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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
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