a piece of evonomix’s DNA p2

powered by evonomix 2020

p3
INTRODUCTION
This book started as a plan for the Human The role of a professional HR department
Resources (HR) Department, a.k.a the is to help the organization evolve, resolve
Happiness Department in our company, conflicts, provide early notice on slippages
Evonomix. But we soon realized it could be a and follow up throughout solving them.
useful tool for other small and medium-sized HR is a strategic partner of the company’s
companies, startups, entrepreneurs or just leadership.
people who work in the Human Resources HR must maintain balance between its
field. various functions: business partner, internal
consultant, operational and administrative
Still, before diving in the HR department expert and representative for both the
environment, let us tell you a few words about employer and the employees.
our company. Evonomix is a marketing and
technology company specialized in strategy, That being said, within a short period of time,
interaction design, engineering and digital the Happiness Department consolidated a
commerce. It is also a start-up incubator. Our very strong position within our medium-sized
organization’s vision is to innovate and create company because of continuously developing
value, still maintaining a fun and relaxing and implementing programs and procedures
atmosphere within the process. You can find that are helping the organization and its
out more about us here: www.evonomix.com people evolve, acknowledge and reach their
true potential.
Getting back on track, let’s start with the scope
of the HR Department! Thereby, in this book, we’ll share with you our
actions towards continuous evolution. These
People often associate the Human Resources are inspired and based on all our experiences
department with a bastion of bureaucracy. on the pathway towards Happiness Reached
Traditionally, the role of HR is to serve and @ Work.
support the organization in managing the
most important resource - the employees. Enjoy your reading! :)

You can reach us at: [email protected] or [email protected]

a piece of evonomix’s DNA p4

TABLE OF CONTENTS
ABOUT THE AUTHORS 1 CHAPTER 4: APPENDIX  45

4.1. Recruitment Application  46

CHAPTER 1: ORGANIZATIONAL CULTURE  3 4.2. Evaluation of the candidate

1.1. Massive Transformative Purpose  7 Interview/Behavioural Questions  48

1.2. Mission  9 4.3. Follow-up Interview  52

1.3. Vision  10 4.4. Self-evaluation  54

1.4. Values  11 4.5. Annual evaluation  59

4.6. Annual 360-degree evaluation  65

CHAPTER 2: HR PROCESSES  13 4.7. Evonomix Organizational Chart  69

2.1. HR Planning  14 4.8. Career Plan - all departments  71

2.2. Branding  15 4.9. Stay-In Interview  73

2.3. Recruitment  19 4.10. Exit Interview  76

2.4. Onboarding  21 4.11. Employee Turnover Report

Follow-up interview for 2018  79

2.5. Rewards and Recognition  23 4.12. Organizational Diagnosis

for 2019  86
2.6. Evaluation  25
Probationary period evaluation
Self-evaluation CHAPTER 5: REFERENCES  87
Annual Evaluation
Annual 360-degree evaluation

2.7. Career Plan  27

2.8. Succession Planning  29

2.9. Learning and Development  30

2.10. Stay-in Interview  37

2.11. Exit Interview  38

2.12. HR Analytics  39
Employee Turnover Report
Organizational Diagnosis

2.13. Outsourced  41

CHAPTER 3: CONCLUSION  43

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 ABOUT THE AUTHORS

ANCA-ANDREEA HRIȚULEAC
Anca-Andreea Hrituleac is HR Responsible
at Evonomix, a certified Industrial and
Organizational Psychologist by the College
of Psychologists of Romania (COPSI)
and an accredited trainer by the National
Accreditation Center (ANC).

She has a wide experience in the field of

human resources, recruitment, psychological
assessments, organizational diagnosis and
soft-skills training.

OANA YÜCEL
Oana Yucel is the HR Manager at Evonomix,
an accredited trainer by the National
Accreditation Center (ANC) and a John
Maxwell Team Romania certified coach,
trainer and public speaker.

She has a wide experience in soft-skills

training, management, human resources,
recruitment, project management, sales.

a piece of evonomix’s DNA p1

EVONOMIX TEAM

A great team consisting of people with different backgrounds (Design, Performance, Financial,
Engineering, Sales and Project Management) helped us bring this book alive generously providing us
with advice, support and input.

Special thanks and credits to:

Gabriel Mihai
Alexandru Strujac
Lidia Oana Plange
Madalina-Roxana Cojocaru
Anei Bianca-Adriana
Raluca Ioana Uricaru
Sorin Amzu
Mihai Bocai

p2
CHAPTER 1

ORGANIZATIONAL CULTURE

a piece of evonomix’s DNA p3

Before talking about the HR processes that are
implemented in our organization, we feel that
we need to talk about organizational culture
and what we have learned while building it.

WHILE WE WERE BUILDING OUR

ORGANIZATIONAL CULTURE, WE
SURPRISINGLY DISCOVERED THAT TEAM
MEMBERS WERE COMMONLY CONFUSING
“CULTURE” WITH “CLIMATE”.
The lack of clarity about climate versus
culture leads to ineffective plans or
squandering of budgets within organizations.
Therefore, we felt the need to specifically
A COMPANY’S CULTURE IS A STORY:
explain these two terms in order to better EXPRESSED BY LEADERS, LIVED BY
understand what each of them means. EMPLOYEES, SHARED BY ALL.
A company’s culture is the set of behaviors,
The climate is determined by people’s
ideas, and values that define how things are
perception of reality, together with the
done in the organization.
emotions generated by those perceptions.

In an enjoyable climate, people feel good and

Long-term results depend on what people
this ensures a high level of availability and
do on a regular, normal basis. The sum
commitment. The climate has a direct impact
of these “normal” behaviors (habits)
on the level of commitment of the members
of the organization’s members defines
to an organization. It is important to build
organizational culture. The climate is
an enjoyable climate in which people’s
about how people “feel” about the working
perceptions and emotions are predominantly
environment and, therefore, reference is
positive in order to avoid demotivation.
made to past or present experiences.

The corporate climate, however, is influenced

The future performance of an organization,
by more than just values and vision. Some of
virtually all of its long-term results, depend
the most important points that can influence
on the common behaviors of members,
your climate are:
which in fact represent the cultural norms of
the organization. • Work conditions

• Compensation strategies
If the climate describes the people’s
perception on the organization, the culture • Collaboration and leadership culture

describes beliefs, values, how things happen • Organization design, workflows, and day-
inside the company. to-day procedures

• Level of employee engagement

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We have worked to improve all the points • Create empathy in the workplace: one day
mentioned above but it’s always a “work in experience in a different department;
progress” because this is a constant process of
• Share leadership achievements: we share
improvement.
our colleagues’ achievements online and
offline.
The alignment of culture, structure, practices
and climate shapes the collective attitude and
2. We have created a friendly
behavior of employees, which can lead to
environment for constant feedback
the attainment of important organizational
outcomes.
so that employees feel they are being
actively listened to!

50% OF THE ORGANIZATIONAL CULTURE The company’s pulse is easily taken with these
feedback processes:
IS REPRESENTED BY RELATIONSHIPS
• Culture Study - we use our own specific
BETWEEN PEOPLE.
questions about engagement, job
The people in our company usually use satisfaction, organizational culture,
headsets while working and they would rather employee development, etc.;
not talk too much to each other. When they
• Focus groups - we create focus groups
need to talk about something they use Skype
formed by voluntary employees in order to
and/or Slack. If you are working with people
receive qualitative feedback.
from the IT field you definitely know what we
mean. But we continuously work to improve When using culture studies or focus
the relationships between them and we have group studies, we make sure they provide
visible results. continuous feedback: thank our employees
for their participation; return with the
Organizational culture is dynamic, you can results and with the next steps; highlight
change the story at any time and, in order to, the importance of feedback in the resulting
understand what and how it can be changed, initiatives. By offering all of this, we show
it is necessary to know both sides of the story our employees that we appreciate their
(by listening and responding to the needs of perspective and thus we gain their support in
employees in the company). We do this by subsequent studies or focus groups.
using constant feedback, for example: stay-in
interviews, follow-up interviews, etc. 3. We proactively manage the
culture of our organization!
HERE ARE SOME SUGGESTIONS OF These are the tools that we use in our
3 THINGS WE DO TO ENHANCE OUR organization to measure engagement:
ORGANIZATIONAL CULTURE: • Collect active feedback with studies
designed specifically for our company (e.g.
1. We have developed a culture of
one to one discussions, stay-in interview,
appreciation and recognition with
follow-up interview, etc);
these easy and quick ideas:
• Analyze and understand the results;
• Provide handwritten thank-you messages;
• Use strategic actions based on what we’ve
• Celebrate the seniority anniversaries within
learned from studies.
the team with champagne and sweets;

a piece of evonomix’s DNA p5

 We also discovered that organizational culture is not only
about the mission, vision, and values. For example, a new
word appeared in our vocabulary: MTP. Before talking about
mission, vision, and values, you need to have an MTP for
your organization. Who decides the MTP? The answer is
simple: the organization’s top leadership/owners.
But let’s start step by step.

p6
CHAPTER 1.1

MASSIVE TRANSFORMATIVE PURPOSE

In Salim Ismail’s book, “Exponential
Organizations”, which was mandatory reading
We have asked ourselves “How
for our management team, we have found
out that an MTP or Massive Transformative
should an MTP be”? And these
Purpose represents the higher, aspirational were the answers:
purpose of the organization. Some MTPs • Unique
aim to transform the planet, others just an
• Highly aspirational
industry. But radical transformation is the
name of the game. Even a company in small • Neither narrow nor technology specific
markets can think in terms of MTP.
• Aimed at Heart & Mind

• Declared with sincerity & confidence

WE SEARCHED FOR EXAMPLES OF MTP:
In our journey of finding our MTP
we have discovered that we also
Bring about radical
should ask ourselves the following
breakthroughs for the
questions:
benefit of humanity
• What does the organization care about?

• What is the organization meant to do?

Organize the world’s
• What would the organization do if it
information
could never fail?

