Strategic human resources plan

Historical Review of the Strategic Human Resources Plan in the Dominican Republic

In 2000, a group of businessmen decided to establish an Industrial Group in the city of Santo Domingo that would be dedicated to making food and offering it to the national market.

Over the years, said Group expanded the range of products offered to the Dominican consumer, producing new varieties and partnering with other international companies. This included expanding both the distribution and the physical structure of the company.

It has departmental divisions, highlighting the work of the Human Resources Management at the corporate level. This division is responsible for designing and executing policies and procedures in accordance with the strategic plans of the organization, rationalizing and advising the areas of the different subsidiaries of the Group, in order to seek equity and a satisfactory work environment for good performance and optimal use. of human potential.

Values

Quality at workTeamworkContinuous trainingMutual respectCommitment at workProfessional ethicsInnovationResponsibilityValues by StakeholderStartersProfessional EthicsQuality at workTeamworkInnovationContinuous improvementCorporate prestigeEmployeesRecognitionContinuous trainingMutual respectCustomersServiceQualityRappiness in Corporate Responsibility (Service Consultants)

Offer high quality groceries that bring the maximum added value to our customers, at competitive prices, through a team of highly motivated people committed to offering excellent service.

Corporate vision

To be leaders in the grocery industry at the national level and in the Caribbean region, permanently satisfying the needs of our customers.

Mission of the Human Resources Department

Guarantee the recruitment, development, stability and permanence of suitable employees for the different areas of the institution.

Vision of the Human Resources Department

Attract and retain highly qualified personnel through an excellent Human Resources motivation program.

Human Resources Department Strategies

Staff quality Continuous training Effective organizational communication Modern Human Resources management

Critical Strategic Human Resources Areas

Recruitment Selection Staff Development Management Systems and Programs Organizational Climate

Analysis of the internal environment

Strengths:

Reliable Leadership Continuous Improvement Support From Top Management Advanced Technology

Weaknesses:

Deficiency in the categorization of health insurance Loan plans are not fully complied with Non-compliance with the agreement on annual salary increases.

Opportunities:

Ability to make strategic alliances to train personnel Access to modern and technological administration systems High turnover of qualified personnel in competitors Bankruptcy processes of other companies Phenomenon of globalization.

Threats:

Loss of valuable employees due to counter offers. Possibilities to hire "spy employees." Leakage of valuable internal and external information.

Analysis of the external environment micro - Threats From Potential Competitors:

Currently there may be rivalry with the Human Resources departments of other large corporations, who want to hire the most trained or experienced staff, like us, to fill the vacant positions.

Macro external environment analysis

Political And Legal Environment:

One of the points that currently affects this sector and that is creating uncertainty and controversy, is the increase in taxes (ITBIS), as well as the rise in prices of basic necessities, transport and public services.

This tariff increase contributes in a certain way to the decrease in employment levels and quality of life in the Dominican Republic, affecting all company employees and by not having continuous plans for salary increases according to inflation, the awarded packages would not be so attractive.

Demographic Environment

At present, the Dominican Republic has accelerated population growth.

This contributes so that our company dedicated to the production and commercialization of mass consumer products has more demand and has a greater growth, requiring the hiring of more qualified personnel to satisfy the demands of the market.

Social Environment:

Consumers are satisfied with the quality of the products offered.

Our company is characterized by the development of a large number of activities in favor of the community and different sectors. For this reason we are positioned in the minds of consumers increasing the demand for our products, this is the result, on the one hand, of an arduous teamwork made up of highly qualified individuals identified with the organization.

Macroeconomic Environment:

Sustained macroeconomic growth is observed in the country that took hold a few years ago.

This has strengthened the growth of different industries and new markets that require the support of people willing to collaborate with the achievement of the company's objectives and with an open mind to adapt to the changes that occur in the different areas.

Technological Environment:

Together with the economic advances that have developed in recent years in the Dominican Republic, even faster is technological advance. This has led to modernizing and facilitating many processes. Furthermore, with globalization, giant steps have been taken in the aspect of information changes and communication simplification, allowing the application of new administrative methods.

Possible Trends

Population growth Increase in demand for products New markets growth Technological advances

Possible Premises

Tax increases affect the work environment and working conditions of employees, if the company does not take action on the matter.

If our company does not prepare for the changes that are being observed worldwide, it will disappear, if we do not have a staff that adapts to the environment, both internal and external.

The company must be at the forefront in terms of technological advances, in order to compete with its rivals.

