Strokovni članek
Povzetek
Tehnološke spremembe in razmah elektronske informacije sta v svetu povzročila številne preobrate in spremembe. Človek je povsod, tudi če še ni bil pripravljen, vpet v načine elektronskega poslovanja in tudi v bankah je tako. Potrošniki in uporabniki bančnih storitev vse glasneje povprašujejo in zahtevajo e-storitve, ki so prilagojene hitremu načinu življenja in enostavni uporabniški izkušnji. Banke v sodelovanju z informacijsko tehnologijo zato nudijo digitalne prodajne kanale. Biti prvi na področju storitve pomeni imeti prednost na trgu, prav tako pa prednosti pri ugledu, vendar na drugi strani prevzeto odgovornost ter tveganje, ker orješ ledino. Uporabniki storitev so tisti, ki doživijo uporabniško izkušnjo aplikacije, prvi pa so seveda zaposleni, ki se morajo znati soočiti s hitrim trendom in posodobljenim načinom dela. Pri tem je potrebno najti ravnovesje med ponujenimi storitvami in funkcionalnostjo ter IT-tveganji in ostalimi tveganji, ki jih je potrebno zaznati in se nanje pripraviti.
Ključne besede: digitalizacija, poslovanje, tveganje, plačilni sistemi,
Abstract
Technological changes and the expansion of electronic information caused many reversals and changes. People are everywhere, even if they were not ready yet, clamped in the methods of electronic commerce and it is the same in banks. Technological changes and the expansion of electronic information caused many reversals and changes. Consumers and users of banking services increasingly ask and demand e-services that are tailored to fast lifestyle and simple user experience. Banks, in cooperation with information technology, therefore offer digital sales channels. Being first in the field of service gives you advantage on the market and reputational advantages, but on the other hand, you need to take responsibility and risk of being the first one. Services users are the ones that experience the user experience of the app, but the first are employees who have to be able to cope with fast trends and updated way of their work. Doing that, we need to find balance between services and functionality offered, as well as IT and other risks that need to be detected and prepared for.
Key words : digitalization, business, risk, payment systems
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Strokovni članek
POVZETEK Val tehnoloških sprememb in storitvenih inovacij, ki preplavljajo gospodarstvo, navdušenja fintech podjetij in izzivi na področju IT tehnologije, so vplivi, ki spreminjajo navade kupcev in prebivalstva. Banke morajo v odziv na to prevzeti vajeti v svoje roke in se ustrezno odzvati na spreminjajoče se razmere in pričakovanja uporabnikov tudi na področju financ. V času rasti prebivalstva in porasta uporabnikov IT tehnologij se je delež prebivalcev v EU, ki nakupujejo preko spleta, skoraj podvojil (56% v letu 2018 v primerjavi z 32 % v letu 2009), v času socialnega distanciranja, povezanega z bojem s COVID-19, pa se pričakuje nadaljnja rast spletnega nakupovanja (Banka Slovenije.2020). Mobilno bančništvo je le oblika elektronske uporabe tehnologij, ki omogočajo komitentom bank možnost izvajanja plačil in uporabe ostalih dejavnosti znotraj aplikacij. Komitente, ki so se nekoč upirali uporabi elektronskih bančnih poti in spletnih nakupov, so razmere prisilile v uporabo, na drugi strani pa bodo spremembe zagotovo opazne tudi pri bankah, saj bodo le te morale vzpostaviti tesnejše sodelovanje s svojimi uporabniki preko elektronskih poti, kar bo zahtevalo razvoj trženja. Poleg tega bodo morale banke sprejeti tehnologije nove generacije in svojim strankam ves čas nuditi nove digitalne storitve, ker si bodo le s tem zagotavljale konkurenčno prednost. Digitalne denarnice, spletne aplikacije, tehnologije, ki omogočajo plačilne sisteme v shemi takojšnjih plačil je čas trenutne pandemije prisilil le v hitrejši odziv in razvoj.
