Apendices
Appendix A – Abbreviations and Terms...114
Appendix B – Historical Perspective……….………..…….115
Appendix C – Framework of HRM activities………..……..118
Appendix D – RASCI Charts………...120
Appendix E – Interview Transcription……….…….122
Appendix F – A-Graphs………..………131
Appendix G – Summary of relevant data types………..…133
Appendix A – Abbreviations and Terms
Bralima Brasserie, Limonaderie et Malterie (Name of company)
CDRH Cadre des Direction des ressources Humaines (All HRM departments of Bralima`s Sites) CHR&OD Corporate Human Resources & Organizational Design
CoMed Bralima`s privately owned Medical Centre CoMex Bralima's board of top managers
DF Direction de Finance (Financial Department) DRC Democratic Republic of Congo
DRH Direction des ressources Humaines (HRM Department) DT Direction de Technique (Technical department)
FTE Full Time Equivalent
GAP Sub department of HR which takes care of the personnel administration
GNI Gross National Income
HeiCore Heineken brewery operations software
HeiPer Heineken personnel portal software (SAP HR system)
HR Human Resource(s)
HRIS Human Resource Information System
HRM Human Resource Management
Maltina Brand of beer produced by Bralima (no alcohol) MMOSSA Multi Market Operations of Sub-Saharan Africa
MONUC United Nations mission in the Democratic Republic of Congo Mützig Brand of beer produced by Bralima
OM Organizational Management
OpCo Operational Company - A subsidairy company owned by Heineken Oracle Name of a Software manufacturer
PA Personell Administration (SAP Module) Peoplesoft Name of a Software manufacturer Primus Brand of beer produced by Bralima
PY Payroll (SAP Module)
RDC Republique Democratique de Congo S.A.R.L. Société A Responsabilités Limités : (…) SaHrA SAP HR in Africa (Project name)
SAP Name of a Business Software manufacturer.
TR Time registration (SAP Module)
TS Time sheets (SAP Module)
Turbo King Brand of beer produced by Bralima
Appendix B – Historical Perspective
In this appendix a brief perspective will be given on the history of the Brewery parallel to the historical events within the Democratic Republic of Congo. These events have shaped not only the path in which the brewery has developed but has also created the exceptional environment in which it operates today.
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On 23 of October 1923 the ‘La Brasserie du Leopoldville1’ was founded in the city that was known at the time as Leopoldville in Belgian Congo2. In 1926, at the same time the first ‘Primus’ beer was sold there Leopoldville became the capital of the country because the Belgian administration moved its seat there. Under the Belgian regime3 western companies had built up major plantations, mining and agricultural processing industries in Congo using however, forced or underpaid local laborers. As a result Congo was Africa's most industrialized country after South Africa at that time and ‘La Brasserie du Leopoldville’ flourished because of this.
During the period of colonialism the Congolese economy depended mainly on harvesting the natural resources (copper, cobalt, and coffee), but when international prices fell in 1933 the country’s economy declined in such a way that most companies went bankrupt. Fortunately, during the Second World War the demand for natural resources (rubber, uranium) grew and helped the Congolese economy get back on his feet. In spite of also coming to a near-bankruptcy the brewery survived this economical decline.
When in 1960 Congo Leopoldville declared itself independent from Belgian colonialism the country befell a period of governmental instability. The region headed into a violent internal dispute over its leadership in which the United Nations intervened. After 6 years of conflict Col. Mobutu Sese Seko seized power and would hold it for over 30 years. During his reign the country was renamed Zaire and many of the city names where changed as well. Former Leopoldville was now called Kinshasa
1The Brewery of Leopoldville
2 Belgian Congo was also known as Congo Leopoldville to distinguish it from Congo Brazzaville ruled by the French Republic.
