The Rickter Company Limited Final Report on Bulgarian Project a european model for
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Final Report on Bulgarian Project A European model for sustainable employment Keith Stead June 2013 This report is the last in a series of Reports produced over the last 12 months for our Bulgarian Partners: The Association for Human Development and Civil Communities, and the Regional Enterprise Resource Centre, Pleven. Overall Objectives: To promote transnational cooperation between the UK and Bulgaria to provide opportunities in solving the problem of sustainable employment through the exchange of experience, and in doing so, adding value to the policies of the labor market. Specific objectives: To transfer, adapt and expand the existing expertise being developed and implemented by The Rickter Company both in the UK and with other partners in EU countries by adapting, testing, validating and promoting an innovative model for providing active services of a complex type in the labor market, tailored to the individual needs of employees, job seekers and employers alike. To increase the capacity of organizations supporting business, the unemployed and employed in the process of building quality, and competitiveness of the workforce through training adaptation and application of competency models for jobs. To build a sustainable informal network within the EU to identify priorities and implement joint activities in the field of effective employability preparation and sustainable job creation, and the replication of the model in other spheres of influence. The Model for Sustained Employment The effectiveness of this particular model of Sustained Employment relied on two factors:
The Rickter Scale® Process was specifically designed to help individuals overcome their barriers: barriers to their engagement with education, training or employment, barriers to social inclusion, from chaotic lifestyle to direction and purpose, from apathy and denial to aspiration and ambition. Essentially it is a combination of motivational assessment, evaluation and goal-setting process, which enable professionals and their organisations to capture the journey towards positive outcomes of those with whom they work. The actual development and adaptation of the process has been ongoing since 1993 – as a direct response to the feedback of service users, practitioners and managers alike. The Model for Sustained Employment was agreed by all parties to follow a well structured action plan: The Support Service would initially engage individuals – either currently employed or unemployed, using the Rickter Scale® to develop an Action Plan with regard to building those softer skills which are transferrable to the workplace. Ideally, once the necessary skills are developed and employment secured for the individual, the Rickter Board would be used on a regular basis to monitor and develop the individual’s job role. The timing of this assessment would depend on both the individual’s and the employer’s requirements. However as a variation to this plan, brought about by the relatively short implementation period, rather than one group being supported from unemployment into employment and beyond, it was clearly more productive to work with two groups, one of unemployed individuals and the second, those who were already employed. The Employers would also be interviewed regularly using the Rickter Scale® Process with its tailored Frame of Reference to enable their perspective to be recorded and actions addressed where necessary. The Support Service would be responsible for entering all of this interview data into the IMS (Impact Management System) to enable aggregation, analysis and reports to be produced. It is these reports, relating to either individuals or groups of individuals that will not only monitor movement towards those individual goals, but also the goals of the employer organisations. To this end the reports can become a valuable strategic tool, for resource planning, and staff development. Their use elsewhere in the UK and Europe – e.g. Germany, Greece and Italy, have provided evidence of effective service provision, added value, duty of care, and demonstrated accountability and value for money to both senior management and external stakeholders, as well as benefiting the practitioners and their service, not forgetting the most important beneficiaries, those either employed or unemployed . The starting point for our Project During Phase 1 of the Project a Sociological Survey, completed by Prof. Mihail Mirchev DsocSc was completed and presented. The purpose of this Survey was to identify and analyse the main urgent needs, practical contexts and working approaches for implementing the Rickter Scale® Process. The Survey had investigated the specific conditions among both employed and unemployed persons in the Pleven District. In addition it had consulted with a sample of employers and key experts in the region. Within the Survey, a large set of indicators was developed and explored with the target groups, which clarified personal attitudes towards active participation in employment and training, as well as the personal barriers facing such participation. Results were decidedly pessimistic, e.g. those that feel that events run their lives beyond their control are respectively 21% and 58% of the employed and unemployed, and those who have given up planning their future and are running with the flow of external events are similarly 21% and 50% respectively. Opportunities are perceived as falling, and the Survey summary reflected a ‘huge portion of the workforce in the Pleven District is now in a depressed state.’ The survey concluded that regardless of the current economic situation and the subjective barriers of the target groups, ‘the model of the Rickter Scale® Process may work in the particular conditions prevailing in Bulgaria.’ With this challenge in mind, it was during our joint consultations in Newcastle between 27 August and 1 September, 2012, that we were able to introduce the Bulgarian experts to the work of The Rickter Company Ltd and to the Rickter Scale® Process and Impact Management System, both of which would be used as the means of implementing the Model for Sustained Employment in Bulgaria. All this information helped The Rickter Company and Bulgarian experts to adapt the Rickter Process specifically for use with the intended 300 unemployed people, 300 employed people and 50 employers. We were able to create two Frames of Reference – the basic structure required to ensure we were employing the right headings and questions for our target client groups. This was a major achievement that enabled work to begin the very next week on the English-Bulgarian translations and the required adaptations to the online Impact Management System (IMS), to which the trained practitioners would upload data from their clients’ Rickter interviews. Finally, the Sustained Employment Model was explored in detail and the group considered how we would best get Employers involved. We talked together about the Support Agreement between the Service, Employer and Individual, which identifies the time required for Rickter Scale® interviews. On the project there will be only one interview with each employer for each of their employees. We discussed the time scale for this and it was agreed it should be carried out between 4 to 6 weeks after the individual starts work, or after the initial Rickter interview if the person is already in employment, therefore falling between the first and second client interviews. This scheduling is a change to the Model as it was initially proposed, and is due mainly to the time constraints of the project and the ambitious number of client interviews to be completed. As a result of the discussions, a set of Guidelines were drafted and then unanimously adopted by the group. The Support Agreement was also finalised and accepted. This phase completed the formal training as outlined in the original funding application. All 10 of the Bulgarian experts completed the training course held in Pleven, and led by Keith Stead and Nan Wood from The Rickter Company Limited in UK. Keith Stead is the Company’s Director, and the co-developer of the Rickter Scale® Process. Nan Wood is the Company’s Director of Operations and has been with the Rickter Company for over 11 years. During the training, the Bulgarian experts were observed to have evidenced the skills, knowledge and values to be awarded The Rickter Company's Certificate of Competence, and were congratulated as now being Licensed Rickter Scale Practitioners. Those presented with Certificates were: Aneliya Rangelova Silvia Tzvetkova Aleksandar Crastev Jenya Petrova Malinka Mihailova Aneliya Ilieva Neri Asenova Daniela Kermova Yuliya Yordanova Mira Iotkova
Elena Ivanova-Kiritsova Penka Spasova Ira Nikolova During the joint consultations in Newcastle between 27 August and 1 September, 2012, we were able to introduce the Bulgarian experts to the work of The Rickter Company Ltd and to the Rickter Scale® Process and Impact Management System, both of which would be used as the means of implementing the Model for Sustained Employment in Bulgaria. Whilst the Rickter Scale® has been used in the UK since 1993, over 20,000 practitioners have been trained and licensed, and it is estimated that in excess of 1.5 million Rickter Interviews have been conducted, this would be the first time the methodology would be adapted for use by Bulgarian practitioners, translated into Bulgarian and used within the context of Bulgaria’s diverse socio-political and economic culture. This is also the first time that the Rickter Company’s full Model of Sustained Employment, adapted for use within the UK to incorporate the Rickter Scale® Process by Nan Wood, has been adapted for use in Europe, and of course in Bulgaria. We are therefore proud and feel most privileged to be involved in this The adaptation also ensured that the Process would be both linguistically accurate and culture-specific for the participating organizations and their clients. Our motivational assessment and goal-setting process together with the dedicated Frames of Reference, were specifically intended to help the target beneficiary groups become aware of, and then build on pre-existing skills and attributes that they have previously not been in a position to evidence or validate, and of the distance they have travelled in acquiring their present skill level. This empowerment process can be an enormous confidence boost to them, enhancing both self-esteem and self-worth. It also serves them in accessing the labour market by enabling them to identify their own needs – their goals, and determine what they themselves can do to achieve their desired outcomes. They also get a say in what sort of support they are going to need from the organization. Analysis of Results This fist pie-chart shows the distribution of 655 individual respondents by age. Quite clearly the largest group represented are in the age group of 25 to 49 year olds at 67.6% of the total, while there were only 8 young people aged 16 to 19 at 1.2% of the total and even fewer people, just 2 aged 65 or over at 0.3% of the total. Meanwhile the 3 middle-aged groups were evenly balanced, with 73 in the 20 to 24 year old bracket at 11.1%, 65 in the 50 to 54 bracket at 9.9% and 64 in the 55 to 64 bracket at 9.8%. This demonstrates a relatively even spread of individuals in 5-year divisions especially between the ages of 20 and 64 the age range where we expect to see the majority of people in employment. 