Ključne besede: mobilno bančništvo, IT, tehnološke spremembe, Covid-19, Flik pay,
ABSTRACT The wave of technological changes and service innovations that are flooding the economy, the enthusiasm of fintech companies and challenges in the field of information technology are changing the habits of costumers and population. In response, banks need to take matters into their own hands and respond appropriately to changing conditions and consumer expectations in the field of finances. At the time of growth of population and increase in IT users, the share of EU population shopping online has almost doubled (56% in 2018 compared to 32% in 2009), during social distancing associated to battle with COVID-19, further growth of online shopping is expected. Mobile banking is just a form of electronic use of technologies that enable bank customers to make payments and use other activities within applications. Customers who once resisted the use of electronic banking channels and online shopping have been, due to current situation, forced to use it. On the other hand, changes will be noticeable in banks, as they will have to establish closer cooperation with their users via electronic channels that will also require the development of marketing. In addition, banks will have to accept the new generation technologies and offer new digital services to their customers all the time, as this is the only way to ensure competitive advantage. Digital wallets, online applications and technologies that enable payment systems in the instant payment scheme, have only been forced into faster response and development by the current time of pandemic
Keywords: Mobile banking, IT, technological changes ,Covid-19, Flik Pay,
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Strokovni članek
Izvleček: Družba je vse bolj povezana in soodvisna. V ospredje prihaja klic po posameznikih, z visoko razvito stopnjo samozavedanja, težnjo po razvoju in zmožnosti razvoja občutka vključenosti. Talent management ima lahko velik vpliv na rezultate posameznikov in organizacij. Pozornost je treba nameniti organizacijski kulturi in vpeljavi strategij talent managementa, saj vsi elementi skupaj vplivajo na pripadnost organizaciji, vključenost, motivacijo, zadovoljstvo, občutek smiselnosti, dobro počutje in zadržanje talentov. Vsaka generacija ima svoje lastnosti in interese. Milenijci in postmilenijci niso nič drugačni. Pomembno je, da so se jim neprofitne organizacije pripravljene prilagoditi. Visoko motivirani posamezniki, pri katerih motivacija lahko izhaja iz terminologije, kako se jih naslavlja npr. z besedo talenti, lahko prispevajo k razvoju pomembnih organizacijskih sprememb in uspešnosti. Talent management ni samo list nalog, ki jih mora HR oddelek izpolniti, ampak gre za strategije, ki se dopolnjujejo in nadgrajujejo ter potrebujejo skrbno izvajanje, redne preglede in izboljšave. Pri naslavljanju talentov v neprofitnih organizacijah je v ospredju razmislek o sodelovanju in vključenosti prostovoljcev. S tem, ko milenijci prevzemajo vodstvene položaje in po svojih načelih oblikujejo organizacijske procese in kulturo, je pričakovati, da bodo milenijci in postmilenijci imeli tesnejše delovno razmerje in komunikacijo, kar bo vplivalo tudi na poslovne strategije.
Ključne besede: talent management, talenti, neprofitne organizacije, generacija, milencijci, postmilenijci, organizacijska kultura
Abstract: Society is increasingly connected and interdependent. To the fore is coming the call for individuals, with a highly developed level of self-awareness, a tendency to develop and the ability to develop a sense of inclusion. Talent management can have a huge impact on performance of individuals and organizations. Attention needs to be put on organizational culture and the appeal of talent management strategies, as all elements together affect organizational affiliation, inclusion, motivation, satisfaction, sense of purpose, well-being, and talent retention. Each generation has its own characteristics and interests. Millennials and post millennials are no different. It is important that non-profits are willing to adapt to them. Highly motivated individuals in whom motivation can derive from the terminology of how they are addressed e.g. as talents, can contribute to the development of important organizational change and performance. Talent management is not just a list of tasks that the HR department must fulfil, but it is a strategy that should be upgraded, and needs careful implementation, regular reviews and improvements. When addressing talent in non-profit organizations, consideration is given to participation and involvement of volunteers. As millennials take on leadership positions and shape organizational processes and culture according to their principles, millennials and post millennials are expected to have closer working relationships and communication, which will also affect business strategies.
Key words: talent management, talents, non-profits, generation, millennials, post millennials, organizational culture
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