3 The DRC was a colony of Belgium from around 1810 until 1960.
and so the Brewery of Leopoldville changed its name as well, into Bralima4. During this governmental campaign5 the country also searched for an appropriate economic system and while flirting with communist ideas the DRC’ government seized all foreign owned businesses in 1973. As a result all investments from outside the country halted completely and threw the country‘s economy in a downward spiral again.
In 1987 Heineken International became the largest shareholder6 of Bralima s.a.r.l and started modernizing and reorganizing the company. During the nineties the country was in relative stability and Bralima expanded her production facilities with the acquisition of CIB (Compagnie Industrielle de Boissons) and BONAL (Boissons Nationales). With these two companies Bralima acquired the licenses to bottle various soft drinks as well.
However, during the same period more and more of Congo’s economic activity was pushed out of the official economy7 and during the nineties hyperinflation8 pushed the Gross Domestic Product (GDP) back to one third of the level it had known mid 1950.
The combination of the reduction in governmental funding for education and the hostility the government expressed towards the development of a middle class resulted in a poorly educated workforce.
In 1997 the Congolese government of Mobutu was toppled by the rebellious leader Laurent Kabila and the country was again renamed, this time to the Democratic Republic of Congo (DRC). The neighboring countries Rwanda and Uganda however started backing local rebel forces in an attempt to remove Kabila from government.
This resulted in one of the biggest conflicts in Africa. Apart from pulling Rwanda and the DRC into war it ignited a five year period9 of conflict in which nine10 other African countries were involved directly or indirectly. The war in the DRC resulted in
4 BraLiMa; Brasseries, Limonaderies et Malteries
5 Also known as Zaireanisation.
6 Bralima is for 94.3% owned by Heineken (Source: Heineken N.V Annual report 2003).
7 Studies in the late 1980s suggested that by that time, at least half of total GDP was unrecorded.
(Source: South African Institute for Security Studies)
8 Up to 24,000 % in 1994 alone. (Source: South African Institute for Security Studies)
9 The war started in 1998 and officially stopped in 2002
10 Rwanda, Uganda, Burundi and Congolese rebels fought against President Kabila's government, while Zimbabwe, Angola, Namibia came to its defense.
the death of 3.3 million people, most of which died from disease and hunger as a result of the war.
In 1999 a cease-fire was agreed upon but sporadic fighting continued until in 2001 Kabila was assassinated. His son Joseph Kabila was named head of state ten days after. In 2002 the Rwandese army left the Congolese soil and the country has known relative stability since. Bralima has been able to translate this stability in a growing market for beer and soft drinks and is now an important local employer.
The second attempt by the United Nations to intervene on Congolese soil started in 1999 under the acronym MONUC and there are still over 13.000 UN officials (Military and Civilian) in the DRC at present. If the current security issues can be resolved the Democratic Republic of Congo is planning to organize national elections in the summer of 2005.
As industries were wiped out during the last few decades of war and dictatorship, the economy currently mainly depends on agriculture11 (see Exhibit B-1 Industry by sector (2002)). Only a few international (non-mining) organizations12 remain in the country.
Agriculture 71 % Trade & Commerce 17 %
Mining 8 % Manufacturing 4 % Exhibit B-1 Industry by sector (2002)
11 (Source: South African Institute for Security Studies)
12 Some of them are Celtel, Vodacom, Heineken, Shell.
Appendix C – Framework of HRM activities
Category # Activity Description
A1 Organization Design Developing an organization that caters for all the activities required, groups them together in a way that encourages integration and
cooperation, operates flexibly in response to change, and provides for effective
communication and decision making.
A2 Organizational
Development Stimulating, planning and implementing programs designed to improve the effectiveness with which the organization functions and adapts to change; advising on the development of work processes that will promote motivation and commitment.
1. Organization
A3 Job & role design Deciding on the content and performance and competency requirements of jobs or roles in order to provide a basis for selection , performance management, development and reward, and to maximize intrinsic
2. Employment
relationship A4 Employment
relationship Improving the quality of the employment relationship by creating a climate of trust and by developing positive psychological contracts..
