Human Resource Development Plan for Food Supplement Manufacturing company

UNIVERSITY of SAN CARLOS – TECHNOLOGICAL CENTER

Nasipit, Talamban, Cebu City, 6000 Cebu, Philippines

A Final Project on

A Human Resource Development Plan for a

Food Supplement Manufacturing Corporation

Submitted to:

Engr. Andre Paolo Lim

Subject Instructor

IE 419 – Human Resource Management

Department of Industrial Engineering

Submitted by:

Tirana, Jerlin

Tura, Fabrienne

Uy, Ryan

Vasnani, Neelesh

BSIE – 4th Year Students

Submitted on:

October 6, 2015

TABLE OF CONTENTS

Page

I. Introduction 1

II. Organizational Structure 2-4

i. Organizational Design and Planning 2-3

ii. Organizational Chart 4

III. Employee Roles and Job Descriptions 5-13

IV. Company Policies and Rules 14-17

V. Employee Performance Management 18-26

i. Performance Appraisal 18-22

ii. Disciplinary Matrix 23-26

Human Resource Development Plan

1

I. Introduction

This Human Resource Development Plan is designed by the H.R. department to ensure the

smooth management of all the personnel in the company. The said department must follow

and implement all the contents of this document strictly and entirely, until and unless revised.

The purpose and coverage of this plan is to facilitate the handling of literally all the people

in the company, in terms of their roles and responsibilities as well as the policies they are

subject to.

Speaking of the primary big picture, all the company’s personnel planning, policies, work

techniques, and everything done in the company by its employees should be aligned with

the main vision, mission and organizational core values of the company. In light of this, every

move of the company shall be done in adherence to the statements listed below:

Vision statement

To lead the way in fostering a healthier community.

Mission statement

To provide a vast array of affordable and quality food supplements suitable for everyone’s

health needs in order to help people live a healthier life more easily.

Organizational core values – beliefs that run the company

Quality: It is an obligation to embed superior quality into food supplements, and

continuous improvement is key.

Customer Satisfaction: Satisfying and delighting customers, and always surpassing

customer expectations.

Integrity: Acting with ethics and always adhering to standards and laws.

Interaction: Maintaining fun and worthwhile relationships with customers and

business partners, as well as a united workforce that’s in it together.

Purpose-driven: Always keeping the big picture in mind (the health and wellbeing

of people) rather than the money - by working hard to achieve this purpose, profits

and growth will follow automatically.


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II. Organizational Structure

i. Organizational Design and Planning

In order to have an effective and efficient workforce, the personnel planning must be done

in accordance to the operational flow of the company. This can be done by first looking into

roots of the business, or the business flow and the functions needed by the corporation to

operate, and then determining what positions the company needs.

The business flow of the company is represented in the figure below.

Describing the business flow, it can be seen that the company first orders raw materials

from suppliers, then uses those to manufacture food supplements, then ships the final

products through logistics carriers to supermarkets or pharmacies, from where consumers

can purchase the food supplements. Each of these major processes can be expounded to

further determine the operating departments and employees needed. It is noticeable that

the diagram above is color coded blue for external operations, and green for internal.

First of all, starting with the internal operations (green circle), everything happening in the

company has to be done under some authority, which has to be done under a CEO, or in

this company’s case, also the owner of the company. It is up to the CEO to decide how

things will be done. Secondly, the company would manage all the employees (human

resources) through an H.R. department responsible for things like recruiting, hiring,

training, salaries, compensation, and developing/revising H.R. plans for the company, just

like this document itself. (Further expounded in job descriptions section later on)

Then to start the proceedings, the company buys raw materials from a supplier. This is the

first contact with an external partner. To facilitate this, there would have to be a purchasing

department that will be in charge of selecting the right suppliers, and making good

purchase deals for the company.

Feedback SUPPLIER OF RAW

MATERIALS

COMPANY

OFFICE AND

MFG. PLANT

LOGISTICS

CARRIERS

SUPERMARKETS

AND PHRAMACIES CONSUMER


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Once the raw materials arrive, they have to be checked and carefully handled and stored

in the warehouse. There has to be a warehouse manager to lead workers to unload the raw

materials, and strategically store them in the warehouse. Inventory level checks will also

have to be done by this manager.

Meanwhile, there obviously has to be an engineering department where the food

supplements are actually designed in terms of the recipe, ingredients, packaging, and all

the science involved in the product. Superior quality, one core value of this company, has

to strictly start here at engineering, as well as the “purpose-driven” value of the company,

where our engineers and chemists have to keep in mind the main purpose, to make people

healthy.

The product models designed by engineering are then made real through production, for

this, there would have to be a production supervisor who would manage the entire factory.

