{"id":12521,"date":"2021-04-30T09:28:07","date_gmt":"2021-04-30T09:28:07","guid":{"rendered":"https:\/\/efectio.com\/?p=12521"},"modified":"2021-05-20T15:09:13","modified_gmt":"2021-05-20T15:09:13","slug":"iesaistes-veicinasana-darba-ar-macibam-un-personigo-izaugsmi","status":"publish","type":"post","link":"https:\/\/efectio.com\/lv\/iesaistes-veicinasana-darba-ar-macibam-un-personigo-izaugsmi\/","title":{"rendered":"Iesaistes veicin\u0101\u0161ana darb\u0101 ar m\u0101c\u012bb\u0101m un person\u012bgo izaugsmi"},"content":{"rendered":"\n<h1 class=\"has-text-align-center\"><strong>Iesaistes veicin\u0101\u0161ana darb\u0101 ar m\u0101c\u012bb\u0101m un person\u012bgo izaugsmi<\/strong><\/h1>\n\n\n\n<p>\u0160is raksts izskaidro, k\u0101p\u0113c darbinieku iesaisti b\u016bs gr\u016bti vai gandr\u012bz neiesp\u0113jami sasniegt, nep\u0101rveidojot uz\u0146\u0113muma kult\u016bru par izaugsmes un m\u0101c\u012b\u0161an\u0101s kult\u016bru. Ja v\u0113lies uzzin\u0101t, k\u0101 tavu darbinieku vai tava iesaiste ir saist\u012bta ar t\u0101diem aspektiem k\u0101 izgl\u012bt\u012bba, mikro aktivit\u0101tes, person\u012bg\u0101 izaugsme un inov\u0101cijas, lasi t\u0101l\u0101k! Ja v\u0113lies jau tagad veicin\u0101t darbinieku izaugsmi sav\u0101 komand\u0101 uzzini k\u0101 Efectio platforma var pal\u012bdz\u0113t: <a href=\"https:\/\/efectio.com\/lv\/mikro-macisanas\/\">Darbinieku izaugsme ar mikro m\u0101c\u012bb\u0101m<\/a>.<\/p>\n\n\n\n<ol><li><strong>K\u0101 m\u0101c\u012b\u0161an\u0101s var palielin\u0101t iesaisti?<\/strong><br>1.1. Saikne starp iesaisti un izaugsmi<br>1.2. K\u0101 person\u012bg\u0101 izaugsme ir saist\u012bta ar m\u0101c\u012b\u0161anos?<br>1.3. K\u0101 bez m\u0101c\u012b\u0161an\u0101s ir iesp\u0113jama person\u012bg\u0101 izaugsme?<\/li><\/ol>\n\n\n\n<ol start=\"2\"><li><strong>Da\u017e\u0101di m\u0101c\u012b\u0161an\u0101s veidi<br><\/strong>2.1 Da\u017e\u0101di inform\u0101cijas uztver\u0161anas veidi m\u0101c\u012bbu proces\u0101<br>2.2 Kas trauc\u0113 cilv\u0113kiem m\u0101c\u012bties?<br>2.3 Padomi efekt\u012bvam m\u0101c\u012bbu un izaugsmes procesam<br>2.4 Inform\u0101cijas p\u0101rslodze<\/li><li><strong>Iesaistes indikatori<br><\/strong>3.1 K\u0101 izm\u0113r\u012bt iesaisti darb\u0101?<br>3.2 Cik daudz ieguld\u012bjuma nepiecie\u0161ams, lai uzlabotu iesaisti?<br>3.3 Visp\u0101r\u0113j\u0101 m\u0101c\u012bbu ietekme uz iesaisti darb\u0101<\/li><li><strong>Praktiskas idejas, k\u0101 veidot m\u0101c\u012bbu kult\u016bru uz\u0146\u0113mum\u0101<br><\/strong>4.1. Iniciat\u012bvas uz\u0146\u0113muma l\u012bmen\u012b<br>4.2. Iniciat\u012bvas individu\u0101l\u0101 l\u012bmen\u012b<br>4.3. Noder\u012bgi zin\u0101t, pirms s\u0101kt<\/li><li><strong>R\u012bki, kurus v\u0113rts izm\u0113\u0123in\u0101t m\u0101c\u012bbu aktivit\u0101t\u0113m<br>Nosl\u0113gums<\/strong><\/li><\/ol>\n\n\n\n<h2><strong>1. K\u0101 m\u0101c\u012b\u0161an\u0101s var palielin\u0101t iesaisti?<\/strong><\/h2>\n\n\n\n<p>Iesaist\u012b\u0161an\u0101s, m\u0101c\u012b\u0161an\u0101s un personisk\u0101 izaugsme ir \u013coti cie\u0161i saist\u012bti viens ar otru. To var izteikt \u0161\u0101di: m\u0101c\u012b\u0161an\u0101s kompliment\u0113 ikviena person\u012bgo izaugsmi un personisk\u0101 izaugsme palielina iesaist\u012b\u0161anos neatkar\u012bgi no t\u0101, ko cilv\u0113ks dara. T\u0101tad, ja darbinieks lab\u0101k saprot, kas j\u0101dara, atrod lab\u0101kus veidus, k\u0101 efekt\u012bv\u0101k izpild\u012bt savus uzdevumus, padzi\u013cina savas zin\u0101\u0161anas veicamaj\u0101 darb\u0101, tas nostiprina un palielina vi\u0146a iesaisti darb\u0101. Paties\u012bb\u0101 tas ir diezgan lo\u0123isks secin\u0101jums, jo darbinieks nevar b\u016bt piln\u012bb\u0101 iesaist\u012bts, ja darba laik\u0101 vi\u0146\u0161 nezina maz\u0101k\u0101s deta\u013cas. L\u016bk, k\u0101 m\u0101c\u012b\u0161an\u0101s tie\u0161i ietekm\u0113 smadzenes: t\u0101 palielina smadze\u0146u lielumu, mainot to fizisko strukt\u016bru, p\u0113c tam \u0161\u012bs izmai\u0146as maina funkcion\u0101lo organiz\u0101ciju un reorganiz\u0113 smadzenes efekt\u012bv\u0101kiem uzdevumiem, lai da\u017e\u0101das smadze\u0146u da\u013cas var\u0113tu m\u0101c\u012bties da\u017e\u0101dos laikos un daudz \u0101tr\u0101k apstr\u0101d\u0101tu inform\u0101ciju.<\/p>\n\n\n\n<h2><strong>1.1. Saikne starp iesaisti un izaugsmi<\/strong><\/h2>\n\n\n\n<p>Cilv\u0113ks p\u0113c savas b\u016bt\u012bbas ir rad\u012bts, lai nep\u0101rtraukti p\u0113t\u012btu pasauli, atkl\u0101tu un apg\u016btu ko jaunu un nepaliktu sav\u0101 att\u012bst\u012bb\u0101 uz vietas. Cilv\u0113ki dabiski sliecas m\u0101c\u012bties, b\u016bt zi\u0146k\u0101r\u012bgi un v\u0113las izzin\u0101t apk\u0101rt\u0113jo pasauli (Brown &amp; Dryden, 2004). M\u016bsu smadze\u0146u darb\u012bbai ir regul\u0101ri nepiecie\u0161ams jaunas zin\u0101\u0161anas un treni\u0146\u0161. Neparasts atkl\u0101jums &#8211; ikviens cilv\u0113ks b\u016bs gatavs m\u0101c\u012bties, ja vien m\u0101c\u012bbu materi\u0101ls ir interesants vai tiek atkl\u0101ts interesant\u0101 veid\u0101 (DeCarvalho, 1991; Rogers &amp; Freiberg, 1994).&nbsp;<\/p>\n\n\n\n<p>Ja m\u0113s vairs neapg\u016bstam neko jaunu pietiekam\u0101 daudzum\u0101, m\u016bsos iest\u0101jas rut\u012bna (slikt\u0101 noz\u012bm\u0113) un apnikums. Ja darbiniekam vi\u0146a pien\u0101kumi \u0161\u0137iet vienmu\u013ci un nekas darb\u0101 neaizrauj, visdr\u012bz\u0101k \u0161\u0101ds darbinieks b\u016bs pavisam v\u0101ji iesaist\u012bts. Diem\u017e\u0113l \u0161\u012b ir bie\u017ei sastopama probl\u0113ma. Iemesli tam var b\u016bt da\u017e\u0101di, &#8211; iesp\u0113jams, cilv\u0113ks darbojas ne\u012bstaj\u0101 nozar\u0113, tr\u016bkst ener\u0123ijas vai pietiekamas izpratnes un j\u0113gas izj\u016btas par vi\u0146a darba pien\u0101kumiem.<\/p>\n\n\n\n<p>Ja darbinieks neizj\u016bt gandar\u012bjumu par paveikto darbu k\u0101du person\u012bgu iemeslu d\u0113\u013c, visdr\u012bz\u0101k darba dev\u0113js nevar\u0113s pal\u012bdz\u0113t vair\u0101k k\u0101 vien mudin\u0101t darbinieku pa\u0161am izv\u0113rt\u0113t iemeslus. Ta\u010du nereti darbinieku zemais iesaistes l\u012bmenis ir uz\u0146\u0113muma vides un kult\u016bras vaina. <a href=\"http:\/\/www.mdx.ac.uk\/about-us\/our-schools\/institute-for-work-based-learning\">Midlekseksas Universit\u0101te<\/a> atkl\u0101ja, ka no 4300 str\u0101d\u0101jo\u0161ajiem 74% uzskata &#8211; izaugsmes iesp\u0113ju tr\u016bkuma d\u0113\u013c vi\u0146i piln\u012bb\u0101 neizmanto savu potenci\u0101lu. Lab\u0101 zi\u0146a &#8211; kop\u012bgiem sp\u0113kiem uz\u0146\u0113muma vad\u012bt\u0101ji un komandas var transform\u0113t eso\u0161o lietu k\u0101rt\u012bbu un iedegt savos darbiniekos entuziasmu. K\u0101? Pied\u0101v\u0101jot kaut vai 10 min\u016btes dien\u0101 apg\u016bt ko jaunu, lai att\u012bst\u012btu gan prasmju kopumu, gan zin\u0101\u0161anas, t\u0101d\u0113j\u0101di veicinot darbiniekos izj\u016btu, ka katra darb\u0101 pavad\u012bt\u0101 diena ir bijusi v\u0113rt\u012bga.