A5 HR planning Assessing Future people requirements in terms of both numbers and levels of skill and
competence, and formulating and implementing plans to meet those requirements.
A6 Talent Management Providing for the attraction, retention,
development and reward of high quality people.
3. Resourcing
A7 Recruitment and
Selection Obtaining the Number and type of people the organization needs.
4. Performance
Management A8 Performance
Management Getting Better results from the organization, teams and individuals by measuring and managing performance within agreed frameworks of objectives and competence requirements; assessing and improving performance; identifying and satisfying learning and development needs.
A9 Organizational and
individual learning Systematically developing organizational and individual learning processes; providing
employees with learning opportunities, including e-learning, to develop their capabilities, realize their potential and enhance employability.
A10 Management
Development Providing development opportunities that will increase the capacity of managers to make a significant contribution to achieving
organizational goals 5. Human
Resource Development
A11 Career Management Planning and developing the careers of people with potential.
A12 Pay Systems Developing pay structures and systems that are equitable, fair and transparent.
A13 Contingent pay Relating financial rewards to results, competence, contribution, skill and effort.
6. Reward Management
A14 Non-financial
rewards Providing employees with non-financial rewards such as recognition, increased responsibility and the opportunity to achieve and grow.
A15 Industrial relations Managing and maintaining formal and informal relationships with trade unions and their members.
A16 Employee Voice Giving them the opportunity to have a say in management decisions that affect them.
7. Employee &
Industrial Relations
A17 Communications Creating and transmitting information of interest and concern to employees 8. Health &
Safety A18 Health & Safety Ensuring that a healthy and safe environment is provided, and protecting employees from health hazards and accidents.
9. Welfare
Services A19 Welfare Services Providing employees with individual services concerning such problems as prolonged illness and group services such as restaurants and recreational facilities.
10. Human Resource Services
A20 Human Resource
Services Managing the employment relationship, administering HR policies and procedures and operating HR information systems.
Exhibit C-1 HRM activity framework (source: Armstrong, 2003, p.9)
A21 Monitoring Control -
A22 Consultative Control - 11. Control
Processes
A23 Innovator Control -
Exhibit C-2 Added HRM activities
Appendix D – RASCI Charts
I - Current situation
HR Dept. Bralima External
# Activity HR Manager HR Officer(s) HR Employees General Management Line Organization HRM MMO SSA Sesomo Medical Center
P1 P2 P3 P4 P5 P6 P7 P8
A1 Organization Design A,C R* I
A2 Organizational Development
A3 Job & role design A,C R*
A4 Employment relationship
A5 HR planning S* A R I
A6 Talent Management R* I
A7 Recruitment and Selection R S A S S
A8 Performance Management S A,I R C
A9 Organizational and individual learning S A,I R S
A10 Management Development S R A,I,C
A11 Career Management
A12 Pay Systems A R,C S I C S
A13 Contingent pay A R S I C
A14 Non-financial rewards A R S I
A15 Industrial relations R S A,C
A16 Employee Voice
A17 Communications I
A18 Health & Safety
A19 Welfare Services
A20 Human Resource Services A R S I
A21 Control over HR monitoring activities R S A A22 Control over HR consultative activities A23 Control over HR innovator activities
Exhibit D-1 RASCI chart of current HR activities13
RASCI chart - Legend of Symbols R
A S C I
Responsible: Owner of the process
Accountable: Immediately accountable for the success/failure of the Process.
Support: who supports the Process in some way (eg with Resources)?
Consultant: who is the expert on the Process and can deliver support.
Informed: Who needs to be informed about the performance of the process.