This production supervisor will have to manage the production scheduling by supervising

each line supervisor, these line supervisors would handle different lines in the factory like

the grinding, blending, or packaging lines. (The details of this would be mentioned in the

employee job descriptions and roles later on). These line supervisors would also have

laborers under them. In all this manufacturing, the corporation has to exercise “integrity”,

the third core value of the organization, so the manufacturing should adhere to FDA

standards and ethics. Aside from this, as regulated by OSHA, a safety officer will be

employed to make sure all processes are safe for workers, and that there are no hazards.

Lastly, since quality is at the heart of this company, a quality control department will have

to inspect the final product effectively, before its shipped.

Now we can move on to the next blue squares, or the next external operations that have

to be taken care of. Now that the product is manufactured and packaged, it can now be

shipped to supermarkets or pharmacies. A logistics manager will be in charge of selecting

and appointing carriers, and tracking shipments for this purpose. Talking about

supermarkets and pharmacies, the company shall have a marketing and sales executive to

handle relations and contact with buyers. This department will have to spearhead the 4th

core value, “interaction” by maintaining excellent partner relations. Marketing staff would

be responsible for the last step in the business cycle, which is collecting consumer feedback

for improvement, as well as for promotion and advertising. Customer service staff would

also operate under the said executive to handle customer inquiries and concerns, in lieu

with the “customer satisfaction” core value.

Finally, it is clear that all corporations run on money and legal papers, so a bookkeeper

shall be appointed for keeping safe all the legal documents like FDA clearances, BIR

licenses, etc. Finance staff would be responsible for monetary things like budgets planning,

sales statistics, and profit calculations. Being spot on with costs is essential here, since part

of the mission of the company is to provide affordable food supplements. The Finance

department will initiate planning for this, and the engineering and manufacturing

departments will also have to operate keeping low-cost products in mind.


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ii. Organizational Chart

All the strategic organizational planning and organization of positions can now be visually

represented into an organizational chart shown below. This chart shows the hierarchy of

people and functions, and must be abided by all the employees when reporting. It is

however important to realize that this chart is to be looked at in a functional manner, rather

than necessarily people-based; for example, one executive may act as both the sales and

marketing director as well as the human resources director, as long as both of those

departments are present and functioning in the company.

Legend:

Supreme authority; top of hierarchy

Top Management; Executives

Staff working under a leader

Individuals working under a leader


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III. Employee Roles and Job Description

The more detailed specific roles, specifications, and job descriptions of the employees in the

organizational chart are enumerated in this section. The purpose of this section is to prepare

all the employees for their roles so that they can carry out their job effectively. The color and

indent of the positions show the hierarchy and reporting relationships, then a short job

summary is given per position, followed by the roles and responsibilities, to complete the job

description.

CEO

The owner as well as the majority shareholder responsible for building on the company’s

years of success, realizing the organization’s vision and mission, and achieving its goals for

continued financial stability and community engagement. Most importantly, leading by

example to everyone.

Roles and Responsibilities:

Showing interest in major decisions as well as having the final say on them.

Creating vision as well as executing the strategic plan and budget

Continue to raise the public profile of the company by serving as the spokesperson

Ensuring that the organization is effectively structured and staffed with competent

employees

Lead, motivate, manage and develop staff to invoke passion about the mission of the

company, and foster an environment committed to continuous improvement

Oversee the facilities(office and factory) and the operations of all executives

Being proactive at all times about what’s happening in the company; zero blind trust.

SALES & MARKETING DIRECTOR

In charge of keeping excellent relations with buyers and advertisers, upholding the core

value of “integrity”. Maximizes sales by facilitating optimal selling of the food supplements

to buyers, and by promoting and advertising the food supplement products.


Continually finding new buyers and maintaining relationships with them

Developing long term sales and marketing plans and goals

Closing sales deals with buyers after assistance from CEO

Optimize the use of the allocated advertising and sales budget

Formulate marketing strategy and positioning goals

Form promotional activities, events and product exhibitions

Actively taking part in sponsorships for the company as a mode of advertising

Monitors overall sales performance of the company

Leads the sales team, marketing staff, and customer service by constantly urging them

to deliver results


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MARKETING STAFF

Consists of marketing majors or professionals who use their expertise in marketing to

analyze the public and the market, and then come up with effective promotional and

advertising strategies.


Coming up with advertising methods, and the resources needed for them

Analyze market by investigating price, demand and competition

Reporting customer feedback to top management for further improvement

Organizing and hosting events, presentations and promotional activities

Manage advertising on social media

Design graphics for brochures, flyers, and websites, and develop the content of

all advertisements and campaigns

SALES TEAM

Effectively sell the company’s products personally to buyers, and carry out the

‘physical labor’ of sales advertising that was formulated by marketing staff. Basically

responsible for performing all the technical and ‘blue collar’ duties of maintaining

sales relations with buyers.


