Guiding promotion candidates through institutionalization of modified job description at the Commercial Department of Kris, Inc.

• Main Author: dela Merced, Marlon R.
• Format: text
• Language: English
• Published: Animo Repository 2022
• Subjects: Job descriptions; Human Resources Management
• Online Access: https://animorepository.dlsu.edu.ph/etdm_manorg/99
• Institution: De La Salle University

In an unprecedented list of scholarly articles, it is well concluded that having the right talent is pivotal to achievement of corporate goals. This statement is however a result of efficient recruitment process in the midst of “war for talent”. As Lasallian business leaders, we need to ensure that guiding systems are in place or institutionalize to bring operational efficiency a leap further than plan. And in this case, to ensure recruitment systems are institutionalized to promote recruitment of the right talent One of the things that may be considered is a job description (JD) that will give a view for the job before the actual boarding. Basically, the operative and conclusive plan is to set expectations aptly, clearly and legally. As a matter of improvement, the JD on the first cycle was modified to include non-traditional details like daily and occasional duties, career path with salary range, among others. This modified JD was prepared for the aspiring district supervisors (DS) of Kris, Inc. (KI). This is very crucial as DS aspirants came from rank-and-file cluster of the company. Hence, first time leaders. There was an improper notion that junior leaders like DS are “super” medical representatives (MR) or expert MRs, a statement that is correct but incomplete. As DS, they are now expected to produce palpable results by way of managing the district. That is leading by managing not leading by doing. The aspirants need to have a very clear understanding on the leaps in responsibilities and skills entailed by the leadership role. For over a half century now after Peter Principle was conceived, companies still err in promoting the good performers to managerial roles as lone or only pivotal qualification. For the second cycle, the modified JD was focused to entry marketing professionals of KI. The modified JD itself is now a substantially improved version of the first. In addition to the previous JD, the latest version now includes corporate mission, vision and values; level of supervision; allowances and benefits; department; and internal and external customers, among others. The improvement has been very drastic and the JD is now importantly lengthier. Similarly, a lot of companies err in promoting a good sales person to a more challenging and distinct marketing role which should not be an automatic practice as marketing is a very unique business talent. As the modified JD was being written, the completeness and usefulness of the modified JDs were the priority not really the stereotype preference for an abridged document. After all, it is not every day that aspirants will deal with a JD. Once and for all, before they give a Hancock, the terms should be clear. With these business tools, mismatch of talent, legal impediments, operational inefficiency and disengaged employees can all be prevented even if the Labor Code of the Philippines does not expressly require this.