• What would the organization do if it

received a billion dollars today?
Ideas worth spreading
We have found out that the
organization should measure
As Salim Ismail highlighted, at first glance,
the MTP against each of the
these statements may seem to align with the
acronym’s letter:
trend in recent years to rewrite corporate
statements to be shorter, simpler and more • Is it Massive?
generalized. But on closer inspection, each • Is it Transformative?
statement is also very aspirational. None states
what the organization does, but rather what • Is it Purposeful?

it aspires to accomplish. The aspirations are

neither narrow nor even technology - specific.
Rather, they aim to capture the hearts,
imagination and ambitions of those inside
and (especially) outside the organization.

a piece of evonomix’s DNA p7

Thus, the MTP that we came up with after our brainstorming sessions is:

p8
CHAPTER 1.2

MISSION • Make it memorable

• Make it unique to you

• Make it realistic

A MISSION STATEMENT DEFINES, IN • Make sure it’s current

A PARAGRAPH OR SO, ANY ENTITY’S
REASON FOR EXISTENCE. During this process of defining
or reviewing our mission, we’ve
Mission statements come in all shapes
also asked ourselves the following
and sizes: from the short and pithy to the
questions:
comprehensive and verbose and from
the vague and general to the specific and 1. What are the first 5 words that spring
measurable. to mind when asked to describe the
organization?
Ultimately the mission statement is about 2. What is it that the organization does best?
what is right for the organization, its staff and
3. What makes the organization different?
its stakeholders and that is the only criteria
that really counts. 4. What would the organization like others to
think of it?
When defining or reviewing our
mission statement, these were some Although crafted with longevity in mind,
general principles that we were it is also important to periodically review
bearing in mind: the mission statement to check that it is still
current and valid.
• Make it as succinct as possible

Check out our current mission:

DRIVING POSITIVE EFFECTIVE CHANGE

BY TAKING ADVANTAGE OF THE
OPPORTUNITIES CREATED BY SOCIAL
NETWORKS, MOBILE AND CLOUD.

a piece of evonomix’s DNA p9

CHAPTER 1.3

VISION for the organization.

However, it is possible to define some general

principles of good practice which may prove
useful to consider when revising the current
While the mission statement can best be
vision statement or drafting a new one.
described as the purpose of the organization,
the vision statement should complement and We took them into consideration when our
enhance this by providing an insight into vision was decided.
where the organization hopes this purpose • Be inspirational
will lead.
• Be ambitious

• Be realistic
IN ESSENCE, IT REPRESENTS A
• Be creative
DESCRIPTION OF WHAT AND WHERE THE
• Be clear
ORGANIZATION WANTS TO BE.
• Be consistent
As with the mission statement, there is no
right or wrong answer and, ultimately, what
counts is its appropriateness and suitability

Here’s an overview of our vision:

INNOVATE AND CREATE VALUE

BUT HAVE FUN IN THE PROCESS.

p 10
CHAPTER 1.4

VALUES
While the mission statement tells what the organization currently wants to achieve and the vision
statement articulates where it aspires to be, the purpose of stating the organization’s core values is to
help define the type of organization it strives to be.

WHAT IS MORE DIFFICULT TO ACHIEVE IS TO IDENTIFY AND AGREE ON VALUES THAT ARE
ORIGINAL, INSPIRING AND SPECIFIC TO THE ORGANIZATION. AT LEAST FOR US, IT WAS.
The average number of core values listed is around six, a minimum of three and a maximum of ten. We
had ten values at the beginning and ultimately agreed upon six final ones.

It is often useful to further elaborate on a value with a short accompanying sentence that can help define
its particular relevance or how it influences the work of the organization.

Once again this can help guard against over-generalization and provide the opportunity to demonstrate
its roots and relevance to the organization.

a piece of evonomix’s DNA p 11

 YOU CAN SEE OUR VALUES BELOW:

If you are curious about what each one

represents for us, check the information on
our website www.evonomix.com

1. GROWTH AND LEARNING

2. TRANSDISCIPLINARY

3. NOVEL AND ADAPTIVE

THINKING

4. INNOVATE FAST

5. DRIVE EVOLUTION
THROUGH CHANGE 6. INTEGRITY

p 12
CHAPTER 2

HR PROCESSES

The core of an organization is represented by processes aiming to constantly

pursue evolution, commitment and feedback of its employees. Therefore,
down here you can see the processes Evonomix implemented:

a piece of evonomix’s DNA p 13

CHAPTER 2.1

HR PLANNING External factors are represented by:

• Changes in legislation

• Technological advancements
Human resources planning is the process • Labor market trends
of identifying current and future human
Internal factors are represented by:
resources needs. It involves securing the
right people, building a supportive work • Training, learning and development, values
environment and developing the capacity to and ethics, workplace well – being
ensure the organization’s success. How can
• Workforce composition (profile, trends,
you do this? Easy, using a five-step process.
skills)

3. Identify the gaps

Based on steps 1 and 2, we determine our
organization’s current and future human
resources needs. For example:

• We identified the need for succession

planning and management and at the
moment we have an ongoing process for it;

• We have met our obligations to diversity

and employment equity by hiring people
with no discrimination on sex, religion, etc.;

• We have delivered internal soft skills

training, we have encouraged learning
and development through paid events,
Hackathons, etc.

4. Develop your plan

Based on steps 1 to 3, we determine the
This process helps our organization identify
major human resources priorities and the
and deploy its human resources, in order to
right strategies to use in order to achieve the
achieve its business objectives. What does
desired outcomes. For example, we develop
every step mean:
recruitment strategies, an annual plan with
1. Review your business goals internal training for the management team
Every organization needs to understand (Leadership Academy) and for our colleagues
where it is headed. We review our (soft skills training) in order to help them
organization’s business priorities, budget achieve their objectives.
allocations and performance indicators yearly
5. Measure your progress
or when needed.
The Human Resources plan is an evergreen
2. Scan the environment document. We are constantly measuring and
By using engagement reports, organizational responding to changing circumstances.
diagnosis, market studies, we identify the We live in a world where adaptability is the
external and internal factors that could new trend, where a 5-year plan doesn’t work
affect our organization’s capacity to meet its anymore, and even for a one year plan you
objectives. sometimes have to adapt and change.

p 14
CHAPTER 2.2

BRANDING Before telling you how we put these elements

in practice, we will explain a little bit more
about the term EVP.

WHAT IS THE EMPLOYER VALUE

PROPOSITION (EVP)?
It’s your promise as an employer. The
EVP defines the key attributes that you
would like people to associate with you as
a potential employer. The selling points
should be attractive and credible for
your target audience, true for the actual
employee, distinct from your competitor’s
and sustainable – aligned with management’s
vision and goals.

The core of EVP is defined after analyzing

Companies all around the world are three categories of content:
constantly developing their employer brands
in order to remain competitive and to acquire
1. The image perceived by the talent
the best talent in the market.
target group (What people think our
Employer brand has evolved from what many
company is like?)
believed to be just a marketing buzzword,
to an essential element of an organization’s A few years ago people in our city didn’t know
strategy. us very well or at all. Check out what steps we
followed in order to attract employees:
As a growing company, we have realized that • Evonomix Junior - is an annual program
we have to start working on our employer launched in 2017, a new pathway for young
branding in order to promote Evonomix as people aged between 16-22 and a unique
an employer of choice. Our purpose was to experience of learning, development that
attract, recruit and retain the right talent. But prepares them for a successful career in the
employer branding is a continuous and long digital world.
term effort and we saw its results over time.
It took us almost two years to be recognized • Ovidius University of Constanta (OUC)

in the local market as a strong and potential Partnership - we have a strong partnership

employer. with the UOC, sponsoring events of the

university and participating in different
workshops organized by it.
THE KEY ELEMENTS OF OUR EMPLOYER
• Internship - We’re offering students
BRANDING STRATEGY ARE:
paid internship programs for 6 months.
• A strong Employer Value Propositions (EVP) During this period, they get familiar with
• A good, creative communication strategy the working environment and receive
knowledge from their mentors on specific
• A continuous performance measurement.
activities within the department they have
been assigned to.

a piece of evonomix’s DNA p 15

• External workshops by Evonomix - We
want to develop an active local community
to share our own experiences in different
areas, adding value to those around us.
Here, we regularly discuss various topics
such as Human Resources in the Digital
Century, Impact Marketing, Augmented
Reality Programming, etc.

• We collaborate with local communities (eg

Constanta Web Developers, etc.) - in order
to share information and develop local
communities.

• Competitions for students - Student Code

Jam powered by Evonomix is an annual
competition launched in 2019, for students
in IT programmes, who are looking to
develop and solve problems in a creative
way. The competition is open to any student
enrolling and submitting a proposal for the
code that he created.

• Projects developed by students and part

of the Evonomix team (eg.: GeoIndex) - The
role of the Evonomix’s team is to deliver
training on relevant topics for developing the
project. We consider this hands-on method
very effective for students to learn the most
relevant and up-to-date skills required for
a job and not only. This opportunity gives
the students an invaluable expertise and
know-how to apply in future projects/ jobs/
entrepreneurial endeavors.

• Hackathons - we have an annual Hackathon

where we also invite students who can come
up with their own ideas or who can group up
with our colleagues and have the opportunity
to gain experience and win prizes.

p 16
2. The current employee’s ones that don’t usually arise in work-related
perception of the company (What discussions. In this case, we have created an
employees think our company is like) opportunity for each one of our teammates
to express themselves; we use Workplace
Except for our annual reports, follow-up and
in order to share information about our
stay-in interviews (that we use to find out
colleagues.
our employees’ opinions about Evonomix),
we also started to promote volunteering • Monthly activity summary - we like to
campaigns to make a difference in the share our monthly journey within our
community. Our team is actively involved projects and the new ones that are about to
in local volunteering actions (eg.: Teen Talks come or different activities within our team;
Heritage Edition, Trees need people, etc.) we use Mailchimp to create our internal
newsletter in order to share it.

• Daily tasks - we use Teamwork for project

3. The vision of the top management
management; Teamwork is a platform
team (What our management would like our
that makes it easy for everyone to see what
company to be)
they’re working on, who they’re working
The management team has weekly meetings with, and what comes next — whatever the
in order to discuss issues regarding the future size of the team. It offers multiple time-
and the image of the company. Another key saving, collaboration-enhancing features in
element of a successful employer branding order to make project management quicker
strategy is a good, creative communication and more efficient.
strategy. We have an internal and external
• Face-to-face - meetings are always
communication strategy.
welcomed to improve communication
What we do in order to communicate better within our team.
with our employees:

• Everyday communication - we use, but not COMMUNICATION

limited to, Gmail, Skype, WhatsApp and
Communication in our company is always a
Slack in order to be connected on a daily
work in progress because we constantly want
basis.
to get better and better. In order to achieve
• We share everything we find interesting - this, we have multiple internal training
we use Workplace; Workplace by Facebook sessions on communication, feedback, active
is a platform that combines next-generation listening, public speaking, etc. We also use
technology and easy-to-use features that games (eg: leadership game, objectives game,
transform communications, culture and etc) or masterminds that help us improve
workflows inside our organization. In other communication among our team.
words, it’s a kind of Facebook, but for work,
that makes our company more connected.
A few examples of how we communicate
• Thought of the day - we like to start a fresh with the rest of the world, potential
workday with a motivational thought; we employees especially, can be found in the
use Workplace in order to share it. next page:

• Colleague of the month - we have

introduced it in order to find out more
details about our colleagues, especially the

a piece of evonomix’s DNA p 17

• Strong Social Media Presence - We know that having a strong online presence is important and we
are keeping up to date, contantly looking to improve. Our presence, at the moment, is on Instagram,
Facebook and LinkedIn. We try to get closer to potential employees and let them know how things
work in our company and how our colleagues feel. Often job applicants like to contact us through such
platforms as it creates a more direct and intimate relationship. Strong employer branding attracts
more top talent as they come across our company’s social media presence.

• Website - people can get in touch with us and find out more about our work through our website.

