priority across the public and private sector and it is undeniable that human resources are the

Transcription

1 II. Intrductin In the crprate culture, effective perfrmance management is nce again a business pririty acrss the public and private sectr and it is undeniable that human resurces are the mst valuable and unique assets f the rganizatin. Mrever, firms are cnsidering the adptin f new wrk practices, such as prblem-slving teams, enhanced cmmunicatin with wrkers, emplyment security, flexibility in jb assignments, training wrkers fr multiple jbs, and greater reliance n incentive pay. Human resurces tasks is nt an easy as what we think because smehw they make the tughest and bld decisins in the cmpany like abut hiring r firing and paying wrkers incentives r increase in salary. HR des nt make general decisins but it prvides prfessinal advice s that thers can make the best decisins. The HR plays several rles in a cmpany and HR builds gd relatinship by mtivating and training the wrkers t enhance their expertise. This paper prvides empirical evidence that assess the jb descriptin f a particular Human Resurces Manager. Als, this paper will prvide the respnsibilities f HR and further discuss their rles in the cmpany t achieve the business bjectives. Fr this interview, the questins are already prvided which cnsists f Acquisitin, Develpment, Maintenance, Utilizatin and thers and the answers is based n the human resurces manager that students had interviewed. The students have chsen Can Asia, Inc. as the established cmpany t be subject f interview. This year, the cmpany will be celebrating its 20 th year in the manufacturing industry and it managed t stay as the ne and nly 2-piece aluminum can manufacturing business in the Philippines having Sutheast Asian natins as its cmpetitr. With this number f years in business, the human resurce department has been ne f the keys fr its cntinuing success. 1 P a g e

2 III. Cmpany Prfile San Miguel Yamamura Packaging Crpratin entered int a partnership with Can-Pack S.A. fr its 2-piece aluminum can manufacturing business. The jint-venture cmpany was named Can Asia, Inc. Can Asia, Inc. prvides ttal packaging slutins acrss the glbe: a wide range f quality prducts- glass, plastics, metal, flexible, PET, mlds, paper, reliable, technical expertise and packaging slutins t varius industries including fd, pharmaceutical, chemical, beverages, and persnal care acrss Asia-Pacific, Middle East, Africa and the United States. It is a majr player in the dmestic packaging industry with market leadership in mst f its prduct frmats. Their plants and facilities prvide a dynamic, strategically accessible, and wrld-class supply base, creating a sustainable cmpetitive advantage in the glbal business. The Packaging Grup has state-f-the-art manufacturing facilities including the nly fd grade plyethylene terephthalate (PET) recycling facility in Asia; a technlgically advanced glass manufacturing facility and the nly aluminum beverage can plant in the Philippines which pineered the prductin f tw-piece cans fr the beverage market. It has als established technical partnerships with glbal packaging players such as Nihn Yamamura Grup, Fus, Kait and United Resurce Recvery Crpratin. The Packaging Grup s businesses are categrized int glass, metal, cmpsites r flexible, plastics, PET and paper. Its prduct fferings include glass cntainers, PET bttles and prefrms, plastic clsures, crrugated paper cartns, flexible packaging, plastic crates, metal clsures and tw-piece aluminum cans, plastic pallets, glass and PET mulds, plastic tubes, plastic pails, plastic bttles, plastic films, wven prducts, radiant barriers. Service fferings 2 P a g e

3 include graphics designing, packaging researching and testing, packaging develpment and cnsultatin, cntract packaging and trading. IV. Discussin f the 4 majr purpses f Man pwer Management The students were able t interview tw Human Resurce practitiners in the cmpany namely: Ms. Glenda Mae Vargas and Ms. Malu Jaquin. 1. ACQUISITION What methd d yu use when cnducting Jb Analysis? (Interview, Observatin, Questinnaires, Emplyee recrding/diary/lg)? Fr Can Asia emplyees they cnduct evaluatin. It is nt part f acquisitin but mre n cmpensatin. They analyze and evaluate psitin, which they call Jb Evaluatin. First, all psitin have existing psitin transact. Base n that they evaluate n the actual activity they cnduct and d. Can Asia apply pinting system methd. Hw d yu select qualified applicants/emplyees? Fr recruitment, they identify the qualified applicant. First, applicant shuld find jb descriptin r jb descriptin questinnaire where it specifies qualificatins they lk fr a certain psitin. After that, they lk fr the prfile, educatinal backgrund, wrk experience and etc thrugh screening. After that applicants will be in recruitment prcess. In recruitment prcess, they first skim the attitude exam and persnality exam and the result was gd they will cnduct interview. If the applicant passed the interview, he/she shall underg pre emplyment medical tests. After all the prcess they will lead t next step which is hiring. D yu recruit applicants thrugh internet? Have yu been fled by web applicants? Dn t yu think it s a waste f time t entertain web jb applicants? 3 P a g e

