A Research Methodology of Jollibee Dv Soria's HR Problem regarding with their Employees Work Performance

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.