PERFORMANCE MEASUREMENT
And last, but not least, a key element of a successful employer branding strategy is a continuous
performance measurement. We measure performance by using the evaluation process, career planning
and succession planning.

The employer brand is the perception of our organization as a “great place to work”. It represents the
sum of thoughts and feelings that people associate with Evonomix, both positive and negative. We are
trying to create a more positive impact than a negative one.

Don’t forget that each company has an employer brand, even if they don’t have any activities designed to
influence it (employer branding activities), so we advise you to start working on yours if you didn’t until
now.

p 18
CHAPTER 2.3

RECRUITMENT • The principle of avoiding conflicts of

interest - we do that by respecting the
provisions of ethical and integrity norms
during interviews.
RECRUITMENT IS PERHAPS ONE OF THE Within our recruitment process, the Human
GREATEST CHALLENGES FOR A HUMAN Resources/the Recruiter and the Department

RESOURCES DEPARTMENT AT THE Manager are working together to analyze in

detail both the recruitment application (for
MOMEMENT. THIS IS NOT AN EXCEPTION that we have a special form which you can
FOR OUR COMPANY - EVONOMIX. consult in the Appendix - 4.1) and the job

For example, the Romanian IT labor market description specifications. Then, the recruiter

is short by 17,000 developers. Given the fact can start the recruitment and the selection

that almost half of our team is represented by process of the most suitable candidate

developers, this is a challenge for us, as well. following these steps:

In order to facilitate the recruitment process, • Posting the job announcement - we

we came up with creative solutions to attract generally seek to be brief and free of
potential candidates through competitions, irrelevant details. The announcement
apprenticeship programs, internships should present an attractive image of our
addressed to students and not only. company, the advantages and requirements
In our recruitment process, regardless of of the job in a realistic manner. We found
the position, we take into consideration the out that using graphical techniques can
following principles: make the announcement more appealing

• The principle of transparency - the and interactive, increasing the number of

requirements of a job are the same and views. Also, the job announcement must

accessible to all our candidates; be original. For example, we sometimes

use a 3D social media post and a non-
• The principle of equal opportunities - conventional, friendly tone of voice. We
anyone has a chance for a job available promote the text on various recruitment
within our organization and can benefit sites, different social media channels,
from equal selection; offline/online or in job/internship fairs.
• The principle of non-discrimination - in • Screening / Telephone Interview - this
our organization we do not care about sex, is our first step to sort out candidates.
sexual orientation, genetic characteristics, The purpose of this step is to eliminate
age, nationality, race, color, ethnicity, candidates that are inappropriate for the
religion, political option, social origin, promoted post;
disability or family status responsibility; for
example, within Evonomix 54% are women • Preliminary interview - at this stage we

and 46% are men, and 10% are religious use tools such as personal data processing

minorities. statement, interview checklists and

behavioural questions (you can see our
• The principle of efficiency and form in the Appendix - 4.2), technical and
effectiveness - within our company we want psychological selection tests can be used,
to ensure on-time and at an optimal cost the including discussions to ensure that the
quantitative and qualitative needs of human interviewee has the proper knowledge, skills
resources; and qualifications to take up the position.

a piece of evonomix’s DNA p 19

• Selection interview - Candidates who have
received positive feedback from us in the
preliminary interview and/or selection tests
will be invited for a final discussion in order
to clarify the willingness of the candidate to
accept the opportunity to work within our
company.

• Feedback - At the end of the recruitment

process, all candidates who have
participated in the selection interview can
receive feedback from us regardless if it’s
positive or not. If no candidate has been
selected after the selection interview, we
resume the recruitment process.

Below you can find a joke that we used

within our job announcements:

QUESTION: HOW MANY

PROGRAMMERS DOES IT TAKE TO
CHANGE A LIGHT BULB?

ANSWER: NONE ... IT’S A

HARDWARE PROBLEM.

p 20
CHAPTER 2.4

ONBOARDING • First day - we introduce our new employee

and we make him/her feel welcomed and
appreciated. We also explain what we expect
from him/her in the upcoming days.
We acknowledged that onboarding is very
• First week - we give him/her his first
important since we discovered from our
assignment and we set expectations for
research that one in five hires leaves within
the weeks ahead. We have to take the
the first 45 days of starting a job.
necessary time in order to discover his/hers
professional likes and dislikes.
EMPLOYEES GOING THROUGH A
• First month - we encourage success and
STRUCTURED ONBOARDING PROGRAM we foster growth by giving regular feedback
ARE 69% MORE LIKELY TO STAY IN FOR 3 and by setting clear expectations and goals
(using career plans).
OR MORE YEARS.
It is known that this professional integration

PRE-ARRIVAL
has psychological, social, organizational
and pedagogical implications. The purpose
of organizing and implementing our
onboarding process is to support the new
employees in their acquaintance process
with new workspace, easing the newbie
integration in the workgroup. Within our
company onboarding will take place in
three dimensions: in relation to the tasks
FIRST DAY

and responsibilities of the job, in relation to

his/her working team (direct superior and
colleagues) and last but not least, in relation to
the dimensions of the organizational culture.
For us, the integration of the new employee
is just as important as the recruitment and
selection processes. It communicates the
values of our company to the employees and,
FIRST WEEK

in this case, the rule of the first impression

works in the direction of the employee
organization. Therefore, it’s crucial to have
an onboarding plan. Our onboarding process
requires a plan for before, during and after a
new employee’s first day.

• Pre-arrival - a few days before the arrival

FIRST MONTH

of the new colleague, we usually set up

the stage of preparing a workspace, we
communicate with the team and with the
new employee and we schedule his first
week;

a piece of evonomix’s DNA p 21

We consider the onboarding of the new employee has come to an end when he/she is able to
independently carry out the responsibilities and requirements of his/her position. Thus, monitoring
the progress only in terms of achievements is not sufficient during the new employee’s accommodation
period. That’s why we place emphasis on stress reduction, identifying interests, aspirations, progress
rhythm, reactions to various inputs and active participation in the company’s day to day operations.

FOLLOW-UP INTERVIEW
As already mentioned, statistics showed us that 22% of the staff turnover occurs in the first 45 days of
employment, so we place high importance on new hires. For this reason, we have included a Follow-up
Interview within our onboarding process.

In order to monitor the new employee in our company the follow-up interview starts through a direct
contact from one of our HR representatives with the newbie, through support in various aspects that do
not necessarily relate to the tasks and responsibilities of the employee (team integration, adaptation to
organizational culture, solving various conflicts that may arise, socialization, etc.) throughout the entire
onboarding period. Also, after the first month of activity, we establish a meeting with the employee and
the Human Resources representative, in which the he/she will be asked to fill in a Follow-up form (you
can see the one we use in the Appendix - 4.3). Based on employee’s perception about the company/
the occupied position / the integration period the assessor can confirm the progress, interests, and
aspirations, and get insights on the involvement in the achievement of the proposed objectives.

For us, the purpose of this meeting is to provide both the employee with support in the accommodation
process and to identify (in a timely manner) certain errors that have been encountered during the
newbie integration process.

We also involve the direct managers in any changes that may occur to improve the onboarding process.
Thus, after the discussion takes place, the possible issues raised by the employee, as well as the positive
aspects mentioned, are transmitted to the superior in a brief format.

Using this process, we make sure the negative effects of a wrong integration, that affects both the new
employee and his team, can be removed, effects that could also affect the organization as a whole,
generating a staff fluctuation.

p 22
CHAPTER 2.5

REWARDS & RECOGNITION

R&R, the term HR people normally use, • To help our organization attract the best/
stands for Reward & Recognition. suitable talent from the market, whether
For us, it is never, ever all about the money it is raw talent out of the best educational/
and if we have to emphasis right within our professional institutions or talent pool of
company, we are talking about Recognition outstanding experienced professionals;
first and Reward afterward.
• To increase our employee morale,
productivity and quality of work;
“AM I VISIBLE?”
• To increase positive employee commitment
“CAN MY WORK BE SEEN?” and loyalty within our company;
“DO OTHER PEOPLE SEE WHAT I DO • To decrease turnover and increase retention
AROUND HERE?” of mid to high performers;

These are all key questions that we asked • To assist in creating a culture of mutual
ourselves when we started to implement our respect, reward and recognition for our
R&R program. employees at all levels;

It seeks to fulfill the following objectives: • To meet the needs of our employees or
complement the kind(s) of job behaviors
• To positively reinforce and sustain desirable
and performance that our company wants
actions and behaviours among our
to be recognized and rewarded;
employees, which in turn lead to sustained
excellence in performance; • To be fair and flexible to our employees;

• To help retain the best talent that our • To be linked to the mission statement or
organization requires for its growth and core values of our company
continued success;

a piece of evonomix’s DNA p 23

CHECK OUT WHAT WE HAVE IN OUR R&R OUR REWARDS AND RECOGNITION
PROGRAM: SYSTEM IS:
• Sincere – above all else, reflects a genuine
Annual company anniversary
expression of appreciation (eg: monthly
workversaries, farewell champagne);
Annual Team building
• Meaningful – to endure a motivating
Christmas party influence, rewards are aligned with the
values, goals and priorities that matter the
Quarterly departments meetups paid most (eg: internal and external training paid
by the company by the company, Hackathon);

• Adaptable – the diverse workplace demands

Monthly workversaries alternatives; no single reward format
works for everyone all the time (eg: Fitpass,
Monthly Game Break Bookster, weekly massage);

• Relevant – no matter how formal or

Weekly massage
informal, expensive or affordable, the
relevance of any recognition will be
Health card (Medlife)
improved with a personal touch – it’s a
little thing that makes a big difference
Gym membership (Fitpass)
(personalized access card and pinups/
buttons, pens and agendas, recognition
External training and events paid by
cards, quarterly departments meetups);
the company
• Timely – it is important that rewards
In-house soft-skills training respond to the behaviour they are intending
to reinforce; don’t let too much time pass or
Annual Hackathon the reward may be devalued and credibility
eroded (eg: bonuses - of performance, for
Bookster new colleagues recommendation and the
annual ones).
Bonuses: annual performance based, As a consequence, our employees react
new colleagues recommendation positively when management shows
appreciation for their good work or effort.
Recognition cards When our employees are valued for the work
and effort that they have put in, productivity
Farewell champagne level increases and this motivates them to
improve their good work as expected.
Personalized access card and pinups/
buttons, pens and planners

p 24
CHAPTER 2.6

EVALUATION closing the collaboration;

• Determining the directions and ways

of professional and performance
improvement;
Within Evonomix, the evaluation process
ensures that every employee receives constant • Identifying the potential, capacity and
feedback on individual performance, as well training needs of employees;
as assisting him/her to become as efficient and • A better understanding of job requirements
performing as possible in his/her work. and how performance indicators are
measured;
For us, the assessment of individual
• Reducing employees’ dropout and
performance is based on the systematic and
fluctuation rates within our company;
objective appreciation of the performance,
quality of work, behavior, initiative, efficiency, • Determining deviations from the adopted
and creativity of each employee. objectives and making any corrections;

• Reducing the risks of maintaining or

THE MAIN OBJECTIVES PURSUED DURING promoting low-efficiency people.
OUR EVALUATION PROCESS ARE:
Our performance assessment determines
• Assessing and improving performance;
the performance score on individual
• Facilitating mutual feedback and activity, goals and tasks. This means that at
communication between employee and the end of each assessement there will be a
superior; percentage expressing the appreciation of
accomplishment.
• Developing and/or improving professional
Within our evaluation process all company
goals according to the achievements or
employees holding a continuous employment
evolution of each employee;
contract participate at the annual evaluation,
• Establishment and proper dimensioning of with the exception of employees on parental
performance indicators; leave and childcare leave and extended
• Taking promotion decisions, transfers or medical leave.

a piece of evonomix’s DNA p 25

 performance correctly or not. It helps our
company to reduce the discrepancy between
Besides the Key Performance expectations and performances and provides
Indicators (KPI’s) that are established a good communication channel for goals,
using the SMART criteria (Specific, opportunities and development.
Measurable, Attainable, Results-
oriented, Time-bound) we are in Annual evaluation
progress of adopting the Objectives
The annual evaluation gives our employees
and Key Results (OKR) method as the
the opportunity to fully understand the
answer to two simple questions:
responsibilities of their position, how they
• Where do I want to go? (Objectives) can improve their performance according
• How will I know when I’m getting to the goals set by managers. It is also a good
there? (Key Results to ensure tool for us to measure and enhance individual
progress is made) performance, to recognize and reward
employees’ professional contributions, to
correct errors or problems.

