- Our staffing policy is based on a needs analysis approach making sure that the workforce is planned efficiently and that the right people are placed in the right jobs in line with the values and culture of Trenkwalder.
- In order for the best possible placements to be made, different job-based criteria and methods are used.
- Staffing activities are carried out as part of the annual plan. Procedural steps are standard and transparent.
- Every successful employee in our group has the opportunity to reach the highest level as long as they continue to work successfully.
- As an organization that aims to produce its own management team, horizontal and vertical career opportunities within the group are shared via internal advertisements.
What is the best way to complete the application form?
The application form acts as a prescreening method for us. It is therefore important that you complete the application form correctly, with credible answers regarding your interests, and with information that is relevant to the programme and department for which you are applying.
COMPLETE THE FORM CAREFULLY.
This form is your first opportunity to make a good impression. If you are selected to come for interview or to the assessment centre, our senior managers will examine your application form. It is therefore important to check that you have completed the form correctly and corrected any spelling or grammatical errors.
Think what the question is asking of you and try to give examples from your academic, work and social life that demonstrate to us that you are ready to take on the specified duties and responsibilities.
YOUR ANSWERS MUST BE CLEAR, INFORMATIVE AND RELEVANT TO THE QUESTION. MAKE SURE YOUR TELEPHONE AND EMAIL ADRESS DETAILS ARE CORRECT.
Don’t forget, we can only contact you via these methods!
How should I behave during the interview?
We can’t stress this point enough. There is no point in giving answers that either you have memorized or answers that are not what you feel but what you think you should say. Be engaging and positive. Don’t rush your answers and don’t let short pauses, while you think of your best examples, panic you. A short, considered answer is always better than a sudden, impulsive one. If you have not quite understood the question, ask for it again so that you can answer in a comprehensive and relevant way.
There is no right or wrong answer
We avoid asking ambiguous or leading questions so you should answer every question honestly and openly. Your answers should reflect your own thoughts and life experiences. This is the only way that we can determine whether Trenkwalder is the right choice for you and whether you are right for Trenkwalder, so use the interview period to describe yourself.
Questions will be about your previous experience
Try to give examples basaed on these experiences. Think about all the successes in your life and every task and responsibility that you have undertaken in your social, educational and work life.
Hints and Advice for Interviews
First impressions are important
Be sociable and honest
Prepare well for your interview
- The Performance Management System aims to promote a balance between the goals of Trenkwalder and the goals of employees by creating a shared culture based on high performance.
- It creates a continuous, two-way flow of information between employees and management in order to achieve this balance.
- The system clearly and openly reveals what is expected from the employees and how these expectations should be met.; it facilitates the evaluation of success using tangible, measurable criteria.
- Our system creates a fair and open communication environment which determines actions to promote employee effectiveness, and identifies support requirements where needed to improve low performance.
- The basic elements of our performance management system are goals and competency, structured around the three stages of “goal setting”, “direction” and “evaluation”.
- The basis of the “goal setting” stage is the view that you can’t manage what you can’t measure.
- This approach also means that goal achievements are measured, priorities are identified, a balance is achieved between the strategic goals of Trenkwalder and the objectives of employees, and the necessary steps are in place to raise performance levels above and beyond the basic duties and responsibilities expected from any given role.
- Goal achievements are monitored by one-to-one meetings between employees and managers on a regular basis.
- These meetings are supported by feedback from situations and events that reflect work results. All feedback is used to generate feedforward regarding what and how we can change things for the better in the future. Goals are updated accordingly.
- Trenkwalder carries out performance appraisals twice a year. Various monthly and quarterly evaluations are also carried out according to function. Goal achievement meetings are conducted continually throughout the year.
- As all employees are an integral part of our performance management system, an annual “360 degree performance appraisal” is carried out for our management staff.
- The “360 degree performance appraisal” is an important tool to provide feedforward in the areas of leadership, management and function.
Why are Performance Appraisal Results Important?
They provide the opportunity to reward employees whose work results stand out.
By identifying areas for development, they create a road map for action and improvement.
- They are the most important evaluation criteria for determining salary increase and other rewards.
- They identify the need for individual or functional education and training.
- They form the basis for developing career plans and skills for employees by identifying critical roles.
- The goal of Trenkwalder payroll management is to increase employee engagement, motivation, and job satisfaction, and promote synergy in the workplace.
- In line with this, certain pay and reward practices are used, in parallel with company and HR strategies and goals, in order to increase performance, retain employees, and attract new talents.
- The goal is to have a fair and transparent payroll system that promotes internal balance, prevents extreme risk-taking, rewards added value accordingly, and takes an individual and wholistic goal-performance approach.
- For every role in our organization, our policies consider certain criteria such as the level of responsibility, work load, professional knowledge and skills requirements, availability within the sector, and breadth of management.
- Our fundamental policy is equal pay for equal jobs.
- An annual pay increase takes place. Pay increases take into account company and HR strategies, sectoral pay rises, anticipated inflation rises, and performance.
- Wages are paid gross on the last day of every month. There are also various job-dependent benefits and allowances.
- There are various models in place that reward employees according to their contribution to the value of the company. These take place as annual bonuses, or quarterly/half-yearly/monthly premiums.
- All employees are provided with lunch, and there is a waiting service available for general management staff .
- Leave and holiday policies are governed by Employment Law; there are policies available to cover leave for special circumstances. Employees have various rights in order to increase their quality of life and therefore productivity.
- The Training and Development Management programme supports the personal and professional development of employees through performance counselling and provides training once their needs have been identified.
- Keeping in mind the customer-oriented service concept, employees are offered training opportunities developed as a result of international and national research.
- New and graduate employees joining our organization participate in comprehensive training programmes tailored to their department and role. This training not only instills our fundamental concepts but also allows employees to gain the necessary knowledge, skills and competencies for their roles.
- Training programmes for company employees, organized as part of the Group Management activities, are designed specially, using e-learning, simulation, on-the-job training, and education kits to support classroom training.
- In order to speed up the effects of training on employee behaviour, a variety of training methods are included in the programme.
- In addition to compulsory training, employees can undertake optional training courses to manage their own development.
- A range of training programmes are offered, addressing employees with different levels of skill and experience.
Leadership and Competency Development
- One of our fundamental management policies at Trenkwalder is to enable employees, who grow and develop with the shared values and culture of our company, to improve and strengthen their leadership skills and to be appointed to managerial positions.
- As part of the organizational development strategies of the HR Directorate, the goal is to create a shared management culture and working model aimed at current management teams and newly appointed or future management candidates.
- As a result of competency inventories that are carried out for the company in general, individual development and monitoring programmes are designed for managers, depending on their job title and function, helping them to improve their management skills.
- The HR Directorate provides a variety of counselling services to help managers and their teams deliver a continuously high performance level. It also creates learning and development platforms that enable managers to pass on their individual knowledge and experience to the next generation and to promote the continuity of the corporate memory.
- As part of theTrenkwalder Group Management Services, the goal of the Contingency Workforce Planning procedure is to identify potential employees quickly, to provide them with opportunities to develop their professional knowledge and skills, and to prepare them for roles that require more responsibility.
- In our group companies, potential employees for positions at all levels are determined by performance results, management opinion and competency-based evaluation procedures. Potential candidates for the workforce pool prepare for future roles with Leadership Development Programmes. The career plans of potential employees are monitored by regular HR planning meetings.
- Employees with high level leadership skills are identified by “Evaluation Centre Applications” and are closely monitored and prepared for future positions in senior management by taking part in a special management programme.
- As a result of these procedures, there is an effective contingency plan for critical positions within our companies and performance levels are sustained.