Promote/sell/secure orders from existing and prospective customers through a

relationship-based approach

Making sales offers and promos

Receiving purchase orders whether physically or through email, handing out pro-

forma invoices, and keeping track of buyer credits and payment information

Demonstrate products and services to existing/potential customers and assists

them in selecting those best suited to their needs

Make in-person visits and presentations to existing and prospective customers

Keeping a working knowledge of the entire product database of food

supplements and their features

Forecasting sales demand and reporting it to production

Compile orders and sales information for statistics

CUSTOMER SERVICE

Serves customers by providing product and service information and resolving product

problems as well as through providing after sale commitment.


Open customer accounts by recording account information

Maintain customer records by updating account information

Resolve product problems by clarifying the customer's complaint


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Recommend potential products to management by collecting customer

information and analyzing customer needs

Prepare product reports by collecting and analyzing customer information

constantly reply to queries about the products through email or social media

HUMAN RESOURCES DIRECTOR

Develops, implements, and administers strategies, policies and programs of the company,

and makes all decisions regarding how to handle the personnel in the company.


Protect interests of employees and the company in accordance with company/human

resource policies and governmental laws and regulations

Responsible for responding to all grievances and supporting managers in all

grievance

Establish, administer and conduct regular review of salary and benefits package to

maximize job satisfaction while keeping costs under control

Identify developmental and training resources to increase competencies of staff

Develop, implement and maintain company’s compensation structure and policies,

including job descriptions, performance appraisal system, and state/merit increase

budgets

Provide supervision and direction to Human Resources Managers including regular

feedback, performance evaluations and job content revision

HUMAN RESOURCE MANAGERS

Maintains and enhances the organization's human resources by planning,

implementing, and evaluating employee relations and human resources policies,

programs, and practices, as well as handling hiring operations.


Recruit employees based on referrals

Select and interview employees for hiring

Post job advertisements and respond to job applications

Implement and spread out company policies and rules as well performance

appraisal documents

Ensure planning, monitoring, and appraisal of employee work results

Maintain employee benefits programs and informs employees of benefit

Ensure legal compliance

Orient all the workers with company practices and safety procedures

Conduct regular review of organizational planning and improve when needed

Conduct needed medical or psychological tests to ensure employee health

Hand out behavior and performance checklists to supervisors to monitor and

measure performance.


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ENGINEERING DIRECTOR

Leads the engineering department including product development and design, product

maintenance, engineering documentation management, and patent management


direct and oversee the day to day management of the engineering department

resolve problems using solutions that involve new techniques, technologies,

computational analysis or concepts where applicable

ensure that product development is focused on meeting and exceeding the customer

requirements

oversee the research and development of new products and procedures

hire, train, and mentor other engineers and supporting staff

RESEARCH AND DEVELOPMENT STAFF

Constantly research on new possible ingredients for food supplements and finding

better ways to promote consumer health


Make the formula for the food supplements, and decide on the ingredients to be

used

Conducting tests and samples of the herb combinations before making prototype

Research on regional health problems and address them through new product

formulation

Find out the availability of herbs and medical raw materials, as well as their cost

benefit analysis before choosing them

Responsible for registering and renewing all products to the Food and Drug

Administration of the Philippines

PRODUCT DESIGN STAFF

Responsible for making and engineering the final product design, and taking care of

all the technicalities involved in the process of achieving the envisioned product.


Design computer models of the product packaging

Making prototypes

Designing artwork for packages as well as the overall look and feel of the product

Decide on which materials to use, and in what quantities to use them

Develop product sizes and variations

Make and give raw material and herbs handling instruction to factory personnel

FINANCE DIRECTOR

Handles all the monetary aspects of the company and is aware of all the transactions of

the company, and where and how the money comes in or goes out.


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collate, prepare and interpret reports, budgets, accounts, commentaries and financial

statements

decides on departmental budgets

control income, cash flow and expenditure

manage budgets

ensure the company is always in substantial profit

FINANCE STAFF

Perform financial and accounting analysis to help come up with the budget decisions

of the company.


establish and maintain cash controls and supplier accounts

project long term profits and debts, as well as assessing the time value of money

using engineering economy analysis

establish, maintain and reconcile the general ledger

monitor cash reserves and investments

prepare income statement and balance sheets

processes supplier invoices

ensure transactions are properly recorded and entered into the computerized

accounting system

use data to come up with profit forecasts

BOOKKEEPER

Takes hold of all the important legal documents, and informs CEO when they are due

for renewal.


Provides sales invoices and necessary tax information to B.I.R

Reminds top management about renewing legal documents or paying taxes

Records cash receipts and make bank deposits

Holds FDA clearances, BIR Licenses to operate, and other top priority business

documents.

Serves as a representative of the company in processing legal government

applications, and keeping good relations with these government agencies.

OPERATIONS MANAGER

Oversees the business flow of the company and the supply chain by leading the production

supervisor, logistics manager, and the purchasing manager.