We acknowledged that the performance

Within Evonomix, the evaluation process
appraisal process contributes fundamentally
makes reference to probationary period
to increasing efficiency, workplace
evaluation, self-evaluation, annual evaluation
satisfaction, employee motivation and
and annual 360-degree evaluation. For each
engagement, thus achieving the goals of the
one, we use special forms that you can consult
company.
within the Appendix - 4.4, 4.5, 4.6.

Probationary period evaluation Annual 360-degree evaluation

A probationary period (one to three Using this method within Evonomix, the
months within our company) offers both 360˚feedback gives every employee the ability
the employer and the new employee an to understand how his/her effectiveness as
opportunity to openly discuss the role and an employee, colleague and team member is
his/her suitability. The employee can assess if perceived by others. The feedback provided
the job meets his/her expectations, while we, by this type of assessment is based on
as the employer, will gain an understanding behaviors that others can notice. It provides
of the new employee’s skills, knowledge and feedback on the aptitudes and behaviors
attitude. desired by our organization from the other
team members’ perspectives.

Self-evaluation
In our evaluation process, we place a high
importance on self-evaluation because
employees can appreciate their involvement
in the organization and it turns out they
often tend to be more willing to criticize
themselves than to be criticized by others. It
is also a good tool for us to see if employees
have understood their professional

p 26
CHAPTER 2.7

CAREER PLAN The ambition and drive to follow that path

belong to each individual, but the guidance
and support needed to navigate the way come
from managers. Thus, within Evonomix,
In Evonomix a career development path managers are responsible for incorporating
provides employees with an ongoing the organization’s definition of success
mechanism to enhance their skills and into employee feedback, evaluations and
knowledge that can lead to mastery of their development plans.
current jobs, promotions and transfers to new
or different positions. A WELL-THOUGHT-OUT PLAN PROVIDES
Implementing career paths within our
OUR EMPLOYEES WITH OPPORTUNITIES
company had a direct impact on the entire AND CLEAR DIRECTION ON HOW TO
organization by improving morale, career INCREASE THEIR SKILLS AND ADVANCE
satisfaction, motivation, productivity and
THEIR CAREERS.
responsiveness in meeting departmental and
organizational objectives.

WE ENCOURAGE OUR EMPLOYEES TO

TAKE CONTROL OF THEIR OWN LADDERS.

a piece of evonomix’s DNA p 27

WHEN WE IMPLEMENTED CAREER courses, working directly with a subject matter
expert, one-on-one coaching and mentoring
PLANS WITHIN EVONOMIX, WE
or local networking groups. If you will check
TOOK THE FOLLOWING STEPS INTO the chapter “Learning and Development”, you
CONSIDERATION: will find out more details about all of them.

Consider business goals Recognize potential vs. readiness

Our CEO (Chief Executive Officer) together In our endeavors in assessing our staff, we
with the top management, before setting have highlighted the importance of the
objectives for employees, aligned their difference between potential and readiness.
development needs with our company’s That’s why our evaluation process career
business needs. Once the objectives were roadmaps are a constant point of reference.
identified it was easier to find the necessary Also, we discuss career plans with our
skills, knowledge and competencies that employees using constant feedback (such as in
support those goals. stay-in interviews).

Create Career Roadmaps Communicating Your Career Plan

For each of the key function areas of In Evonomix we make it clear that we value
our organization, we have created a our team and we are committed to investing
career roadmap. In this step, we used our in their growth. Thus, our employees get in
organizational chart that you can check it touch with the career plan starting with the
within Appendix section - 4.7. onboarding process.

In the Appendix- 4.8, you can find out

Create Position Profiles more about our career plans for each of our
We have created “position profiles” for each of departments.
the roles highlighted in our career roadmaps.
For each role, we outlined and documented Career planning generally involves getting to
the behavioral competencies (the same for know who you are, what you want and how
all departments), the core skills, the required to get there. Developing and implementing
education, technical training, licenses and a proactive career pathing program isn’t
certifications necessary for success. Because easy, but it can have a big impact on your
our domain of expertise is a dynamic one, we organization’s long-term growth.
constantly update our career plans (adding or
subtracting skills, requirements, certifications,
etc) and we could say that is a subject that will
always be a “work in progress”.

Incorporate Training and

Development
To further enhance our career paths, we
identified key training and development
milestones for each position profile. These
milestones included leadership training

p 28
CHAPTER 2.8

SUCCESSION PLANNING
Based on our research, Succession Planning is defined as the systematic process of recognizing and
creating future leaders who, in case of necessity, will be able to replace the old ones or complement
their work. In finer terms, it is a modern technique followed by many companies that concentrates on
identifying the prospects, out of many employees in the organization, who might be possible successors
for the key positions.

WHEN WE IMPLEMENTED THIS PROCESS WITHIN OUR ORGANIZATION, WE WERE TAKING

THESE STEPS INTO CONSIDERATION:

1. Identifying Key Business Areas and Positions - First and foremost, our CEO (Chief Executive Officer),
together with the top management, identified the key business areas, according to the operational
activities and strategic objectives.

2. Ascertaining Competencies for Key areas and positions - In order to determine the required
competencies, to create the selection criteria, to establish performance standards, the knowledge, skills,
the ability and the experience required to achieve business goals, we analyzed our internal career plan
for each one of our key positions.

3. Finding out the interested and potential candidates and assess them as per the competencies - After
analyzing the competency, we used our annual evaluation process and the constant feedback provided
by different kinds of methods, such as Stay-In Interviews. We used it to identify among various
employees, who are interested as well as they have the capability to fill key business areas and positions.

4.Develop and Implement Succession Strategies - During this step we focused on strategies for
learning, training, development, knowledge transfer, experience sharing to develop and implement
for potential successors (we use soft-skills training, mastermind “Developing the leader within you 2.0”,
technical and on the job training, different new tasks for the new role, mentoring or coaching).

5. Evaluate Effectiveness - In order to accomplish that, we conduct annual evaluation process.

Therefore, for Evonomix, Succession Planning is all about the constant work of developing a leadership
substitute, for a perpetual succession of the organization. It is a rational decision of the management to
promote the regular development of the workforce, to make sure that the top managerial positions have
some sort of stability, thus ensuring an organization will attain its ultimate objectives.

a piece of evonomix’s DNA p 29

CHAPTER 2.9

LEARNING & DEVELOPMENT

TAKING INTO CONSIDERATION THAT Our management team became acquainted
with the term of Business Coaching through
GROWTH AND LEARNING IS ONE OF
one of the training delivered by our HR
OUR TOP VALUES, FOR US PEOPLE colleagues. During that training, they learned
DEVELOPMENT IS CRUCIAL. about the GROW model, probably the best-
known coaching model at the moment, and
What do we do in order to help our colleagues
how to use it in practice. We intend to also
grow? In addition to professional training and
deliver this training for our colleagues that
participation at different events for some of
aren’t part of the top management. GROW
our team members, all paid by the company,
stands for:
we also help internally with:

• Coaching
Goal - Reality - Options - Way
• Mentoring Forward
• Masterminds For example, you can use the GROW model
to have a 7-minute coaching session with
• Soft skills training
someone, a method that we recommend to
our management colleagues to use when
COACHING discussing with their teams.

Why is this important for us? Because a coach

can help you find answers in yourself by using Instead of giving solutions, our colleagues

impactful questions. For our management learned how to help people find their own

team (but not restricted to it), it is useful to solutions, which sometimes can be even

have coaching knowledge in order to help our better than their own.
colleagues grow, learn and find solutions by
themselves.

p 30
PEOPLE ARE OFTEN CONFUSING professional potential of others;

COACHING WITH MENTORING. • Promotes recognition, commitment, and

development of future talents.
A person is a mentor when he shares his own
experience. In coaching, sharing personal
experience is an extreme case, because the
Benefits for the mentee
• He/she can gain awareness, constant
answer is always to be found within the
feedback and career perspective;
individual. Coaches will prefer to explore
through open questions as many options • He/she acquires competencies that are
possible for a solution that is generated by relevant to achieve professional goals;
the participant. As an extreme case, the coach
• He/she receives access to a network of
can discreetly and with the permission of
professionals in his expertise domain;
the participant, provide a context by sharing
his/her own experience if this helps the • He/she is being exposed to different
participant turn to what he/she wants to perspectives and experiences;
achieve. • He/she has access to people with influence
Therefore, in our company, a person can be a in their domain of expertise;
mentor (a person with extended knowledge, • He/she can develop self-confidence in his/
wisdom or experience) for a mentee ( a her skills and abilities;
person with fewer experience). We encourage
• He/she is encouraged to set goals, to take
mentoring for our colleagues to learn from
different risks and to achieve a high level of
others, regardless of their department. We
professional and / or personal standards;
have discovered that there are benefits for
everyone from a mentoring partnership - for • He/she can reflect on his/her commitment
the mentor, mentee and the company. to personal and professional evolution;

• He/she receives constant support in terms

Benefits for the mentor
of assimilation and balance with new
• Gains satisfaction through sharing
responsibilities.
knowledge and expertise with others.
He/she can prove his/her personal
competencies; Benefits for the organization
• Increased rate of retention within the
• Offers an opportunity to help the ones organization;
around grow leadership abilities;
• Reduced personnel fluctuations;
• He/she notices the perspective and the
problems faced by future leaders; • Improved productivity;

• He’s/she’s improving the knowledge base • Transfer of knowledge and skills between

in the field of expertise, as well as the employees;

communication skills with those around • Emphasis on professional development;

him/her;
• Organizational culture in which employee
• He/she can create a new network of growth and development is encouraged;
professionals within his/her expertise
• Emphasis on strategic initiatives;
domain;
• Encourages the information and resources
• Significantly contributes to developing the
transfer between departments.

a piece of evonomix’s DNA p 31

BESIDES COACHING AND MENTORING, ANOTHER TOOL THAT WE USE FOR LEARNING AND
DEVELOPMENT IN OUR COMPANY IS THE MASTERMIND.
A mastermind is a combination of education, brainstorming, accountability and support, in a group
environment designed to develop personal and professional skills. Generating new ideas and a different
perspective, mastermind groups help participants to evolve.

