GOLDEN WHEAT BAKER

Audit the company following the COP/IE model (93).

PROCESS REMARKS
ACQUISITION
Organizational Structure
• Total, employees 100
• 86 men and 14 women
• Its structure is divided into management positions,
Job Descriptions • Middle
The management,
bakery specialists
does not have and plant of
the descriptions
The company has a position that allows to know the
profile of each of the workers.
ago.
• The last charge assessment was performed 2 years
years but only at management level
Personnel Selection
• There are no established selection procedures
• Recruitment sources are databases of
the company or ETT
• The selection process is triggered every time the
needs a new employee
Recruitment of Personnel • 5Noemployees have a fixed-term contract and 95 have
selection tests
a fixed-term contract.
undefined term
• All contracts have a term of three years.
test and only 1 case has been presented that did not
pass the test.
• Contract terminations occur at will
of the employee
•
the company
In the last semester, only 4 new employees joined
Work climate and personnel
management
• There are 3 work shifts and each one has
its leader who will guarantee the fulfillment of the
tasks.
• Absenteeism increased to 18% in the year
compared to last year when it was 10%.
• Staff turnover is 10%.
• Staff is constantly being trained to
improve their performance and professional profile
• No unions
• No strikes have been filed
Salary Management
• Salary mass 4.4M
• Commercial and Management have variable
• Remaining fixed remuneration increased by three-
year increments and
for nocturnality
Safety at work
• 2 occupational accidents, distributed as follows: 1
serious and 1 serious.
slight
Working Conditions and
Productivity
• 1,780 hours worked per year according to collective
bargaining agreement
• Rotational shifts are managed for some positions
• 1 worker has a reduced working day
•DEVELOPMENT
In the last 3 years, the number of hours has
Promotion •
will be
According to the bakery's expansion plan, the bakery
personnel relocations are planned, which will
generate vertical movements
• A promotion and succession plan was established,
Training and education •
strategy
but no data are available
The training plan is oriented to the following
of the company
• The training hours have been distributed as follows
equitably among the different areas
•
follows
800 hours of training were conducted, distributed as
in 70% face-to-face and 30% distance learning
• The training has included topics such as
job performance, internal rules and regulations,
organizational culture and professional development
Communications
• Notifications are made in writing by
the leader of each area
STIMULATION
Training
• The baker always includes in its strategy
continuous staff training plans
Motivation
• The bakery rewards the effort and performance to
workers
• Leaders evaluate and recognize in a way that is
formal or informal to your work team
• The expansion of the bakery allows its customers to
Salary Management • workers make career
Salary payments plan in
are made inother positionsmanner
the following
in a timely manner and in compliance with all the
country's regulations.
Culture • The bakery is identified by transparency,
ethics and internal fairness which gives your workers
peace of mind and confidence in their employers

2. To complement the matrix of indicators.

Among the indicators that can be included in the audit are:

Time to fill the positions required by areas

 • Retention of human talent
• Workers' sense of belonging
• Labor relations
• Compensation and benefits
• Quality system management

3. Diagnose the situation (strengths and weaknesses).

Once the analysis of Panificadora Trigo Dorado has been carried out, we found the
following points to improve or highlight:

FORTAEZAS WEAKNESSES
• Job stability
• Recognition of its employees • They do not have a procedure for
selection and attraction of human
• Continuous training for all employees talent
workers • Absence of position descriptors
• Equitable, fair and equitable payments • Internal communication should be
to their to rethink and manage more up-to-date
to your employees in a timely manner and more appealing methods
• Compliance with the normativity
• Absence of a projection of the
personnel needed for the growth and
country's labor
expansion of the bakery.
• Growth and expansion plans for • No incentive plan in place
the baker economic and/or emotional
• Committed and motivated4.staff
Propose a plan of action.

In order for Panificadora Trigo Dorado to reach its projected expansion goal, it must
implement the following action plan:

• Establish a work plan for the projected expansion, which should include objectives,
strategies, execution times, assignment of tasks and people in charge, among
others.
• Create the Human Talent Department, which should be made up of personnel with
the academic training and experience that will allow them to implement process
improvements.
• Develop and establish job descriptions for the bakery.
• Implement and document a personnel selection and recruitment process, this will
allow you to have updated databases of potential candidates for when personnel is
required.
• Integrate the human talent staff in the expansion and growth strategy of the
bakery.

• Generate care and protection campaigns at work in order to reduce the percentage
 of occupational accidents.
• Project the number of personnel needed in the short, medium and long term in the
company.
• To carry out a market study that will allow the bakery to be up to date with the
needs of the market and the behavior of its competitors.
• To update the bakery's communication methods, incorporating more up-to-date
and eye-catching methods.