13 Roles depicted by a asterisk (*) are not being performed with sufficient quality.
II - Future Situation
HR Dept. Bralima External
# Activity HR management HR Services HR Administration General Management Line Organization HRM MMO SSA Sesomo Medical Center
P1 P2 P3 P4 P5 P6 P7 P8
A1 Organization Design CS A,C R I
A2 Organizational Development A RCS I I I
A3 Job & role design CS A,C R I
A4 Employment relationship
A5 HR planning CS A R I
A6 Talent Management A RS I SC C
A7 Recruitment and Selection A RS I S I S
A8 Performance Management CS S A,I R C
A9 Organizational and individual learning CS A,I R S
A10 Management Development I S R A,I,C
A11 Career Management A R I S C
A12 Pay Systems A R,C S I C S
A13 Contingent pay A R S I C
A14 Non-financial rewards A R S I
A15 Industrial relations A R C,I I
A16 Employee Voice
A17 Communications A R I S
A18 Health & Safety R I A,S C
A19 Welfare Services
A20 Human Resource Services A R S I
A21 Control over HR monitoring activities R S A,I C A22 Control over HR consultative activities R S A,I C A23 Control over HR innovator activities R S A,I C
Exhibit D-2 RASCI chart of future HR activities14
14 Roles depicted in red indicate a difference between the desired and current state.
Appendix E – Interview Transcription
Subject: Report of Meeting with Mme. Ikolo on 24 and 26 -11-2004.
Date: 29-11-2004 Author: Thijs Weber
This is a written report of the interview with Mme. Ikolo. The main subject has been the Knowledge Domain as specified by the HRM framework specified by Armstrong 2003.
1. Job and Role Design (Department)
The jobs and roles of the employees at Bralima are designed at the departments where the function occurs. There does not exist a ‘standardized’ way of creating job
descriptions. A huge amount of jobs within Bralima do not have a formal description.
Though, the marketing department seems to lack more in descriptions than the production department for example. The DRH is busy trying to create a list of al the jobs and inventory which job has and which job doesn’t have a formal description.
Al job descriptions are normally sent to the DRH and kept there for administration.
2. Organizational Design (Department)
The departments create there own organigrams. These are sent to the DRH to be administrated next to the job descriptions.
3. Recruitment and Selection (Department, Ikolo, Ntemo, EBAC)
The people of Congo are known to be very ‘Tribalistic’; which means they tend to see that people of there own ethnicity and background are looked after. (1. family, 2.
Village, 3. Friends). This influences the choice between candidates within the recruitment process. In order to sustain an ‘objective’ view within the hiring process the process knows a lot of parties included and a specific process. In the figure below is a description of the process.
Nr. Description Parties involved
1. Function and profile
The department expresses a wish for an employee and delivers a function description and a profile to the DRH department.
Inquiring Department
2. Search candidates
With the information about the to-be-employee, the DRH invites people to become candidates.
DRH, candidates
3. Cultural Testing (first selection)
The EBAC performs a series of tests which result in a score for each individual candidate on cultural knowledge. On the basis of this a first selection is made.
EBAC, candidates
4. Professional Testing (second selection)
The department delivers a series of test to the EBAC which are supposed to test the professional
capabilities of the candidates they need to perform the vacant job. On the basis of this a second selection is made.
EBAC, Department, candidates
5. Interviews
Every candidate who passes the cultural and professional test is invited to attend a interview with the interview committee (Ikolo, Ntemo, EBAC, head of inquiring dept.).
Dept. DRH (Ntemo, Ikolo), EBAC
6. Selection Meeting
A meeting (without the candidate) is called and on the basis of this discussion a decision will be made by the committee and a person will be hired
Dept. DRH (Ntemo, Ikolo), EBAC
Table 1 - Recruitment & Selection Process
4. Personnel Administration (Ntemo, Mayala (Ikolo: supervision))
Mr. Ntemo is head for the whole personnel administration of Boukin and Kinshasa.
But indirectly also the UFF personnel and the personnel at the other sites are to be administrated. Mme. Ikolo believes this is too much for one person to handle so the plan is to divide this with one, maybe two other employees which are to be hired in January.