This second pie-chart is very simple, showing the gender distribution across 655 respondents, 70.5% of whom are female and 29.5% are male. 
This third pie-chart represents the distribution of the 655 respondents by the self-chosen description of their ethnicity. It is known that many migrants and many Roma people preferred to describe themselves as either belonging to the EU or from outside the EU. Unfortunately these latter two descriptors were added to the drop-down menu for use by another project, because it was thought indelicate these days to ask directly for someone’s ethnicity. The two descriptors may however have some value – if only to show for how respondents in Bulgaria prefer to identify themselves, neither specifically by ethnicity, not nationality. The author is tempted to say that probably the most reliable information on this chart is that 97.9% claim to be citizens of the EU. 
Extracted from the Reports section within the IMS – Impact Management System are the following two Reports, showing the outcomes by the end of the Project in terms of how far the individuals have moved over a period of just 7 months, and just two Rickter Scale® Interviews conducted by the Practitioners.     
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Distance Travelled for all Interviews by Programme EMP021 Устойчива заетост, България (Projects Used: 1) Number of individuals: 599 of which 0 are archived and 599 are active
% Movement Towards Desired State Across All Headings: 32.03% EMP022 Устойчива заетост, България Версия за работодателя (Projects Used: 1) Number of individuals: 76 of which 0 are archived and 76 are active
% Movement Towards Desired State Across All Headings: 20.00% 
The two reports above present the most important data from the entire Project. The first is showing the aggregated and averaged results of all 599 individuals. Unfortunately, the report does not distinguish between those individuals who were employed and those who were unemployed, because both groups were interviewed using the same Frame of Reference EMP 021. However, the second table is the one illustrating the Distance Travelled for the Employer Group, all 76 of whom were interviewed using a different Frame of Reference – EMP022. (Please see Appendix 1 for both Frames of Reference in Bulgarian. Whilst the Employer group showed a movement towards their goals of 20%, it has to be remembered that their interviews did not begin until the Practitioners had completed the initial interviews for employed individuals. Therefore the time available to complete both the Initial interview and Review for the Employers was very much restricted and in most cases only took place over a maximum period of 2 months. Meanwhile the two interviews required for the employed and unemployed individuals were spaced as much as three or even four months apart. This length of time is significant, because between the two interviews there was no other form of intervention or support from the Practitioners. The only support that existed was the Action Plan created by the individual themselves at their first interview. Practitioners using the Rickter Scale® Process are there to facilitate the individuals’ thought processes and related emotions – not to advise, coach or counsel. They are there to enable the individual to access his or her own resources. In this way the individual is awakened to choice, ownership and responsibility. And so it was at this first meeting with their Rickter Scale® Practitioner, that the individuals considered their current situation, prioritised their own needs, explored possibility, made informed choices and took personal responsibility for their own goals, while creating an Action Plan in support of those personally relevant and desired goals. Because each individual was interviewed twice, it was then possible to calculate their Distance Travelled towards their goals. In the first interview, the individual’s Baseline Profile is recorded on the IMS (Impact Management System), by the Practitioner inputting both quantitative and qualitative information, i.e. both the individual’s self-assessed scalings for each of the 10 Headings that make up the Frame of Reference, as well as their personal story: what those scaling mean to them, and how they would like them to be instead. This latter element is their Desired State and is recorded as the goal that they would like to achieve, as well as what they can do to achieve it – their Action Plan. Once the Review interview has been completed, and scalings recorded for the individual’s responses to their ‘new’ present state, it is possible to triangulate the Baseline and Desired States from the first interview with the Review State. In this way a measure of how far they have moved towards their goals can be calculated and represented as a percentage of the whole journey. Thus the Rickter Scale® Process can both measure ‘Distance Travelled’, and describe the soft outcomes, or small step achievements that define the individual’s often longer journey towards the fulfilment of his or her goals. The table above compares 599 individual Baseline interviews with their corresponding 599 Review interviews. The overall Distance Travelled towards their goals in that relatively short period of time is an average of 32.03%, with over 40% progress made on average in the key areas of Time Keeping (41.7%), Communication Skills (42.9%) and Motivation (41.2%). These three soft skills are vital to individuals achieving employability and eventual employment, as well as being important within work by contributing to productivity and job satisfaction. This positive movement, which even at its lowest was recorded as 20% for individuals’ happiness with the support they were receiving from the Employment Services, seems to be very much in line with what the Rickter Company has experienced in the UK and other countries in Europe in the area of preparation for work. It also vindicates our confidence that the implementation of the Rickter Scale® Process embedded in a Model of Sustained Employment would indeed overcome the somewhat sceptical expectations of the initial Sociological Survey of attitudes towards employment in the Pleven Region. The interpretation that is most readily forthcoming about the results is that all the