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    4/17/2011

    Owner of Almas Kiosk, a Small Carinderia beside DLS-CSB AKIC |

    Mr. Erwin Cuevas

    Submitted By:

    CABILLO, Rick Jay

    PACIFICO, Angelo

    NAVARRO, Edison

    AOB

    Project in

    PERMANAAN INTERVIEW WITH MS. ALMA DE

    LEON

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    PART I: INTRODUCTION

    1. Name of the owner:

    Ms. Alma de Leon

    2. Background of the owner:

    a. Ms. Alma de Leon, aged 43 years old, resides in Paco, Manila. She took aSecretarial course way back in College but she laterrealized that working in an

    office is so stressful that she became not contented with the wage shereceives

    despite working at least 8 hours every working day. She worried about the

    inconveniences brought by going to officeeveryday dealing with traffic in the

    morningand other typical reasons. So she thought it would be practical if she

    would establish a business that will utilize her avocation in cooking. She likes

    food very much.

    3. Name of the business:

    Almas Kiosk. A small carinderia beside De La Salle- College of Saint Benilde

    Angelo King International Center. 2459-B Arellano Avenue, Malate Manila.

    4. Historical background of the business:

    a. Ms. Alma de Leon established the business on November of 2004. The businessis already 6 years old this year. It was until she spotted a vacant lot near

    Angelo King International Center that she became determined to pursue what

    she thought was practical and at the same time lucrative. The nature of the

    business is perfect for the location since it is besideacollege institution, not to

    mention that most of the students take up courses in Culinary Arts and Hotel,

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    Restaurant and Institution Management. AKIC students preferred snacks and

    drinks outside thecampus sincemost of the prices ofgoods in thecafeteria is

    costly. The business would be suited for students who areeconomicand who are

    looking for an affordable place to hang out with friends and classmates since

    tables and chairs arealso provided by the business. (Actually it was where we

    conducted the interview, not minding the other students who take their late

    lunch .)

    At the outset, the business was run by the siblings- she is the eldest. The

    distribution of the roles is not systematic though. Cooking, serving, preparing,

    buying of needed goods, are done by no specific person.However, planning is

    done by the owner herself, Ms. Alma, insofaras she originally thought of having

    such kind of business.

    Until her younger siblings found their own way ofearninga livingand left their

    roles in the business.

    Three other people were needed to take the places of the outgoing three. Thiswas the time when sheasked recommendations from her relatives to serveas

    her helpers in the business. (This will be further told in PART II: HRPLANNING

    AND JOB ANALYSIS).

    The business worked accordingly.

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    5. Mission/ Vision of the business

    a. Insomuch as most of the procedures done in the business are informal it neverhad a defined mission nor vision. As what she always reasons out, it is only

    intended or appropriate for a more formal or medium-sized, in jargon of

    Management, kind of business.

    Ms. Almaasserts readily of it onceasked, nevertheless. Albeit it is never printed

    on a piece of document, and albeit she just said it in aroundabout way, we have

    the gut feeling that the business exists to answer the needs of the students

    about havinga salubriously affordable, worth a single peso coin meal. The vision

    on the other hand seemed reflected on what she told us about the business

    short and long term goals. She kept these hidden words abridged in few

    statements though:The mission I think is for the business to prosper. Its vision

    would be for the business to become a restaurant.

    6.

    Short termgoals? Long termgoals?

    The owner wishes to expand the business in both literal and moral sense.

    Currently it sprawls in a size that can hold only up to six peopleand is arun-of-the-

    mill store of snacks and refresheners. Sheadds that within the span of one to three

    years, in partial fulfillment of her vision to transform the business into arestaurant,

    she wants thegoods she sells to vary. So that when the span ofmore than four years

    has been finally been completed she will finally possess akind ofguts to ventureinto another business ofmore than snacks and refresheners.

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    Part II: HR Planning and Job Analysis

    1. How does she (owner) plan for the human resource needs of thecarinderia?Aside from the financial and material resources she invested on the small

    business, she hopes to bring to fruition her vision for the business from the people

    to staffand operate, she figuratively invested.

    a. How many workers wereemployed when she started the business?As what was previously mentioned, there were four members initially

    needed to maneuver the business.

    b. How many workers arecurrently employed?Currently the business boasts of only two employees.

    i. A 26 year-old male tasked to serve the orders and a 22 year-old male tocook. Ms. Alma serves as thecashierand theaccountant.

    ii. They cameabout working in thecarinderia being recommended by theowners relatives.

    iii. There is no defined classification of workers. Theroles of the workers arenot always observed. The onecooks and the other one serves for just a

    simple reason- they work on a task depending on what seems they can

    do utmost upon. Mostly the business depends on their individual heroics

    when it comes on things under nevermore by their primary tasks. Say for

    example, washing the dishes and sorts.