Facility Number of Employees
Boukin 139 employees
Kinshasa Brewery 500 employees
UFF 350 employees (no full administration) Other Sites ? employees (indirect)
Table 2 - Employees in Personnel Administration
The recent decrease in the number of employees has not been done carefully enough in the eyes of Mme. Ikolo. In 2000, Bralima had approximately 3000 people in
service (1500 in Kinshasa alone). This number has approximately been reduced to one third since. A lot of people, who where in the service of Bralima before, now work as daily workers via the organization UFF. A part of these people are not hired
sporadically but enjoy (almost) fulltime employment via UFF at Bralima.
During the discussion about the Personnel Administration the following Question came up: “Does the current PA system cover all of the personnel of Bralima or only that of the Kinshasa facilities?”
Mme. Ikolo expresses the wish to centralize the PA and proposes the possibility of transferring the changes within the PA like the transaction of information during Payroll between Bralima and Sesomo. The payroll information for all the sites is done within Kinshasa.
It is thought that other sites are sometimes ‘forgotten’ by the DRH as being part of Bralima. And with, for example, the execution of training it is sometimes unclear where the responsibility or all sites lies.
5. HR Planning (Ikolo, Lulofs, Department, person herself)
The planning of Human Resources is mainly upon an ad hoc basis. The departments within Bralima mostly fill a job opening as soon as one opens up. The Recruitment
process starts when a department asks the DRH to do this (See also selection and recruitment).
The DRH reports (or is supposed to report) people reaching the age of seniority to the departments and the person itself one year in advance. These vacancies are filled when they open up but no ‘plan’ is conceived to fill job openings. The departments communicate their plans to increase or decrease their number of employees to the DRH which it uses for the FTE calculation for the Key Indicator report composed for Heineken.
Side step 1: The Key Indicator report is made by the Finance department in order to track all key indicators communicated to Heineken. The DRH receives the FTE planning from the different departments and combines this in a report for Finance.
Finance combines all KPI’s into a report for the General Management. They send it to Heineken.
Within the HR planning a succession plan is mentioned for ‘Cadre’ employees.
Sometimes the have a career planning in order to prepare them for a future job.
Side step 2: During the discussion about HR planning a side step was made to the management review, which in the HRM Framework (see file: FRAMEWORK HRM&IT.doc) is a part of Reward structure & Performance. This is therefore placed within that section of this document.
6. Health and Safety plan execution (Mr. Boloko, Centre Medical)
Within Bralima there is no committee to enforce company-wide health and safety plans. Such a committee (Comité de Securité de (…)) is required by law. A committee is to set up in 2005. Within this committee a person from the production department, the DRH and the clinic is (probably) seated.
For the moment an officer at the production (Mr. Boloko) is in charge of production health and safety. He only enforces such things within the Brewery of Kinshasa.
(Medical) Health programs are conducted by the Clinic. (e.g. the Aids posters).
Side step 3: Heineken has enforced an Aids awareness program for all OpCo`s within Africa. This has resulted in a reduced casualty rate from Aids. Competitor BraCongo has just received an amount from the World Health Organization (?) to enforce such a program as well.
Side step 4: The clinic costs about $50, - per month per family in medical costs.
7. Health and Safety Strategy (None)
Side step 5: The Medical Centre and EBAC can be seen as part of the DRH’
responsibility. However, because the DRH is performing sub-optimal at the moment it has been decided that firstly the DRH will be reorganized before incorporating the EBAC and perhaps the medical centre.
(See further: 6. Health and safety plan execution)
8. Performance Appraisal (Department, DRH, GM)
Name Subjects Description
Management Review
Top Management Expats
Site Directors
Young African Talents (YAT)
All employees in this category will be reviewed by their direct superior and the review is also sent to Heineken Corporate for review.
Local Management
Review Middle management (Job class 10-25)
Potential Middle Management
All employees in this category are reviewed by their direct superior.
The appraisal includes yearly objectives and during the review these objectives will be checked.
Conventional Appraisal
Employees (Conventional) All conventional employees are reviewed by their direct superior manager by a four point
checklist.