<\/p>\n\n\n\n<p>Daudzi p\u0113t\u012bjumi nor\u0101da, ka mikrom\u0101c\u012b\u0161an\u0101s l\u012bdz 15 min\u016bt\u0113m dien\u0101 ir efekt\u012bv\u0101ka par cit\u0101m m\u0101c\u012bbu metod\u0113m. Piem\u0113ram, saska\u0146\u0101 ar<a href=\"https:\/\/www.shiftelearning.com\/blog\/numbers-dont-lie-why-bite-sized-learning-is-better-for-your-learners-and-you-too\"> <em>Journal of Applied Psychology<\/em><\/a>, m\u0101c\u012b\u0161an\u0101s pa nelieliem fragmentiem padara m\u0101c\u012bbu procesu par 17% efekt\u012bv\u0101ku. \u0160\u0101ds laika periods b\u016btiski netrauc\u0113s darba procesu, ta\u010du, ja piekopts regul\u0101ri, \u013caus p\u0101rv\u0113rst darba vidi l\u012bdz nepaz\u012b\u0161anai, uzlabot darbinieku iesaisti uz\u0146\u0113muma procesos un l\u012bdz ar to ar\u012b produktivit\u0101ti. Mikro m\u0101c\u012bbas ir sevi\u0161\u0137i popul\u0101ras k\u013cuvu\u0161as m\u016bsdien\u0101s, kur apjom\u012bgais m\u0101c\u012bbu kurss sadal\u012bts nelielos fragmentos, lai cilv\u0113ks visu \u0161o laiku sp\u0113tu piln\u012bb\u0101 koncetr\u0113ties m\u0101c\u012bbu procesam, l\u012bdz vi\u0146a uzman\u012bb\u0101 p\u0101rsl\u0113dzas uz ko citu (piem\u0113ram, pazi\u0146ojumu k\u0101d\u0101 no viedier\u012bc\u0113m). T\u0101pat \u0161\u0101da veida m\u0101c\u012b\u0161an\u0101s paredz, ka inform\u0101cija tiek regul\u0101ri atk\u0101rtota, jo tie\u0161i t\u0101d\u0101 veid\u0101 cilv\u0113ks m\u0101c\u0101s &#8211; p\u0101rskatot j\u0113dzienus vai prasmes vair\u0101kk\u0101rt un at\u0161\u0137ir\u012bgos apst\u0101k\u013cos.<\/p>\n\n\n\n<p>M\u0101c\u012bbu t\u0113m\u0101m b\u016btu j\u0101b\u016bt pietiekami daudzveid\u012bg\u0101m, bet ide\u0101l\u0101 gad\u012bjum\u0101 t\u0101m j\u0101b\u016bt prakstiski noder\u012bg\u0101m ikdienas darba uzdevumos, saskarsm\u0113 ar kol\u0113\u0123iem\/klientiem, profesion\u0101lisma uzlabo\u0161an\u0101. Ta\u010du ikdienas m\u0101c\u012b\u0161an\u0101s var b\u016bt saist\u012bta ar\u012b ar t\u0101d\u0101m t\u0113m\u0101m vesel\u012bba, darba un priv\u0101t\u0101s dz\u012bves l\u012bdzsvara iev\u0113ro\u0161ana, kol\u0113\u0123u tuv\u0101ka iepaz\u012b\u0161ana (komandas salied\u0113\u0161anas sp\u0113le) un pozit\u012bva dom\u0101\u0161ana, kas ar\u012b netie\u0161\u0101 veid\u0101 ietekm\u0113 iesaistes l\u012bmeni un darba sniegumu. Skait\u013ci r\u0101da &#8211; 93% mazo un vid\u0113ja lieluma uz\u0146\u0113mumu atz\u012bst, ka mentori un izaugsmes kou\u010di var pal\u012bdz\u0113t vi\u0146iem g\u016bt pan\u0101kumus. Tom\u0113r tikai 25% mazo un vid\u0113ja lieluma uz\u0146\u0113mumu \u0161obr\u012bd izmanto biznesa mentoru pakalpojumus (<a href=\"http:\/\/nationalmentoringday.org\/facts\/\">Sage<\/a>).<\/p>\n\n\n\n<h2><strong>1.2. K\u0101 person\u012bg\u0101 izaugsme ir saist\u012bta ar m\u0101c\u012b\u0161anos?<\/strong><\/h2>\n\n\n\n<p>Saska\u0146\u0101 ar <a href=\"https:\/\/learning.linkedin.com\/content\/dam\/me\/learning\/en-us\/pdfs\/linkedin-learning-workplace-learning-report-2018.pdf\">LinkedIn aptauju<\/a> 94% darbinieku atkl\u0101j, ka vi\u0146i ilg\u0101k uztur\u0113sies uz\u0146\u0113mum\u0101, ja b\u016bs pieejamas m\u0101c\u012bbu iesp\u0113jas. Viens no TOP 3 darbinieku iesaist\u012b\u0161an\u0101s pieauguma iemesliem ir karjeras att\u012bst\u012bba. \u0160eit m\u0101c\u012b\u0161an\u0101s n\u0101k pal\u012bg\u0101. Tikai m\u0101coties ir iesp\u0113jams izaugt jebkur\u0101 dz\u012bves aspekt\u0101. Nav svar\u012bgi, vai t\u0101 ir m\u0101c\u012b\u0161an\u0101s no k\u013c\u016bd\u0101m, no gr\u0101mat\u0101m, interneta vai \u0123imenes. M\u0101c\u012b\u0161an\u0101s ir jebkura veida izaugsmes vai izaugsmes pamats. M\u016bsdien\u0101s liel\u0101k\u0101 da\u013ca darba dev\u0113ju prasa iepriek\u0161\u0113ju pieredzi vajadz\u012bgaj\u0101 jom\u0101. Tom\u0113r reiz\u0113m cilv\u0113kiem to nav, un t\u0101 tr\u016bkums ne\u013cauj vi\u0146iem pieteikties v\u0113lamajai poz\u012bcijai. Darba dev\u0113ji labpr\u0101t pie\u0146em darb\u0101 k\u0101du, kam ir pieredze lauk\u0101. T\u0101tad m\u0101c\u012b\u0161an\u0101s ir iz\u0161\u0137iro\u0161a person\u012bbas att\u012bst\u012bb\u0101 un karjeras izaugsm\u0113.&nbsp;<\/p>\n\n\n\n<p>M\u0101c\u012b\u0161an\u0101s m\u016bs pal\u012bdz ieg\u016bt jaunu perspekt\u012bvu uz liet\u0101m, rada jaunas idejas, att\u012bsta kritisko dom\u0101\u0161anu un sagatavo da\u017e\u0101d\u0101m dz\u012bves situ\u0101cij\u0101m, t\u0101tad vistie\u0161\u0101kaj\u0101 veid\u0101 veicina izaugsmi un tuvo\u0161anos savam potenci\u0101lam.<\/p>\n\n\n\n<h2><strong>1.3. K\u0101 bez m\u0101c\u012b\u0161an\u0101s ir iesp\u0113jama person\u012bg\u0101 izaugsme?<\/strong><\/h2>\n\n\n\n<p>M\u0101c\u012b\u0161an\u0101s ir pla\u0161s j\u0113dziens, un da\u017ereiz cilv\u0113ks pat nepamana, ka ir ieguvis jaunas zin\u0101\u0161anas darot k\u0101du aktivit\u0101ti. Tom\u0113r, ja pie\u0146emam, ka m\u0101c\u012b\u0161an\u0101s ir darb\u012bba, kas tiek veikta apzin\u0101ti, un darb\u012bbas m\u0113r\u0137is ir iem\u0101c\u012bties kaut ko jaunu, m\u0113s varam atrast \u012bpa\u0161us veidus, k\u0101 uzlabot person\u012bgo izaugsmi. Iz\u0161\u0137iro\u0161a da\u013ca ir fakta atz\u012b\u0161ana, ka izaugsme ir svar\u012bga katram cilv\u0113kam, t\u0101p\u0113c izaugsmes pl\u0101na izveide sev ir lab\u0101kais veids, k\u0101 nov\u0113rt\u0113t progresu. Person\u012bbas izaugsmes pl\u0101nam vajadz\u0113tu sast\u0101v\u0113t no \u010detr\u0101m sada\u013c\u0101m:<\/p>\n\n\n\n<ol><li>m\u0113r\u0137a;<\/li><li>darb\u012bb\u0101m m\u0113r\u0137a sasnieg\u0161anai;<\/li><li>pier\u0101d\u012bjumam, ka m\u0113r\u0137is sasniegts (KPI);&nbsp;<\/li><li>termi\u0146a nosprau\u0161ana.&nbsp;<\/li><\/ol>\n\n\n\n<p>Nav svar\u012bgi, vai pl\u0101ns sast\u0101v no maz\u0101kiem vai liel\u0101kiem m\u0113r\u0137iem, abi ir vienl\u012bdz labi; tom\u0113r noz\u012bm\u012bg\u0101ki m\u0113r\u0137i sniegs liel\u0101ku izaugsmi. V\u0113l viena b\u016btiska izaugsmes sast\u0101vda\u013ca ir t\u0101 saukt\u0101s jebkur\u0101 profesij\u0101 noder\u012bg\u0101s prasmes (<em>soft skills<\/em>), kas pal\u012bdz mums lab\u0101k mijiedarboties ar citiem cilv\u0113kiem. Ir tr\u012bs \u012bpa\u0161as prasmes, kas visvair\u0101k ietekm\u0113 person\u012bgo izaugsmi: probl\u0113mu risin\u0101\u0161ana, emociju kontrole un m\u0113r\u0137tiec\u012bba. To apg\u016b\u0161ana n\u0101ks par labu ne tikai indiv\u012bdam, bet ar\u012b p\u0101r\u0113jai komandai un, protams, darba dev\u0113jam.<\/p>\n\n\n\n<p>K\u0101 to ir teicis Henrijs Fords, \u201cIkviens, kur\u0161 p\u0101rtrauc m\u0101c\u012bties, ir vecs, b\u016bdams divdesmit vai asto\u0146desmit gadus vecs. Ikviens, kur\u0161 turpina m\u0101c\u012bties, paliek jauns. \u201d<\/p>\n\n\n\n<h2><strong>2. Da\u017e\u0101di m\u0101c\u012b\u0161an\u0101s veidi&nbsp;<\/strong><\/h2>\n\n\n\n<p>M\u0101c\u012b\u0161anos ir iesp\u0113jams iedal\u012bt divos stilos: tradicion\u0101laj\u0101 un modernaj\u0101. Lai gan m\u016bsdien\u0101s izgl\u012bt\u012bb\u0101 daudz kas ir main\u012bjies, joproj\u0101m ir daudz vietu, kur tiek izmantotas tradicion\u0101l\u0101s m\u0101c\u012bbu metodes. Tradicion\u0101l\u0101 m\u0101c\u012bbu metode galvenok\u0101rt balst\u0101s uz to, ka studenti klaus\u0101s un nov\u0113ro inform\u0101ciju, savuk\u0101rt m\u016bsdienu metodes m\u0113dz veicin\u0101t l\u012bdzdal\u012bbu, liekot pa\u0161iem izp\u0113t\u012bt priek\u0161metu un p\u0113c tam uzdot jaut\u0101jumus vai izteikt savas domas par apsprie\u017eamo priek\u0161metu un t\u0113mu. Modern\u0101s m\u0101c\u012b\u0161an\u0101s metodes ir noder\u012bgas, jo t\u0101s m\u0113dz sniegt p\u0113c iesp\u0113jas person\u012bg\u0101ku pieredzi.