Xavier University Ateneo de Cagayan
Jollibee Dv Soria
A research methodology for Jollibee
Dv Soria’s HR problems regarding with the employees work performance
Submitted By:
Canaza, Odessa
BSBA 3
Submitted To:
Dr. Jimbo Fuentes
professor
August 2013
Table
of Contents
Cover
Page . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i.
Table of Contens . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii.
I. Company Profile . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . .
. . . . 1 – 4
Background
of the Company . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . 1 – 2
Year
Established . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . 3
Owner . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . 3
Mission &
Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . 2 – 3
II. Statement of the Problem. . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . .
. . 5
III. Solution Approaches . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . .
. 6 – 11
TNA (stage one) . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 – 7
Planning (stage
two) . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . 8
– 9
Implementing (stage
three) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 – 11
Evaluation (stage
four). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . 11
IV. Summary . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . 12
V. Recommendation . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . 13
VI. Conclusion . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . 13
I.
COMPANY PROFILE
Jollibee is the largest
fast food chain in the Philippines, operating a nationwide network of over 750
stores. A dominant market leader in the Philippines, Jollibee enjoys the lion’s
share of the local market that is more than all the other multinational brands
combined. The company has also embarked on an aggressive international
expansion plan in the USA, Vietnam, Hong Kong, Saudi Arabia, Qatar and Brunei,
firmly establishing itself as a growing international QSR player.
A company that values family
Jollibee was founded by
Tony Tan and his family with its humble beginnings as an Ice Cream Parlor which
later grew into an emerging global brand. At the heart of its success is a
family-oriented approach to personnel management, making Jollibee one of the
most admired employers in the region with an Employer of the Year Award from
the Personnel Management Association of the Philippines, Best Employer in the
Philippines Award from Hewitt Associated and a Top 20 Employer in Asia citation
from the Asian Wall Street Journal.
Aside from promoting a
family oriented work environment, the brand’s values also reflect on their
advertising and marketing. Jollibee knows their target audience very well: the
traditional family and all communication materials focus on the importance of
family values, making Jollibee the number one family fast food chain in the
Philippines and a growing international QSR player.
A Well-Loved Brand
Customer satisfaction
has always been key to Jollibee’s success. Never losing sight of its goals,
Jollibee has grown to be one of the most recognized and highly preferred brands
in the Philippines. Now the market leader among fast food chains in the
Philippines, claiming a market share that totals to more than half of the
entire industry.
Great tasting products and quality
systems
Jollibee’s growth is due
to its delicious menu line-up – like its superior-tasting Chickenjoy,
mouth-watering Yumburger and Champ hamburger, and deliciously satisfying
Jollibee Spaghetti -ably complemented with creative marketing programs, and
efficient manufacturing and logistics facilities. It is made possible by
well-trained teams that work in a culture of integrity and humility, fun and
family-like. Every Jollibee outlet welcomes customers with a clean and warm
in-store environment and friendly and efficient service.
Widest store network in the
Philippines and an emerging global player
Jollibee is the largest
fast food chain in the Philippines, operating a nationwide network of more than
750 stores. A dominant market leader in the Philippines, Jollibee enjoys the
lion’s share of the local market that is more than all the other multinational
brands combined. The company has also embarked on an aggressive international
expansion plan, and currently has 80 stores outside the Philippines-USA (26),
Vietnam (32), Brunei (11), Jeddah (7), Qatar, Hong Kong, and Kuwait (1 each),
firmly establishing itself as a growing international QSR player.
A Triumph for and of the Filipino
and a source of Filipino pride.
Jollibee dedicated its
continuous success to the Filipinos who have been there from the very start. Jollibee is so well-loved everytime a
new store opens, especially overseas, Filipinos always form long lines to the
store. It is more than home for them. It is a stronghold of heritage and
monument of Filipino pride.
Values
·
Customer Focus
·
Excellence
·
Respect for the Individual
·
Teamwork
·
Spirit of Family and Fun
·
Humility to Listen and Learn
·
Honesty and Integrity
·
Frugality
Mission
To serve great tasting food, bringing the joy of eating to
everyone.
Milestones / History
1975
·
Mr. Tony Tan and his family opens a Magnolia Ice cream parlor at
Cubao. This is later to become the 1st Jollibee Outlet.
1978
·
Bakery is established in Cubao.
·
Jollibee posts 1st year sales of P2 million
1979
·
Spaghetti Special is introduced
·
1st Franchise owned store opens at Ronquillo Sta. Cruz.
1980
·
Jollibee launches its 1st TV commercial.
1985
·
Jollibee becomes the market leader of the fastfood industry.
1986
·
Sales of 570 million pushes Jollibee into the elite Top 100
Corporations.
·
Jollibee opens 1st fast food outlet in Brunei, marking its entry
into the global market.
·
Tony Tan is named one of the Ten Outstanding Manilans.
