A system study on the hiring process of Fruitas Holdings Incorporation's Human Resources Department

• Main Authors: Iñigo, Margarita M., Veloso, Christopher G., Yeung, Ivan Francis T.
• Format: text
• Language: English
• Published: Animo Repository 2019
• Subjects: Employees—Recruiting; System analysis; Human Resources Management; Systems Engineering
• Online Access: https://animorepository.dlsu.edu.ph/etd_bachelors/18646
• Institution: De La Salle University

Fruitas Holdings, Inc. (FHI) is a multi-brand kiosk operating company m the Philippines that sells a variety of foods such as fruit shakes, Jamaican patties, lechon, and more. Currently, FHl's goal is to expand its store count in order to enter the Philippine Stock Exchange. FHl's HR Department needs to hire enough service crew to sustain this expansion, but it was discovered through data analysis that the service crew position had the highest demand (84.24% requests of all positions), highest turnover rate (96.26%), and lowest fulfillment rate (45.65%). The objective of the study was to be able to supply FHI's departments with the requested manpower on time. The company was evaluated by their strengths, weaknesses, opportunities, and threats, and through a WOT-SUG analysis, it was found that that the HR Department was able to fulfill only 50.2362% of store requests from September 2018 to September 2019, which resulted to an opportunity loss of Php913,560,639.75 in sales for the year. Using a streamlined why-why analysis, it was seen that the root causes of this problem was the entrance exam in the recruitment & selection, the inefficient training schedule, and the lack of segregation of data in the documentation. To address these issues, solutions were generated through brainstorming and simulated on Arena before being narrowed down to three solutions by evaluating the simulation results and the cost-benefit analysis. Part of the proposed system is the removal of the entrance exam in the Recruitment & Selection Phase, which was the main source of delays within the process. The second part of the proposed system is to reduce the 3-day classroom training to two days. The third part of the proposal is new policies for the Documentation team and forecasting of service crew turnover. There are no costs attached to the proposed solutions, but FHI stands to earn Php873,784,233.72 per year from the sales generated by the increased deployment of service crew and opening of stores. A Gantt chart of activities was also created for the staff involved to follow. It will span a total of 73 days, with each activity geared towards the implementation of each of the proposed solutions above. For all these solutions, the estimated net return per year is Php262,805,511.65, which is the generation of sales as FHI continues to expand and hire more service crew to sell their products.