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    c. Is therea written HR plans for short term needs? Long term needs? Does sheuse forecasting tool to help her in the planning? How does she deal with

    oversupply of labor? Undersupply of labor? PossibleHR problems today?

    Written HR Plans

    It has been said that the business do not pay much attention to preparing

    documents as is it is not necessary for the small business.

    Tool in the Planning

    What appears interesting, nevertheless, is that they are already

    performing, though unaware of, a loosecombination of Trend Analysis and Ratio

    Analysis.

    The owner has the strategy of beingcontingent on theactivities of the

    nearby college institution. The owner hires extramembers in case ofenrollment,

    first day ofclasses, and otheractivities that will invitemore students that will be

    considered as potential buyers, are done by the nearby establishment.Employment primarily relies on the semesters of thecollege. In fact the owner

    had themost number of workers, she never had before while starting, in 2007.

    She hired a number of sixemployees to correspond to the influx of the students

    that year.

    In terms of Trend Analysis, to elucidate for instance, she has a certain

    amount of sales last semesterand has acertain number ofemployees, and whenit is the first semester ofa year, she would hireadditional worker to keep up

    with the increasing sales. As the customers increase in number there is

    additional worker hired as well. That describes Ratio Analysis.

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    Dealing With Oversupply/Undersupply of Labor

    She never experienced oversupply nor undersupply of labor. The

    employees actually are the ones who decide to leave the business for reasons

    personal. Ms. Alma neverexperienced to be in themiddle ofa dilemma whether

    to hire or firean employee. The business is apparently run informally. The owner

    is kind of subjective, in fact, even at occurrences, for instance, an employee

    shatters a plate whilecleaning it. Unlike in thecorporate world such occurrences

    would mean deductions on the salaries or even leaving the company as the

    worst to happen. But it holds untrue within the four corners of the small

    business firm of Almas Kiosk. Ms. Alma would treat it just something like a

    matter ofan accident in a home.

    HR Issues

    It is expected from the small business to experience a number of HR

    issues insofaras matters are observed very informally orcasually. Theattention

    is directed towards steps to gain more income as soon as possible instead of

    procedures to undertake to obtain amore than good performance.

    There appears absence of specific roles, policies, and regulations.

    Therefore, Ms. Alma experiences handling hiring not cognizant of the proper

    rules associated with hiring the right person at the right timeand at the right

    place.

    Before, when she handled more than two workers, she had female

    workers.But male workers still dominate the small business establishment. Ms.

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    Alma noticed that some of the workers were not doing their jobs assigned to

    themas they should, but rather they were wasting time in courting thegirls and

    eventually having disputes with each other in view of jealousy.

    This is not a defined company so strict policies do not exist.

    Despite the anticipated problems it is a wonder that these do not

    compromise the harmony between the staffand thecustomer. There was only

    one incident in the history of the business that it needed the owner, Ms. Alma

    herself, to confront a condescending Benildean customer. It was settled right

    away though. Thanks to the pleasingand professional character of the owner.

    2. Does she havea written job description forall the positions in thecarenderia?a. Pleaserequest foracopy for documentation. If she does not have, guide her

    in writinga Job Description.

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    Division/Depart

    Management

    Location 2459-B Arellano Avenue, Malate Manila

    Job Title Kiosk Owner

    Reports n/a Title n/a

    APPROVED BYn/a

    Titlen/a

    DATE POSTEDNovember, 2004

    DATE HIREDNovember, 2004

    3. Job Analysis Form

    Quantity, Preference or SkillRequired Desirable

    Notes about why the quality, preference, or

    skill is important to you.

    Initiative (quality) The employee should be able to know how to

    respond to the customers even without

    supervision.

    Flexibility (quality) Employee should beable to adapt and do severaltasks just in case.

    Technical Leadership (quality) The ownergives theemployees full responsibility

    whenever she is not around.

    Responsibility and independence

    (quality) Ever

    Every employee should be able to have these

    traits.

    Able to work on multiple projects

    at one time (preference)

    In case ofemployees absence, otheremployees

    should beable to fill in that shoeand do multiple

    task.

    Goal-oriented (preference) Every employee should abide with theirgoals.

    Passion for learning (preference) Employee should always be eager to learn newthings.

    Team Work (preference) Team work is important especially in a fourman

    carinderia.