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Overseeing the supply chain activities of the company and increasing efficiency of the

flow of goods

Aligning the production and logistics activities with the strategic goals of the company

Conducts various operations research analyses to make major production decisions

Collects reports from production, purchasing and logistics departments

Serves as a mentor and executive assistant to the owner

PRODUCTION SUPERVISOR

In charge of leading and supervising the entire factory


plan and organize production schedules

sets production output goals

maintains the factory by constantly conducting periodic inspections

Utilizes factory square area, without compromising safety

assess project and resources requirements

estimate, negotiate and agree production budgets and timescales with clients and

managers

oversee production processes

re-negotiate timescales or schedules as necessary

organize the repair and routine maintenance of production equipment

supervise the work of junior staff(line supervisors)

LINE SUPERVISORS

Supervise the various assembly lines such as the washing, grinding, filtering,

mixing, or packaging lines


plan and establish work schedules, assignments, and production sequences to

meet production goals

minimize line costs and increase productivity and efficiency

conduct regular time studies

motivate workers and inspect their attitude as directed by H.R.

inspect materials, products, or equipment to detect defects or malfunctions

WORKERS

Responsible for doing manual labor such as handling machines or packaging

the products. Posess technical knowedge as well as superior physical

capabities required to handle manufacturing processes. These workers have

closest physical access to making or breaking the final product.


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SAFETY ENGINEER

Plans, implements, and coordinates safety programs, requiring application of

engineering principles and technology, to prevent or correct unsafe environmental

working conditions


• maintain and apply knowledge of current policies, regulations, and industrial

processes

• recommend process and product safety features that will reduce employees’

exposure to chemical, physical, and biological work hazards

• inspect facilities, machinery, and safety equipment to identify and correct

potential hazards, and to ensure safety regulation compliance

• install safety devices on machinery, or direct device installation

• investigate industrial accidents, injuries, or occupational diseases to determine

causes and preventive measures

• conducts OSH trainings

• interview employers and employees to obtain information about work

environments and workplace incidents

• conduct or direct testing of air quality, noise, temperature, or radiation levels

to verify compliance with health and safety regulations

• conduct or coordinate worker training in areas such as safety laws and regu-

lations, hazardous condition monitoring, and use of safety equipment

• write and revise safety regulations and codes

WAREHOUSE MANAGER

Organize the safe and efficient receiving, inspection, storage and dispatch of

warehoused goods


check on inventory levels

inform purchasing when stocks are running out

optimize storage room

facilitate loading, unloading of goods

issues materials for production

follow FDA standards in terms of storing food products safely

takes not of expiring materials, follows (FIFO) first in first out method

WORKERS

Responsible for manual labor as directed by the warehouse manager


Load and unload goods

Move goods and raw materials inside the factory

Clean and sanitize the warehouse regularly


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QUALITY CONTROL HEAD

Determines and establishes procedures and quality standards and to monitor these

against agreed targets


determine, negotiate and agree in-house quality procedures, standards

and/or specifications

assess customer requirements and ensuring that these are met

set customer service standards

specify quality requirements of raw materials with suppliers

investigate and setting standards for quality/health and safety

ensure that manufacturing processes comply with standards

act as a catalyst for change and improvement in performance/quality

direct objectives to maximize profitability

record, analyze and distribute statistical information

monitor performance

supervise technical or food supplement laboratory staff

QUALITY ASSURANCE INSPECTORS

Maintain quality standards by approving incoming materials, in-process

production, finished products, and recording quality results


approve incoming materials by confirming specifications, conducting

visual and measurement tests, and rejecting or returning unacceptable

materials

approve in-process production by confirming specifications, conducting

visual and measurement tests, and communicating required adjustments

to production supervisor

approve finished products by confirming specifications, conducting visual

and measurement tests, and returning products for re-work and

confirming re-work

document inspection results by completing reports and logs,

summarizing re-work and waste, and inputting data into quality database

PURCHASING MANAGER

Oversees procurement, and buys the best quality equipment, goods and services

for the company at the most competitive prices.


conduct research to ascertain the best suppliers in terms of best delivery

schedules and quality;


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liaise between suppliers, manufacturers, relevant internal departments and

customers

identify potential suppliers, visiting existing suppliers, and building and

maintaining good relationships with them;

negotiate and agree contracts and monitoring their progress, checking the

quality of service provided

keep contract files and using them as reference for the future

find suppliers with affordable yet high quality products

forecast price trends and their impact on future activities

works hand in hand in with production to determine the reorder points and

schedules

PURCHASING STAFF

Takes purchase requests from various departments within a company and get

price quotes from suppliers and contact suppliers to schedule deliveries or to

discuss shortages or missed deliveries


prepares purchase orders on behalf of the company

reviews prices and product specifications from various suppliers

creates and maintain purchasing files and price lists, as well as determining

if the companies have enough inventory on hand

tracks deliveries and make sure the companies receive exactly what was

ordered from suppliers

physically check shipments to ensure the appropriate items were delivered

answers supplier and customer inquiries about order changes or

cancellations and check requisition orders for accuracy

LOGISTICS MANAGER

Facilitates the transportation and delivery of goods


organize shipments to buyers

coordinate drivers, vehicles, loads and journeys

track shipments

plan for and negotiate technical difficulties

maintain good relations with main logistics carriers

in charge of effectively informing the buyers on the arrival of goods on their end,

to reduce chances paying storage fees and demurrages at the congested ports

of the Philippines

inform warehouse manager to prepare for loading of goods to be shipped


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IV. Company Policies and Rules

No matter how big or small a business is, policies are a must. The following policies are made

to ensure discipline and order in the company. The coverage applies to entirely all personnel in

the company unless stated otherwise. These policies shall be administered by the CEO and the

executives with help from the H.R. department. Any deviation from these policies will see strict

disciplinary action.