Table 3 - Types of Performance Appraisal
Performance appraisals will follow the following route;
Direct supervising Officer.
Director of the Department.
Manager DRH (Mme. Ikolo).
General Manager (Mr. Van Mameren). (Only for Management (Middle & Top)).
The first has to make the appraisal; the latter can add comments and have to sign each appraisal form. These forms are then collected and added to the personnel files. (It is not known if they are digitized).
Side step 6: The ‘Sensibilité’ plan will be discussed within point 18: communication.
Annual appraisals result in a personal score between 1 and 20 points. If a person has between 10 and 20 points a bonus is rewarded. If it is below 10 points for two consecutive years the employee is fired. This agreement is as stated in the Collective Employment Agreement.
Side step 7: The Appraisal reward structure will be discussed at 9: payroll.
9. Payroll
Wager bonuses consist of three separate ‘systems’ which can be seen in the following table.
System Beneficiary Description RSP Cadre
Expats
Top management Middle management
Dependent of their appraisal the people who are entitled to the RSP receive an increase in wager.
The increase is dependent of the attainment of the objectives which had been set the previous review.
The increase is calculated yearly but cannot be retaken the next year.
Bonus All employees If an employee receives an appraisal between 10 and 20 points he receives an annual bonus on the 10th of December. This bonus consists of a percentage of a month’s salary. The percentage is dependent of the appraisal score.
Project
Bonus Middle Management Middle management can sometimes receive extra work in the form of projects. Within these projects targets are in place. By reaching these objectives additional bonuses can be received.
(End of part one)
(Part two / 26-11-2004)
9. Payroll (Mokono, Itele, department)
The payroll is outsourced to Sesomo for the moment and Ikolo believes Mr. Van Mameren probably wants to keep this outsourced for the coming two years. This will allow the HRM department to get back on his feet.
fase Parties involved Description
1.pointage Department All variable elements of the payroll are administrated at the department; pointage 2.Gather Itele All the variable elements are gathered at the
GAP by Mr. Itele.
3.Summary Mokono All the pointage information of all the Bralima sites is sent to Mr. Mokono; He combines all the information (fixed and variable) into a package for Sesomo.
4.Calculation Sesomo All the data is send to Sesomo and they calculate the salaries for all the Bralima personnel. They print the pay-slips for all employees and also produce an overview of all the payments. This is then sent back to Mr.
Mokono.
5.Resumé Mokono, Ikolo Mr. Mokono checks the résumé and after approval by Mme. Ikolo the pay slips (with payments) are distributed to all the departments for delivery to the employees.
There are still issues concerning the security of payroll operations. The current process, although outsourced still leave some security holes and lacks a mechanism to check the final payments. Mistakes within the payment can occur. The employees who receive too little will of course respond to this event, but employees who receive more than they should are not likely to respond to this mistake so these mistakes are not corrected.
The process to repair a mistake is also very slow and long. If a problem occurs with the payment of an employee at a facility outside Kinshasa it is a lengthly and time consuming process to correct the problem. The payslip has to be sent back to
Kinshasa via Mr. Mokono and Mme. Ikolo and then travel to Sesomo. It can take over
a month before the problem is corrected. There is no On-site help from Sesomo at facilities outside Kinshasa. Mme. Ikolo is exploring opportunities to improve this.
Most people in the RDC do not own a bank account; they do not own enough money to open one (minimal inlay is $1000 to $5000). Almost every money transaction therefore is done in cash; also the payment of salaries. Bralima delivers some opportunities to employees to have a loan.
Cooperatif (Not in Knowledge Domain).
In order to further help the employees with there financial position an initiative has been launched recently which is known as ‘Cooperatif d’Epargne’ (cooperative money saving). It is an initiative which lets employees save money in dollars (the Congolese franc devaluates very fast) and lets them take loans as well. The initiative is supposed to be run by employee representation and the first steps will soon be taken to enforce this. Bralima has bought a piece of software in order to perform the
administration of the project.