    Excellent communication skills

    (skill) Communication is thekey to any business.

    Able to handle projects of varying It is an additional edge for theemployee.

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    scope (skill)

    Influence and negotiation skills

    (skill) Mostly used by the owner of thekiosk.

    Problem-solving skills

    (skill)

    Working in acarinderia is mostly on the physical

    aspect than themental.

    Punctual (quality) Early bird catches the worm.

    Honest (quality) Builds trust between the owner and his

    employees.

    Loyal(quality) Employee has the freedom to stay or leave the

    carinderia.

    Job Analysis Worksheet: Employee

    Who interacts with this person?

    How many roles does this person have in this job?

    What level is (or what level are you willing to pay for) this role?

    Whats themanagement component?

    The owner and the

    customers interact

    with theemployee.

    Take orders, serve the

    orders, and wash the

    dishes.

    It depends on the

    managers decision.

    What are the jobs activities and deliverables? To satisfy the

    customers needs and

    wants

    Essential qualities, preferences skills:

    Consider Initiative, Flexibility, Communication skills, Able to handleprojects of varying scope, able to work on multiple projects at one time,

    Influenceand negotiation skills, Goal orientation, Technical leadership,

    Problem solving skills, Responsibility and Independence, Passion for

    learning, Teamwork

    All

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    Desirablequalities, preferences, skills.

    Consider the otherattributes.

    Able to do multiple

    works e.g. cook, take

    orders, financing

    Essential technical skills. Consider these areas: Technology skills,Domain expertise skills, Industry experience, Core technical skills Technology skill.

    Desirable skills: Are there technical skills that are not essential, but are

    desirable?

    Mathematical skills

    Minimum Education or Training Requirements None

    Part III: Recruitment and Selection

    1. How does sherecruit a worker for thecarinderia? It would begood to askabout theprocess involved in therecruitment.

    a. Ms. Alma recruits a worker for the carinderia primarily by means ofrecommendations from her family and relatives. There is no defined basis for the

    hiring- full-time, part-time, nor contractual. It depends on the employees

    themselves. The owner is rest assured that the hired employee has what it takes

    insofaras they were suggested for them by herkin. There is no further process in

    therecruitment.

    b. Ms. Alma interviews personally the recommended employee in an informalmanner. It is like havinga tea orcoffeeat Starbucks. Sheasks no document to

    submit before the workercan start working-even birth certificate, bio-data, and

    sorts. Recommendation of the family and relatives is convincingenough.

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    c. Background check is never done for the simplereason the owner perhaps knowsalready where the worker is from, his state in life, and the like, in view of the fact

    that the workercould beclose with the family already. The workeralready has

    the trust of Ms. Almaand it would practically be proven his skill to contribute in

    the business-at the time of hiring.

    Part IV. Training and Development/Performance Appraisal/ Compensation

    1. Does the business haveany informal/formal trainingactivities for the workers?What are they? If none, pleaseask how she trains her workers.

    The workers are trained personally by the owner. It is done personally since

    seldom it happens that more than oneapplicant is hired. The duration of training spans

    for three weeks. The training is segmented into three parts and the span ofeach relies

    on the skill of theapplicant:

    a. Observationb. Assistingc. On-action

    Objectives

    a. Observation Objectives To beable to learn how acustomer orders and what is the proper way to serve

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    b. Assisting Objectives-To beable to know in what effective way will theemployee prepare the orders

    c. On-action Objectives-To beable to learn how to be surefooted enough to respond to thecustomers

    Instructional method

    Appropriate instructional method known to be very effective are games, role

    play, problem solving/lab, simulation, project, guided laboratory, field trip, team

    project, laboratory, group discovery, cooperativegroup learning, think tank/brainstorm,

    apprenticeship, seminar, demonstration, oreven havingacase study.But none of these

    costly instructional methods she uses.

    Sherelies heavily on what she believes effective since tried and tested already by

    her.

    a. Observation- Theapplicant will simply observe theenvironment of the business.He/she will

    see how transactions are done.

    b. Assisting- Theapplicant would know how to prepare the orders asked by thecustomers by

    assisting thecurrent employee.He/she would witness the what-s and how-s of

    the business.

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    c. On-action- If the time has come that theapplicant has already learned the previous stages,

    he/she will do it on action- the real way of doing it his/herself- in themidst of

    real customers.

    Effectiveness

    Effective, yes. Theapplicant would usually experience, as what Ms. Alma would

    term it, taranta effect.But very soon theapplicant gets used to it.