1. Attendance

All employees must be present at work during their designated work times.

Employees should report to work for at least 8 hours a day for 6 working days, Sunday

being a holiday. Undertime workload shall mean deduction in salaries, while overtime

is not only discouraged, but not allowed.

Employees do not need to report to work on all national holidays.

Employees are required to time-in and time-out, or else their attendance is deemed

null.

Employees must avoid tardiness, absence, and departure from work early without the

permission of their supervisors. Employees must observe time limitations on rest and

meal periods.

8 sick leaves and 7 vacation leaves (a total of 15 leaves as permitted by the labor code

of the Philippines) are permitted to all employees. Vacation leaves cannot exceed a

duration of 15 days.

Vacation leaves must be applied to the H.R department at least a week earlier, and

anticipated absences shall be notified as well.

2. Dress Code

All office personnel are allowed to wear decent casual attire to work. This can be

described as:

For males: closed shoes, untorn pants, and t shirts or shirts with sleeves.

For females: sandals or shoes(no slippers allowed), pants or at least knee-level

skirts, and upper wear that is long enough to cover the entire upper body by

covering the cleavage line and belly. See-through and spaghetti tops are not

allowed.

For employees and workers outside the office, or those that are working in the

manufacturing or production area, the attire includes closed rubber shoes, non-skinny

jeans or pants, and t shirts. The physical labor workers and machine operators are also

required to wear PPE as required by the safety officer.

Employees should wear their company I.D. tags at all times


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3. General Discipline and Conduct

Smoking, drinking of alcohol, or bringing of related drugs and intoxicants are allowed

absolutely prohibited inside the company’s campus.

Violence, fighting, horseplay, and other inappropriate conduct is prohibited.

Discrimination such as harassment for reasons related to sex, color, race, religion,

national origin, age or handicap is strictly prohibited.

Gambling of any kind on Company premises will not be tolerated.

Sleeping or loafing on the job is prohibited.

All unsafe acts and conditions, including “near miss” incidents or incidents that resulted

in damage or injury are to be reported to supervisors promptly

Every worker shall keep his/her work area neat, clean and orderly

Personnel shall not conceal any sickness or report to work with a contagious virus;

employees must utilize sick leaves for this.

No employee shall be in possession of firearms (licensed or unlicensed) or other

weapons while on Company premises. The rule applies to all knives not required for the

performance of job duties.

Neglect of duty and insubordination will not be tolerated. Employees may argue or

present alternatives to their respective supervisors, but the final decision of the

supervisor must be complied with, whether or not liked by the employee.

Employees shall comply with safety regulations and procedures.

Theft and Vandalism are strictly prohibited.

Employees shall not bring children to work.

For the factory workers and machine operators, cell phones must be deposited at the

office in the morning during time-in, and collected at time-out. Cell phone use is

permitted to office staff for professional matters, but managers need to alert in

monitoring for excessive and productivity-hindering use of cell phones.

For employees in contact with outsiders (like sales, customer service etc.), proper

conduct must be followed at all times. Moreover, borrowing money from suppliers,

customers, or their representatives is not allowed.

Lending money to fellow employees for personal gain is prohibited at work.

Aside from simply adhering to do’s and don’ts, employees are required to exercise the

organizational core values at all times.

4. Job related guidelines

All employees must follow their overseer based on the organizational chart.

Employees have to complete their required output and meet the deadlines set by the

supervisor.

In the event that work is completed before a deadline, employees shall not stay idle but

instead report to their supervisors with honesty for new work assignment.


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Employees must carry out their tasks with intent, excellence, and superior accuracy to

maintain the organizational core value of quality.

Employees are expected to get better with time; all personnel should see their jobs not

as a burden, but as a frontier to improve themselves as well as the company.

Employees are to carry out their own jobs, and are not allowed to let other employees

do work for them, or ask others to do work for them.

5. Recruitment and Hiring

The H.R. department is responsible for recruiting employees based on both referrals

and job applications. The rule of thumb should be to focus more on referrals to increase

chances of employee loyalty and honesty.

The H.R department should gather data from the different departments and come up

with job specifications and standards to aid in hiring. Job specifications and

qualifications are specifically needed for hiring line supervisors and machine operators.

H.R. managers are expected to review candidates carefully and conduct an interview

before hiring.