<\/p>\n\n\n\n<p><strong>Mikro m\u0101c\u012b\u0161an\u0101s <\/strong>m\u016bsdien\u0101s ir k\u013cuvusi par vienu no popul\u0101r\u0101kajiem m\u0101c\u012bbu veidiem. Ir pier\u0101d\u012bts, ka tas ir daudz efekt\u012bv\u0101ks nek\u0101 tradicion\u0101l\u0101s izgl\u012bt\u012bbas metodes. M\u0101c\u012b\u0161an\u0101s, kas stiepjas ilg\u0101k\u0101 laika posm\u0101 <a href=\"http:\/\/psi.sagepub.com\/content\/14\/1\/4.abstract#aff-1\">iev\u0113rojami palielina zin\u0101\u0161anu saglab\u0101\u0161anu<\/a>. Mikro m\u0101c\u012bbas pied\u0101v\u0101 nelielu inform\u0101cijas daudzumu bie\u017e\u0101k, nevis lielu daudzumu vien\u0101 smag\u0101 blok\u0101. T\u0101 nodro\u0161ina, ka ir vair\u0101k laika, ko t\u0113r\u0113t cit\u0101m liet\u0101m, jo m\u0101c\u012bbas neaiz\u0146em visu laiku un neapgr\u016btina tik daudz k\u0101 gr\u016bti apstr\u0101d\u0101jamas un apjom\u012bgs inform\u0101cijas materi\u0101ls. Izmantojot mikrom\u0101c\u012b\u0161an\u0101s metodes, paz\u016bd garlaiko\u0161an\u0101s, kas ir tik rakstur\u012bgs aspekts, m\u0101coties p\u0113c tradicion\u0101l\u0101m metod\u0113m.&nbsp;<\/p>\n\n\n\n<p><strong>E-m\u0101c\u012bbas <\/strong>p\u0113d\u0113jo p\u0101ris gadu laik\u0101 ir \u0101rk\u0101rt\u012bgi att\u012bst\u012bju\u0161\u0101s. Saska\u0146\u0101 ar e-apm\u0101c\u012bb\u0101m visi m\u0101c\u012bbu materi\u0101li ir atrodami internet\u0101 vai digit\u0101l\u0101 form\u0101t\u0101, ta\u010du m\u0113s to bie\u017ei saucam par kaut ko digit\u0101lu. Vai nu t\u0101 ir tie\u0161raides sesija ar skolot\u0101ju vai iepriek\u0161 ierakst\u012bts video. Un p\u0113t\u012bjumi r\u0101da, ka virtu\u0101lo apm\u0101c\u012bbu pabeig\u0161anai nepiecie\u0161ams par <a href=\"https:\/\/www.cloudshare.com\/blog\/cloudshare\/blogvirtual-learning-everything-you-need-to-know\">40-60% maz\u0101k laika nek\u0101 cit\u0101m apm\u0101c\u012bb\u0101m.<\/a> Tas m\u016bsdien\u0101s ir jauns m\u0101c\u012bbu veids, un m\u0113s noteikti tirg\u016b redz\u0113sim v\u0113l vair\u0101k jaunu digit\u0101lo produktu, kas pal\u012bdz\u0113s izgl\u012btot cilv\u0113kus digit\u0101l\u0101 form\u0101t\u0101. E-m\u0101c\u012bbas \u0161odien ir viena no augo\u0161aj\u0101m nozar\u0113m, kur ir daudz vietas da\u017e\u0101d\u0101m inov\u0101cij\u0101m.<\/p>\n\n\n\n<h2><strong>2.1 Da\u017e\u0101di inform\u0101cijas uztver\u0161anas veidi m\u0101c\u012bbu proces\u0101<\/strong><\/h2>\n\n\n\n<p>Ir 4 inform\u0101cijas uztver\u0161anas veidi: vizu\u0101lais, dzirdes, kinest\u0113tiskais, las\u012b\u0161anas\/rakst\u012b\u0161anas. Pirms m\u0113s ieskat\u0101mies nedaudz dzi\u013c\u0101k katr\u0101 no \u0161iem veidiem, mums j\u0101atbild uz \u013coti svar\u012bgu jaut\u0101jumu: vai ir svar\u012bgi zin\u0101t, kur\u0161 tips ir katrs cilv\u0113ks? Atbilde ir: \u201cJ\u0101!\u201d. Ir \u013coti svar\u012bgi zin\u0101t, k\u0101da veida izgl\u012btojamais esi. Bie\u017ei vien nav iesp\u0113jas izv\u0113l\u0113ties, k\u0101 stud\u0113t konkr\u0113to priek\u0161metu, ta\u010du, ja ir zin\u0101ms domin\u0113jo\u0161ais veids, tas var pal\u012bdz\u0113t padar\u012bt m\u0101c\u012bbu procesu \u0101tr\u0101ku un efekt\u012bv\u0101ku.<\/p>\n\n\n\n<ul><li><strong>Vizu\u0101lajam <\/strong>tipam pat\u012bk diagrammas, infografiki, att\u0113li, anim\u0101cijas, video un telpiski materi\u0101lo.<\/li><li><strong>Audi\u0101\u013ci <\/strong>ir \u013coti atkar\u012bgi no aus\u012bm. Vi\u0146i dod priek\u0161roku klaus\u012bties tie\u0161raid\u0113 las\u0101mas lekcijas, video vai audio ierakstus, nevis las\u012bt piez\u012bmes vai apl\u016bkot z\u012bm\u0113jumus, k\u0101 ar\u012b vi\u0146i m\u0101c\u0101s no sarun\u0101m par t\u0113mu.<\/li><li>Tre\u0161ais tips ir <strong>kinest\u0113ti\u0137is<\/strong>. Tas, k\u0101 vi\u0146i vislab\u0101k apg\u016bst zin\u0101\u0161anas, ir praktiski izm\u0113\u0123in\u0101t lietas.<\/li><li>Un p\u0113d\u0113jais ir <strong>las\u012bt\u0101ju\/rakst\u012bt\u0101ju<\/strong> tips. Vi\u0146i m\u0113dz vislab\u0101k m\u0101c\u012bties no rakstiskiem dokumentiem, piez\u012bm\u0113m, rakstiem un gr\u0101mat\u0101m.<\/li><\/ul>\n\n\n\n<p>Lai noteiktu, k\u0101da veida tips esi, vienk\u0101r\u0161i vajadz\u0113tu eksperiment\u0113t un \u0146emt v\u0113r\u0101 to, kas darbojas vislab\u0101k. Var ar\u012b izm\u0113\u0123in\u0101t <a href=\"http:\/\/www.educationplanner.org\/students\/self-assessments\/learning-styles-quiz.shtml\">\u0161o<\/a> testu, kas pal\u012bdz\u0113s to atkl\u0101t, uzdodot pareigos jaut\u0101jumus!<\/p>\n\n\n\n<h2><strong>2.2 Kas trauc\u0113 cilv\u0113kiem m\u0101c\u012bties?<\/strong><\/h2>\n\n\n\n<p>Liel\u0101kais \u0161\u0137\u0113rslis, kas ierobe\u017eo m\u016bs m\u0101c\u012bties, ir m\u016bsu dom\u0101\u0161anas veids. T\u0101 rezult\u0101t\u0101 ar\u012b izaugsme tiek aptur\u0113ta. Ir \u010detri galvenie iemesli, k\u0101p\u0113c cilv\u0113ki nem\u0101c\u0101s un \u013cauj izaugsmes procesam apst\u0101ties. K\u0101 jau iepriek\u0161 teikts, viss s\u0101kas ar indiv\u012bda pr\u0101tu. Pirmk\u0101rt, indiv\u012bds var dom\u0101t, ka vi\u0146am nekas jauns nav j\u0101m\u0101c\u0101s, un tas ir visslikt\u0101kais iemesls, jo cilv\u0113ku, kur\u0161 tic, ka zina visu, ir \u0101rk\u0101rt\u012bgi gr\u016bti main\u012bt. Otrk\u0101rt, indiv\u012bds nev\u0113las m\u0101c\u012bties, kas ir tikpat slikti k\u0101 pirmais iemesls. Tre\u0161k\u0101rt, indiv\u012bds, iesp\u0113jams, nezina faktu, ka vi\u0146am tr\u016bkst zin\u0101\u0161anu un pat nezina, ka vi\u0146\u0161 var\u0113tu str\u0101d\u0101t efekt\u012bv\u0101k, izmantojot pareiz\u0101s prasmes. Un visbeidzot, motiv\u0101cijas tr\u016bkums ir milz\u012bgs \u0161\u0137\u0113rslis m\u0101c\u012bbu proces\u0101.<\/p>\n\n\n\n<p><strong>Tom\u0113r, m\u0113s esam daudz dzird\u0113ju\u0161i, ka, k\u013c\u016bstot vec\u0101kam, m\u0101c\u012bties ko jaunu paliek daudz gr\u016bt\u0101k. Vai t\u0101 ir taisn\u012bba?&nbsp;<\/strong><\/p>\n\n\n\n<p>B\u0113rni jauno inform\u0101ciju burtiski absorb\u0113. Un tas ir t\u0101p\u0113c, ka vi\u0146u pr\u0101ti v\u0113l nav k\u013cuvu\u0161i par tik sare\u017e\u0123\u012bt\u0101m sist\u0113m\u0101m k\u0101 pieaugu\u0161\u0101 vecum\u0101. Netrauc\u0113 konteksti, inform\u0101cijas filtr\u0113\u0161ana, noz\u012bm\u012bga iepriek\u0161\u0113ja pieredze utt. Pieaugu\u0161ajiem m\u0101coties jaun\u0101 inform\u0101cija ir j\u0101p\u0101rstr\u0101d\u0101 r\u016bp\u012bg\u0101k, j\u0101sal\u012bdzina ar eso\u0161aj\u0101m zin\u0101\u0161an\u0101m un l\u012bdz ar to process k\u013c\u016bst ilg\u0101ks anal\u012bzes d\u0113\u013c.