·
Jollibee wins the Anvil Award for outstanding PR campaign in
relation to the achievement of marketing objective with its Filipino Talents
campaign.
·
2nd Brunei store opens.
·
Balut and Ligaw TV commercials wins the Kidlat Award in the
Service and Leisure Products category during the 11th Philippine Ad Congress.
·
Jollibee sales hit P1.3 billion marks, first fast food chain to
surpass billion-peso sales mark.
1990
·
Jollibee post sales of P1.8 billion.
·
Jollibee receives the Excellence in Marketing Management Award
from the Asian Institute of Management.
·
Jollibee sales hit a whopping P2.65 billion.
·
The Lola TV commercial wins the Grand Araw Award and an award of
excellence for the promotion of Filipino Values during the Philippine Ad
Congress.
·
Jollibee sales hit the P3.365 billion.
·
Improved softserve ice cream line by offering fruit flavored ice
cream.
·
Jollibee wins the Employer of the Year Award.
·
Opened 50 stores nation-wide; total of 350 stores.
AT PRESENT.
·
Jollibee opens its 400th store in Intramuros. JOLLIBEE wins Award of
Excellence in Philippine Quill Awards for Media Relations Program(30th
anniversary campaign).
1.
JOLLIBEE bags CMMA and three Araw Values Award.
II. STATEMENT OF THE PROBLEM
1. As one of the known fast food chain in
the city, Jollibee Dv Soria seeks to satisfy their customer not only with the
products they offer but also through their services. However, some employees
tend to have an inappropriate communication style towards their customer due to
such actions, the tendency ao a decline in their reputation is possible to
happen.
2. In order to compete with other organization a business such as Jollibee Dv Soria, is required to set
their standards but an employee who has a slow response to work request &
an untimely completion of assignments is a factor that can cause them to reach
their standards. By that the overall outcome of the company’s productivity is
affected & might be the reason for them to lose their edge in the
competition.
3. As a company founded by a Filipino, a branch of Jollibee
that is located in the Dv Soria of Cagayan de Oro City promotes a family
oriented work environment. Yet, newly hired employees somehow manage to avoid
their coworker or having the isolation-type of behavior. As a result, a deterioration
in communication activity that is needed for team-building & maintenance
for productivity occurs.
III.
SOLUTION APPROACHES
Having those three (3) listed problems as our main problem, the
organization must look for a definite solution to finally put an end to such
short-comings.
a.
Training Needs Analysis
– FIRST APPROACH
Before solving those problems that occur in the organization the
HR or the assigned manager must first
analyze what must needed to be done, what are the reasons for such trainings,
the goals & strategies, why they need to undergo training and who needs to
be trained.
1. Organizational analysis
The main goal of
Jollibee Dv Soria is to increase productivity, increase productivity, satisfy
their customers and be ahead of their competitors. Must be focused on what the
organization wish to attain.
2.
Task Analysis
Before anything
else, task analysis is needed. It is by observing how the employees performs
their work. Jotting down notes regarding to what field needs a greater
attention.
3.
Person Analysis
The final phase
of the TNA (Training Needs Analysis)
is the person analysis. The HR/the assigned Manager can’t complete the TNA
without proceeding to this stage.
In this step, the
full performance of the employee is being observe. Gathering information about
the observed employee is highly needed by asking questions or acquiring
feedbacks from the customer on how he/she respond to them, and from coworkers
on how he acts in the workplace. By these information the HR/Manager will now
know whether he or she needs to be trained.
There are other factors that contributes to the TNA which
is also useful for an organization to use as a tool in gathering the required
information that aids them in their decision making.
1.
Ensuring employees
readiness for training
An employee that
is not ready for an incoming training is just a waste of time and money. The
HR/Manager must conduct an interview or even prepare a questionnaire to know
what might be the feedback of the employee and how ready they are to engage in
such activity.
2.
Creating a learning environment
Managers/HR must
acknowledge their employees to attend training sessions, explain to them what
are the outcomes of the training and must look for a place where everybody can
focus with all the matching tools or materials that will accompany them in
acquiring all the newly imparted knowledge.
3.
Ensuring transfer of
learning
After the
lectures the most soul of the training is to conduct an on-hand activity. Some
jobs when it comes to lecture it would seem to be so easy but in the actual
performance what looks to be so easy in the lecture seems to be the opposite.
So HR/Manager must conduct an on provision activity where employees must apply
their knowledge to the real thing.
b.
Planning the training –
SECOND APPROACH
After gathering
all the relevant and needed information, the second approach the HR/Manager
must do is to plan for the training.
The important
factors that the HR/Manager must consider is not just how to deliver the
activity but also in documentation, reserving the appropriate space, assigning
the instructors, speakers or resource persons then securing the necessary
funding to conduct the training.
To make it easier,
HR/Manager must prepare a planning table that can organize his plans or ideas
for the incoming event.