    2. How much does she pay for her workers?

    She said she gives salary to the 22 year-old, who cooks about P6, 000.00 a

    month, whereas for the 22 year-old serverearns P4, 500.00 monthly. The first oneearns

    the bigger insomuch as he has worked already there longer than the other. Apparently,

    the wages are of bigamount compared to the usual blue-collar workers. It is one thing

    theemployees enjoy about though they are not employed in amoregrandiose business

    firm like that ofan office. The store opens 7:30 in themorningand closes 8:00 in the

    evening-more than 8 hours but there is no heavy traffic that stresses them since they

    only live streets away. Thereare no other flamboyant incentives likecommissions and

    bonuses, SSS and Pag-Ibig incentives, recognition program, pay strategy, nor other

    glamorous non-monetary benefits to the workers, as for the simplereason that this is

    not a formal office business in the first place but amerecarinderia.

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    But in theeyes of theemployees they feel beloved and indebted as well for the

    owner because of these:

    - Freemeals- from breakfast to supper- 13thmonth bonus- Free uniforms and shirts- Freemedical help- And even free fare (P16.00 backand forth)

    See. We hope that all of themoreelegant business firms in the Philippines are

    run by humanitarian owners like Ms. Alma de Leon.

    PART V. RECOMMENDATIONS

    Part I Vision/Mission

    The owner basically doesnt have any formal or written mission and vision for she

    considered it to be for themedium sized business. Thus werecommend these short statements

    as theirmission and vision that could guide them.

    Vision To bea well known restaurant for students and food savvy.

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    Mission We cater the best, safeand delicious food that is perfect for the students

    limited budget.

    Part II Planningand Job Analysis

    Based from our interview the owner didnt have any problems with their job

    distribution. Three workers areenough for thecook, the waiter, and the dishwasher.

    Our only recommendation would be that they should somehow havea formal way of

    job analysis like interviews. Although this would becomea tedious job, this would surely help

    them to discern and pick theright applicant for the job.

    Part III Recruitment and Selection

    The owner hires their workers through recommendations or through family ties. They

    do not requireany documents and background checks for the owneralready knows where the

    applicant is coming from because of therecommendation from herrelatives or friends thus she

    only relies her trust toward the applicant. There is also no definite full-time or part-time

    employee, she lets theemployee decide whether he wants to stay orgo.

    Our recommendation is that the owner should try to do proper background check or

    interview with theapplicants even though they already know each other. These shows to the

    applicant that their job application is taken seriously and it can help the owner to betterchoose

    theright applicant.

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    Part IV Trainingand Development/Performance Appraisal/Compensation

    The ownergives theapplicant three weeks of training in theirkiosk by observing what

    the otheremployees do in their work, by assisting other workers and learning how to respond

    to the customers. And after 3 weeks the applicant should be able to know what to do and

    handle the job at theirkiosk.

    The only recommendation that wecould give to is by havinga traininggoal or objective,

    by having thesegoals they could assure that the training is well-guided and effective.

    For the performanceappraisal, the owner doesnt haveany formal way of performance

    appraisal; she just gives salary increase to heremployees who have been working with her the

    longest, who seemed themost excellent in performing his/her job.

    Ourrecommendation is that at least for the newly hired employees, they should beable

    to grade orrate the new employees performance by means ofan evaluation form or by just

    givinga set ofcriteria that could tell if they are doing the job efficiently or not.By this they

    could identify the performance of theiremployees.

    Lastly, the kiosk doesnt have any compensation like SSS, PAG-IBIG or PHILHEALTH

    because the owneragain considers it only for themediumand large-sized businesses.But she

    gives her employees a lot of free benefits like: free meals, 13th

    month bonus, free shirts,

    medical help and even free fare.

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    Sources for Recommendations:

    http://www.shrmindia.org/human-resources-mission-statements

    http://www.careerplanner.com/Job-Descriptions/Registered-Nurses.cfm

    http://moodle1.dls-csb.edu.ph/course/view.php?id=1212

    http://www.jrothman.com/Templates/JobAnalysisTemplate.pdf

    Human Resource Management, 2/E, Lawrence S. Kleiman. Copyright 2000 by South-

    Western College Publishing

    http://www.wordtemplates.org/business-word-templates/job-description-template/

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    PART VI: PHOTOS

    (From Left to Right) Ms. Alma de Leon, Rj Cabillo, Jelo Pacifico, Edison Navarro

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    (From Left to Right) Ms. Alma de Leon, Rj Cabillo, Jelo Pacifico

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    (From Left to Right) Ms. Alma de Leon, Rj Cabillo, Jelo Pacifico, Edison Navarro