4 In Can Asia, they als recruit frm internet. But they dn t have jb street site instead they have San Miguel Yamamura packaging website where they get applicants wh apply nline. Als, they have facebk accunt. As fr what they recall, they ve been fled nes. Due t incmplete data, they invited the said applicant fr interview t assure his educatinal backgrund and they find ut that it is nt factual. Which methd d yu prefer fr hiring new emplyees? Traditinal r thrugh the internet? They bth prefer traditinal and thrugh internet. But fr them, they find traditinal mre cnvenient than nline. Fr example is the use f emplyment referral where the existing emplyee recmmend the persn they knw. Als the use f jb fair and Public Emplyment Service Office (PESO) will be mre cnvenient because they knw the target applicant fr that psitin. D yu believe that superir emplyees cme nly frm exclusive schls and nt frm cmmn r gvernment schls? They dn t believe that superir emplyee cmes frm nly exclusive schls. They g fr the attitude and rather than aptitude. D yu prmte qualified emplyees instead f hiring new nes? Fr prmtin, they prefer internal hiring because it becmes mtivatinal tl fr existing emplyees and they will be aware that they have future career plan. But if there s n ready candidate, they accmmdate external applicants. What d yu d when the tp management recmmends/refers smene t be hired withut underging the prtcl f Standard Operating Prcedures fr Selectin and Placement prcesses? 4 P a g e

5 It is n lnger applicable. Befre, they d it but tday it is nt apprpriate because Can Asia values the standard they set and they knw that they will be the ne wh will suffer if they didn t underg the applicants in SOP fr selectin and placement prcesses. 2. DEVELOPMENT D yu believe that training can imprve yur emplyees perfrmance and be mre prductive? They believe in it because if cmpany train emplyee then they will perfrm their jb well. Is Training and Develpment available t all emplyees? The training and develpment are available t all emplyees even fr the newly hired emplyees. Can Asia have general rientatin fr tenure f f 3-5 years where it has specific prgrams like general training, rientatin and system tl. Fr ptential and qualified emplyees wh usually wrk there fr 5 years, they have special trainings. D yu train and develp yur emplyees t deal with cmpetitive challenges such as Glbal, Quality and High Perfrmance wrk challenges brught abut by Glbalizatin and New Technlgy? They train and develp their emplyees t deal with cmpetitive challenges. As f last year, they started t partner with Can Pack Dubai frm Can Pack grup base in Pland. Thse Can Asia emplyees wh are qualified where send t freign training in Dubai and sme in Pland. Frm the experience hey will have in freign training, their skill were enhanced s they will be develped as cmpetitive emplyees. D yu usually develp training mdules/prgrams fr emplyees wh need training t develp their skills r just find smene wh knws the jb and replace them? 5 P a g e

6 They bth develp training prgrams and assign smene wh knws the jb. But in majrity, they use internal. Can Asia specialist usually team leaders develp the technical training mdules until nw because it is cre training fr them. Fr cmmunicatins, they use external. Hw ften d yu d emplyees Perfrmance Review and Appraisal? Is this the basis f yur emplyees salary increase and prmtin? They have tw types f perfrmance appraisal. First are the unin emplyees and secnd are exempt emplyees. Fr uninize they have 3 years negtiate bargaining agreement which inclusive t salary increase. Fr exempt emplyees, it is based n perfrmance. The department manager prepares their bjective and it will be address if they meet r exceed then they will rate the utstanding. Are the emplyees the ne t chse if they want t be included in the unin? The Can Asia identifies the specific psitin belng t unin emplyees r cllective bargaining agreement which is usually in prductin department. Exempt emplyees are frm finance, human resurce and management department. What can yu say abut Perfrmance-based mtivatin/rewards? Fr them is a gd mtivatinal tl because it will help the emplyees t be mre prductive and cmpetitive. S they apply this type f mtivatinal tl and give recgnitin t the emplyees wh stand well and usually applied in exempt emplyees. Hw are bargainable emplyees rewarded? They perfrm perfrmance appraisal every year. They mnitr them base n perfrmance. They evaluate the emplyees thrugh peple arund them and dcument it fr the pl f ready candidates fr prmtin. 6 P a g e