&nbsp;<\/p>\n\n\n\n<p><strong>Kas mums var pal\u012bdz\u0113t?<\/strong><\/p>\n\n\n\n<ul><li>Aizraujo\u0161s m\u0101c\u012bbu process &#8211; b\u0113rniem katrs jaunatkl\u0101jums ir k\u0101 br\u012bnums un vi\u0146i m\u0101c\u0101s ar aizraut\u012bbu, kas procesu \u013coti liel\u0101 m\u0113r\u0101 atvieglo. Ar\u012b pieeaugu\u0161\u0101 vecum\u0101 svar\u012bgi m\u0101c\u012bties ar prieku un atrast pieeju, kas st\u0101d\u0101.<\/li><li>M\u0101c\u012b\u0161an\u0101s l\u0113n\u0101m, bet regul\u0101ri &#8211; b\u0113rniem, k\u0101 zin\u0101ms, nav daudz pien\u0101kumu, ta\u010du mums ir savas dz\u012bves ar neskait\u0101m\u0101m ikdienas r\u016bp\u0113m, kas ne\u013cauj piln\u012bb\u0101 \u201cpiesl\u0113gties\u201d m\u0101c\u012bb\u0101m, t\u0101p\u0113c svar\u012bgi nep\u0101rpl\u016bdin\u0101t sevi ar inform\u0101ciju un uzdevumiem, bet s\u0101kt pamaz\u0101m.<\/li><li>Uzsver galveno inform\u0101ciju, kas noteikti j\u0101atceras &#8211; t\u0101d\u0113j\u0101di smadzen\u0113m tiks atvieglots pirmais solis jeb inform\u0101cijas filtr\u0113\u0161ana un galveno atzi\u0146u atlas\u012b\u0161ana.<\/li><\/ul>\n\n\n\n<h2><strong>2.3 Padomi efekt\u012bvam m\u0101c\u012bbu un izaugsmes procesam<\/strong><\/h2>\n\n\n\n<p>M\u0113s v\u0113lamies sniegt 8 noder\u012bgus padomus, kas palielin\u0101s m\u0101c\u012bbu procesa efektivit\u0101ti:<\/p>\n\n\n\n<ol><li>Vesel\u012bgam uzturam, ir zin\u0101mas priek\u0161roc\u012bbas, ta\u010du ir vair\u0101ki \u012bpa\u0161i produkti, kuri pal\u012bdz smadze\u0146u darb\u012bba, piem\u0113ram, zivis, rieksti, mellenes un d\u0101rze\u0146i, piem\u0113ram, broko\u013ci, spin\u0101ti un avokado, kas pal\u012bdz\u0113s smadzen\u0113m apstr\u0101d\u0101t jauno inform\u0101ciju.<\/li><li>Tas pats attiecas uz dzeramo \u016bdeni, jo ne tikai m\u016bsu \u0137ermen\u012b ir liels \u016bdens daudzums, bet ar\u012b smadzenes sast\u0101v no 73% \u016bdens, t\u0101p\u0113c smadze\u0146u pareizai darb\u012bbai ir nepiecie\u0161ams \u016bdens.<\/li><li>Miegam ir ar\u012b daudzas priek\u0161roc\u012bbas, ta\u010du tas ir vit\u0101li svar\u012bgs m\u0101c\u012bbu proces\u0101, jo mieg\u0101 liela da\u013ca no dienas ieg\u016bt\u0101s inform\u0101cijas tiek apstr\u0101d\u0101ta, lai smadzenes b\u016btu gatavas jaunai dienai.<\/li><li>Da\u017e\u0101das stresa mazin\u0101\u0161anas metodes, jo nav nosl\u0113pums, ka stresa situ\u0101cij\u0101s m\u0113s m\u0113dzam aizmirst inform\u0101ciju pat tad, ja iepriek\u0161 daudz praktiz\u0113ts.<\/li><li>M\u016bzikas klaus\u012b\u0161an\u0101s pal\u012bdz noteikt\u0101m smadze\u0146u da\u013c\u0101m atv\u0113rties un apkopot m\u0101c\u012bbu procesa inform\u0101ciju.<\/li><li>M\u0101c\u012b\u0161an\u0101s kop\u0101 ar k\u0101du citu. Diskusiju apsprie\u0161ana un dal\u012b\u0161an\u0101s ar citiem un m\u0113\u0123in\u0101\u0161ana iem\u0101c\u012bt k\u0101dam citam to pa\u0161u vienm\u0113r pal\u012bdz lab\u0101k izprast m\u0101c\u012bbu priek\u0161metu.<\/li><li>Izvair\u012b\u0161an\u0101s no vair\u0101ku uzdevumu veik\u0161anas vienlaikus, jo tas nodro\u0161ina smadze\u0146u da\u013cas koncentr\u0113\u0161anos uz p\u0113t\u0101mo priek\u0161metu, lai visa uzman\u012bba tiktu virz\u012bta tikai uz to.<\/li><li>Atrast, k\u0101da m\u0101c\u012b\u0161an\u0101s tehnika ir piem\u0113rot\u0101k\u0101.<\/li><\/ol>\n\n\n\n<h2><strong>2.4 Inform\u0101cijas p\u0101rslodze<\/strong><\/h2>\n\n\n\n<p>Viegla un neierobe\u017eota piek\u013cuve lielam inform\u0101cijas apjomam da\u017eiem cilv\u0113kiem var\u0113tu \u0161\u0137ist pievilc\u012bga. Kaut ar\u012b tehniski tas padara m\u016bs gudr\u0101kus, paties\u012bb\u0101 tas mums var kait\u0113t. Inform\u0101cijas p\u0101rslodze liek m\u016bsu smadzen\u0113m nedarboties, un, ja tikko pat\u0113r\u0113t\u0101 inform\u0101cija netiek izmantota nekav\u0113joties, smadzenes zaud\u0113 aptuveni 75% no visiem atmi\u0146as datiem. Liel\u0101kie inform\u0101cijas p\u0101rslodzes riski ir: kognit\u012bv\u0101 p\u0101rslodze m\u016bsu smadzen\u0113m, kas paz\u012bstama ar\u012b k\u0101 smadze\u0146u migla; k\u013c\u016bst gr\u016bt\u0101k pie\u0146emt l\u0113mumus un dom\u0101t kritiski; m\u016bsu gribassp\u0113ka izs\u012bk\u0161ana; m\u0113s saskaramies ar trauksmi un fokusa probl\u0113m\u0101m. Piem\u0113ram, 2016. gad\u0101 aptuveni viena piekt\u0101 da\u013ca pieaugu\u0161o ASV jut\u0101s p\u0101rslogota ar inform\u0101ciju, liecina <em>Pew Research Center <\/em>inform\u0101cija.<\/p>\n\n\n\n<p>M\u0113s pat\u0113r\u0113jam arvien vair\u0101k inform\u0101cijas, tom\u0113r t\u0101 mums ne vienm\u0113r ir noder\u012bga. Ta\u010du m\u016bsu smadzenes to joproj\u0101m apstr\u0101d\u0101, kad t\u0101s faktiski var\u0113tu str\u0101d\u0101t pie kaut k\u0101 cita, kas ir to p\u016b\u013cu v\u0113rts. Ir \u0101rk\u0101rt\u012bgi svar\u012bgi risin\u0101t \u0161o jaut\u0101jumu, un m\u0113s pa\u0161i liel\u0101koties esam vien\u012bgie, kas to var atrisin\u0101t, jo tikai ar apzin\u0101t\u0101m darb\u012bb\u0101m m\u0113s varam ierobe\u017eot inform\u0101ciju.<\/p>\n\n\n\n<p>Visefekt\u012bv\u0101kie veidi, k\u0101 apkarot inform\u0101cijas p\u0101rslodzi, ir att\u0101lin\u0101\u0161an\u0101s no trauc\u0113jo\u0161iem un bezj\u0113dz\u012bgiem inform\u0101cijas avotiem, pr\u0101ta att\u012br\u012b\u0161ana reizi pa reizei, jaunu, tikai tev interes\u0113jo\u0161u lietu izzin\u0101\u0161ana un inform\u0101cijas sagrup\u0113\u0161ana, ko apstr\u0101d\u0101t tagad un ko v\u0113l\u0101k.<\/p>\n\n\n\n<h2><strong>3. Iesaistes indikatori<\/strong><\/h2>\n\n\n\n<h2><strong>3.1 K\u0101 izm\u0113r\u012bt iesaisti darb\u0101?<\/strong><\/h2>\n\n\n\n<p>Iesaiste, protams, nav fiziska lieta, ko iesp\u0113jams izm\u0113r\u012bt ar line\u0101lu, ta\u010du tas nenoz\u012bm\u0113, ka to izm\u0113r\u012bt nav iesp\u0113jams. Ir da\u017eas galven\u0101s paz\u012bmes, kas var nor\u0101d\u012bt, cik darbinieki ir iesaist\u012bti, vai veicin\u0101t izpratni par galvenajiem jaut\u0101jumiem, kas var trauc\u0113t iesaist\u012b\u0161anos darba viet\u0101. Piem\u0113ram, jaut\u0101t darbiniekiem, k\u0101 vi\u0146i j\u016btas darb\u0101, un vai vi\u0146i ieteiktu citiem \u0161eit str\u0101d\u0101t, ir lieliski aptaujas jaut\u0101jumi, jo tie b\u016bs galvenie probl\u0113mas apzin\u0101\u0161an\u0101s identifikatori. H\u0101rvardas biznesa p\u0101rskata public\u0113taj\u0101 p\u0113t\u012bjum\u0101 nor\u0101d\u012bts, ka darbinieki, kuri visp\u0101r neatbild uz ikgad\u0113j\u0101m aptauj\u0101m, n\u0101kamo se\u0161u m\u0113ne\u0161u laik\u0101 ir gandr\u012bz 3 reizes bie\u017e\u0101k pametu\u0161i savu darba vietu nek\u0101 tie, kas atbild. T\u0101l\u0101k var m\u0113\u0123in\u0101t noteikt konkr\u0113tas jomas, kur\u0101s ir redzamas probl\u0113mas, komandas darbs, izaugsme n\u0101kotn\u0113 utt. Kopum\u0101 tiek uzskat\u012bts, ka ikgad\u0113j\u0101s aptaujas ir lab\u0101kie un prec\u012bz\u0101kie veidi, k\u0101 uzzin\u0101t par darbiniekiem, ta\u010du dati v\u0113l\u0101k j\u0101analiz\u0113 maz\u0101kaj\u0101s deta\u013c\u0101s un v\u0113l\u0101k j\u0101izmanto, lai uzlabotu pa\u0161reiz\u0113jo situ\u0101ciju.