New employees are to undergo various tests facilitated by H.R.; these include drug tests

and medical health tests. Highly technical positions might also have skill tests as

formulated by the respective managers of the different technical departments.

6. Salary and Compensation

Employees should be given their salary figures during the hiring process, and have to

sign a document signifying their approval of the salary.

The salaries are to be paid either monthly or bimonthly depending on employees’

discretion.

Supervisors are permitted and encouraged to give performance based incentives to the

workers based on production output, aside from the regular pay.

Cash advances or loans can be taken by workers with no interest, however there is a

cash limit per loan set by the Finance department that must not be exceeded, as well

as a credit limit per employee that must not be exceeded.

The H.R. department is responsible for the salary distribution of the employees; it must

thereby ensure that the company is abiding the labor code in this aspect, and at the

same time ensure that the H.R. managers are following the private salary policies of the

company (like wages, bonuses, incentives, etc).

7. Training

New factory workers should undergo training and apprenticeship for a certain amount

of time set by the line supervisors, before becoming regular.

New managers and executives shall also go through apprenticeship to the retiring or

resigning ones, to minimize adjustment costs.


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There should be annual OSH trainings set by the Safety Officer which shall include

emergency fire and earthquake drills, and safety and health seminars/campaigns.

8. Confidentiality and Legal

No employee shall be in unauthorized possession of any property of the Company,

its customers or employees, and no employee should attempt to remove such

property from Company premises.

Employees shall not use company equipment, materials or facilities for personal

purposes.

No employee shall knowingly submit inaccurate or untruthful information for, or on,

any Company record, report or document.

No employee shall engage in outside employment that is detrimental to the

Company's interest or where such work is competitive or in conflict with the

Company's interest. Employment outside the Company must be reported to the

employee's supervisor.

The company’s food supplement processing formulas are to be kept top secret.

Selling of any kind merchandise or engaging in any form of personal business within

Company during work hours is not allowed.

Falsification of the employee records is strictly prohibited.

9. Policy Implementation

All the company polices and labor code policies should be oriented to new

employees as well as to the existing employees periodically (every 6 months).

When deviations and mistakes are occurred, supervisors should follow the

disciplinary matrix to warn and correct the employees. The way to handle employee

mistakes should be focused on recognizing that employees are not perfect and are

capable of making mistakes.

The consequences and punishments for deviations should strictly be implemented

by the supervisors or whoever is in charge, to impose order in the company.

The Labor Code of the Philippines must be abided by all employees, and is to be

seen as a ‘bible of work conduct’ aside from the private company policies. To avoid

redundancy, most of the labor code policies are not stated in the private company

policies, therefore they must be oriented to the employees together with the

company’s own policies.


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V. Employee Performance Management

I. Performance Appraisal

In order to maintain and constantly improve performance, a system of performance

appraisal must be established. The supervisors and managers are to periodically record worker

behavior and performance through the checklists provided in the next pages.

The employee performance rating document is made to assess and rate the employees

of the company to see whether they are performing adequately. It can be used for all employees

in the company, and each employee will be rated by his/her supervisor or any personnel higher

than him/her in the organizational structure. For the performance rating sheet, an employee must

receive a performance target score of ‘Average’. Any score below this will need direct supervision

to the employee to help him/her improve performance. However, aside from the total rating being

at least average, the employee must not have an individual factor rating of 1 or ‘poor’, or else the

employee would then also receive direct supervisory consultancy. An equivalent score of

‘Excellent” entitle and enable employees to receive performance based incentives and

promotions, but this is left to the department directors to decide. The performers of this

performance appraisal must also list recent mistakes as well as the good deeds and performances

done by the employees in this document. This is to make sure employees are not remembered

by their last mistake only, but also their excellent performances, so that the appraisal is actually

effective.

Another document that shall be utilized aside from the Performance Rating Sheet is the

Employee Behavior Checklist (shown in the next pages). The purpose of this is to check for the

psychological state of mind of the employees by assessing their behavior pattern which is

obtained through this document. After the supervisors fill in this document, it is sent to the H.R.

for analysis and assessment. After which, the H.R. gives instructions to the supervisors on how to

handle the troubled employees. The thing with troubled employees is that it is the biggest cause

of decrease in productivity of workers, and productivity is of utmost importance in any

manufacturing firm, hence, it is vital to conduct a general employee behavior appraisal, aside from

just a normal performance rating appraisal. It is important to note that the behavior checklist is

not designed to correct or take disciplinary action against wrong behavior, but just to analyze the

worker behavior pattern.

These two documents shall then be filed in each employee’s records. The H.R. is then

responsible for comparing the most recent appraisal to the previous ones, and then analyzing

areas that the employees have improved on, or still need to improve on. H.R. is responsible for

distributing to each employee his/her performance appraisal so that all the employees are also

aware of their perceived performance.


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PERFORMANCE RATING SHEET

Name of Employee: Position: __________________________

.

Date of Rating: .

