You have just hired a new employee and have made all the arrangements for his successful integration in your working team.
Now you have to make a second step: evaluate him. Observe his attitude and evaluate him according to specific criteria.
The adjustment period is an important stage. It allows you to test the professional skills and the general behavior of the new employee, who, in his turn, will assess the working conditions and interest in the position.
During this period, the manager will evaluate the new employee as an individual, test his skills and analyze his achievements, as well as his capabilities and ability to evolve.
He will also measure the degree of his motivation by some indicators.
Criterion 1: His ability to integrate into the team
It is up to the new employee to adapt to the culture of the company and not the opposite.
From the first days or weeks, his attitude will reveal his true personality. Is he open to others? Does he greet his colleagues spontaneously and friendly?
The open character of the new employee shows both his ability to adapt to the pharmacy environemnt, as well as his desire to join the team quickly, and even his enthusiasm for the position.
Another noteworthy sign: the ability to respect the internal business rules and practices i.e. opening hours, behavior, procedures related to the organization and operation.
Finally, some attitudes are a sign of the employee's interest in his role in the pharmacy.
For example, his curiosity about work organization, his verbal fluency, his availability and his enthusiasm.
Be aware that in a short time you will find out if he is finally suitable for the position, since in the pharmacy you are working very close to each other.
Criterion 2: His attitude towards the customer
For an assistant or a pharmacist who will spend most of his time on the counter, quality contact, communication and active listening to the customer are essential.
Firstly, observe the way he treats the customer. But it is also necessary to assess the degree of respect for the other team members and the manager too.
After a week, it is necessary to make a first evaluation with him, commenting on his attitude towards customers.
Criterion 3: The speed of adaptation to working methods
The adjustment period is suitable for judging the individual. Do not hesitate to allow for adequate time for him to adapt, if you think that your employee needs time to prove himself.
Time should be given to someone who has good prospects to improve and not to someone who has severe skill deficiencies and bad habits that are very difficult to eliminate.
Criterion 4: His spirit for initiative
In addition you will also need to evaluate your new employee’s initiative spirit. Does he make constructive comments? Does he make suggestions for improving the organization of the pharmacy? Does he have marketing ideas to increase sales?
Is he an "active" employee who does not just work passively? Without disrupting the existing organization, employees should be able to use their experience to suggest positive changes.
A meeting with the whole team, also gives you a better idea of his level of involvement.
Criterion 5: His performance
The employee evaluation according to the above criteria should be done at the end of the adjustment period you have given to yourself and your new employee.
Meanwhile, during previous intermediate individual interviews, the manager should try to recall the pharmacy needs that led to his recruitment, redefine his functions and missions.
Also, without waiting too long, you should express yourself about the results at work and in case of shortcomings, remind him of procedures and ways to improve.
If the primary goal of hiring a new employee is to increase your sales in a category, e.g. in non-drugs and cosmetics, quality criteria of the individual must prevail.
This does not prevent you, of course, from setting realistic quantitative targets and making him see an evolution of his responsibilities, according to his results and skills.
At the end of this adjustment period, you should do one last interview to explain the reasons of your satisfaction and the shortcomings identified, set improvement goals and possibly discuss the rewards.
TIP: Combine attention and understanding
It does not make sense to evaluate a new employee if you have not planned the first tasks that will be assigned to him.
A job assignment makes it possible to actively integrate into the business. You will then evaluate him, giving the first directions for improvement.
Note that nobody is perfect in the adjustment period. Therefore, avoid assigning the new employee a really challenging task right from the beginning.
It is obviously necessary to take into account the character of the individual. Pushing someone can make him perform worse than he really can.
During the adjustment period, it is definitely necessary to support and trust him.
A "bad choice" of a new employee, either to expand the team or to fill in a vacancy, can have serious consequences for the pharmacy team and the performance of the pharmacy.
But even so, such a decision must be corrected as soon as possible.