<\/p>\n\n\n\n<h2><strong>3.2 Cik daudz ieguld\u012bjuma nepiecie\u0161ams, lai uzlabotu iesaisti?<\/strong><\/h2>\n\n\n\n<p>Cik daudz ieguld\u012bt, paties\u012bb\u0101 ir atkar\u012bgs no katra pa\u0161a cilv\u0113ka un organiz\u0101cijas. Protams, ikviena interes\u0113s ir visu laiku m\u0101c\u012bties un nep\u0101rtraukti augt, ta\u010du past\u0101v\u012bga att\u012bst\u012bba prasa daudz laika un ener\u0123ijas. Nauda ar\u012b ir svar\u012bgs aspekts, ta\u010du t\u0101 ir sal\u012bdzino\u0161i maz\u0101k noz\u012bm\u012bga nek\u0101 laika un gribas probl\u0113mas, jo m\u016bsdienu pasaul\u0113 ir daudz veidu, k\u0101 pat bez maksas m\u0101c\u012bties, izmantojot da\u017e\u0101dus t\u012bmekl\u012b vai soci\u0101lajos medijos atrodamus materi\u0101lus. Lai maz\u0101k ieguld\u012btu, darba dev\u0113jam, pie\u0146emot k\u0101du darb\u0101, ir j\u0101\u0146em v\u0113r\u0101 darbinieka eso\u0161\u0101s zin\u0101\u0161anas un izaugsme, jo ikvienu uz\u0146\u0113mumu interes\u0113 liel\u0101ks p\u0101rdo\u0161anas apjoms un tas ir iesp\u0113jams tikai ar lab\u0101k iesaist\u012btiem darbiniekiem. T\u0101p\u0113c vi\u0146a interes\u0113s ir atrast cilv\u0113kus, kuri var \u013coti \u0101tri m\u0101c\u012bties un piel\u0101goties. P\u0113d\u0113jos gados t\u0101 ir k\u013cuvusi par vienu no piepras\u012bt\u0101kaj\u0101m \u012bpa\u0161\u012bb\u0101m no darbiniekiem, jo pasaule main\u0101s arvien strauj\u0101k.<\/p>\n\n\n\n<h2><strong>3.3 Visp\u0101r\u0113j\u0101 m\u0101c\u012bbu ietekme uz iesaisti darb\u0101<\/strong><\/h2>\n\n\n\n<p>M\u0113s esam izp\u0113t\u012bju\u0161i, k\u0101 m\u0101c\u012b\u0161an\u0101s laik\u0101 ieg\u016bt\u0101s zin\u0101\u0161anas var pal\u012bdz\u0113t efekt\u012bv\u0101k izpild\u012bt uzdevumus, bet ko v\u0113l? M\u0101c\u012b\u0161an\u0101s ne tikai paaugstina indiv\u012bda inteli\u0123ences l\u012bmeni, bet ar\u012b pal\u012bdz indiv\u012bdam b\u016bt apmierin\u0101tam ar darbu, ko vi\u0146\u0161 dara. Apmierin\u0101t\u012bba ar darbu padara darbiniekus daudz loj\u0101l\u0101kus pret uz\u0146\u0113mumu un t\u0101 m\u0113r\u0137iem, un darbinieki nebaid\u0101s st\u0101st\u012bt p\u0101r\u0113jai pasaulei br\u012bni\u0161\u0137\u012bgo darba vietu, kur\u0101 vi\u0146i darbojas. Lab\u0101k izprotot savus pien\u0101kumus, ir viegl\u0101k saprast sava darba ietekmi un lietder\u012bbu. Tas ir tik svar\u012bgi, jo t\u0101du uzdevumu veik\u0161ana, kas neko nedod, ir vienk\u0101r\u0161i neefekt\u012bva un neprodukt\u012bva darbo\u0161an\u0101s.<\/p>\n\n\n\n<h2><strong>4. Praktiskas idejas, k\u0101 veidot m\u0101c\u012bbu kult\u016bru uz\u0146\u0113mum\u0101<\/strong><\/h2>\n\n\n\n<h2><strong>4.1. Iniciat\u012bvas uz\u0146\u0113muma l\u012bmen\u012b<\/strong><\/h2>\n\n\n\n<p>Ir visda\u017e\u0101d\u0101kie iniciat\u012bvu veidi, k\u0101 darba viet\u0101 att\u012bst\u012bt nep\u0101rtrauktu m\u0101c\u012b\u0161anos un t\u0101d\u0113j\u0101di uzlabot iesaisti. Lab\u0101kais ieteikums b\u016btu s\u0101kt ar vienk\u0101r\u0161\u0101kaj\u0101m aktivit\u0101t\u0113m un eksperiment\u0113t, kas tie\u0161i tava uz\u0146\u0113muma darbiniekus uzrun\u0101 visvair\u0101k. T\u0101pat j\u0101piez\u012bm\u0113, ka uz\u0146\u0113muma iek\u0161\u0113j\u0101s kult\u016bras transform\u0101cija prasa laiku un neatlaid\u012bbu, ta\u010du rezult\u0101ti ir t\u0101 v\u0113rti!<\/p>\n\n\n\n<p><strong>Da\u017ei piem\u0113ri, k\u0101 darbinieku ikdienu papildin\u0101t ar m\u0101c\u012b\u0161anos:<\/strong><\/p>\n\n\n\n<ul><li><strong>Katru r\u012btu darbiniekiem nos\u016bt\u012bt interesantu faktu par uz\u0146\u0113muma nozari vai k\u0101du iedvesmojo\u0161u cit\u0101tu<\/strong><\/li><\/ul>\n\n\n\n<p>\u0160is ir labs veids, k\u0101 ies\u0101kt ce\u013cu uz nemit\u012bgu m\u0101c\u012b\u0161anos organiz\u0101cijas kult\u016br\u0101. Tas ne vien izgl\u012btos un iedvesmos darbiniekus, bet ar\u012b atkl\u0101s, ka vad\u012bbai r\u016bp darbinieku apmierin\u0101t\u012bba un izaugsme, k\u0101 ar\u012b pal\u012bdz\u0113s uztur\u0113t entuziasmu un ener\u0123iju uz\u0146\u0113muma iek\u0161ien\u0113.<\/p>\n\n\n\n<ul><li><strong>Izveidot gr\u0101matu klubi\u0146u<\/strong><\/li><\/ul>\n\n\n\n<p>Pied\u0101v\u0101 darbiniekiem iesp\u0113ju dal\u012bties iespaidos par da\u017e\u0101du \u017eanru gr\u0101mat\u0101m, kur darbinieki var viens otram ieteikt v\u0113rt\u012bgas las\u0101mvielas un apmain\u012bties ar gr\u0101mat\u0101m. Gr\u0101matu klubi\u0146\u0101 darbinieku grupa br\u012bvpr\u0101t\u012bgi var las\u012bt vienu un to pa\u0161u gr\u0101matu, par kuru p\u0113c\u0101k organiz\u0113t kop\u012bgas diskusijas. \u0160is ir ar\u012b labs un nepiespiests veids, k\u0101 darbinieki var regul\u0101ri socializ\u0113ties viens ar otru, stiprin\u0101t saiknes un aprun\u0101ties ar\u012b par darbu nesaist\u012btiem jaut\u0101jumiem. Iesp\u0113jams, \u0161\u0101di san\u0101ks \u201cpiespiest\u201d las\u012bt un m\u0101c\u012bties ar\u012b k\u0101du, kur\u0161 nav gr\u0101matu fans, bet v\u0113las iesaist\u012bties un nepalikt \u0101rpus grupas.<\/p>\n\n\n\n<ul><li><strong>Izveidot kop\u012bgu izaicin\u0101jumu, kura m\u0113r\u0137is b\u016btu praktiski apg\u016bt ko jaunu<\/strong><\/li><\/ul>\n\n\n\n<p>Izstr\u0101d\u0101 vai izv\u0113lies jau gatavu risin\u0101jumu kop\u012bgam izaicin\u0101jumam ar konkr\u0113tu m\u0113r\u0137i, piem\u0113ram 30 dien\u0101s uzlabot darbinieku vesel\u012bbu un labsaj\u016btu, stiprin\u0101t komandas garu un iepaz\u012bt kol\u0113\u0123us vai praktisk\u0101 veid\u0101 iedz\u012bvin\u0101t uz\u0146\u0113muma v\u0113rt\u012bbas, lai darbinieki t\u0101s sp\u0113tu nosaukt pat nakts vid\u016b. Izaicin\u0101juma nosl\u0113gum\u0101 v\u0113rts visiem kop\u012bgi nosvin\u0113t sasniegto un ik pa laikam \u0161\u0101das programmas atk\u0101rtot!<\/p>\n\n\n\n<ul><li><strong>Pied\u0101v\u0101t biznesa apm\u0101c\u012bbas mikro m\u0101c\u012bbu form\u0101t\u0101<\/strong><\/li><\/ul>\n\n\n\n<p>Atrodi k\u0101du pasniedz\u0113ju vai kou\u010du, kas b\u016btu gatavs savu programmu sadal\u012bt mazos m\u0101c\u012bbu fragmentos, kur darbinieki var\u0113tu apg\u016bt vienu jaunu lietu katru dienu. Biznesa apm\u0101c\u012bb\u0101m j\u0101b\u016bt pietiekami univers\u0101l\u0101m, lai t\u0101s noder\u0113tu visiem darbiniekiem, piem\u0113ram, komunik\u0101cijas prasmju uzlabo\u0161ana, rado\u0161a probl\u0113mu risin\u0101\u0161ana, kritisk\u0101 dom\u0101\u0161ana, produktivit\u0101tes uzlabo\u0161ana, darba-dz\u012bves balanss u.tml. M\u0113r\u0137is &#8211; m\u0101c\u012bties l\u0113n\u0101m, bet regul\u0101ri.<\/p>\n\n\n\n<ul><li><strong>Izm\u0113\u0123in\u0101t komandas salied\u0113\u0161anas sp\u0113li, kur darbiniekam ir vienam otram kaut kas noder\u012bgs j\u0101iem\u0101ca<\/strong><\/li><\/ul>\n\n\n\n<p>L\u012bdz\u012bgi k\u0101 ar gr\u0101matu klubi\u0146u, darbinieki var m\u0101c\u012bties un augt kop\u0101. Iesp\u0113jams, pa\u0161a uz\u0146\u0113muma iek\u0161ien\u0113 ir daudz apsl\u0113ptu talantu, un kou\u010di ies\u0101kum\u0101 nemaz nav nepiecie\u0161ami. Sp\u0113les noteikumi &#8211; iem\u0101c\u012bt k\u0101dam kol\u0113\u0123im ko jaunu. T\u0101 var b\u016bt jauna prasme vai pat jauna hobija izm\u0113\u0123in\u0101\u0161ana, piem\u0113ram, pal\u012bdz\u0113t apg\u016bt k\u0101du digit\u0101lu r\u012bku, iem\u0101c\u012bt snovot, tambor\u0113t, mak\u0161\u0137er\u0113t u.tml.