headings of the individuals’ Frame of Reference, EMOP021, are likely to demonstrate change – both instantaneous or gradual, undertaken by individuals who become more aware of themselves and their situation, who can see the big picture, see connections, associations and parallels – not just non-related facts, by being presented with new perspectives. The Rickter Scale® Process achieves this by offering an approach that is based on Systems Thinking. “When clients can see ‘the big picture’ and understand the connections between events, they are better able to influence them.” O’Conner and Seymour What also helps is that they are being presented with the three-dimensional Rickter Scale® Board which makes the whole interview a multi-sensory experience, whereby the person being interviewed is receiving, manipulating and expressing themselves through the three main sensory channels: auditory, visual and kinaesthetic. It is this fact that is particularly significant in engaging the individual and makes their responses far more genuine. In requesting information about an individual’s goals, the Practitioner always uses the Solutions Focused question, “So if you can be on a…particular scaling…now, how does that make you feel?” By attaching their own emotions to the experience of their chosen desired state – their goals, they create powerful motivational drivers. Also by using a multi-sensory approach, the Process appeals to any combination of preferred learning, retention and expression styles. By building their own profile against a set of highly relevant referents reflecting their current circumstances, Another such key concept used within the Rickter Scale® Process is ‘anchoring’, in which an individual is encouraged to hold on to a slider at different points between ‘0’ and ‘10’ on the scales, to notice and reflect upon their thoughts and attendant emotions - particularly when those scalings represent their present and desired states. Anchoring is the term used when the brain begins to associate, say, a specific scaling with a specific situation or event, and in turn with the specific feeling that they then experience. The most powerful aspect of this is that because anchoring is a natural function of the brain, an individual can trigger the feeling of having already achieved their goals, not only on the day of the Rickter interview, but at any time in the future, just by being asked to replace their fingers on the Board, on the scaling that initially represented their goal. They cannot not experience their original feelings of achievement at this point. And so once again the Rickter Scale® Process, engages, motivates, and enables individuals to change their ‘state’. The Rickter Scale® Process has been designed to incorporate a number of these theoretical approaches and techniques, including Solution-Focused assessment processes, emotional intelligence (EI), motivational interviewing, systems thinking, person-centred counselling, neuro-linguistic programme (NLP) and Applied Positive Psychology. And these techniques are included both in the training of Rickter Scale® Practitioners and in the actual implementation of this Model of Sustained Employment. All of these observations have been reiterated by the Bulgarian experts in their role as Rickter Scale® Practitioners. What follows is a summary of their thoughts recorded by the author during the final week of meetings held in Pleven with both Practitioners and Management as an exercise in Reflective Practice. Their comments have been collated against four questions that were asked of each one of them during one-to-one sessions, followed up each time with further discussion and appreciative inquiry with the Management Team of the Association for Personal Development and Civil Communities. What must not pass without acknowledgement and congratulations is the fact that the 10 Practitioners, under the exemplary management of Elena Ivanova-Kiritsova, Penka Spasova and Ira Nikolova, completed exactly 1350 Rickter Interviews in only 7 months. This is a magnificent achievement. Our thanks also go to Kalina Ilieva, who has done a superb job as our interpreter during the project. When things could have been very difficult for us, she made them easy with her ever willing professionalism. This fact also begs the questions, ‘If the results of the project as recorded here with such a statistically significant number of individuals and such positive outcomes can be achieved in so short a time with so few professionals, what could have been the outcome with more professionals, more resources and more time to allow at least 3 or even four reviews? And given more time, how many more individuals would have moved from being unemployed into work, or into training, or a return to education? The potential for this Model for Sustained Employment is agreed by all Practitioners and Management to be highly significant. Record of Final Feedback from Practitioners from Meetings held between 20and 22 May 2013 One-to-one meetings were held with all the Practitioners, with two hours allocated for each one. The questions put to them were so as to elicit the possible changes that had taken place during the implementation of the Model for Sustained Employment and their experience of using the Rickter Scale® Process with the individuals who were either unemployed or already in work, as well as the Employers. The Practitioners were encouraged to provide examples of their experiences and what they now deemed to be good practice. It was beneficial that some of the interviews with Practitioners overlapped and it was then possible to engage in an interesting debate over what became a series of recurring themes. The following responses to questions have been collated and are presented here as a series of short summative statements. The names of each particular respondent have deliberately been omitted, to aid the flow of each section. Indeed it was significant that there was a significant amount of unanimity across Practitioner responses and their comments were insightful, constructive and very interesting. Question1: Training Now that the Project is coming to a close, how adequate do you feel the original training was in preparing you for such a complex and intense Project? And what are your general impressions now?