Mastermind refers to a group of minimum 2, maximum of 10 people who meet for a certain amount of
time each week. Group discussions are facilitated and people meet to study a specific set of information,
a book or a specific program.

The main benefits of a mastermind are:

• Increasing experience and confidence;
• Developing personal and professional skills;
• Achieving real progress in personal and professional life;
• Immediate access to a mutual support group;
• Getting feedback and honest advice;
• Sharing experience and abilities with the other group members;
• Optimistic support from colleagues and maintaining a positive attitude;
• A sense of belonging to a common cause.

An example of a mastermind carried out within Evonomix is “Develop the leader within you 2.0” based
on the book written by John C. Maxwell. The mastermind that we held involves the management team
and some of the key personnel.

The book’s focus is on personal development and contains fundamental lessons in order to become a
better leader. It is deemed to be a leadership manual not only to be read but studied, understood and
applied in all aspects of life.

Books were made available in the company’s library so that group members could lecture and discuss
one chapter per meeting.

ANOTHER TOOL IN OUR HR PORTOFOLIO THAT WE USE FOR LEARNING AND DEVELOPMENT IS
TRAINING. THE BENEFITS OF TRAINING ARE:
• Improves employee performance – employees who receive the necessary training are more capable
when performing in their job.

• Improves employee satisfaction and morale – our employees feel that they are being valued.

• Addressing weaknesses – Most employees have some vulnerabilities in their workplace skills. The
internal training within Evonomix, based on the annual evaluations results and organizational
diagnosis, bring up individual needs or options and mark challenges at management, team and
organization level

• Increases productivity and adherence to quality standards – Productivity has increased since we have
implemented internal training courses.

p 32
• Increases innovation in new strategies and products – New ideas were formed as a direct result of
training and development.

• Reduces employee turnover – Training and development are seen as an additional company benefit.
Recruitment costs, therefore, go down due to staff retention.

• Enhances company reputation and profile – Having a strong and successful training strategy helped
develop our employer brand and made our company a prime consideration for graduates and mid-
career changes. Training also made Evonomix more attractive to potential new recruits who seek to
improve their skills and the opportunities associated with those new skills.

The soft-skills training for the management team, but also for the rest of our colleagues, are delivered
in-house by our HR representatives who are certified trainers.

Management training
A huge emphasis is placed on the role of the top management, leaders and managers in the growth of
our organization.

The term management training has become an essential part of everyday corporate communication
and we have decided to implement the management training program efficiently and effectively. In this
rapidly changing world, we understood the importance of training and developing the human resource
talent of the company.

a piece of evonomix’s DNA p 33

Based on the importance that training has for managers, we have tailored an annual plan for our
management team. This plan can include but is not limited to:

1. Leadership Academy - we have a monthly training based on different topics. Below are some of the
subjects matter considered in the last two years:

2. A quarterly leadership game/objectives game, etc - for instance, we played Leadership Game, created
by John Maxwell Team, to improve our communication, teamwork and attitude.

3. A partnership program upon annual objectives - within the management team we try to find wing
persons who can help and encourage each one to achieve their objectives.

4. Mastermind - Developing the Leader within You 2.0

p 34
Training for colleagues
Developing a learning culture is crucial for any business or organization. When you stop learning, you
stop growing and developing as a person and as a professional. Employees who are actively engaged
in learning feel more confident and competent at what they do, leading them to want to take on more
innovative or challenging tasks. Training all employees and not just the top performers served as an
impetus for positive change.

Based on the importance that training has for all employees, we’ve tailored an annual plan for our team.
This plan can include, but is not limited to:

1. Soft skills training - every employee participates annually in two soft skills training

2. Monthly leadership game/objectives game within departments - we have played Leadership Game
between departments for almost one year. As a result, communication improved, new ideas appeared
about existing and future projects.

3. Mastermind - Developing the Leader within You 2.0

a piece of evonomix’s DNA p 35

p 36
CHAPTER 2.10

STAY-IN INTERVIEW DURING INTERVIEWS, WE TOOK INTO

CONSIDERATION THESE BASIC TIPS:
• Schedule them ahead of time, so employees

WITHIN OUR COMPANY, A “STAY-IN” know they’re important.

INTERVIEW IS A ONE-ON-ONE INTERVIEW • Give employees time to prepare their

thoughts
BETWEEN A MANAGER AND A VALUED
• Make sure we tell the employee why we’re
EMPLOYEE.
having the meeting and what we’re going to
Its aim, in a relatively simple manner, is
be talking about.
to find out what underlies beneath the
employee’s constancy within the current job. • Pick a setting where they’ll feel comfortable
Likewise, it’s designed to elicit what might to express their true feelings about the
cause key employees’ decision to leave our organization and what they desire.
company.
In the Appendix - 4.9, you can consult
our form that is used during the Stay-In
We concede that the stay-in interview is
Interviews.
preferable to an exit interview because, in
a stay interview, we are asking the current
employees why they are looking forward to
continuing to work for our organization. FOR EVONOMIX, STAY-IN
INTERVIEWS SHOW THAT ITS
At the Exit Interview, it’s too late to identify LEADERS ARE TRULY OPEN
and solve the problems or help the exiting
employee to accomplish the goals he or she is
TO FEEDBACK AND WANT TO
leaving to obtain. HEAR CONCERNS FROM THEIR
EMPLOYEES.
The manager is the person who is most likely
to have an impact on the employee’s everyday
working conditions. In Evonomix, we ensured
that managers are trained on how to conduct
the interview, what questions to ask, how to
build trust and how to effectively listen. This
was achieved through coaching, training
within the Leadership Academy.

Our strategy for Stay-In Interviews is that

the first employees to invite are our first
top performers, the ones who our company
would be heartbroken to lose. After that,
depending on the amount of time, our
managers eventually interview all the
employees within their team.

WHEN WE WERE PLANNING STAY-

a piece of evonomix’s DNA p 37

CHAPTER 2.11

EXIT INTERVIEW • Identifying the areas and processes within

the organization that require improvement;

• Assessing working conditions, working

environment factors and company
Within our company the Exit Interview is
satisfaction throughout contractual
a very good source of information when
relationships
it comes to finding out the reasons for the
departure of an employee; it also may raise • Defining new employee satisfaction
an alarm when the arguments are almost the strategies.
same or are matching an identical category of
reasons for several persons. In Evonomix, the Exit Interview takes the
form of a semi-structured interview, to
At the same time, an exit interview can be conducted by the Human Resources
indicate problems inside the department or at department. In the Appendix - 4.10, you can
the organization’s level. take a look at the form we use.

Discussions should be kept in a neutral,

THE OBJECTIVES OF OUR EXIT
informal tone. Also, it is very important
INTERVIEW PROCESS: for us to respect our employees’ refusal to
• Endorsing the fact that the organization participate in such an interview.
promotes a positive, open, organizational
culture, easily accepting feedback in order Therefore, it is a good method for us to
to improve certain processes within it; evaluate the opportunity of improving our
work environment, in order to increase
• Summing up information on improving
employee satisfaction and to lower the staff
recruitment and induction/integration of
fluctuation rates.
our new employees;

• Providing the employees who have chosen

to leave the company due to interpersonal
conflicts with the opportunity of mediation
and dispute resolution until the end of the
contractual relationship;

• Identifying solutions to overcome the

impediments which may have determined
the decision to leave (if the reasons
have been directly influenced by certain
organizational issues), resolving them in a
timely manner that may lead to keeping the
employee in the company;

• Improving employee retention;

• Gathering the employees’ input on our

company and the activity they are involved
in;

• Identifying efficiency at management level;

p 38
CHAPTER 2.12

HR ANALYTICS It should be said, however, the current

3-5 year median employee occupation is
decreasing and will probably continue to
decline in the coming years, reflecting the
Employee engagement isn’t something just economic dynamics. It is therefore natural
for tech companies and it isn’t something just to have a basic fluctuation, economically
for companies that hire lots of young people contextualized and virtually impossible to
either. Everyone, regardless of age, deserves cancel.
to have a job that makes them feel fulfilled
When we prepare our turnover report in
and every company needs its people devoted
order to analyze the personnel fluctuations,
more than ever. There is no industry you
we follow these steps:
must be in, no sector you must be from and
no age or stage your company must be at -
you can make employee engagement work for
you and make a real difference.
Step 1 - Assessment of the
Measurement is the first and most critical
current situation:
step in improving employee engagement. • What is the level of fluctuation in the
Measuring employee engagement allows company?
our organization to identify profiles of what
• Which are the most affected
engaged employees look like as well as to
departments?
identify opportunities to improve levels of
engagement. • What is the age of the employees
leaving the company?
Furthermore, we include the following within • How old are the employees leaving
our HR Analytics: the company?
• Employee Turnover Report • What are the reasons an employee
• Organisational Diagnosis leaves the company?

• Which are the most active

departments in terms of new hires?
EMPLOYEE TURNOVER REPORT • How old are the employees joining
Numerous studies across multiple industries the company?
continually point to employee engagement as
a key leading indicator of employee turnover.

When analyzed properly, engagement

measures can help you predict which
employees and business areas may be at Step 2 - What can we do to
elevated risk for employee exits. reduce/stop staff fluctuations?
You can consult the Appendix - 4.11
We discovered within our research that in where we have established actions
terms of staff fluctuations, statistics show to be taken in order to reduce
that the average employee occupation in a fluctuation, if it was necessary.
company ranges from 3 to 5 years.

a piece of evonomix’s DNA p 39

ORGANIZATIONAL DIAGNOSIS
Organizational diagnosis is at the root of any intervention required by organizational development
programs. In Evonomix, the most used instrument within organizational diagnosis is represented by
employee surveys. A survey is like a performance review for our organization. Knowing where we stand
according to our employees, enables us to identify areas for improvement.

Employee surveys offer a deep understanding of how an organization can maintain, attract and develop
skilled employees. It gives our employees an opportunity for open feedback; at the same time, it
involves them in the development process by giving a direct voice to the management team. For our
organizational diagnosis, we created a questionnaire, tailored to our needs and to what we would like to
measure annually.

Therefore, our tool is used during the annual assessment period and consists of two sections. The first
section has 70 closed questions that measure 14 scales of interest. Each respondent is asked to agree or
disagree, depending on his/her personal experience over areas of interest measured.