The company must match its production to market demand to effectively serve consumers

Critical Strategic	Interesting Ideas	Long-term goals
Recruitment and selection	1.- Continuous improvement makes the company attractive to qualified professionals who rotate from the competition.	Manage to develop adequate techniques that allow us to provide the company with qualified human resources at the right time. Manage to implement techniques aimed at finding the right person for the right position.
Personal development	1.- The fact that Human Resources managers have reliable leadership gives them the ability to make strategic alliances for staff training. 2.- The support of Senior Management facilitates the execution of strategic alliances for the training of personnel.	Have a complete training plan for staff preparation for 2004.
Administration Systems and Programs	1.- Continuous improvement facilitates access to modern and technological administration systems. 2.- The advanced technology that the company possesses allows modern administration systems to be applied in it. 3.- The support of the Senior Management benefits the implementation of modern and technological administration systems.	To have administration systems and programs that guarantee a modern management of human resources by 2004
Organizational climate	1.- Improve life insurance plans to avoid the loss of employees due to counteroffering. 2.- Evaluation and update of the loan plans for their fulfillment in order to motivate the employees with the same. 3.- Develop a more regular salary increase plan, so that employees are more satisfied.	Achieve a favorable organizational climate that contributes to the good performance of the company's employees for 2004.

(1) Long Term Objective:	Manage to develop adequate techniques that allow us to provide qualified human resources to the company at the right time
Main events	Responsibility	Calendar	Means	Monitoring Mechanisms
	Primary	Support for	Start	Final	Capital	Opert.	Human
1.- Conduct an investigation of all internal and external sources to attract the most qualified individuals	RR. H H.	All departments and external consultants	2002	2004		45,000	50 H.	Report of the investigation carried out.
2.- Develop the different job descriptions for each department of the company.	RR. H H.	Departments corresponding coughs.	2002	2003		1,000	300 H.	Human Resources Manual containing the descriptions of each position.
3.- Make use of an information system to register the data of the possible candidates.	RR. H H.	Systems	2002	2004	25,000	36,000	150 H.	Elaborate information system.
4.- Implement a promotion program to support the recruitment process "Talent Hunters".	RR. H H.	Relations Public	2002	2004		30,000	150 H.	Promotion Schedule

(2) Long Term Objective:	Successfully implement techniques aimed at finding the right person for the right position.
Main events	Responsibility	Calendar	Means	Monitoring Mechanisms
	Primary	Support for	Start	Final	Capital	Opert.	Human
1.- Elaboration of the profile that is needed for the vacant position.	RR. H H.	All apartments.	2002	2004		5,000	95 H.	Documents with the description of the profiles
2.- Definition of the type of interview and tests that will be carried out with the applicant.	RR. H H.		2002	2004		6,000	200 H.	Assessment reports
3.- Final selection of the ideal candidate taking into account the criteria of the job supervisor.	RR. H H.	Depts. Corresponding teeth	2002	2004		36,000	60 H.	Signed contract
4.- Assignment of the position.	RR. H H.	Relations Public	2002	2004		30,000	75 H.	Signed contract

(3) Long Term Objective:	Have a complete training plan for staff preparation for 2004.
Main events	Responsibility	Calendar	Means	Monitoring Mechanisms
	Primary	Support for	Start	Final	Capital	Opert.	Human
1.- Determine the training needs of each department	RR. H H.	All apartments.	2002	2003			60 H.	List of needs of each department
2.- Definition of the content of the training plan	RR. H H.	All apartments.	2002	2003		40,000	75 H.	List of applicants
3.- Selection of training methods	RR. H H.	All apartments.	2002	2004			50 H.	List of selected methods
4.- Implementation of the Collection Plan	RR. H H.	Depts. Corresponding teeth	2002	2004	25,000	300,000	250 H.	Progress report
5.- Evaluation of the results	RR. H H.	Depts. Corresponding teeth	2003	2004		15,000	30 H.	Document with the content of the results

(4) Long Term Objective:	To have administration systems and programs that guarantee modern Human Resources management by 2004
Main events	Responsibility	Calendar	Means	Monitoring Mechanisms
	Primary	Support for	Start	Final	Capital	Opert.	Human
1.- Design a job evaluation system	RR. H H.	Systems	2002	2003		50,000	100 H.	Designed system
2.- Design a performance evaluation system	RR. H H.	Systems	2002	2004		65,000	150 H.	Designed system
3.- Design an attractive fringe benefits program for employees	RR. H H.	Finance and the dept. Correspondent	2002	2004		80,000	40 H.	Designed system

(5) Long Term Objective:	Achieve a favorable organizational climate that contributes to the good performance of the company's employees for 2004
Main events	Responsibility	Calendar	Means	Monitoring Mechanisms
	Primary	Support for	Start	Final	Capital	Opert.	Human
1.- Define and socialize the structure of the organization	RR. H H.	Senior Management	2002	2003		40,000	70 H.	Organization chart
2.- Establishment of a remuneration program according to performance	RR. H H.	Finance and Systems	2002	2004		30,000	55 H.	Established program
3.- Design a system of attractive fringe benefits for employees	RR. H H.	Finance and the dept. Correspondent	2002	2003		60,000	20 H.	Designed system
4.- Design an individual and collective recognition program	RR. H H.	All apartments.	2002	2004		35,000	40 H.	Designed program