Question 2: Frame of Reference With hindsight, do you feel that the questions and headings used in the two Frames of Reference were appropriate for those you have been working with? Would you want to make any changes?
Question3: Summary of Project Experience: How would you summarise your experience of the Project?
A questionnaire was also put to the Practitioners to be completed on their own. The questions this time offered a number of Likert items for them to decide whether they agreed strongly, agreed, disagreed or disagreed strongly. Values at the side of each possible response below record how many of the 10 Practitioners chose each response. The outcomes are self evident
Do you feel that the Rickter Scale® contributes to the following?
agree strongly 7 agree 3 disagree 0 disagree strongly 0
agree strongly 6 agree 4 disagree 0 disagree strongly 0
agree strongly 8 agree 2 disagree 0 disagree strongly 0
agree strongly 7 agree 3 disagree 0 disagree strongly 0
agree strongly 7 agree 3 disagree 0 disagree strongly 0
agree strongly 8 agree 2 disagree 0 disagree strongly 0
agree strongly 7 agree 3 disagree 0 disagree strongly 0
agree strongly 9 agree 1 disagree 0 disagree strongly 0
agree strongly 7 agree 3 disagree 0 disagree strongly 0
Do you feel that the Rickter Scale® contributes to the following?
agree strongly 9 agree 1 disagree 0 disagree strongly 0
agree strongly 5 agree 5 disagree 0 disagree strongly 0
agree strongly 1 agree 9 disagree 0 disagree strongly 0
agree strongly 5 agree 5 disagree 0 disagree strongly 0
agree strongly 9 agree 1 disagree 0 disagree strongly 0
agree strongly 3 agree 7 disagree 0 disagree strongly 0
agree strongly 7 agree 3 disagree 0 disagree strongly 0
agree strongly 3 agree 6 disagree 1 disagree strongly 0
agree strongly 4 agree 5 disagree 1 disagree strongly 0
agree strongly 5 agree 5 disagree 0 disagree strongly 0 TOTALS 117 + 71 2 + 0 OVERALL AGREE = 188 OVERALL DISAGREE = 2 Looking forward Continued partnership with the Association for Human Development and Civil Communities also the Regional Enterprise Support Centre The Rickter Company Ltd is proud to be a partner of the above Not-for-Profit organisations, and is looking forward to the new project we shall all be participating in, beginning in August 2013. This will be a follow-on project, once more implementing the Model for Sustained Employment, but this time with young people aged 18 to 29. We also hope to engage with the same partners, though in an enlarged partnership in 2014, and plans are already being made for approval and funding. Summary In summary, the benefits of the Rickter Scale® Process evidenced by this Project can be described in terms of positive soft outcomes and distance-travelled, ranging from immediate attitudinal and motivational outcomes, observable at, or soon after the intervention, to intermediate and longer-term outcomes, such as progression into education, training or employment. The results presented above in this Final Report show progression, attainment and achievements in the following key areas: • increased self-confidence and self-esteem – a ‘can do’ approach; overcoming class, race and gender stereotyping; • career management, employability and decision-making skills – developing new skills, and applying this to personal and/or vocationally relevant goals; • active participation in learning and educational success – achieving qualifications, attainment of new knowledge and/or skills and raised aspirations; • enhanced motivation – wanting to learn something new; feeling supported and more positive about personal and/or vocationally relevant targets. In the current economic climate, there is a strong imperative to demonstrate that a particular investment or chosen approach has been effective and efficient; to provide funders and other stakeholders, including the general public, evidence of cost-effective service provision. Sir John Sulston, the Nobel Prize Winning Scientist who decoded