The second section has 2 open questions about:

• Company’s strengths

• Company’s weaknesses (potential improvements)

Also, starting from the answers provided, we can then calculate both the Employee Satisfaction Index
(ESI) and the Company Satisfaction Index (CSI). Within the Appendix - 4.12, you can check how our 2019
organizational diagnosis looked like.

Being actively involved in this process makes our employees realize that they have a stake in Evonomix
and that their opinions are valued.

p 40
CHAPTER 2.13

OUTSOURCED IN OUR COMPANY WE HAVE CHOSEN TO

OUTSOURCE THE FOLLOWING:

HR outsourcing (also known as HRO) is the

process of sub-contracting human resources
functions to an external supplier.

People management plays a crucial role in

delivering organizational performance.

There are many circumstances in which

outsourcing HR services can deliver tangible
benefits to the organization, for example by
freeing HR professionals to devote more time
to a strategic role supporting organizational
performance.

FROM OUR RESEARCH WE DISCOVERED

THE POTENTIAL BENEFITS OF HR
OUTSOURCING:
• Reduced costs;

• Increased efficiency;

• Access to improved HR IT systems;

• Improved management information

(including human capital metrics);

• Access to HR expertise not available

internally;

• Increased flexibility and speed of response;

• Philosophical reasons (for example the

organization is outsourcing a number of its
support functions, of which HR is just one
part);

• Reduced risk;

• To free HR resources to operate more

strategically.

a piece of evonomix’s DNA p 41

p 42
CHAPTER 3

CONCLUSION

An HR is never bored, and is always excited, at least

in our case. Check out our plan for this year:

a piece of evonomix’s DNA p 43

2019

Our schedule is getting busier and busier, but we are passionate about what we are doing and we know
that we have the potential to become our best version everyday. Today we are better than yesterday and
tomorrow we will be better than today.

p 44
CHAPTER 4

APPENDIX

a piece of evonomix’s DNA p 45

CHAPTER 4.1

RECRUITMENT APPLICATION

Department name:

____________________________________________________________________

Position name:

____________________________________________________________________

The number of positions to recruit:

____________________________________________________________________

Name of the hierarchical superior:

____________________________________________________________________

Level of education:

____________________________________________________________________

Profile:

____________________________________________________________________

Specialization:

____________________________________________________________________

Experience on the field:

Not necessary

Less than 1-2 years

Between 2-5 years

Over 5 years

Type of contract

Full-time

Part-time

p 46
 Type of position:

Newly created

Existing

Replaces: __________________________________________________________

Benefits:

____________________________________________________________________

Main responsabilities:

____________________________________________________________________

Technical skills/specific skills:

____________________________________________________________________

The ideal candidate profile:

____________________________________________________________________

Other qualifications/authorizations/certifications:

____________________________________________________________________

The person to whom the candidates will be presented/will hold the final interviews:

____________________________________________________________________

Other observations:

____________________________________________________________________

a piece of evonomix’s DNA p 47

CHAPTER 4.2

EVALUATION OF THE CANDIDATE -

INTERVIEW/ BEHAVIOURAL QUESTIONS
A

Candidate’s name:

____________________________________________________________________

Date of the interview:

____________________________________________________________________

The position applied for:

____________________________________________________________________

Which are the main responsibilities within the professional experience (or within the relevant
jobs to the position you applied for):

____________________________________________________________________

Which is the biggest accomplishment that you had in your career?

____________________________________________________________________

What do you know about our company?

____________________________________________________________________

Why are you interested in the position you applied for?

____________________________________________________________________

Do you know what are the responsibilities for the position you applied for?

____________________________________________________________________

What made you choose the domain in which you work?

____________________________________________________________________

p 48
 What do you consider to be your strengths?

____________________________________________________________________

What do you consider to be your weaknesses?

____________________________________________________________________

Salary expectations:

____________________________________________________________________

Availability:

____________________________________________________________________

The ability to resist stress: Which was the most stressful situation that you had at work? How did
you overcome the situation? (from the previous experience)

____________________________________________________________________

Adaptability: Describe a situation in which you had to adapt yourself to some changes that you
couldn’t control. How did you solve this situation?

____________________________________________________________________

Solving problems: Which are the steps that you follow when you face a problem, before making
a decision?

____________________________________________________________________

Please describe a situation when you had to face a very difficult problem. How did you
overcome the problem? Which was the result? Did you wish you could have solved it in
another way?

____________________________________________________________________

a piece of evonomix’s DNA p 49

Attention to details: Give an example of a situation in which you have seen an error made by
one of your colleagues that hasn’t been solved by him. What did you do? Which was the result?

____________________________________________________________________

Communication: Which are the problems or difficulties that you encounter when you want to
present your ideas to your superior?

____________________________________________________________________

Have you ever collaborated with a colleague on a common project, although you did not get
along well with him? How did you fix the problem? What results had your project?

____________________________________________________________________

Creativity: Describe a situation from your job that you have solved differently than you used
to do (unique/ different). Which was the result? Were you satisfied with the way in which the
problem was solved or did you wished that you have solved it in another way?

____________________________________________________________________

Decision Making: Offer an example of a situation in which you had to take a certain decision,
without knowing all the necessary information or that you had to take in the absence of your
superior.

____________________________________________________________________

Which was the most difficult decision that you had to take at work? Describe the stages in
taking that decision and the achieved result.

____________________________________________________________________

Goal setting: Which was the last professional objective that you wished to overcome/ reach?
Have you achieved it so far? If not, which were the obstacles that you have met?

____________________________________________________________________

Describe an objective that you couldn’t reach/ overcome. What was your attitude regarding
that situation?

____________________________________________________________________

p 50
 Initiative: Describe a project that you did at your own initiative. Why did you choose that
project? Which was the result? What is your opinion regarding that result? At this moment, would
you make that project differently?

____________________________________________________________________

Interpersonal abilities: Describe a conflict that you had with one of your colleagues or with your
superior. How did you solve the conflict?

____________________________________________________________________

Time management: Describe a situation in which you had to make a lot of things at the same
time. How did you manage to finish your tasks? Which was the result?

____________________________________________________________________

Which is the method that you use when you have to organize your tasks?

____________________________________________________________________

Teamwork: Describe a situation when you have worked on a project that was proposed by you,
but your colleagues did not agree with your ideas or with the project or with some of the aspects
regarding the project. How did you solve the issue?

____________________________________________________________________

Describe a situation in which you had to work with a colleague at a common project, but your
colleague didn’t solve his part of tasks. How did you handle this situation?

____________________________________________________________________

Describe a situation in which you had to mediate a certain conflict between your colleagues?
What was the conflict about? What was your role in the solving of this issue?

____________________________________________________________________

a piece of evonomix’s DNA p 51

CHAPTER 4.3

FOLLOW-UP INTERVIEW

Employee’s name:

____________________________________________________________________

Department/occupied position:

____________________________________________________________________

Starting date of the activity:

____________________________________________________________________

Employment period:

____________________________________________________________________

What activities from your job do you like the most? (3 or more examples):

____________________________________________________________________

What activities from your job you dislike? (3 or more examples):

____________________________________________________________________

Do you consider that your expectations have been fulfilled from the moment that you started
working? (no matter the answer, yes or no, please give us some details):

____________________________________________________________________

Do you consider that you have made some progress from the moment you started working
until now? If the answer is yes, can you describe what kind of progress must be mentioned? If
not, can you tell us why?

____________________________________________________________________

Do you think that the activity performed by you contributes to the overall success/
performance of the company?

____________________________________________________________________

p 52
 To what extent do you believe that your ideas/inputs over the projects in which you are
engaged are appreciated?

____________________________________________________________________

What kind of improvements would you propose for your activity/company/team?

____________________________________________________________________

Would you recommend the company to your friends/acquaintances? No matter the answer
(yes or no) please tell us why?

____________________________________________________________________

Give a score from 1 to 10 ( where 1 means unsatisfactory and 10 means very satisfactory) to the
following:

The satisfaction for the filled position

The tasks in which you are implied

The way in which you have been integrated within the team

The relationship with your colleagues

The relationship with your superiors

The training/the support you have received regarding the tasks you have to realize

The way in which your tasks and responsibilities are given to you

The projects in which you are involved

The way in which conflicts are solved

The way in which some of your concerns/requirements/demands are solved

The way in which you receive feedback upon your activity

The way in which you are corrected after a mistake

The necessary tools in order to carry on your work

a piece of evonomix’s DNA p 53

CHAPTER 4.4

SELF-EVALUATION

Job: Employee’s name:

Department:

Period of asessment: ______________________________________

Current objectives:

1. Performance

2. Personal observations

Please indicate for each element of assessment Performance level

the performance level that you consider to be the
1 - Unsatisfied, causes a lot of
most suitable taking into consideration the level of
problems
performance that you appreciate, corresponding to the
description in each row. 2 - Requires considerable
improvement
Attention! The score 5 describes the performances 3 - Good enough, requires some
obtained in the occupied position above the optimum improvements
level.
4 - Fully fulfills the job
requirements

5 - Exceeds the job requirements

1. Performance level

Competence and the quality of work 1 2 3 4 5

1. I announce my supervisors about the inconsistencies appeared at some

of the projects/at work

2. I work correctly

3. I follow the procedures, rules and the instructions of accomplishing the

tasks

4. I work efficiently in new situations and I can easily adapt to changes

5. I finish my work on time

p 54
 Communication, the desire for success and development 1 2 3 4 5

6. I constantly evaluate my own performance and I learn from my

mistakes

7. I communicate efficiently: sending messages clearly and fluently, I offer

constructive feedback

8. I take the initiative in my development and in acquiring new

knowledge

9. I’m looking forward to learning a lot by asking for information and

support from the others

10. I am motivated to reach performance

Integration in the organization 1 2 3 4 5

11. I take the initiative in sharing ideas, best practices and new ways of
making things work

12. I use all the resources that I have in an efficient way (eg. time, courses,
guides, articles etc)

13. I take responsibility for the things that I do

14. I actively participate in the actions organised by the company

15. I work with the other departments for bringing new and innovative
solutions to the current problems

Collaboration with colleagues/members of the group 1 2 3 4 5

16. I work efficiently with colleagues from my team and/or with the ones
from other departments to reach the company’s objectives

17. I offer an example to the others during stressful situation by

maintaining a positive attitude

18. I control my own reactions not to communicate aggressively

19. I do not generate or maintain conflicts

20. I offer my support to my colleagues whenever they need to take

calculated risks.

a piece of evonomix’s DNA p 55

Client Orientation 1 2 3 4 5

21. I am calm and I keep my control when I work with the clients

22. I communicate efficiently with the clients using questions, asking for
information, actively listening to them in a way that I could determine all
the client’s needs and to make sure that this needs are fulfilled.