7 3. MAINTENANCE Hw d yu reward/pay yur emplyees? Minimum wage r abve minimum wage? Emplyees are paid abve the minimum wage since they are cmpensated mnthly. Third party emplyees t whm they get t wrk with usually receives minimum wage frm the cmpany. Is it pssible t have a cpy f yur Emplyees Salary Structures as well as the benefits and incentives yu re presently giving t yur emplyees? The dcument that the students have requested cannt be disclsed s they shared the benefits and incentives that the cmpany prvide fr emplyees. They give mandated benefits t them and cmpany benefits like multi-purpse lan withut interest, medical benefits, supplemental incentives like cash and leaves. D yu believe that all yur emplyees are presently fully cmmitted t the attainment f the cmpany s gal? D yu believe the emplyees will be mre mtived t perfrm well if they knw that they will be equitably rewarded when they achieve the gal/bjective? They believe that emplyees are cmmitted t the attainment f cmpany gals because they are able t measure it at the end f the year. They als believe that reward help emplyee t be mtivated t d well thrugh giving mnetary rewards based n perfrmance. They als have emplyee relatin prgrams like selecting the emplyee f the year wh will be the candidate as their representative in the SMYPC head ffice. Simple rewards such as health and wellness, cmpany utings, Christmas party tken are als given. They als encurage emplyees t cme up and prpse with a prject that will beneficial t them thrugh prductivity prgram in which an individual r grup will receive mnetary rewards f the prject is implemented. 7 P a g e

8 In what ways d yu satisfy and meet the expectatins f yur emplyees? The emplyees culd be satisfied thrugh career develpment prgram, trainings fr persnal develpment, technlgical resurces available fr them t perfrm well, mnetary rewards, etc that als make them stay t cmpany Perfrmance Managaement System and Cllective Bargaining Agreement als help t meet emplyees expectatin. Appreciatin f emplyees is als ne way f satisfying them. What is the respnse f the management t the wrkers with lw perfrmance utput? Fr the exempt emplyees, semestral perfrmance review is cnducted and if it is lw and did nt achieve desired utcme, they can wrk it ut as sn as pssible and meet it at the end f the year. Als, befre falling belw perfrmance, HR and an emplyee talks abut it during the middle year s that he/she can wrk ut n the gap fr anther six mnths. Hw des management cmmunicate with the emplyees? Mainly, management cnducts series f meetings per department, per supervisrs, and they have can maker frum where assigned department manager will reprt his/her department s accmplishments. They als have learning sessin where each department shuld expund the tpic f the mnth. State f the Plant Address is als practiced where the plant manager updates ther departments n the status f the plant. The cmpany has als unin, Emplyee Management Cperatin Cuncil where department manage, fficers, and unin manager have shared respnsibilities, and mnthly publicatin fr cmpany activities, new prducts, system, etc. Des the management listen t emplyees cmplaints and grievances? 8 P a g e

9 Emplyee Management Cperatin Cuncil and Emplyee Cmmittee are present in the cmpany t investigate rules and regulatins vilatins then recmmend actin int it. Emplyees with cncerns can visit HR department t address it. S far, the majr ffense they have encuntered is the emplyee s case f remving cmpany prperty withut authrizatin where the emplyee had graceful exit fr the vilatin. 4. UTILIZATION D yu entertain feedbacks frm emplyees? Hw imprtant is emplyees feedback t yur business peratins? Meetings cnducted every nw and then are majr surce f emplyees feedbacks. They als cnduct survey every ther year t assess the rganizatinal climate, perceptin, and readiness t change f emplyees. Hw d yu make sure that all emplyees will fllw existing plicies, rules and regulatins? Fr new emplyees, rientatin is dne. Fr the vilatins cmmitted, apprpriate actins must be dne and written explanatin frm vilatr shuld be submitted t them. Emplyees are guided by their cmpany handbk. D yu prvide career/prfessinal develpment t qualified emplyees? Since they are a manufacturing firm, they usually spnsr their cmpetitive mechanical engineers t licensure. Are emplyees lyal t the cmpany? What is the average time f emplyee turnver in the cmpany? 9 P a g e