Reason for Evaluation: ( ) End of Contractual Probationary Period

( ) Quarterly Review

( ) Annual Review

INSTRUCTIONS

1. Go over the factors very carefully

2. Write the corresponding rate to the Performance of the employee provided in the box.

3. Rate honesty and objectively in evaluating individual’s performance.

4. Do not discriminate. Base the rating on facts and not on more impressions.

PERFORMANCE FACTORS

1 – POOR 4 – GOOD

2 – UNSATISFACTORY 5 – EXCELLENT

3 – SATISFACTORY

KEY PERFORMANCE FACTORS RATING WEIGHT TOTAL

JOB KNOWLEDGE 10

QUANTITY OF WORK 10

QUALITY OF WORK 10

FLEXIBILITY 8

CREATIVITY AND INITIATIVENESS 8

TEAMWORK 8

ATTENDANCE AND PUNCTUALITY 8

TIMELINESS OF JOB ASSIGNMENT 8

COURTESY 5

INTERPERSONAL SKILLS 5

DEDICATION TO WORK 5

LEADERSHIP (For Supervisors Only) 5

STRESS TOLERANCE AND HANDLING 5

PLANNING AND ORGANIZING 5

Factor/s with 1 or ‘poor’ rating: Total Rating: .

Equivalent: .

EQUIVALENT EMPLOYEE PERFORMANCE RATING

Superior 450 – 500 Below Average 200 – 299

Above Average 380 – 449 Poor 100 – 199

Average 300 – 379


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Comments on the Individual Strengths and Weaknesses:

Strengths:

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

Weaknesses:

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

RECOMMENDATIONS AND SUGGESTIONS

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

________________________________________________________________________________________________________________

PERFORMED BY:

_______________________

Signature over name

EVALUATED/APPROVED BY:

Signature of Department Director


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EMPLOYEE BEHAVIOR CHECKLIST

Name of Employee: Position: __________________________

.

Date of Rating: .

Reason for Evaluation: ( ) Urgent recommendation

( ) Quarterly Review

( ) Annual Review

Use this checklist to identify observations of "troubled employees." Look for patterns of

behavior, not just isolated events (unless a single event is significant).

1. SPECIFIC BEHAVIOR PATTERNS:

Employee Appearance:

___Sloppy ___Inappropriate Clothing ___Odors ___Shiny or glassy eyes

Mood:

___Withdrawn ___Sad ___Mood Swings (High & Low) ___Suspiciousness ___Extreme Sensitivity

___Nervousness ___Frequent Irritability with Others ___Preoccupation with Health-Death

Actions:

___Physically Intimidating, Threatening, or Assaultive.

___Unduly Talkative or Argumentative.

___Exaggerated Expression of Self-Importance.

___Rigidity-Inability to Change Plans with Reasonable Ease.

___Incoherent or Irrelevant Statements on the Job.

___Over Compliance with any Routine.

___Excessive Amount of Personal Phone Time.

___Outbursts of Emotion (Crying, Laughing Inappropriately).

___Sexual Acting Out, Lack of Boundaries, Inappropriate Comments.

2. WORK PATTERNS AND PRODUCTION:

___Current Work Assignment Requires More Effort Than Usual.

___Work Takes More Time Than Usual.

___Difficulty in Recalling Instructions, Understanding Procedures, etc.

___Display of Disinterest in Work.

___Increased Difficulty in Handling Complex Assignments.

___Difficulty in Recalling Previous Mistakes.

___General Forgetfulness.

___Alternate Periods of High and Low Work Productivity.

___Coming to Work with Alcohol on Breath, Unsteady Gait, etc.

___Missed Deadlines.

___Mistakes Due To Poor Judgment.


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___Outside Complaints About the Employee's Work or Attitude.

___Improbable Excuses for Poor Work, Performance or Behavior Patterns.

___Carelessness with Self, Others, Equipment.

3. EMPLOYEE RELATIONSHIPS ON THE JOB:

___Over-Reaction to Real or Imagined Criticism.

___Wide Swings in Job Morale, Satisfaction.

___Borrowing Money from Co-Workers.

___Unreasonable Resentments of Co-Workers.

___Repeated and Compulsive Criticism of the Company.

___Persistent Requests for a Job Transfer.

___Abrasive with Others.

4. ABSENTEEISM:

___Multiple Instances of Improper Reporting Time Off.

___Excessive Sick Leave.

___Repeated Patterns of Absences.

___Excessive Lateness at Start of Shift, After Breaks.

___Strange and Improbable Excuses for Absences.

___High Absenteeism for Unspecified Illness.

___Frequent Unscheduled Short-Term Absences.

___Frequent Use of Unscheduled Vacation Time.

5. "ON THE JOB" ABSENTEEISM:

___Continued Absence From Job Location More Than Necessary.

___Frequent Trips to Rest Room.

___Long Coffee Breaks.

6. ACCIDENTS/ENDANGERMENT:

___Putting Others in Harm

___Physical Complaints on the Job.

___Accidents on the Job.

___Accidents off the Job.

PERFORMED BY:

_______________________

Signature over name


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II. Disciplinary Matrix

This section shall demonstrate what disciplinary actions the employees will

undergo upon doing undesirable practices. This will help the managers convert

these undesirable work practices into the ideal employee practices as established

by the company.