Note :
( The planning table is presented in the next page )
PLANNING TABLE
|
TRAINING GOAL
|
LEARNING OBJECTIVE
|
LEARNING METHODS/ACTIVITIES
|
FACILITIES, RESOURCE PERSON
|
BUDGET
|
|
|
1.Developing interpersonal relations.
2.Work efficiency
3.Cooperation
4.Conflict Resolution
|
1.Exhibit
the required skills that contributes to productivity.
2.Develop
knowledge in time management.
3.Enhance
their communication skills.
4.Able
to adopt the work atmosphere & contributes knowledge that can increase
productivity.
|
1.Lectures
 2.Workshops
3.Team-building
sessions
4.on-hand
sessions
5.Solving situational problems.
|
For
facility
1.choice
of venue ( whether OJT/Off-Site training )utilize the
possible resources to minimize cost.)
2.Audio/Visual
equipment
3.Hand-outs
4.Pencil
5.
Snacks & Meals
|
For
Resource person
1.Accomodation
2.Experience
in many fields (knowledgeable)
2.Good
Delivery
3.Charismatic
& Motivational
4.Transportation
|
Following
expenses must be given budget approval
from the Finance Department.
|
c.
Implementing the
training – THIRD APPROACH
Putting the plan
in-action is the third approach that the HR must do. It is the most hardest
part among the 4 training cycle. One small step may lead to the failure of the
program or a success, but, all must prefer the latter. So the HR/Manager must
be careful with their actions when it comes to implementation.
This approach can
be done in two (2) steps :
1.
Practical Administrative
Arrangements
Before starting the training sessions,
HR/Managers must check whether the needed equipments, facilities, Resource
Persons & materials in carrying out the session are all set & ready.
2.
Carrying Out of the
Training
They said that
the success of the training is on the hands of the trainer, well, I agree with
that statement. Trainers that are not prepared mentally & physically can
also jeopardize everything & all the preparations for the training session
would be put into waste. See the importance already?
Now the trainer
must begin the session by introducing his/herself, greeting the participants,
explaining why they are here & by giving them an overview of the program
--- topics to be covered, kinds of training activities, time schedules, setting
up a group norms, house keeping arrangements, flow of the program, how
questions will be acknowledge and responded.
The trainer must
also established an understanding or agreement between the trainee.
·
The trainer must give them an ice breaker.
·
Puts an emphasis on trainees comments & opinions.
·
Start the session promptly.
·
Using familiar examples (that
can be applied to their natures work setting)
·
Must use different approaches/teaching techniques.
·
Must impart some motivational message.
d.
Evaluating the Training
– FOURTH APPROACH
The last approach
that completes the training process is the evaluation part. This is the time
where trainees are handed out an evaluation form at the end of the session. By
this the HR/Manager will know if further improvements must be done by the
feedbacks gathered from the evaluation form.
There are three (3)
other steps in evaluation :
1.
Learning that occurred
This is a stage
where not only trainers, facility & how the program go is being evaluated
but also the trainees. By conducting an examination, the HR/Manager will know
the percentage of learning a trainee acquired or even by evaluating them on how they impart
their knowledge from the training to their actual job performance.
2.
Behavior Changes
Evaluation is not
only based on their actual performance or the score they’ve got from an exam,
but also through their behavior how much they’ve changes / improvement towards
their job.
3.
The impact on Corporate
objective
Evaluation also
takes form on the return of their training investment . in this part,
HR/Managers measures the outcomes of the training, how the employees newly acquired
knowledge contribute to the success and betterment of their company by being
productive and attaining their desired goals.
IV. SUMMARY
This paper entails a case of Jollibee Dv
Soria’s 3 HR problems toward the employees work performance :
1. Inappropriate communication style
towards customer.
2. Slow response to work request and an
untimely completion of assignments.
3. Newly hired workers tend to have an
isolation type of behavior.
The methods used in
solving this given problems are by orderly following the 4 training cycles.
Therefore
the HR or the Manager assigned must follow what is recommended for if the 4
Training Cycle is applied properly it would surely result to a satisfactory
outcome.
V.
RECOMMENDATION
The
following problem in Jollibee Dv Soria are presented with matching solutions. It’s
not advisable to choose only 1 amongst the 4 given solutions for they are all
interrelated with each other. They need to be used accordingly or in a step by
step process.
what we are dealing here is about the
concern of the HR or the assigned Manager on how to improve the productivity of the
employees that needs training, and to be able to meet with their expectations
the HR/Manager should really do follow the solutions.
VI.
CONCLUSION
Such little short
comings that is taken as harmless is menace to the organization. Even if the
problem is small the HR or the Manager assigned must still give an attention in
the concerned field and employees under it to develop and eliminate the factors
that hinder them from being productive.
If these short-comings are left unattended might be lethal to the
organizations status/reputation and may somehow lead to failure.
So, it’s better to take
precautions by monitoring every department & its employees from time to
time, giving them the trainings they needed to avoid the unexpected to happen.
