Case study 5: KUNDIMAN COMMUNICATONS CORPORATION

Mr. Lonely

The Kundiman Communications Corporation (KCC) is a local company with more than 2,000
persons in its payroll. The company’s top management is composed of the President, VP for Marketing,
VP for Operations, and the VP for Administration.

A member of the staff, Engineer Lorenzo de Guzman, an electronics engineering graduate, has
just received an order from his immediate superior, the VP for Operations, to head the newly built
telecommunications facility in Antipolo, Rizal. So far, he is the only company personnel identified with
the new facility. He was given three months to make the facility operational.

Engineer de Guzman appraised that for the Antipolo unit to operate, it will require the services
of a number of persons skilled in the various activities that will be undertaken.

As he has been working with KCC for ten years (five years in the field and five years in the head
office), Engineer de Guzman is familiar with many aspects of the firm’s operation. Some of the
supervisors and three of the key officers are his friends.

Engineer de Guzman felt that the various trainings KCC provided him had really prepared him
well for the technical aspects of his new job. His exposure to the different units at the head office will
also be useful in some ways to the administrative aspects of his position. However, his trainings and
experiences have not provided him with the expertise to recruit qualified persons to occupy the various
positions that will be created. To begin with, he does not even have the information on the number and
nature of the positions to be created.

As he was inspecting the building in Antipolo where he will hold office, Engineer de Guzman
wondered if he could convince top management to transfer some of his acquaintances in the head office
to his new assignment.

Engineer de Guzman knows that his next promotion will depend much on the success of the
new facility under his direction. He thought that if he could only get the right persons, his job would not
be too difficult. With this in mind, he pondered on what his first move must be.

PROBLEM

What will be Engineer de Guzman’s first move considering:

I. The facility must be operational in three months;

II. He has not the expertise in recruiting qualified persons that will occupy the positions that will be
created;

III. He has no information on the number and nature of the positions;

IV. There are 2,000 employees working in the head office;

1
 V. He needed services of a number of persons skilled in the various activities that will be
undertaken; and

VI. He plans to convince top management to transfer some of his acquaintances in the head office
to his new assignment.

OBJECTIVE

To make the new telecommunication facility operational after three months

ALTERNATIVE COURSES OF ACTION

i. Take short-term trainings offered on staffing;

ii. Adopt the organizational structure of the head office for the positions that will be created;

iii. Avail of services offered by a professional recruitment firm ; and

RECOMMENDATIONS

Engr de Guzman should hire a human resource manager, someone who knows how to do the
job well and someone whom he can work with efficiently.

Step 1: Human resource planning

Forecasting: Monitoring method

There are currently 2000 persons under the employ of the Kundiman Corporation. The
number is large enough for the company to remain stable even if there would be layoffs. And since the
organization is about to operate another facility in three months time, these employees are good source
of skilled personnel.

Step 2: Recruitment

For the executive positions:

Propose to top management the transfer of some of its personnel from head office to the new
facility so that:

i. The time it would take the new facility operational will be attainable, having a number of
skilled personnel working for the new facility;

ii. There will be enough supervisors or managers to provide trainings for the new employees
that will be hired; and

iii. Some underutilized employees will be promoted; and

2
 iv. The corporation will save money for the training of entry-level personnel.

The specific positions shall be for supervisors and for the human resource management unit respectively.

For entry-level personnel:

The company can rely on printed advertisements, or recruitment drives in schools for this
matter.

Step 3: Selection

Since some of the organization’s current employees may be qualified to occupy positions higher
than the ones they are occupying, it is highly suggested that they be prioritized in the recruitment and
selection. Plus, the management can be assured that the loyalty and dedication of these workers will
remain with the company.

Step 4: Induction and Orientation

After the selection of qualified applicants, induction and orientation step can be provided by the
human resource management unit.

Step 5: Training and development

These too can be performed by the HR unit but with the supervision of Engr de Guzman.

For no managers: the on-the-job training is highly recommended. By this time, the management
should have a number of skilled personnel transferred from the head office to supervise the new
employees’ training without hindering the operation of the new facility.

For executive positions: these persons need not be oriented with the whole aspect of the
operation anymore as they have been working in the head office before. Perhaps only a little
adjustment period is necessary to make them familiar with the new working environment. Enhancement
training could also be provided but not all at the same time—supervisors should check the performance
of the new employees under them. Case studies are recommended here.

Step 6: Performance appraisal

Those who performed well in the first six months will be considered “regular” employees of the
new facility. This entails stability in the workplace.

Step 7: Employment Decisions

Those who poorly performed the jobs assigned to them, or have health problems may not be
considered by the facility as its employee after six months of rough training.

Step 8: Separation

The termination of an employee shall be based on their performance rating and health.