A project just like the one organized at Bralima has been initiated at BAT (Britisch American Tobacco) and the cooperative now has close to a million dollar in savings from which it can extend loans.
Side step 8: The Congolese ‘Code du travaille’ (Employment Law) goes a long way in protecting the employee rather than the employer. One of the results of this is the medical responsibility of the employer over the employee. A Congolese employer is obliged to pay for all medical expenses for the employer as well as his entire family.
This responsibility even includes spectacles.
10. Sanctions
There is a form to report a case of misconduct (Ntemo). Any sanction given is also to be reported to the union. Below is a description of the process a sanction request is to follow.
Fase Description
1. Direct supervisor The direct supervisor initiates a sanction process.
He observes a misconduct and reports this using a form.
2. Director of Department The director of the department makes a proposition of a sanction to be given to the employee
3. Ntemo Mr. Ntemo writes a letter to the employee in which he is given the opportunity to defend his position.
(Demand d’explication)
4. Union The union is informed and have 48 hrs to write a advisory letter to the company.
(Only is case of a sanction to a conventional employee)
5. Ikolo Mme. Ikolo weighs the form, the director op department`s opinion, the employee`s reply and the union`s advice and makes a decision to what extend the employee should be sanctioned.
6. Van Mameren The General manager signs the sanction and it s executed.
Usually a sanction given to a manager takes more time to process. The formulation of the reasoning behind the sanction has to be carried out more precise.
11. Time registration
The time registration knows three main categories; Absence, Sickness and Leave. The time registration (pointage) is used as a basis for calculating employees’salaries.
12. Management Development
Most of this has been discussed within the management review (8. performance appraisal). It is therefore not discussed again.
13. Local Management Review
Also already discussed. (see 8. performance appraisal)
14. Organizational Learning
Thijs starts by explaining what is meant by organizational learning; The process of installing processes and systems to develop a means of learning from each other within the company. For example: The storage of documentation about work processes in order to prevent ‘re-invention of the wheel’ every time a (comparable) project is undertaken.
In order to facilitate the sharing of knowledge a platform has to be in place. This can be in the form of a discussion group or a knowledge base. Neither of which is formally in place at Bralima. Thijs explains that the Corporate HRM strategic plan includes a focus on knowledge sharing and the (planned) implementation of SAP HR was to facilitate this.
15. Individual Learning
Mme. Tshilemb is in charge of Individual learning. She has a tool15 which allows her (and department managers) to inventory the need for training. The need for training can lie in the fact that the company needs improved skills, out of a employee`s career planning or from the need to make refreshments of employee skills.
A particular important subject is known as ‘train the trainer’. In stead of centralizing every training managers are learned how to create an environment in which their subordinates are motivated and given the opportunity to grow. It is thought that this has a longer lasting effect on improvement of company skills.
A common issue with individual training is that employees tend to think that receiving training will also imply that they will receive a raise in salary. In stead Mme. Ikolo want to adopt a system of performance appraisal in which the received training is taken as a given factor. This way an employee who received training but didn’t improve its performance will receive a negative appraisal.
15 8 field tool
The measurability of the improvements from training is a difficult subject. An important question is; “how can one show that a training has had effect on the productivity of the employees?”
16. Employee Voice
Currently a platform in which the opinion of employees is asked does not exist. In the near future (see DRH operational plan) such a platform will be installed. Currently , the company’s performance is presented to all top and middle managers by the General Manager himself every quarter. After the last meeting (October) the conventional employees were given the opportunity to ask questions directly to the General Manager.
The platform that is to be formed will consist of a representative of every ‘layer’
within the company in a proportional amount. The representatives will be chosen (or elected) by the employees themselves. It will not be a platform to discuss the
company’s policy but more a platform by which the employee’s opinion can be heard and in which the management’s opinion can be explained better. In the past there have been some problems concerning the miscommunication between the management and the employee’s.
