Human Resources Management (HRM) in a media organization

Svrha je ovog rada istražiti proces upravljanja ljudskim potencijalima u medijskoj organizaciji s ciljem donošenja praktičnih zaključaka. Za primjer je odabrana medijska organizacija koja zbog promjenjive i neizvjesne okoline aktivno provodi digitalnu transformaciju poslovanja s ciljem ostvarenja strateškog cilja Digital Only. Cilj istraživanja bio je analiza procesa upravljanja ljudskim potencijalima u tim uvjetima, od planiranja i analize poslova, preko procesa pribavljanja i odabira zaposlenika pa do edukacije, sustava motivacije i nagrađivanja. U istraživanju se koristila kvalitativna metoda intervjua, a prikupljeni podaci se analiziraju tematskom analizom. Rezultati istraživanja pokazali su da neizvjesno okružje snažno utječe na upravljanje ljudskim potencijalima koji imaju zadatak pribaviti, odabrati i zadržati potrebne ljude. Planiranje i analiza poslova u takvim uvjetima su otežani i pod snažim pritiskom brze prilagodbe što zahtijeva njihovu neprekidnu evaluaciju. Kod pribavljanja se traži brzina i pouzdanost, gdje je preporuka zaposlenika dominantan model, a sve važniju ulogu ima tehnologija. Odabir, organiziran kroz selekcijski ljevak, usmjeren je na detekciju kognitivnih kapaciteta, odnosno sposobnost prilagodbe i rješavanja problema. Posebnu važnost pritom ima intrinzična motivacija kao glavni pokretač promjena. Organizacija je uspješno uspostavila sustav edukacije na svim razinama, postavši učećom organizacijom. Edukacija je i važna motivacijska poluga kojom se organizacija uz upravljanje s pomoću ciljeva koristi u sklopu svojeg motivacijskog sustava. Financijsko nagrađivanje je vrlo rašireno, no sve veću ulogu imaju nematerijalne strategije usmjerene na zadovoljstvo zaposlenika, a izostaje njihova veća participacija u odlučivanju. U podlozi svih procesa je organizacijska kultura koja omogućava da se kroz promjene u upravljanju ljudskim potencijalima omogući postizanje ambicioznih organizacijskih ciljeva.The purpose of this paper was to investigate the Human Resources Management (HRM) in a media organization with the aim of drawing conclusions for the practice. Due to a changing and uncertain environment, a media organization which has been actively implementing digital transformation to achieve the "Digital Only" strategic goal was chosen as an example. The aim of the research was to analyse the HRM processes, from planning and job analysis, through the process of recruiting and selecting employees, to education and motivation and reward systems. Interview was used as a qualitative research method, while the data collected was analysed by the method of thematic analysis. The results of the research indicated that an uncertain environment strongly influences the HRM process, which has a clear task to acquire and retain the necessary people. Under strong pressure to rapidly adapt to the ongoing changes, human resources planning and job analysis in such conditions is a demanding process, which requires their continuous evaluation. Recruitment requires speed and reliability, with recommendations being the dominant model and technology playing an increasingly important role. The selection, organized through a selection funnel, focuses on the detection of cognitive capacities or the ability to adapt and solve problems. Specifically, intrinsic motivation is particularly important as a major driver of change. The organization has successfully established an education system at all levels, becoming a learning organization. Education is also an important motivational driver that the organization, in addition to Managing by Objectives (MBO) strategy, uses as part of its motivational system. While financial rewarding is commonly used incentive, non-financial motivation aimed at employee satisfaction plays an increasing role, although the organization lacks employees’ participation in decision-making at a larger scale. Finally, in the heart of all processes is an organizational culture that allows and enables the achievement of ambitious organizational goals through changes in human resource management