja \u201eGde vidite sebe za pet godina?\u201c. Ali po\u0161to ste jedan od vode\u0107ih HR futurista, ipak moram da vam ga postavim, samo malo druga\u010dije. Dakle, gde vidite HR kao funkciju za pet godina?<\/strong><\/h3>\n

          Mislim da \u0107emo videti razdvajanje, diverzifikaciju i puno vi\u0161e dinamike.<\/strong><\/p>\n

          Neke organizacije \u0107e i dalje imati prepoznatljive HR funkcije, digitalizovanije, efikasnije, ali su\u0161tinski sli\u010dno dana\u0161njim. Verovatno \u0107e se sve zvati timovi za ljude i kulturu, s obzirom na to da su HR prakse i dalje regulisane zakonom. Ali one progresivnije organizacije \u0107e izgledati sasvim druga\u010dije.<\/p>\n

          HR tridesetih godina ovog veka vi\u0161e ne\u0107e biti zasebna funkcija, ve\u0107 skup kapaciteta ugra\u0111enih u celu organizaciju, koje se prostiru kroz lance vrednosti i bave se:<\/strong><\/p>\n

            \n
          • dizajnom sistema,<\/li>\n
          • oblikovanjem kulture,<\/li>\n
          • tokovima energije,<\/li>\n
          • strategijom radne snage.<\/li>\n<\/ul>\n

            I to sve u realnom vremenu! Bi\u0107e to nivo dinamike za koji smo do sada mogli samo da sanjamo da je mogu\u0107, a kamoli izvodljiv.<\/p>\n

            Nesta\u0107e titule poput \u201eHR Business Partner\u201c, a pojavi\u0107e se uloge vezane za stvaranje vrednosti i odnose, bez klasi\u010dne hijerarhije.<\/strong><\/p>\n

            Najbolji HR lideri posta\u0107e ne\u0161to kao arhitekte ljudskih sistema. Dizajneri okru\u017eenja u kojima ljudi mogu da rade smislen posao, organizacije se prirodno prilago\u0111avaju, a u\u010dinak nastaje na odr\u017eiviji na\u010din, kroz razli\u010dite oblike prosperiteta i blagostanja.<\/p>\n

            Tako da za pet godina HR ne\u0107e nestati. Ali u svom najboljem obliku, bi\u0107e manje vidljiv, mnogo uticajniji i daleko vi\u0161e sistemski.<\/strong> I to nije neka daleka fantazija. Prvi znaci su ve\u0107 tu ili se naziru. Mnoge sam pomenuo i u ovom intervjuu. Bi\u0107e verovatno potrebno nekoliko vekova da se to u potpunosti uobli\u010di, ali \u0107emo to prepoznati kao povratak zanata i renesansu \u010doveka.<\/strong><\/p>","protected":false},"excerpt":{"rendered":"

            U susret konferenciji HR Experience 2026, razgovarali smo sa sa Perryem Timmsom, jednim od vode\u0107ih svetskih stru\u010dnjaka za organizacioni dizajn, budu\u0107nost rada i savremeni HR. Perry \u0107e u svom predavanju…<\/p>","protected":false},"author":1,"featured_media":8613,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[1],"tags":[],"class_list":{"0":"post-8612","1":"post","2":"type-post","3":"status-publish","4":"format-standard","5":"has-post-thumbnail","7":"category-vesti"},"yoast_head":"\nHR ne\u0107e nestati, ali ne\u0107e biti ono \u0161to danas mislimo da jeste - HR Experience<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.hrexperience.rs\/en\/vesti\/hr-nece-nestati-ali-nece-biti-ono-sto-danas-mislimo-da-jeste\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"HR ne\u0107e nestati, ali ne\u0107e biti ono \u0161to danas mislimo da jeste - HR Experience\" \/>\n<meta property=\"og:description\" content=\"U susret konferenciji HR Experience 2026, razgovarali smo sa sa Perryem Timmsom, jednim od vode\u0107ih svetskih stru\u010dnjaka za organizacioni dizajn, budu\u0107nost rada i savremeni HR. 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