17. Industrial Relations (Van Mameren, Ikolo, Ntemo, Omedwi, Tshilemb)
Party responsible description
Inspectors of Unions
Ikolo In the DRC Unions are involved all employee- employer disputes (sanctions, dismissal, etc).
Unions will defend all employees, not just those who are members because it is customary for them to receive an amount (10%) if there is money to be ‘won’.
Inspectors of
Government Ikolo Also the government has inspectors who will check if Bralima operates in a correct way with respect to the law.
Ministers of State Van Mameren, Mme Adele
Within some occasions it is necessary for Bralima to communicate with ministers of state.
Negotiations at this level are performed by the General Manager.
INSS (Institut National de Sécurité Social?)
Ntemo, Omedwi The INSS has to be contacted on any occasion an employee enters or exits the service of Bralima (Ntemo). Also working accident have to be reported to this institute (Omedwi).
Universities Tshilemb For actively recruiting student talents to enter the Bralima service the contact with universities is very important. There is however a problem with some universities because diploma`s can be
‘bought’ there. A university diploma is therefore not a insurance the student is capable.
INPP (Institut National de Profession …?)
- The INPP is an institute that delivers eduction to employees. A portion of everybody’s salary (2 %) is paid to this institute each month and ‘free’
education can be received in return. Bralima however prefers to keep al training in-house because of quality issues surrounding the
provided education.
18. Communication
Communication to employees takes place by means of three channels;
Via meetings with representatives of Union of employees E-mailing employees
Via the management of the different Departments
Appendix F – A-Graphs
I – Current HRIS
16
16 The individual activities (appointed with A) are defined in appendix C, data collections (appointed with D) are described in appendix G.
II – Proposed HRIS
17
17 The individual activities (appointed with A) are defined in appendix C, data collections (appointed with D) are described in appendix G.
Appendix G – Summary of relevant data types
# Data name Description
D1 Accident Reports Reports on the accidents that occurred involving employees.
D2 Employee Information Personal information about the employees (name, address, etc.).
D3 Employee Presence Registration of presence at work of each employee.
D4 Payment Filosophy /
Guidelines Corporate guidelines on the design of the reward structure.
D5 Organizational objectives Bralima`s periodic goals set by the local management (Comex).
D6 Prognosis of HR requirements
A prognosis per department of how many employees are necessary to execute the work over a certain period.
D7 Observations of the organization
General messages that are picked up concerning various organizational issues (e.g. employee satisfaction, departmental conflict, etc.).
D8 HR procedures & policies The procedures and policies which the HR department follows when dealing with HR related issues.
D9 Administered Employee Information
The personal information that is registered inside the information system about employees (see 2).
D10 Payment History Information about the payments made (and loans given out) to employees.
D11 Reward Structure The structure that determines each employees reward (both financial and non-financial).
D12 Job description A description of all responsibilities and necessary skills for each individual function within the firm.
D13 Organizational Charts An overview of the coherence between functions depicting relations of responsibility, power and formal reporting between functions.
D14 Performance Assessments A historic overview of the periodic assessments that are made of each employee’s performance.
D15 Blacklist The list of people that are not to be hired (anymore).
D16 HR planning Detailed planning of the number of (fixed and flexible) employees that are necessary for the coming periods.
D17 Employee Curriculum Overview per employee stating the person’s education and professional skills and experiences.
D18 Health & Safety Plans Information concerning programs of health & safety improvement.
D19 Communication to employees
Information about policies, procedures or programs which are relevant to th employees.
D20 Talent development
programs Personal development programs that aim to develop employee’s talents.
D21 Succession Planning A long term planning stating which employees are to be promoted to certain functions in the future.
D22 Educational plans A planning which signifies employees that are to follow certain courses which are organized to improve employee skills.
D23 Organizational development programs
Programs that aim to develop and improve the current organizational performance. (e.g. ?)