the human genetic sequence stated: “To find out you must be obsessed with knowing a part: to understand, you must see the whole.” The Rickter Scale® examines the parts within the context of the whole person. It is underpinned by an interpretive rather than positivist approach but its real credibility resides in the feedback above, that shows both individuals and professionals have gained renewed confidence in their knowledge, skills and experience of themselves, and have been motivated to take action to explore future possibilities. APPENDIX 1: FRAMES OF REFERENCE Устойчива заетост, България EMP021 Rickter Scale® Въпроси за изходен профил „Моля, дръжте картата с една ръка, като поставите пръстите на другата си ръка върху горния плъзгач (до този момент лицето трябва само да държи Rickter Scale®. От този момент нататък интервюиращият изобщо не трябва да докосва картата) Забележете, че плъзгачът се придвижва от 0 до 10. Бихте ли поставил/а всеки плъзгач на средната оценка – 5. Сега, когато ви задам въпрос по всяко заглавие, просто преместете плъзгача до мястото, което според вас е вашият отговор – то представлява това, което си мислите. Вашият отговор може да е 0,1,2,3,4,5,6,7,8,9 или 10, в зависимост от това кое според вас отговаря на въпроса най-добре. Моля, дръжте пръстите си върху плъзгачите през цялото време”.
До каква степен сте доволни от нивото на вашите умения? Десет: много сте доволни от вашите умения. Нула: изобщо не сте доволни. 2. Точност Според вас, колко добре управлявате своето време? Десет: управлявате своето време много добре. Нула: изобщо не управлявате времето си добре. 3. Увереност Колко уверени се чувствате на работно място? Десет: чувствате се много уверени на вашето работно място. Нула: изобщо не сте уверени. 4. Лично представяне Колко добре се справяте с личното си представяне? Десет: много добре се справяте с личното си представяне. Нула: изобщо не се справяте добре. 5. Общуване Колко лесно е според вас да общувате на работа? Десет: според вас е много лесно да общувате на работа. Нула: според вас не е никак лесно. 6. Следване на инструкции Според вас колко добре следвате инструкции? Десет: смятате, че следвате инструкции много добре. Нула: смятате, че изобщо не ги следвате добре. 7. Ръководство/Контрол Колко сте доволни от ръководството и контрола върху вас? Десет: много сте доволни от ръководството и контрола върху вас. Нула: изобщо не сте доволни. 8. Възможности Колко сте доволни от предлаганите ви възможности за работа? Десет: много сте доволни от предлаганите ви възможности за работа. Нула: изобщо не сте доволни. 9. Мотивация Колко мотивирани се чувствате в този момент от живота ви? Десет: чувствате се много мотивирани в този момент от живота ви. Нула: изобщо не се чувствате мотивирани. 10. Помощ от службата по заетост Колко сте доволни от помощта, която получавате от службата? Десет: много сте доволни от помощта, която получавате от службата. Нула: изобщо не сте доволни. Аз, долуподписаната Нели Димчева Василева-Брик, декларирам верността на извършения от мен превод от английски на български език на тук приложения документ Преводът съдържа 3 /три/ страници. Преводач: Нели Димчева Василева-Брик Rickter Scale®Пакет за оценяванеУстойчива заетост, България Версия за работодателя EMP022 Въпроси за изходен профил „Моля, дръжте картата с една ръка, като поставите пръстите на другата си ръка върху горния плъзгач (до този момент лицето трябва само да държи Rickter Scale®. От този момент нататък интервюиращият изобщо не трябва да докосва картата) Забележете, че плъзгачът се придвижва от 0 до 10. Бихте ли поставил/а всеки плъзгач на средната оценка – 5. Сега, когато ви задам въпрос по всяко заглавие, просто преместете плъзгача до мястото, което според вас е вашият отговор – то представлява това, което си мислите. Вашият отговор може да е 0,1,2,3,4,5,6,7,8,9 или 10, в зависимост от това кое според вас отговаря на въпроса най-добре. Моля, дръжте пръстите си върху плъзгачите през цялото време”.