<\/p>\n\n\n\n<ul><li><strong>Pied\u0101v\u0101t darbiniekiem karjeras konsult\u0101ciju iesp\u0113jas<\/strong><\/li><\/ul>\n\n\n\n<p>\u0160eit var pal\u012bdz\u0113t gan profesion\u0101\u013cu piesaiste, gan pa\u0161i vad\u012bt\u0101ji. Ar katru darbinieku v\u0113rts p\u0101rrun\u0101t, k\u0101di ir vi\u0146a person\u012bgie m\u0113r\u0137i, k\u0101 tos iesp\u0113jams sasniegt konkr\u0113taj\u0101 uz\u0146\u0113mum\u0101 un k\u0101 vad\u012bba var pal\u012bdz\u0113t \u0161aj\u0101 ce\u013c\u0101. T\u0101pat v\u0113rts kop\u0101 ar darbinieku izrun\u0101t, k\u0101 var\u0113tu papla\u0161in\u0101t vi\u0146a darb\u012bbas sp\u0113jas vai pien\u0101kumu loku, kas pal\u012bdz\u0113tu augt gan uz\u0146\u0113mumam, gan darbiniekam profesion\u0101li. Lai darbinieks b\u016btu iesaist\u012bts un gatavs ilgsto\u0161i str\u0101d\u0101t vien\u0101 darbaviet\u0101, vi\u0146am svar\u012bgi ir skaidri apzin\u0101ties savas izaugsmes iesp\u0113jas un virzienu, pie kura attiec\u012bgi \u012bpa\u0161i j\u0101piestr\u0101d\u0101. Vai zin\u0101ji? Darbiniekiem att\u012bst\u012bbas iesp\u0113jas ir k\u013cuvu\u0161as par <a href=\"https:\/\/www.linkedin.com\/pulse\/want-happy-work-spend-time-learning-josh-bersin\/\">otro svar\u012bg\u0101ko laimes faktoru<\/a> darbaviet\u0101.<\/p>\n\n\n\n<ul><li><strong>Izveido \u0113nu dienas uz\u0146\u0113mum\u0101, kur darbiniekiem j\u0101\u0113no citam citu<\/strong><\/li><\/ul>\n\n\n\n<p>Darba \u0113no\u0161ana, ko izmanto universit\u0101t\u0113s studentu karjeras izp\u0113tei, ir ar\u012b sava veida darba apm\u0101c\u012bbas, kuru v\u0113rts izm\u0113\u0123in\u0101t ar\u012b uz\u0146\u0113muma iek\u0161ien\u0113. \u0160\u0101di darbinieki iepaz\u012bs citu noda\u013cu ikdienas un g\u016bs lab\u0101ku priek\u0161statu par katra indiv\u012bda lomu lielaj\u0101 organiz\u0101cij\u0101. Kol\u0113\u0123u \u0113no\u0161ana \u013caus emp\u0101tisk\u0101k uzlokot citu paveiktos darbus, k\u0101 ar\u012b g\u016bt pieredzi, kas saka \u201cM\u0113s visi str\u0101d\u0101jam viena m\u0113r\u0137i v\u0101rd\u0101!\u201d. Turkl\u0101t viens no lab\u0101kajiem veidiem, k\u0101 kaut ko iem\u0101c\u012bties, ir v\u0113rot, k\u0101 citi iesaist\u0101s \u0161aj\u0101 proces\u0101, pateicoties smadze\u0146u <a href=\"https:\/\/www.sciencedaily.com\/releases\/2008\/12\/081219073047.htm\">spogu\u013cneironiem<\/a>. Tas izskaidro, k\u0101p\u0113c cilv\u0113ki arvien vair\u0101k piev\u0113r\u0161as m\u0101c\u012bbu videoklipiem.<\/p>\n\n\n\n<h2><strong>4.2. Iniciat\u012bvas individu\u0101l\u0101 l\u012bmen\u012b<\/strong><\/h2>\n\n\n\n<p>M\u0101coties individu\u0101l\u0101 l\u012bmen\u012b p\u0113c pa\u0161a iniciat\u012bvas, j\u0101\u0146em v\u0113r\u0101 divi b\u016btisk\u0101kie faktori: svar\u012bgi, lai m\u0101c\u012bbu t\u0113ma tev patiesi interes\u0113, un b\u016btiski izmantot uzticamu inform\u0101ciju (ko reiz\u0113m var b\u016bt sare\u017e\u0123\u012bti atlas\u012bt pa\u0161a sp\u0113kiem).&nbsp;<\/p>\n\n\n\n<p><strong>\u0160eit ir da\u017eas idejas m\u0101c\u012bb\u0101m, lai m\u0101c\u012btos individu\u0101li:<\/strong><\/p>\n\n\n\n<ul><li>Klausies vebin\u0101rus, bezmaksas \u012bs\u0101s lekcijas (piem\u0113ram, iedvesmojo\u0161\u0101s un noder\u012bg\u0101s \u201cTedx sarunas\u201d)<\/li><li>Lasi izgl\u012btojo\u0161as gr\u0101matas par sev interes\u0113jo\u0161u t\u0113mu<\/li><li>Iesaisties soci\u0101lo t\u012bklu grupi\u0146\u0101, kur citi dal\u0101s pieredz\u0113 un padomos par tev interes\u0113jo\u0161u t\u0113mu<\/li><li>Veic pats savu izp\u0113ti par t\u0113mu, izmantojot uzticamus avotus<\/li><li>Uztver pie\u013caut\u0101s k\u013c\u016bdas k\u0101 inform\u0101ciju<\/li><li>M\u0113\u0123ini t\u012bkloties ar cilv\u0113kiem, kas darbojas \u0161aj\u0101 jom\u0101<\/li><li>Piesakies kursiem vai meistarklas\u0113m (izmanto ar\u012b bezmaksas iesp\u0113jas)<\/li><li>Centies pielietot jaun\u0101s zin\u0101\u0161anas praks\u0113, cik bie\u017ei vien iesp\u0113jams<\/li><\/ul>\n\n\n\n<h2><strong>4.3. Noder\u012bgi zin\u0101t, pirms s\u0101kt<\/strong><\/h2>\n\n\n\n<p>\u0160eit esam uzskait\u012bju\u0161i b\u016btiskas lietas, kas j\u0101\u0146em v\u0113r\u0101 pirms p\u0101rmai\u0146u ievie\u0161anas uz\u0146\u0113mum\u0101 un kas var pal\u012bdz\u0113t mudin\u0101t darbiniekus m\u0101c\u012bties, lai uzlabotu komandu iesaistes l\u012bmeni un efektivit\u0101ti.<\/p>\n\n\n\n<p><strong>Padoms 1!<\/strong> Lai uz\u0146\u0113mum\u0101 sekm\u012bgi att\u012bst\u012btu m\u0101c\u012b\u0161an\u0101s kult\u016bru, pal\u012bdz\u0113s balvas jeb \u012bpa\u0161a nov\u0113rt\u0113juma sist\u0113ma. Katru reizi, kad darbinieks iem\u0101c\u0101s ko b\u016btisku (piem\u0113ram, pabeidz m\u0101c\u012bbu kursu), ir v\u0113rt\u012bgi, ja darba dev\u0113js pamana \u0161o sasniegumu un kop\u012bgi nosvin katru mazo uzvaru. Balva var b\u016bt kas neliels, k\u0101, kr\u016bz\u012bte ar uz\u0146\u0113muma logo, konfek\u0161u kaste vai nemateri\u0101la balva, piem\u0113ram, kafijas pauze ar vad\u012bt\u0101ju vai virtu\u0101l\u0101 diploma pie\u0161\u0137ir\u0161ana. Vai zin\u0101ji? <a href=\"http:\/\/blog.socialcast.com\/e2sday-the-power-of-recognition-in-the-enterprise\/\">69% darbinieku str\u0101d\u0101tu vair\u0101k<\/a>, ja uzskat\u012btu, ka vi\u0146u centieni tiks lab\u0101k nov\u0113rt\u0113ti.<\/p>\n\n\n\n<p><strong>Padoms 2! <\/strong>Darbinieki nereti nev\u0113las piedal\u012bties apm\u0101c\u012bb\u0101s, jo uzskata, ka t\u0101 ir laika t\u0113r\u0113\u0161ana, kas noz\u012bm\u0113 vair\u0101k nepabeigtu darba uzdevumu. Ta\u010du, lai darbiniekus motiv\u0113tu piedal\u012bties m\u0101c\u012bbu aktivit\u0101t\u0113s, svar\u012bgi uzsv\u0113rt praktiskus ieguvumus, ko darbinieks ieg\u016bs, piem\u0113ram, var\u0113s uzlabot darba efektivit\u0101ti tos pa\u0161us uzdevumus padarot \u0101tr\u0101k, papla\u0161in\u0101t savu prasmju sarakstu profesion\u0101laj\u0101 profil\u0101, ieg\u016bt sertifik\u0101tu vai vienk\u0101r\u0161i labi pavad\u012bt laiku ar kol\u0113\u0123iem tren\u0113jot smadzenes. T\u0101pat uz\u0146\u0113mumu vad\u012bt\u0101jiem j\u0101uzsver, ka vi\u0146u v\u0113lme ir pan\u0101kt nep\u0101rtrauktu m\u0101c\u012b\u0161anos un aug\u0161anu vis\u0101 organiz\u0101cij\u0101, kas nepie\u013caus stagn\u0101ciju, un tas p\u0101rmai\u0146as s\u0101kas ar katru darbinieku individu\u0101li (kur augst\u0101k\u0101 vad\u012bba ir galvenais piem\u0113rs p\u0101r\u0113j\u0101m komand\u0101m).<\/p>\n\n\n\n<p><strong>Padoms 3!