Advanced Certificate in Human Resource Management

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• Words: 1000
• Subject – HRM

Chocoholic was created in 1999 by Theresa De Silva and is based in Rathmalana, Sri Lanka. She funded her new business, and she had been the CEO of Chocoholic. Theresa’s motivation was to fulfil her ambition of having her own business and achieve her dream of creating gourmet chocolates. In the five years prior, Theresa achieved professional qualifications in chocolate making. Before starting the business, she had spent six months gaining valuable work experience with various chocolate firms in Europe. In the early days, Theresa considered survival a major achievement, but her ambitions for the business grew as time passed. In 2020 the company employed 200+ employees as factory workers and office workers.

She aimed to create gourmet chocolates enhanced with local produce such as heather honey and locally grown nuts. She wanted the business to be known as an innovative product. Back at the factory, all staff were supported in developing their skills, and training for the production staff ensured a high level of expertise throughout the business.

Growth of the business

Two key appointments from the outset were Akash Vithana and Hafiz Aniff. Akesh was appointed as Head of Chocolate Development, Concept Chocolatier, and Hafiz as Chocolate Production, Factory Manager. Akash had previously trained in Switzerland, working alongside Theresa when she undertook her training. She knew Akash was a diligent, creative individual and would prove to be an essential part of the team.

The aim of appointing Hafiz was to ensure that Theresa was freed from managing chocolate production in the factory. Hafiz had previously worked for a specialist food firm. He knew the importance of adhering to hygiene regulations and how teamwork can support success. Hafiz ensured all employees undertook a job development review every four months and were advised on a monthly basis how they were performing. In this approach, Hafiz felt he was empowering the team. Part of this was ensuring job rotation to allow employees to build their knowledge, and as their skills developed, the employees were able to make contributions as team members. This allowed teams to maintain standards and encourage a positive culture of staff development resulting in job enrichment, benefiting the company as staff became motivated through work, not just money.

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The management team enhanced positive culture by emphasising the individual as part of the team and rewarding employees to ensure all orders were completed and delivered on time. As part of the quality culture, all staff knew the importance of strict adherence to Health and Safety, Food Production regulations and keeping waste as low as possible. Staff were aware that success was not dependent on sales; active teamwork and development were vital. The management team emphasised that quality and the firm’s continued success depended on everyone contributing as an individual part of the team to achieve targets. Akesh and Hafiz agreed to involve staff in new products with blind tasting to emphasise the importance of everyone working toward the same goals. On a large display board, staff could volunteer for tasting in advance. Once a month, the volunteers were chosen to taste new products. Staff were also encouraged to suggest a name for new chocolates, which was another factor that helped in creating a positive work culture.

Amina was hired as contract employment, where she was introduced to then by the Chocolic Bank account manager to help with the Bankruptcy in 2005. With the business’s finances stabilised, the management team decided that the way forward was to develop staff further.

From the outset, Theresa stimulated a culture of training and development in all business areas. This facilitated the internal promotion of staff and ensured a positive work and team culture throughout the business. In 2006, to assist staff development further, Chocolic approached the local college to offer work placements in finance and production departments. The aim was to raise the company’s profile as a possible route to potential future employees after college.

By 2008 Hafiz had two assistants, Ruvini Perera and Jaychandran Ganeshan. Ruvini had been with the company since 2001 and been promoted through the team working system in the company. Now she has helped organise and supervise production with special responsibility for controlling the quality of supplies. Jayachandran was appointed after Amina had established the finances of the business, and Amina had encouraged Hafiz to appoint an assistant with specific responsibility for waste. Jaychandran was ideally suited to the level of attention required to control the company’s waste and maintain the products’ quality. He kept a detailed record of all activities on the production of chocolates. His view was that employees grow into jobs and should be allowed to make mistakes as part of the learning process. He further believed that mistakes could be easily traced by promoting a team spirit.

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With Ruvini and Jaychandran’s assistance, Hafiz organised the teams, but they knew that they needed additional staff. However, Theresa wanted to ensure that any new staff were thoroughly trained and developed over time and insisted that Hafiz create a three-month training programme for new employees. This had an impact on the time required for orders. Theresa could not develop the market with the existing staff levels that Chocoholic needed to expand. She now realised the business had to be organised in a self-sustaining way and had to find a way of involving other staff in running the business.

However, at Chocolic, the Ruvini and Jaychandran shared the responsibilities for its staff’s recruitment, training and remuneration activities. However, it has come to notice a significant rise in the turnover rate, ad-hoc training, issues in pay structures in Chocoholic. After attending a series of seminars, they understood the legal framework requirements and realised this would cost the Chocolic gravely. Furthermore, Ruvini and Jaychandran noticed that their supply and waste control are due to these HR activities. Noticing Ruvini and Jayachandran requests Hafiz and Theresa to recruit a Human resources manager Minaya Peter. Newly appointed Minaya studied the organisation for nearly a month and met Theresa to inform the status of Chocolic in terms of HR operations. Theresa, Hafiz, and Akesh agreed that she needed a team and asked her to recruit an assistant and a safety officer.

Appendix 1

The organisational structure of the company as of 2020.

+200 Factory production workers, 1 Contract employee and 3 Administration staffs

Safety Officer Skills and Qualifications:

Health, Safety, Regulations, Training, Education, Risk Assessment, Analysis, Auditing, Inspection, Communication, Corporate Responsibility You should answer all questions below. Your response for all questions should be a total of approximately 1000 words. Your response must be specific to the particular organisation given in the case study. It should not provide exhaustive lists of the theory that does not apply to the example in the case study.

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List examples of management functions in the context of the above case study.

     (10 Marks)

Advice Minaya on the suitability of the given Job Description in appendix 2 for the Safety officer position.

     (10 Marks)

Discuss the critical factors in matching projected labour supply and demand.

     (10 Marks)

Discuss the importance of effective recruitment for

     (15 Marks)

Summarize five statutory frameworks that will affect the contract of employment at

     (15 Marks)

Explain the duties of Health and Safety at work to

     (15 Marks)

Describe four steps of managing Employee Relations at

     (15 Marks)