Upon breech of the company policies and rules, the following disciplinary

actions can be administered.

V Verbal Warning

W Written Warning

S Suspension

P Permanent Dismissal

These are four levels of sequential disciplinary action. For the breech of most

of the company rules that are minor in nature, these actions should be followed in

order, from V to W to S to P, corresponding to 1st, 2nd, 3rd, and 4th

offenses/occurrences of the type of breech. However, if an incident is major or

severely unacceptable, managers can opt to go directly to Suspension or even

Permanent dismissal. The question now is how to determine what level and

hierarchy of disciplinary action each type of breech receives; for this, managers can

refer to the disciplinary matrix shown in the next page.

This matrix is to serve as a guideline for managers, but obviously, there can be

times were practicality would say something other than what is stated in the matrix.

These guidelines are not intended to be mandatory or binding, but offer reasonable

progressive steps in dealing with employee behaviors on the job. The final outcome

has to be determined based upon specifics of the case and review of the case with

the specific department where the case occurred and the Human Resources

Department.


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PROGRESSIVE DISCIPLINARY MATRIX

Table of Disciplinary Action for Violation of Company Policies and Rules

R U L E V I O L A T I O N Frequency of Offense *Monthly

1st 2nd 3rd 4th

ATTENDANCE VIOLATIONS

*Working less than 8 hours per day without consent V W S P

*Absence without official leave and without official cause W S S P

*Failure to log-in and log-out I.D during entry, exit, and breaks V W S P

*Prolonging break periods V W S P

Exceeding the duration of 15 days on vacation leaves W S P

Taking Vacation Leave without applying or informing H.R. S P

Exceeding the allotted number of leaves per year W S P

DRESS CODE VIOLATIONS

*Forgetting to bring I.D. tag to work V W S P

Not wearing I.D. tag during work V V W S


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Altering the I.D. tag or modifying it in any way W S P

*Violation of the ‘decent-casual’ dress code stated in the policies V W S P

Failure to wear appropriate PPE as mandated by supervisor V W S P

GENERAL DISCIPLINE AND CONDUCT

Smoking, drinking alcohol, or bringing of any related drugs S P

Horseplay, argument, or unruly conduct V W S P

Fighting, inflicting injury, or harassing colleagues with violence S P

Sleeping or Loafing on the job V S S P

Stealing from other employees or company material P

Sexual Harassment P

Gambling or any unethical and illegal games or practices S P

Discriminating for race, sex, color, religion, age, handicap, etc V S P

Vandalism or altering notices on bulletin V S P

Bringing of unauthorized guests or children without appointment V W S P

Borrowing/Lending money within company premises; doing business for personal gain within premises.

V W S P

Failure to deposit cell phones for factory workers V W S P

Insubordination or disobedience of supervisors and regulations V W S P

Being in possession of firearms, knives, or other weapons S or P P

Concealing and hiding contagious sickness V W S P

Failure to report accidents, injuries or damages W S P

Exchanging job assignments, letting colleagues to one’s tasks W S P

Disturbing others in work V W S P

Unauthorized use of company material, vehicle or equipment W S P

Committing acts against sanitation like littering, improper disposal, spitting, etc.

V W S P

CONFIDENTIALITY AND LEGAL

Disclosing Confidential documents or information to outsiders P

Falsification of employee records P


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Engaging in employment outside the company while working for this company, causing conflict of schedules

W P

Talking or spreading untruthful facts during company investigation or inspection

P

Using machines, computers, or equipment for personal use S P

Defaming the corporation inside or outside premises P

The disciplinary matrix is meant for the managers to impose the consequences in attempt

to correct the employees, rather than ‘brutally punish’ them, as everyone is capable of making

mistakes. As the managers issue these violation reports, they are to include methods for the

employees on how to correct themselves, rather than just passively handing out notices.

Each employee’s violations record is to be stored in the Human Resource Management

System(HRMS) of the company, and whenever there is a new violation report, H.R. should directly

encode it in the respective employee’s file. This is to ensure easy and accurate tracking of offenses.

With the end of the disciplinary matrix, this Human Resource Development Plan also ends.

This H.R. plan is expected and encouraged to be revised for continuous improvement in the future.

HUMAN RESOURCE DEVELOPMENT PLAN VERSION 1.0

REVISION LOG:

APPROVED BY:

__________________

H.R. Director

It’s about having the right people, with the right abilities, in the right place, at the right time

~ Nothing Follows ~

Human Resource Development Plan for Food Supplement Manufacturing company

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Transcript of Human Resource Development Plan for Food Supplement Manufacturing company