10 One f them believe the peple cme and g, and yu can t d anything abut it. But, fr this year, 19 ut f 132 emplyees will be awarded f 20 years in service in which mst f them already have gd career. Fr the emplyee turnver, it is 5% which is quite high and freign emplyment is ne cmmn reasn. Hw d yu keep the lyalty f yur emplyees? Mnetary rewards, cmmendatin, and prfessinal grwth prgrams are the cmpany s ways t keep emplyee lyalty. Als, they set expectatins with them and have gd understanding f perfrming the jb well dne. 5. OTHER QUESTIONS D yu knw yur cmpetitrs? What d yu d t make yur Human Resurces stay cmpetitive? They believe that yu cannt successfully perate if yu dn t knw yur cmpetitrs. The cmpany is the nly manufacturer f 2 piece aluminum can in the cuntry s their cmpetitrs are in ther cuntries particularly here in Asia. Human Resurces stay cmpetitive thrugh partnerships with glbal cmpanies, mdernizatin f technlgy and aligning it with peple thrugh training, and strategizing HR plan that is aligned t cmpany gals. What are the cmmn reasns why sme emplyees fail t carry ut their tasks? What are the measures yu are undertaking? Usually, incmpetence which is lack f skills, laziness, and shaky relatinship with superir are cmmn reasns why emplyees fail t perfrm. The Emplyee Cmmittee addresses these cases and they als bserve Labr Relatins. 10 P a g e

11 What s the secret behind yur cmpany s success? Fr the HR s pint f view, leadership is the key fr cmpany s success. Aside frm this, their cre values which are custmer fcus, scial respnsibility, passin fr success, integrity, respect fr ur peple, innvativeness, and teamwrk that they instill t emplyees plays a big part f their cntinuing success. Cmpany culture is als ne and an example f this is their canteen with a lng table where all emplyees eat altgether in the same table. Hw d yu see yur cmpany 10 years frm nw? Cntinued successful peratins is what they see fr cmpany thrugh mdernizatin, expansin, widening market base, and planning fr filling line fr their plant. Finally, what advice can yu give t thse aspiring Human Resurce Management? Patience is the number ne trait that HR peple shuld have accrding t them. They als have t be understanding, brad minded, and have t knw that there are many factrs t cnsider fr emplyee satisfactin and it varies. Hlistic apprach like prviding incentives, and taking cnsideratin f emplyee s family, persnal life and career shuld be dne. Aspiring HR practitiners shuld nt nly cnsider interpersnal relatinship and shuld never stp learning because HR has many facets. At the end f the day, yu shuld be able t separate yurself frm wrk and yu still knw wh and what yu are even when yu re dealing with different peple. They als advised t have tw persnas, ne persnal and wrk s that yu cannt be affected f negativities caused by it. 11 P a g e

12 V. Recmmendatin The cmpany shuld maintain the current state f their human resurce management system. Base n the way the cmpany acquire, develp, maintain and utilize emplyees, it can be cncluded that they have skillful ways and practices f managing their human resurces. Frm hiring t the way they prvide their benefits and mtivate their emplyees and giving them training were sufficient fr the develpment f the emplyees and the whle rganizatin. Aside frm mtivating their emplyees thrugh benefits, the cmmunicatin and relatinship between the cmpany and emplyees can als be recgnized as ideal fr the wrking envirnment f the cmpany. With the future changes, they must then cntinue t enhance their human resurce management system and adapt their human resurce practices t the technlgical advancement and ther changes within and utside the rganizatin accrding t the desired gals and bjectives f the cmpany. VI. Cnclusin Therefre, being in the Human Resurce Department (HRD) f the cmpany gives an emplyee a critical jb that can affect the whle rganizatin in a psitive and negative ways. In terms f the acquisitin, management, develpment, and utilizatin f the emplyees, it is the human resurce (HR) persnnel wh can cntrl and analyze the emplyee s perfrmance which is a vital pint f the life f a cmpany. It is als imprtant that the human resurce persnnel are knwledgeable abut the rganizatin s rules and regulatins s that the HR persnnel will cnduct the crrect mve r judgment if there will be sme prblems r issues t be slved. As fr Can Asia, the cmpany where an HR persnnel was interviewed, it can be cncluded that fr them, it always a prtcl t they are always careful n the emplyees they 12 P a g e

