1. Unsatisfactory: a person could not meet the minimum standards of productivity in his work. Despite the fact that she was told that she needed improvement and that she was offered the necessary tools and support. Its performance has not improved. Management actions (up to dismissal) are now required.
2. Acceptable: although productivity is respected in many aspects of the work, there are important areas where work expectations are not met. Regular performance of an employee’s work involves too high a level of errors, too low productivity or work to resume work. Specific improvements are needed to bring overall performance to a satisfactory level. Management believes that the employee is able to make the necessary improvements and deserves the support and support of management.
3. Completely satisfactory: the level of performance is completely satisfactory. The employee offers a job that meets the expectations and prerequisites of the position. You can count on his judgment and his sense of responsibility. His performance contributes to the success of his unit and organization.
4. Outstanding: the level of productivity exceeds the standards of work, and the employee demonstrates a high level of competence. The employee knows how to use their strengths and use them to achieve results worthy of mention.
5. Superior: the employee has consistently and clearly exceeded the standards and expectations in achieving the goals and in relation to his duties. This employee has demonstrated a very high level of competency, and his contribution is essential to the success of the organization.
6. Exceptional: the person has reached an exceptional level of productivity in all areas of activity and has improved the work of other employees with his contribution. The results achieved far exceeded expectations, and the behavior is exemplary. The employee was able to master and create opportunities to make a significant contribution to the success of the organization.
• Accurate definition of jobs and tasks to be performed – Organizational structure – Diagnostics with the participation of staff.
• Performance appraisal and rating.
• Choosing an assessment approach – (Evaluation of results / Evaluation of people) – Forced distribution – Evaluation interview.
• Definition of the goals of each agent – Clear and precise – Measurable as possible – Time limited (deadlines).
• Definition of standards taking into account the characteristics of each administration – Criteria – Standards – Indicators – Timing – Work plans.
• Training for evaluation managers – Setting goals – Conducting evaluation interviews.
• Impact of assessment – Promotion – Training – Promotion – Career management.
When an organization makes a decision on hiring people, it usually goes through some preliminary stages and decision-making stages: of these, the first and most fundamental point is often the explicit request of the business sector, which seeks to get new employees. A good rule is that before starting the selection process, the actual need for staff is checked; After this has been verified, analysis of job rotation is performed using documentation and justification of the required records, that is, to check whether the company has human resources competent to fulfill the role it has discovered.
Preliminary stages. Before the actual selection phase begins, several important steps must be taken: one of them is job analysis, job research, or job analysis. In fact, the selection of personnel is defined as a systematic activity compared to candidates for jobs and jobs that must be performed in the company. Knowledge of these works, therefore, is necessary and cannot be taken for granted and / or acquired, especially today, when professionalism, behavior and responsibilities for fulfilling and achieving goals are constantly changing. The description of the work is contained in the mansion, now the organizational guide, and is an integral part of the full organizational chart and functional structure chart. The goal to achieve is to determine.
Maybe it comes to mind every time you are rejected, and it’s not clear why, or for the first time you come across such a question and wonder how to do it, or maybe you are still thinking about those “strange” questions that Do you have? You have made a company in the past, and you have decided to respond more effectively to the next opportunity. In any case, in the search for offers you have come to the right place. Below you will find 3 main ingredients that will help you successfully pass the interview and move on to your next work experience. Use them and apply them with enthusiasm: you will see that you can significantly improve your way of managing the company’s selection tests.