Case : GOLDEN WHEAT BAKER Goals: Know and diagnose the situation of human resources of a company
Question:
Case : GOLDEN WHEAT BAKER Goals: Know and diagnose the situation of human resources of a company through through the development of an audit process. Propose a set of organizational strategies that allow correcting and/or improve the situation of a company, based on the results of an audit of human Resources.
GOLDEN WHEAT BREAD MACHINE Panificadora Trigo Dorado, is a company founded in 1960 by brothers Hernandez. At present, it has 100 employees. The Mission as a company is the production, marketing and distribution of high quality products. Its star products are normal bread, bread white, wholemeal bread, sliced bread with and without crust, white biscuit bread and comprehensive. It currently has a single production factory located in Alicante, where they are known and valued. Among its short, medium and long-term plans is the idea of expanding its area of marketing and distribution as well as diversify its products towards pastries and if all goes according to plan open a second factory.
Corporate values are based on innovation, the development of new products, process improvements and the creation of a management model of the HR of the company. Effort is valued and performance is rewarded. evaluated by the hierarchical superior once a year in a more or less informal way without following any specific scheme or model and links are strengthened relational.
The organizational culture of Trigo Dorado is characterized by transparency, ethics, and internal equity. Currently Pedro Hernndez is the president, who intervenes In most of the decisions that are made in the company, his brother Alvaro is the Director of Operations; Lucas Hernndez is the Commercial Director and Paula is the daughter de Pedro Hernndez is the Director of HR and labor relations. Organizational structure The director of operations brings together the Quality Department, the production department and the shopping The factory works 24 hours a day with 3 shifts. In each turn there is a Manager with middle management category. below those responsible there are specialists and operators. The current turnover in the factory is 10% and although it is intended to improve this moment percentage it is important to have enough personnel in the quarry so that they do not production is affected. The rate of absenteeism last year was 10% and this year it has increased to 18%, which is of great concern. The Economic/Financial department is directed by Isabel, the right hand of the president. Isabel is in charge of an Accounting Technician and a Technician in finance. The Sales and Marketing Department directed by Lucas is in charge of the head trade and this, in turn, to the trades. Salespeople have an average salary of 27,000 euros, regardless of bonuses for achieving objectives, Of course. Lucas is convinced that everything would be better if there were a description of clearly and asks Paula over and over again. She is she complains that protocols that typ are not used later, as happened when an assessment of positions to place the managers of the company in the average of the remuneration percentile of your sector.
Paula, as director, is in charge of the selection and training technician and the responsible for personnel administration, labor relations and PRL (this was created function, since last year there were some incidents). The control of payroll and other administrative procedures is outsourced to an agency of a family member of the financial manager of the company. In this regard, little else is known. All the employees of the company are on staff, only 5 workers have contract for termination of service, the rest are indefinite. It is considering the Possibility of having an ETT to carry out specific tasks, but in principle there is nothing at all. Normally everyone who enters and exceeds the trial period stays in the company; only one case is known that was not so. The HR department, aware of the importance it implies for the company that its staff have the appropriate skills to develop his position effectively, he carries out the training plan every year. This plan of Training is usually linked to the company's strategic policy, although there is a series of star courses that are taught every year. Sometimes they have coordination problems because the calls for courses and the control of said plan is not computerized. Some 50 courses were carried out, of which 1/3 were internal and the rest were taught by External consultants. 65% of the training has been training actions dedicated to improving the current performance. 15% have been reception actions, special relevance is given to the actions designed to promote knowledge of the internal regulations of the company and the dedicated to promoting culture. The remaining 20% are actions dedicated to the professional future. 90% of the courses are taught in the rooms designated for this purpose by the company.
Of the 100 workers on the staff, 80 have attended training. 50% of they are from the production area, 10% from the Quality area, 20% from the sales and marketing, 10% from the economic and financial area, 5% from resources humans and the remaining 5% to computing. The company's salary mass in the previous year was 4,400,000 euros. He money destined for the training plan was 0.7 of the wage bill. The hours worked according to agreement are 1780. Only commercials and managers have a variable within their salary. is rest has fixed remuneration, increased by three years in the company, and by correturnos (night). Overtime is only paid in production / operations, having increased their number by 25% in relation to the 3 previous years. Comment also that there are 14 women on the staff. 800 hours of training were carried out. 70% of them were face-to-face training the remaining 30% was dedicated to distance training. The number of hours of training has been distributed equally among the different professional categories that are: Managers, Middle Managers, specialists and workers. The selection processes are carried out at the request of the managers of other departments that contact either Paula or the technical selection and training, as needs arise. The recruitment sources used are usually a database that has the company and sometimes there is an ETT. In the last semester, 4 operators were hired and a couple of years ago the category managerial professional has not undergone any change (their average age is 50 years) No consists of their preparation. There is no established process for performing This selection activity is sometimes done from within, other times it is not. normal is that people come to the offices, leave their CV and when someone is needed they act.
Last year there were 2 work accidents; one very serious, the other superficial. Between Both of them lost around 700 productive hours. A secretary enjoys Reduced workday due to maternal reasons. The increase in production last year was 4%; the cost of personnel increased by 8%. These data are in the average of the evolution of companies similar in the sector. Last year a promotion and succession plan was established as the company began to show an increase in the average age from Intermediate management up, which had to be stopped before it was too late. To date it has never there has been a strike and when something needs to be communicated to the staff, it is done via the bulletin board announcements or the immediate hierarchical superior gathers his crew and tells him what he has what to tell them In fact there is no union representative among the workers. It It is true that in this company the layoffs that have occurred have been due to the termination of contract, or because the worker has asked to leave. It is proud that You have never had to go to the magistracy in any dismissal process. The expansion of the company leads to the need to anticipate transfers. The company is going to start a very abrupt expansion process and the department of RR.HH in its eagerness to align itself with its objectives and in an attempt to To professionalize the function, the following tasks are proposed.
It is requested: 1) Audit the company following the COP/IE model (93). 2) Complete the matrix of indicators. 3) Make a diagnosis of the situation (strong and weak points). 4) Propose an Action Plan.
Auditing A Business Risk Approach
ISBN: 978-0538476232
8th edition
Authors: Karla Johnstone, Audrey Gramling, Larry Rittenberg