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campus. Candidates take a pre-employment test called the Leadership Skills Inventory that measures various skills that predict success in the Apivita environment.

During “recruiting season,” the interviewers meet weekly to decide to whom they will make offers. These individuals are hired into a pool, not necessarily specific positions. (Senior management determines the target number of entry level staff needed each year. In 1997 it was20–30; in 1998 the target is 15 for headquarters plus 15 for the Thessaloniki group.) The entry-level hires go through a 4-week training program that is run twice a year. The training focuses on structured programming methods and Apivita’s system development methodology, using a combination of lectures and case studies. At the end of the program, the new hires are assigned to a regular position.

Apivita has also established a training program in partnership with Greek Economic University and Pharmaceuticals School. Apivita provides the resources and assists with curriculum development for special programs that teaches programming and pharmacy administration to undergraduates not majoring in economic science. Apivita expects the program to increase the pool of diversity candidates qualified for, and interested in, entry-level positions—and hopes to attract a share of them.

In addition to college recruiting, Apivita hires experienced staff from a variety of sources. Agencies were the source of about 20 percent of the experienced hires, with the next largest source job fairs and print ads.

Apivita was a pioneer in the use of employee attitude surveys, although the practice was discontinued in the mid-1980s. In the early 1990s, the survey was rejuvenated. Corporate HR updated the questionnaire, with input from over twenty-five employee focus groups, and embarked on two-year cycles for administering the new “My Opinion Counts” (MOC) survey.

In conjunction with the “employee-customer-profit” model and TPI indicators mentioned previously, data from the MOC surveys were given to the consulting firm that helped develop and validate the models. Because the MOC became a strategic business measure for the model, the decision was made to survey every employee annually, a large undertaking from a logistical point of view. In 1997, close to 200 surveys were distributed and approximately 150 employees responded.

There are 90 core questions in the MOC and business units can add 25 questions tailored to their area. The Corporate HR manager responsible for the MOC process meets with the HR managers in the business units to determine these additional questions and also to determine what types of reports will be distributed to whom, when the results are in. Corporate HR provides training, including a videotape of instructions, for those who will be administering the survey. Corporate HR also provides supporting materials to go with the reports of the results, including a videotape of a mock feedback session and suggestions for how to respond to questions about specific issues. A very important part of the MOC process is the feedback sessions that managers conduct with their associates after getting the results for their areas.

Initially, the department looked at how to make the MOC questionnaire very tailo本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。