13 hire and briefly evaluates them befre hiring the applicants. They see their applicants in an equal way where there is n discriminatin seen. The cmpany als assures that their emplyees are given prper seminars and training fr them t be encuraged t wrk hard and t imprve mre. Their perfrmance-based mtivatin and rewards are sme gd ways t mtivate their emplyees mre which is a gd technique t stimulate their emplyees. Human resurce management satisfies the image f the cmpany that starts with emplyees itself. They are the starting pint f the cmpany s existence base n hw they acquire, manage, utilize, and develp their emplyees. 13 P a g e

14 Appendix A. INTERVIEW QUESTIONS: 1. ACQUISITION What methd d yu use when cnducting Jb Analysis? (Interview, Observatin, Questinnaires, Emplyee recrding/diary/lg)? Hw d yu select qualified applicants/emplyees? D yu recruit applicants thrugh internet? Have yu been fled by web applicants? Dn t yu think it s a waste f time t entertain web jb applicants? Which methd d yu prefer fr hiring new emplyees? Traditinal r thrugh the internet? D yu believe that superir emplyees cme nly frm exclusive schls and nt frm cmmn r gvernment schls? D yu prmte qualified emplyees instead f hiring new nes? What d yu d when the tp management recmmends/refers smene t be hired withut underging the prtcl f Standard Operating Prcedures fr Selectin and Placement prcesses? 2. DEVELOPMENT D yu believe that training can imprve yur emplyees perfrmance and be mre prductive? Is Training and Develpment available t all emplyees? 14 P a g e

15 D yu train and develp yur emplyees t deal with cmpetitive challenges such as Glbal, Quality and High Perfrmance wrk challenges brught abut by Glbalizatin and New Technlgy? D yu usually develp training mdules/prgrams fr emplyees wh need training t develp their skills r just find smene wh knws the jb and replace them? Hw ften d yu d emplyees Perfrmance Review and Appraisal? Is this the basis f yur emplyees salary increase and prmtin? Are the emplyees the ne t chse if they want t be included in the unin? What can yu say abut Perfrmance-based mtivatin/rewards? 3. MAINTENANCE Hw d yu reward/pay yur emplyees? Minimum wage r abve minimum wage? Is it pssible t have a cpy f yur Emplyees Salary Structures as well as the benefits and incentives yu re presently giving t yur emplyees? D yu believe that all yur emplyees are presently fully cmmitted t the attainment f the cmpany s gal? D yu believe the emplyees will be mre mtived t perfrm well if they knw that they will be equitably rewarded when they achieve the gal/bjective? In what ways d yu satisfy and meet the expectatins f yur emplyees? What is the respnse f the management t the wrkers with lw perfrmance utput? Hw des management cmmunicate with the emplyees? Des the management listen t emplyees cmplaints and grievances? 15 P a g e

16 4. UTILIZATION D yu entertain feedbacks frm emplyees? Hw imprtant is emplyees feedback t yur business peratins? Hw d yu make sure that all emplyees will fllw existing plicies, rules and regulatins? D yu prvide career/prfessinal develpment t qualified emplyees? Are emplyees lyal t the cmpany? What is the average time f emplyee turnver in the cmpany? Hw d yu keep the lyalty f yur emplyees? 5. OTHER QUESTIONS What are the benefits f being part f this cmpany? Are these benefits visible t all emplyees? D yu knw yur cmpetitrs? What d yu d t make yur Human Resurces stay cmpetitive? What are the cmmn reasns why sme emplyees fail t carry ut their tasks? What are the measures yu are undertaking? What s the secret behind yur cmpany s success? Hw d yu see yur cmpany 10 years frm nw? Finally, what advice can yu give t thse aspiring Human Resurce Management? 16 P a g e

17 B. Financial Statement Cntributin (80x8) P640 Tken: a. Fd (Brwnies) P150 b. Planner P170 Fare P250 Print & Flder P70 P640 P P a g e

18 C. Pictures taken during interview day 18 P a g e

19 19 P a g e