До каква степен сте доволни от нивото на уменията на (името на клиента)? Десет: много сте доволни от нивото на уменията му/й. Нула: изобщо не сте доволни. 2. Точност Според вас, колко добре (името на клиента) управлява своето време? Десет: според вас управлява своето време много добре. Нула: изобщо не управлява времето си добре. 3. Увереност Според вас, колко уверен/а се чувства (името на клиента) на работното място? Десет: според вас е много уверен/а на работното място. Нула: смятате, че изобщо не се чувства уверен/а. 4. Лично представяне Според вас, колко добре (името на клиента) се справя с личното си представяне? Десет: смятате, че се справя добре с личното си представяне. Нула: изобщо не се справя добре. 5. Общуване Според вас, колко лесно (името на клиента) общува на работа? Десет: смятате, че му/й е много лесно да общува на работа. Нула: изобщо не му/й е лесно. 6. Следване на инструкции Според вас, колко добре (името на клиента) следва инструкции? Десет: смятате, че той/тя следва инструкции много добре. Нула: изобщо не следва инструкции добре. 7. Ръководство/Контрол Колко сте доволни от ръководството и контрола върху (името на клиента)? Десет: много сте доволни от ръководството и контрола върху него/нея. Нула: изобщо не сте доволни. 8. Възможности Колко сте доволни от възможностите за работа, предлагани на (името на клиента)? Десет: много сте доволни от предлаганите му/й възможности за работа. Нула: изобщо не сте доволни. 9. Мотивация Според вас, колко е мотивиран/а (името на клиента) в този момент от живота си? Десет: смятате, че е много мотивиран/а в този момент от живота си. Нула: изобщо не е мотивиран/а. 10. Помощ от службата по заетост Колко сте доволни от помощта, която получавате от службата? Десет: много сте доволни от помощта, която получавате от службата. Нула: изобщо не сте доволни. Аз, долуподписаната Нели Димчева Василева-Брик, декларирам верността на извършения от мен превод от английски на български език на тук приложения документ Преводът съдържа 3 /три/ страници. Преводач: Нели Димчева Василева-Брик APPENDIX 2 Summary of Project input from The Rickter Company: The Rickter Company in its capacity of project partner undertook to provide its experience and expertise in: • Demonstrating and introducing partners to the application of the instrument, the Rickter Scale® Process, together with the complementary IMS - Impact Management System to aggregate, analyse and produce reports for all partners on the data generated by the use of the Rickter Scale® Process – delivered Nan Wood and Keith Stead in Newcastle-upon-Tyne, UK, 27 to 31 August 2012 • Providing ongoing technical assistance and advice in order to adapt both the Rickter Scale® Process and IMS for use in Bulgaria – both culturally and in translation from English to Bulgarian: Rick Hutchinson, Heather Bruce, Nan Wood and Keith Stead provided Technical, Administrative and Consultative Advice throughout the project to ensure this part of the process was delivered as efficiently and effectively as possible. • Training and supporting teams on the effective implementation of this model of working in Bulgaria: Nan Wood and Keith Stead delivered initial training 28 October to 3 November 2012; Nan Wood delivered supervision to the Practitioners 21 to 28 January. Also Keith Stead had final meetings with Practitioners and Management in Pleven between 19 and 23 May 2013 in preparation for a Final Report from The Rickter Company . • Contributing to the promotion of the model in Bulgaria – to be fulfilled by Nan Wood and Keith Stead participating in the Final Conference to be held in Pleven on 8 July 2013 Каталог: assets -> docs assets -> 143 основно училище “георги бенковски”; град софия район “подуяне”; улица “тодорини кукли” №9 assets -> 143 основно училище "георги бенковски"; град софия docs -> Топлофикация софия docs -> Топлофикация софия docs -> Топлофикация софия docs -> Програма за развитие на селските райони за периода 2007 2013 г docs -> Програма за развитие на селските райони за периода 2007 2013 г Изтегляне 178.84 Kb. Сподели с приятели:
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