23. I professionally promote the image of the company in front of the

providers/clients

24. I offer recommendations to the client, when in need, based on my

experience and expertise

25. I promptly answer that I am aware of the requests made by the client

Planification and Organization 1 2 3 4 5

26. I constantly send the status and the progress of my activities

27. I assign and/or deliver tasks correctly to the other team members

28. I identify the potential problems and I find the appropriate solutions

29. I am able of organizing myself taking into consideration the priorities

established by my superior

30. I constantly assess and I solve the tasks with an overdue deadline

Team Orientation 1 2 3 4 5

31. I contribute on my own initiative to the development of others

32. I am easy to approach

33. I accept suggestions from the others

34. I am interested in the success of the team as well as in my own success

35. I recognize and I appreciate the development, the value and the
contribution of the others

Attitude towards work 1 2 3 4 5

36. I have a neat outfit at work

37. I take care of the resources that i work with (furniture/ computer/ etc.)

38. I am capable of gaining trust and the respect of the others

39. I respect the working hours

40. I know and I respect the Internal Regulation, the intern procedures
and the operational instructions.

p 56
2. Specific activities for the job

Competence and the quality of work 1 2 3 4 5

41.

42.

43.

44.

45.

3. Personal observations

1. Briefly describe the main achievements that you had in the assessed period:

__________________________________________________________________________

__________________________________________________________________________

2. Which are your personal objectives for the next period?

__________________________________________________________________________

__________________________________________________________________________

3. In which way do you consider that your superior can ensure you the support that you need in order to
achieve the objectives mentioned above?

__________________________________________________________________________

__________________________________________________________________________

4. Which are the areas of your activity that you believe that needs improvement?

__________________________________________________________________________

__________________________________________________________________________

a piece of evonomix’s DNA p 57

5. Personal development

Attitude towards work Targeted Courses

Internal soft-skills training (choose 2

training programs in which you want to
participate this year):
Effevctive communication and feedback
Solving problems creatively / Thinking
outside the box
Improvement of the competences Time management
associated with your actual job Teamwork
Public Speaking

Mastermind
Developing the leader within you
Other classes:

Overall appreciation:

(the overall appreciation will be represented 1 – 40% -very weak

by the sum of the score received for each
item separately; the percentage will be 41 – 59% - weak
calculated based on the number of assessed
60 – 69% - medium
items)

70 – 79% - good

Total score: _______/_______ 80 – 89% - very good

Percentage: _______________% over 90% - excellent

Signature of the assesed person: Date:

_________________________________ _________________________________

p 58
CHAPTER 4.5

ANNUAL EVALUATION

Job: Employee’s name:

Department: Assesor:

Period of assesment: Assessor’s function:

Current objectives:

1. Performance

2. Specific activities of the job

3. Discipline of work (penalties, warnings, bonuses)

4. Professional Development

5. Assessor’s observations

6. Objectives/ performance indicators awaited for the next period (next 12 months)

Please indicate for each element of assessment Performance level

the performance level that you consider to be the
1 - Unsatisfied, causes a lot of
most suitable taking into consideration the level of
problems
performance that you appreciate, corresponding to the
description in each row. 2 - Requires considerable
improvement
Attention! The score 5 describes the performances 3 - Good enough, requires some
obtained in the occupied position above the optimum improvements
level.
4 - Fully fulfills the job
requirements

5 - Exceeds the job requirements

1. Performance

Competences and the quality of work 1 2 3 4 5

1. Announces the supervisors about the irregularities appeared at some of

the projects/at work

2. Works correctly

a piece of evonomix’s DNA p 59

3. Follows the procedures, rules and the instructions of accomplishing the
tasks

4. Works efficiently in new situations and can easily adapt to changes

5. Finishes work on time

Communication, the desire for success and for development 1 2 3 4 5

6. He/she constantly evaluates his own performance and learns from his/
her mistakes

7. He/she communicates efficiently: sending messages clearly and fluently

and he/she offers constructive feedback

8. He/she takes the initiative in his/her development and in acquiring new

knowledge

9. He/she is looking forward to learning a lot by asking for information

and support from the others

10. He/she is motivated to reach performance

Integration in the organization 1 2 3 4 5

11. He/she takes the initiative in sharing ideas, best practices and new ways
of making things work

12. He/she uses all the resources that he/she has in an efficient way (eg.
time, courses, guides, articles etc)

13. He/she takes responsibility for the things that he/she does

14. He/she actively participates in the actions organised by the company

15. He/she works with the other departments for bringing new and
innovative solutions to the current problems

Collaboration with colleagues/members of the group 1 2 3 4 5

16. He/she works efficiently with colleagues from his/her team and/or
with the ones from other departments to reach the company’s objectives

17. He/she offers an example to the others during stressful situations by

maintaining a positive attitude

18. He/she controls his/her own reactions not to communicate

aggressively

19. He/she does not generate or maintain conflicts

20. He/she offers his/her support to his/her colleagues whenever they

need to take calculated risks

p 60
 Client Orientation 1 2 3 4 5

21. He/she is calm and keeps his/her control when he/she works with the
clients

22. He/she communicates efficiently with the clients using questions,

asking for information, actively listening to them in a way that he/she
could determine all the client’s needs and to make sure that this needs are
fulfilled.

23. He/she professionally promotes the image of the company in front of

the providers/clients

24. He/she offers recommendations to the client, when in need, based on

his/her experience and expertise

25. He/she promptly answers that he/she is aware of the requests made by
the client

Planification and Organization 1 2 3 4 5

26. He/she constantly sends the status and the progress of his/her
activities

27. He/she assigns and/or deliver tasks correctly to the other team
members

28. He/she identifies the potential problems and he/she finds the
appropriate solutions

29. He/she is able of organizing himself/herself taking into consideration

the priorities established by the superior

30. He/she constantly assesses and solves the tasks with an overdue
deadline

Team Orientation 1 2 3 4 5

31. He/she contributes on his/her own initiative to the development of

others

32. He/she is easy to approach

33. He/she accepts suggestions from the others

34. He/she is interested in the success of the team as well as in his/her

own success

35. He/she recognizes and appreciates the development, the value and the
contribution of the others

a piece of evonomix’s DNA p 61

 Attitude towards work 1 2 3 4 5

36. He/she has a neat outfit at work

37. He/she takes care of the furniture/computer/phone/printer/other

resources that he/she works with

38. He/she is capable of gaining trust and the respect of the others

39.He/she respects the working hours

40. He/she knows and respects the Internal Regulation, the intern
procedures and the operational instructions.

2. Specific activities for the job

Competence and the quality of work 1 2 3 4 5

41.

42.

43.

44.

45.

3. Discipline at work(for the analyzed period)

Warnings Penalties Bonuses

Incidents (if appropriate)

__________________________________________________________________________

__________________________________________________________________________

p 62
4. Personal development

Attitude towards work Targeted Courses

Internal soft-skills training (choose 2

training programs to participate in this year):
Effective communication and feedback
Solving problems creatively / Thinking
outside the box
Time management
Improvement of the competences Teamwork
associated with the actual job
Public Speaking

Mastermind
Developing the leader within you

Other classes:

Necessary Certifications

Courses regarding the personal

development

5. Assessor’s observations

__________________________________________________________________________

__________________________________________________________________________

6. Objectives / performance indicators awaited for the next period (next 12 months)

__________________________________________________________________________

__________________________________________________________________________

a piece of evonomix’s DNA p 63

Overall appreciation:

(the overall appreciation will be represented 1 – 40% -very weak

by the sum of the score received for each
item separately; the percentage will be 41 – 59% - weak
calculated based on the number of assessed
60 – 69% - medium
items)

70 – 79% - good

Total score: _______/_______ 80 – 89% - very good

Percentage: _______________% over 90% - excellent

Signature of the assesed person: Assessor’s signature::

_________________________________ _________________________________

Date:

_________________________________

p 64
CHAPTER 4.6

ANNUAL 360-DEGREE EVALUATION

Job: Employee’s name:

Department: Assessor’s name:

Period of assesment: Assessor’s function:

Current objectives:

1. Performance

2. Personal observation

Please indicate for each element of assessment Performance level

the performance level that you consider to be the
1 - Unsatisfied, causes a lot of
most suitable taking into consideration the level of
problems
performance that you appreciate, corresponding to the
description in each row. 2 - Requires considerable
improvement
Attention! The score 5 describes the performances 3 - Good enough, requires some
obtained in the occupied position above the optimum improvements
level.
4 - Fully fulfills the job
requirements

5 - Exceeds the job requirements

1. Performance

Competences and the quality of work 1 2 3 4 5

1. Announces the supervisors about the inconsistencies appeared at some

of the projects/at work

2. Works correctly

3. Follows the procedures, rules and the instructions of accomplishing the

tasks

4. Works efficiently in new situations and can easily adapt to changes

5. Finishes work on time

a piece of evonomix’s DNA p 65

Communication, the desire for success and for development 1 2 3 4 5

6. He/she constantly evaluates his own performance and learns from his/
her mistakes

7. He/she communicates efficiently: sending messages clearly and fluently

and he/she offers constructive feedback

8. He/she takes the initiative in his/her development and in acquiring new

knowledge

9. He/she is looking forward to learning a lot by asking for information

and support from the others

10. He/she is motivated to reach performance

Integration in the organization 1 2 3 4 5

11. He/she takes the initiative in sharing ideas, best practices and new ways
of making things work

12. He/she uses all the resources that he/she has in an efficient way (eg.
time, courses, guides, articles etc)

13. He/she takes responsibility for the things that he/she does

14. He/she actively participates in the actions organised by the company

15. He/she works with the other departments for bringing new and
innovative solutions to the current problems

Collaboration with colleagues/members of the group 1 2 3 4 5

16. He/she works efficiently with colleagues from his/her team and/or
with the ones from other departments to reach the company’s objectives

17. He/she offers an example to the others during stressful situations by

maintaining a positive attitude

18. He/she controls his/her own reactions not to communicate

aggressively

19. He/she does not generate or maintain conflicts

20. He/she offers his/her support to his/her colleagues whenever they

need to take calculated risks

Client Orientation 1 2 3 4 5

21. He/she is calm and keeps his/her control when he/she works with the
clients

p 66
 22. He/she communicates efficiently with the clients using questions,
asking for information, actively listening to them in a way that he/she
could determine all the client’s needs and to make sure that this needs are
fulfilled.