<\/strong> Lai nepan\u0101ktu pret\u0113ju efektu, nemazin\u0101tu iesaisti un nenogurdin\u0101tu darbiniekus, svar\u012bgi uzsv\u0113rt, ka dal\u012bba m\u0101c\u012bbu programm\u0101s un taml\u012bdz\u012bg\u0101s iesaistes aktivit\u0101t\u0113s, ir br\u012bvpr\u0101t\u012bga. To noteikti nevajadz\u0113tu uzspiest, jo p\u0113t\u012bjumi liecina, ka t\u0101d\u0113j\u0101di darbinieku produktivit\u0101te mazin\u0101s. T\u0101 viet\u0101 akt\u012bvi motiv\u0113 piedal\u012bties uzsverot lieliskos ieguvumus, kas ir \u0161\u012bs iniciat\u012bvas pamat\u0101 un ko darbinieki negrib\u0113s palaist gar\u0101m, un motiv\u0113 ar nelieliem bonusi\u0146iem (padoms 1 un 2).<\/p>\n\n\n\n<p><strong>Padoms 4!<\/strong> Daudzi progres\u012bvi dom\u0101jo\u0161i uz\u0146\u0113mumi biznes\u0101 ir ieviesu\u0161i sp\u0113\u013co\u0161anas metodi, kas labi str\u0101d\u0101 ar\u012b apm\u0101c\u012bb\u0101s. <a href=\"https:\/\/merga.net.au\/iCore\/Contacts\/Sign_In.aspx?WebsiteKey=18220cf7-04b4-4054-b377-bf172e6489a7&amp;LoginRedirect=true&amp;returnurl=%2fAsiCommon%2fControls%2fShared%2fFormsAuthentication%2fLogin.aspx%3fReturnUrl%3d%252fAsiCommon%252fControls%252fShared%252fFormsAuthentication%252fLogin.aspx%253fReturnUrl%253d%25252fAsiCommon%25252fControls%25252fShared%25252fFormsAuthentication%25252fLogin.aspx%25253fReturnUrl%25253d%2525252fAsiCommon%2525252fControls%2525252fShared%2525252fFormsAuthentication%2525252fLogin.aspx%2525253fReturnUrl%2525253d%252525252fAsiCommon%252525252fControls%252525252fShared%252525252fFormsAuthentication%252525252fLogin.aspx%252525253fReturnUrl%252525253d%25252525252fAsiCommon%25252525252fControls%25252525252fShared%25252525252fFormsAuthentication%25252525252fLogin.aspx%25252525253fReturnUrl%25252525253d%2525252525252fAsiCommon%2525252525252fControls%2525252525252fShared%2525252525252fFormsAuthentication%2525252525252fLogin.aspx%2525252525253fReturnUrl%2525252525253d%252525252525252fAsiCommon%252525252525252fControls%252525252525252fShared%252525252525252fFormsAuthentication%252525252525252fLogin.aspx%252525252525253fReturnUrl%252525252525253d%25252525252525252f404.aspx%25252525252525253faspxerrorpath%25252525252525253d%25252525252525252fMERGA%25252525252525252f404.aspx\">Sp\u0113le pal\u012bdz vingrin\u0101t un motiv\u0113t m\u016bsu ment\u0101los musku\u013cus<\/a>, t\u0101p\u0113c sp\u0113\u013cu sp\u0113l\u0113\u0161ana ir laba m\u016bsu smadzen\u0113m. Sp\u0113\u013co\u0161ana procesu padara jautr\u0101ku, uz sasniegumiem v\u0113rstu un izmanto cilv\u0113ku dabisko patiku pret sp\u0113l\u0113m, kur katrs mazais sasniegums motiv\u0113 m\u016bs nok\u013c\u016bt aizvien augst\u0101k\u0101 \u201cl\u012bmen\u012b\u201d. K\u0101 sp\u0113\u013co\u0161ana izpau\u017eas m\u0101c\u012bb\u0101s? Par katru uzdevumu var pie\u0161\u0137irt punktus, veidot darbinieku reitingu, kr\u0101t noz\u012bm\u012btes, veidot darbinieku komandas, uzvar\u0113t\u0101jiem pie\u0161\u0137irt balvas u.c.<\/p>\n\n\n\n<p><strong>Padoms 5! <\/strong>Jebkuras jaunas iniciat\u012bvas uz\u0146\u0113muma iek\u0161ien\u0113 j\u0101ievie\u0161 pamaz\u0101m, test\u0113jot, kas darbojas konkr\u0113taj\u0101 uz\u0146\u0113mum\u0101 un kas ne. Vislab\u0101k s\u0101kt ar vienk\u0101r\u0161\u0101k \u012bstenojam\u0101m aktivit\u0101t\u0113m un pak\u0101peniski t\u0101s papildin\u0101t, l\u012bdz sasniegts v\u0113lamais rezult\u0101ts un uz\u0146\u0113muma kult\u016bra ir k\u013cuvusi v\u0113rsta uz m\u0101c\u012b\u0161anos un izaugsmi ikvien\u0101 t\u0101s strukt\u016brda\u013c\u0101.<\/p>\n\n\n\n<h2><strong>5. R\u012bki, kurus v\u0113rts izm\u0113\u0123in\u0101t m\u0101c\u012bbu aktivit\u0101t\u0113m<\/strong><\/h2>\n\n\n\n<p>M\u016bsdien\u0101s, kad tiek rad\u012bti neskait\u0101mi digit\u0101lie r\u012bki ikdienas aktivit\u0101\u0161u vienk\u0101r\u0161o\u0161anai, ir v\u0113rts apl\u016bkot da\u017eas noder\u012bgas platformas ar\u012b dom\u0101jot par ikdienas m\u0101c\u012b\u0161an\u0101s iesp\u0113j\u0101m. Esam izveidoju\u0161i nelielu sarakstu ar, m\u016bsupr\u0101t, noder\u012bg\u0101kaj\u0101m platform\u0101 \u0161aj\u0101 kategorij\u0101.<\/p>\n\n\n\n<ol><li><strong>Socrative<\/strong><\/li><\/ol>\n\n\n\n<p><a href=\"https:\/\/www.socrative.com\/\">Socrative<\/a> ir sist\u0113ma, kas \u013cauj izveidot izgl\u012btojo\u0161as sp\u0113les (piem\u0113ram, testu par uz\u0146\u0113mumu), kuras darbinieki var atrisin\u0101t, izmantojot mobil\u0101s ier\u012bces. \u0160\u0101da zin\u0101\u0161anu p\u0101rbaudes sp\u0113le var b\u016bt noder\u012bga, lai p\u0101rbaud\u012btu, k\u0101dos ar organiz\u0101ciju saist\u012btos jaut\u0101jumos darbinieki ir maz\u0101k izgl\u012btoti, vai nov\u0113rt\u0113tu rezult\u0101tu p\u0113c m\u0101c\u012bbu programmas.<\/p>\n\n\n\n<ol start=\"2\"><li><strong>Participate<\/strong><\/li><\/ol>\n\n\n\n<p><a href=\"https:\/\/www.participate.com\/\">Participate<\/a> \u013cauj v\u0101kt un uzglab\u0101t resursus, dal\u012bties ar atsauc\u0113m un izgl\u012btojo\u0161iem materi\u0101liem. Programm\u0101 Participate var apkopot internet\u0101 atrodamo inform\u0101ciju un p\u0113c tam dal\u012bties taj\u0101 ar savas grupas dal\u012bbniekiem, kas pied\u0101v\u0101 iesp\u0113ju efekt\u012bv\u0101k p\u0101rvald\u012bt tie\u0161saist\u0113 atrodamo akad\u0113misko saturu un uzlabot p\u0113t\u012bjumu metodes.<\/p>\n\n\n\n<ol start=\"3\"><li><strong>Efectio<\/strong><\/li><\/ol>\n\n\n\n<p><a href=\"http:\/\/www.efectio.com\">Efectio<\/a> ir darbinieku iesaistes platforma, kas balst\u012bta uz mikro m\u0101c\u012bb\u0101m un sp\u0113\u013co\u0161anu. Platform\u0101 darbinieki var kop\u012bgi piedal\u012bties mentoru veidotos izaicin\u0101jumos par da\u017e\u0101d\u0101m t\u0113m\u0101m un par paveiktajiem uzdevumiem sakr\u0101t punktus, ko v\u0113l\u0101k var apmain\u012bt pret balv\u0101m. Efectio darbojas ar\u012b k\u0101 darbinieku intranets, kur dal\u012bbnieki var dal\u012bties iespaidos un virtu\u0101li atbalst\u012bt viens otru.<\/p>\n\n\n\n<ol start=\"4\"><li><strong>LinkedIn Learning<\/strong><\/li><\/ol>\n\n\n\n<p><a href=\"https:\/\/www.linkedin.com\/learning\/me\">LinkedIn Learning<\/a> ir popul\u0101ra tie\u0161saistes m\u0101c\u012bbu platforma, kas ikvienam pal\u012bdz apg\u016bt ekspertu veidotas uz\u0146\u0113m\u0113jdarb\u012bbas, digit\u0101l\u0101s un rado\u0161\u0101s prasmes. M\u0101c\u012bbu kursi galvenok\u0101rt koncentr\u0113jas uz vispiepras\u012bt\u0101kaj\u0101m biznesa t\u0113m\u0101m, un to saturs ir pieejams video form\u0101t\u0101.<\/p>\n\n\n\n<ol start=\"5\"><li><strong>Google Arts &amp; Culture<\/strong><\/li><\/ol>\n\n\n\n<p><a href=\"https:\/\/artsandculture.google.com\/\">Google Arts &amp; Culture<\/a> tika izveidots 2020. gad\u0101, un t\u0101 ir tie\u0161saistes platforma, kur\u0101 ikviens var apskat\u012bt m\u0101kslas darbu un kult\u016bras artefaktu videoklipus no kult\u016bras organiz\u0101cij\u0101m vis\u0101 pasaul\u0113. Tie pied\u0101v\u0101 interakt\u012bvu pieredzi no 2000 vado\u0161ajiem muzejiem un arh\u012bviem.