Head of Facilities
Znane również jako: Facilities Manager · Head of Facility Management
Leads an organisation's facilities department, directs management of buildings, cleaning, catering and security and monitors cost and service levels.
The head of facilities is responsible for all support provisions that keep an organisation running, from housing to supplier contract management. Unlike an operations manager in the core process, this is a service function with no revenue of its own that becomes visible the moment something fails. Selection often focuses on building management experience, while negotiating with suppliers and controlling the facilities budget against disappointing extra work invoices are the real pinch points.
Kompetencje, które należy oceniać
Oto konstrukty behawioralne i kompetencyjne zawarte w tym profilu. Przy każdym z nich podano, który kwestionariusz hrmforce służy do jego pomiaru.
| Kompetencje, które należy oceniać | Poziom docelowy | hrmforce narzędzie | Metoda oceny | Kotwica behawioralna na poziomie docelowym |
|---|---|---|---|---|
| Directing and steering people Kompetencje (50-ramowe): Management Knockout | N5 | Big Fifty, Competency Check, 360 Feedback | Assessment centre | Designs the management line for the whole organisation, addresses managers on their style and defines what good steering means here. |
| Managing workload pressure Kompetencje (50-ramowe): Stress resilience | N4 | Big Fifty, Competency Check, Pulse Survey | Structured interview | Cuts or shifts tasks independently when busy on the basis of importance, records this and discusses consequences with clients. |
| Safety awareness Kompetencje (50-ramowe): Discipline | N4 | Big Fifty, Competency Check | Situational Judgement Test | Recognises unsafe situations in own process, intervenes and addresses colleagues without bringing the work to a halt. |
Krótki profil
Dziesięć najważniejszych umiejętności w tym profilu. Pełny profil zawierający wszystkie umiejętności, punkty odniesienia behawioralne i metody oceny znajduje się w pliku do pobrania.
| T | Umiejętności | Poziom docelowy | Waga | Knockout | Metoda oceny |
|---|---|---|---|---|---|
| G | Directing and steering people | N5 | 5 | tak | Assessment centre |
| V | Planning and organising | N5 | 5 | tak | Work sample test |
| V | Monitoring progress | N5 | 4 | nie | Structured interview |
| V | Purchasing and supplier selection | N5 | 4 | tak | Work sample test |
| V | conflict handling | N4 | 4 | tak | Assessment centre |
| V | giving feedback | N4 | 4 | nie | Assessment centre |
| V | holding others to agreements | N4 | 4 | tak | Assessment centre |
| V | Translating direction into goals | N4 | 4 | nie | Structured interview |
| V | Delegating | N4 | 4 | nie | Assessment centre |
| V | Conducting performance conversations | N4 | 4 | nie | Simulation |
Zobacz wszystkie 26 umiejętności w pełnym profilu
Narzędzia oceny dla tego stanowiska
Competency Check
Behavioral-Level Competency Assessment
360 Feedback
Multiple assessments based on behavioral anchors
Work sample test
Representative work sample under standardized conditions
Knowledge test (client-specific)
Professional knowledge test, customized for each client
Big Fifty
Personality questionnaire, 150 items, 25 factors
Pulse Survey
Periodic measurement at the team and organizational levels
Development Review
Structured development interview
Conflict Styles
Preferred style in conflict situations
Communication Styles
Preferred communication style
Colour Profile (Jung)
Four color types, linked to Big Fifty factors
Ability Scan
Aptitude Test: Verbal, Numerical, and Abstract Reasoning Skills
Portfolio
Evaluation of prior work against fixed criteria
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