23. He/she professionally promotes the image of the company in front of

the providers/clients

24. He/she offers recommendations to the client, when in need, based on

his/her experience and expertise

25. He/she promptly answers that he/she is aware of the requests made by
the client

Planification and Organization 1 2 3 4 5

26. He/she constantly sends the status and the progress of his/her
activities

27. He/she assigns and/or deliver tasks correctly to the other team
members

28. He/she identifies the potential problems and he/she finds the
appropriate solutions

29. He/she is able of organizing himself/herself taking into consideration

the priorities established by the superior

30. He/she constantly assesses and solves the tasks with an overdue
deadline

Team Orientation 1 2 3 4 5

31. He/she contributes on his/her own initiative to the development of

others

32. He/she is easy to approach

33. He/she accepts suggestions from the others

34. He/she is interested in the success of the team as well as in his/her

own success

35. He/she recognizes and appreciates the development, the value and the
contribution of the others

Attitude towards work 1 2 3 4 5

36. He/she has a neat outfit at work

37. He/she takes care of the furniture/computer/phone/printer/other

resources that he/she works with

a piece of evonomix’s DNA p 67

 38. He/she is capable of gaining trust and the respect of the others

39.He/she respects the working hours

40. He/she knows and respects the Internal Regulation, the intern
procedures and the operational instructions.

2. Personal observations

1. Which are the main qualities/ characteristics that you appreciate about the assessed person?

__________________________________________________________________________

__________________________________________________________________________

2. Describe the main improvements through which the assessed person should increase his/ her
performance/ efficiency

__________________________________________________________________________

__________________________________________________________________________

Overall appreciation:

(the overall appreciation will be represented 1 – 40% -very weak

by the sum of the score received for each
item separately; the percentage will be 41 – 59% - weak
calculated based on the number of assessed
60 – 69% - medium
items)

70 – 79% - good

Total score: _______/_______ 80 – 89% - very good

Percentage: _______________% over 90% - excellent

Signature of the assesed person: Assessor’s signature::

_________________________________ _________________________________

Date:

_________________________________

p 68
CHAPTER 4.7

EVONOMIX ORGANIZATIONAL CHART

a piece of evonomix’s DNA p 69

p 70
CHAPTER 4.8

CAREER PLAN - ALL DEPARTMENTS

HR RESPONSIBLE

a piece of evonomix’s DNA p 71

p 72
PROJECT MANAGER

a piece of evonomix’s DNA p 73

p 74
a piece of evonomix’s DNA p 75
ADS SPECIALIST

p 76
a piece of evonomix’s DNA p 77
p 78
SEO SPECIALIST

a piece of evonomix’s DNA p 79

p 80
a piece of evonomix’s DNA p 81
COPYWRITER

p 82
a piece of evonomix’s DNA p 83
p 84
CONTENT WRITER

a piece of evonomix’s DNA p 85

p 86
a piece of evonomix’s DNA p 87
GRAPHIC DESIGNER

p 88
a piece of evonomix’s DNA p 89
p 90
SALES SPECIALIST

a piece of evonomix’s DNA p 91

p 92
a piece of evonomix’s DNA p 93
FINANCIAL

p 94
a piece of evonomix’s DNA p 95
PROGRAMMING SUPPORT

p 96
a piece of evonomix’s DNA p 97
p 98
a piece of evonomix’s DNA p 99
FRONT-END DEVELOPER

p 100
a piece of evonomix’s DNA p 101
p 102
a piece of evonomix’s DNA p 103
p 104
BACK-END DEVELOPER ASP

a piece of evonomix’s DNA p 105

p 106
a piece of evonomix’s DNA p 107
p 108
a piece of evonomix’s DNA p 109
p 110
BACK-END DEVELOPER PHP

a piece of evonomix’s DNA p 111

p 112
a piece of evonomix’s DNA p 113
p 114
a piece of evonomix’s DNA p 115
p 116
a piece of evonomix’s DNA p 117
MOBILE DEVELOPER

p 118
a piece of evonomix’s DNA p 119
p 120
a piece of evonomix’s DNA p 121
p 122
a piece of evonomix’s DNA p 123
SYSTEM ADMINISTRATOR

p 124
a piece of evonomix’s DNA p 125
p 126
a piece of evonomix’s DNA p 127
TECHNICAL LEAD

p 128
a piece of evonomix’s DNA p 129
ENGINEERING MANAGER

p 130
a piece of evonomix’s DNA p 131
CHAPTER 4.9

STAY-IN INTERVIEW

Employee’s name:

____________________________________________________________________

Department/occupied position:

____________________________________________________________________

Seniority within the company:

____________________________________________________________________

Tell me specifically, which are the factors that you consider that are helping you to enjoy your
current job and your work situation (including people, job, rewards, job content, coworkers,
management etc.).

____________________________________________________________________

These positive factors are the reason why you stayed for such a long time in our company?
Help us identify the factors that are making you become more passionate, committed, and
loyal to your team and to the company.

____________________________________________________________________

If you would be contacted by a close friend or contacted by a recruiter, could you tell us how
would you recommend our company?

____________________________________________________________________

Do you feel that you are currently doing “the best work of your life?”

____________________________________________________________________

Can you tell me which are the factors that could contribute to you” doing the best for your
life?”

____________________________________________________________________

p 132
 Do you also feel that your coworkers think that you make a difference?

____________________________________________________________________

Do you feel “fully utilized” in your current role? If so, can you identify the factors that make
you feel fully utilized?

____________________________________________________________________

Are there additional things that we can do to more fully take advantage of your talents and
interests?

____________________________________________________________________

Do your colleagues and teammates listen to you and do they value your ideas, inputs, and
decisions? How can that area be improved?

____________________________________________________________________

If you “managed yourself,” what would you do differently (in relation to managing “you”), that
I, as your current manager, don’t currently do?

____________________________________________________________________

Can you make a list of the elements or motivation factors in your current role that you like
best and that you would like “more of?”

____________________________________________________________________

Can you also make a list of the less-desirable elements or frustrations in your current role that
you would like to do “less of?”

____________________________________________________________________

If you were given the opportunity to redesign your current role, can you make a list of the key
factors that you would include in your “dream job?”

____________________________________________________________________

Can you help us understand your career progression expectations and let us know where you
would like to be in the organization two years from now?

____________________________________________________________________

a piece of evonomix’s DNA p 133

Can you list for us the most challenging but exciting aspects of your current job situation?

____________________________________________________________________

Are there actions that we can take to further challenge you?

____________________________________________________________________

Can you highlight any recent recognition and acknowledgment that you have received that
increased your commitment and loyalty?

____________________________________________________________________

Are there actions that we can take to further recognize you?

____________________________________________________________________

Can you highlight for me your positive experiences in the area of learning, development, and
growth? And are there ways where we could increase that growth?

____________________________________________________________________

If you were to ever begin to consider leaving, help me understand what kind of “triggers” or
negative factors that might cause this? Please include both job and company trigger factors.

____________________________________________________________________

Think back to a time in the last 12 months when you have been at least slightly frustrated or
anxious about your current role. Can you list for me the frustration factor or factors that most
contributed to that anxiety? Can you also help me understand what eventually happened to
lower that frustration level?

____________________________________________________________________

If you’ve had conversations with other employees who have considered leaving or who have
actually left our company, did any of the reasons that they provided for leaving cause you to at
least partially nod in agreement? If so, can you list those factors and tell me why they seemed
to be at least partially justifiable as a reason for leaving to you?

____________________________________________________________________

p 134
CHAPTER 4.10

EXIT INTERVIEW

Employee’s name:

____________________________________________________________________

Department/occupied position:

____________________________________________________________________

The starting date of the activity:

____________________________________________________________________

The ending date of the activity:

____________________________________________________________________

Which are the main reasons that have determined you to stop our contractual relationship:

____________________________________________________________________

Do you consider that there could be a possibility through which the company might make you
change your decision? If so, which would be that?

____________________________________________________________________

Which were the most satisfactory moments that you had during your professional activity
inside the company?

____________________________________________________________________

Which were the most unsatisfactory moments that you had during your professional activity
inside the company?

____________________________________________________________________

What additional responsibilities would you have liked?

____________________________________________________________________

a piece of evonomix’s DNA p 135

What would you change at your job?

____________________________________________________________________

What suggestions do you have for you successor?

____________________________________________________________________

Would you recommend the company to friends/ acquaintances? No matter the answer (yes or
no) please mention why.

____________________________________________________________________

Would you take into consideration your return in the company, if that would be possible? No
matter the answer (yes or no) please mention why.

____________________________________________________________________

Give a score from 1 to 10 to the following (where 1 means unsatisfactory and 10 means very
satisfactory):

Score awarded Observations(if appropriate)

The satisfaction for the filled

position and for the assigned tasks

Working program

The management method of the

line-manager

Recognition of the professional

achievements

Communication inside the

company

Relationships with the colleagues

Relationships with the supervisors

Performance assessments

p 136
 Score awarded Observations (if appropriate)

Salary and bonus system

The way in which the tasks and

responsibilities were given

Opportunities in professional
development

Possibilities of taking attitude

within company

Ongoing projects

The way in which conflicts were

solved

Promotion inside the company

Correlation between performance/

motivation

The way feedback upon the

activity was given

Development and training

The necessary instruments given

in order to perform the activity

Other observations:

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

__________________________________________________________________________

a piece of evonomix’s DNA p 137

CHAPTER 4.11

EMPLOYEE TURNOVER REPORT FOR 2018

1. AVERAGE RATE OF EMPLOYEE

TURNOVER IN ROMANIA IN 2018

20%
At the national level, the values that
are made public do not always reflect
the reality inside the companies. The
sources are various and sometimes
uncertain which makes it very difficult
to find relevant studies at country or
sector level.

2. EMPLOYEE TURNOVER REPORT

FOR 2018

1. Which is the level of

fluctuation inside the
company? 2017

HC January 31
• The average of employees in 2018:
32 employees HC December 30

HC New Employees 6
• The average age of the employees in
2018: HC Left Employees 7
28.74 years
Employee Turnover 22.95%
• In 2018:
9 persons have left the company
2018
16 persons have been hired
1 person has been hired and has left HC January 30
the company during the same year
HC December 37

• Employee turnover during this year: HC New Employees 16

26.87%
HC Left Employees 9

Employee Turnover 26.87%

p 138
Number of employees that left the company - according to month

2017 2018

Number of employees that joined the company - according to month

2017 2018

2.Which are the departments affected by the staff fluctuation?

Number of employees that left the company - according to department

2017 2018

a piece of evonomix’s DNA p 139

Employees that left the company - according to department

2017

2018

3.What is the seniority of the people leaving the company?

Number of employees that left the company - according to years within company

2017 2018

p 140
Employees that left the company - according to years within company

2017

2018

4. What is the age of the employees that have left the company?

Number of employees that left the company - according to their age

2017 2018

a piece of evonomix’s DNA p 141

5. Which are the reasons that have determined the employees to leave the company?

Exit interviews reasons

2017

2018

p 142
Exit interviews reasons

2017 2018

6.Which are the departments with the highest level of enrolment?

Number of employees that joined the company - according to department

2017 2018

a piece of evonomix’s DNA p 143

Employees that joined the company - according to department

2017

2018

7. What is the age of the employees that are hired in the company?

Number of employees that joined the company - according to their age

2017 2018

p 144
CHAPTER 4.12

ORGANIZATIONAL DIAGNOSIS FOR 2019

In the following graphic you will see our result, obtained by using our instrument:

ESI - Employee Satisfaction Index 2019

CSI - Company Satisfaction Index

a piece of evonomix’s DNA p 145

CHAPTER 5

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p 146
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p 148