<\/p>\n\n\n\n<h2><strong>Nosl\u0113gums<\/strong><\/h2>\n\n\n\n<p>Lai gan mums k\u013c\u016bstot vec\u0101kiem, m\u0101c\u012bties paliek aizvien gr\u016bt\u0101k, izaugsmei j\u0101turpin\u0101s visas dz\u012bves garum\u0101, lai ar katru nodz\u012bvoto gadu m\u0113s k\u013c\u016btu dz\u012bvesgudr\u0101ki un atv\u0113rt\u0101ki jaunajam. Tikai nemit\u012bga att\u012bst\u012bba pal\u012bdz\u0113s uzlabot gan m\u016bsu person\u012bgo, gan profesion\u0101lo darb\u012bbu un uztur\u0113t iesaisti taj\u0101, ko daram. B\u016bt lab\u0101kajai sevis versijai ir daudzu cilv\u0113ku dz\u012bves m\u0113r\u0137is, t\u0101p\u0113c ikviens jaunais darbinieks mekl\u0113s profesion\u0101l\u0101s iesp\u0113jas organiz\u0101cij\u0101, kas \u013caus un pal\u012bdz\u0113s \u012bstenot uz to, ko cilv\u0113ks tiecas. T\u0101p\u0113c ikvienam uz\u0146\u0113mumam, kur\u0161 v\u0113las b\u016bt konkur\u0113tsp\u0113j\u012bgs un ilgtsp\u0113j\u012bgs, ir j\u0101mekl\u0113 un j\u0101ievie\u0161 risin\u0101jumi nep\u0101rtrauktas m\u0101c\u012b\u0161an\u0101s kult\u016brai.<\/p>\n\n\n\n<p>Avoti:<\/p>\n\n\n\n<ol><li>https:\/\/news.gallup.com\/poll\/241649\/employee-engagement-rise.aspx<\/li><li>https:\/\/www.themuse.com\/advice\/10-shocking-stats-about-employee-engagement<\/li><li>https:\/\/onlinelibrary.wiley.com\/doi\/abs\/10.1002\/9781118785317.weom110009<\/li><li>https:\/\/scholar.google.com\/scholar?hl=lv&amp;as_sdt=0%2C5&amp;q=reasearches+about+engagement&amp;btnG=<\/li><li>https:\/\/www.talentlms.com\/ebook\/learner-engagement\/definition<\/li><li>https:\/\/trainingindustry.com\/blog\/performance-management\/how-learning-development-impacts-employee-engagement\/<\/li><li>https:\/\/www.kincentric.com\/-\/media\/kincentric\/pdfs\/kincentric_2019_trends_global_employee_engagement.pdf<\/li><li>https:\/\/www.inc.com\/magazine\/201412\/paul-keegan\/the-new-rules-of-engagement.html<\/li><li>https:\/\/www.wilmarschaufeli.nl\/publications\/Schaufeli\/491.pdf<\/li><li>https:\/\/blog.smarp.com\/employee-engagement-8-statistics-you-need-to-know<\/li><li>https:\/\/www.forbes.com\/sites\/janbruce\/2017\/03\/10\/why-soft-skills-matter-and-the-top-3-you-need\/#39e33f2276f3<\/li><li>https:\/\/hbr.org\/2018\/03\/employee-surveys-are-still-one-of-the-best-ways-to-measure-engagement<\/li><li>https:\/\/www.lifehack.org\/851926\/efficient-learning<\/li><li>https:\/\/www.docebo.com\/resource\/elearning-market-trends-and-forecast-2017-2021\/<\/li><li>https:\/\/www.wellmark.com\/blue-at-work\/healthy-employees\/personal-growth-and-development<\/li><li>https:\/\/ec.europa.eu\/eurostat\/documents\/3217494\/7596823\/KS-01-16-691-EN-N.pdf\/page 255<\/li><li>https:\/\/www.grin.com\/document\/421550#:~:text=Around%2070%25%20of%20workers%20believe,building%20their%20career%2Dplanning%20skills.<\/li><\/ol>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u0160is raksts izskaidro, k\u0101p\u0113c darbinieku iesaisti b\u016bs gr\u016bti vai gandr\u012bz neiesp\u0113jami sasniegt, nep\u0101rveidojot uz\u0146\u0113muma kult\u016bru par nep\u0101rtrauktas m\u0101c\u012b\u0161an\u0101s kult\u016bru. Ja v\u0113lies uzzin\u0101t, k\u0101 tavu darbinieku vai tava iesaiste ir saist\u012bta ar t\u0101diem aspektiem k\u0101 izgl\u012bt\u012bba, mikro aktivit\u0101tes, person\u012bg\u0101 izaugsme un inov\u0101cijas, lasi t\u0101l\u0101k!<\/p>\n","protected":false},"author":1,"featured_media":11436,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"inline_featured_image":false,"_kad_blocks_custom_css":"","_kad_blocks_head_custom_js":"","_kad_blocks_body_custom_js":"","_kad_blocks_footer_custom_js":"","_kad_post_transparent":"","_kad_post_title":"","_kad_post_layout":"","_kad_post_sidebar_id":"","_kad_post_content_style":"","_kad_post_vertical_padding":"","_kad_post_feature":"","_kad_post_feature_position":"","_kad_post_header":false,"_kad_post_footer":false},"categories":[287,171,168],"tags":[],"aioseo_notices":[],"acf":[],"featured_image_src_large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6.png",933,630,false],"author_info":{"display_name":"user","author_link":"https:\/\/efectio.com\/lv\/author\/user\/"},"comment_info":0,"category_info":[{"term_id":287,"name":"Darbinieku iesaiste","slug":"darbinieku-iesaiste-2","term_group":0,"term_taxonomy_id":287,"taxonomy":"category","description":"","parent":0,"count":7,"filter":"raw","cat_ID":287,"category_count":7,"category_description":"","cat_name":"Darbinieku iesaiste","category_nicename":"darbinieku-iesaiste-2","category_parent":0},{"term_id":171,"name":"Darbinieku motiv\u0101cija","slug":"darbinieku-motivacija","term_group":0,"term_taxonomy_id":171,"taxonomy":"category","description":"","parent":0,"count":3,"filter":"raw","cat_ID":171,"category_count":3,"category_description":"","cat_name":"Darbinieku motiv\u0101cija","category_nicename":"darbinieku-motivacija","category_parent":0},{"term_id":168,"name":"Produktivit\u0101te","slug":"produktivitate","term_group":0,"term_taxonomy_id":168,"taxonomy":"category","description":"","parent":0,"count":2,"filter":"raw","cat_ID":168,"category_count":2,"category_description":"","cat_name":"Produktivit\u0101te","category_nicename":"produktivitate","category_parent":0}],"tag_info":false,"taxonomy_info":{"category":[{"value":287,"label":"Darbinieku iesaiste"},{"value":171,"label":"Darbinieku motiv\u0101cija"},{"value":168,"label":"Produktivit\u0101te"}]},"uagb_featured_image_src":{"full":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6.png",933,630,false],"thumbnail":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6-150x150.png",150,150,true],"medium":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6-300x203.png",300,203,true],"medium_large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6-768x519.png",768,519,true],"large":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6.png",933,630,false],"1536x1536":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6.png",933,630,false],"2048x2048":["https:\/\/efectio.com\/wp-content\/uploads\/2021\/02\/1-6.png",933,630,false]},"uagb_author_info":{"display_name":"user","author_link":"https:\/\/efectio.com\/lv\/author\/user\/"},"uagb_comment_info":0,"uagb_excerpt":"\u0160is raksts izskaidro, k\u0101p\u0113c darbinieku iesaisti b\u016bs gr\u016bti vai gandr\u012bz neiesp\u0113jami sasniegt, nep\u0101rveidojot uz\u0146\u0113muma kult\u016bru par nep\u0101rtrauktas m\u0101c\u012b\u0161an\u0101s kult\u016bru. Ja v\u0113lies uzzin\u0101t, k\u0101 tavu darbinieku vai tava iesaiste ir saist\u012bta ar t\u0101diem aspektiem k\u0101 izgl\u012bt\u012bba, mikro aktivit\u0101tes, person\u012bg\u0101 izaugsme un inov\u0101cijas, lasi t\u0101l\u0101k!","_links":{"self":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts\/12521"}],"collection":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/comments?post=12521"}],"version-history":[{"count":0,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/posts\/12521\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/media\/11436"}],"wp:attachment":[{"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/media?parent=12521"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/categories?post=12521"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/efectio.com\/lv\/wp-json\/wp\/v2\/tags?post=12521"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}