Managing New Company (Food Industry)

HUMAN CAPITAL
MANAGEMENT
2021 BIG ASSIGNMENT REPORT
TUTORIAL D
NAVAUL ANISA PUTRI 19018010

HILALI FAHRIAN 19019010
NAUFAL IRFANTO 19019020
MUHAMMAD YUSUFA S. A. 19019030
RAFDI DWANTARA 19019102
JERRY FERDIANSYAH 19019122
MUHAMMAD FARIZ IBRAHIM 19019125
MUHAMMAD AHNAF ABID 19019152
JONATHAN TIMOTHY 19019175
School of Business and Management

Bandung Institute of Technology
2021
TABLE OF CONTENT
CHAPTER 1 : Business Profile, Value chain, Process, and Organizational Structure... 8
1.1. Company Name........................................................................................................... 9
1.2. Company Profile.......................................................................................................... 9
1.3. Company Logo............................................................................................................. 10
1.4. Company vision, mission, value chain, and business process..................................... 10
1.5. Divisional Organizational Structure ............................................................................ 15
9
CHAPTER 2 : Soft Competency Model................................................................................ 10
2.1 Company Value and Core Competency....................................................................... 23
2.2 Functional Competency.............................................................................................. 25
2.3 Managerial Competency............................................................................................ 26
2.4 Matrix of Functional Competencies............................................................................ 27
CHAPTER 3 : Job Analysis..................................................................................................... 28
3.1 Job Analysis Recruitment Manager............................................................................... 29
3.2 Job Analysis Recruitment Supervisor............................................................................ 32
3.3 Job Analysis Recruitment Staff..................................................................................... 35
3.4 Job Analysis Accounting Manager................................................................................ 38
3.5 Job Analysis Operation Manager.................................................................................. 41
3.6 Job Analysis Pastry Supervisor..................................................................................... 44
3.7 Job Analysis Training Supervisor.................................................................................. 47
3.8 Job Analysis Procurement Staff.................................................................................... 50
3.9 Job Analysis Quality Control Staff................................................................................. 53
3.10 Job Analysis Baker ..................................................................................................... 56
CHAPTER 4 : Recruitment and Selection Planning............................................................. 60
4.1 Target Setting................................................................................................................ 61
4.2 Sourcing (Internal and External).................................................................................... 62
4.3 Attracting....................................................................................................................... 63
4.4 Selection........................................................................................................................ 64
4.5 Hiring............................................................................................................................. 69
4.6 Orientation/On Board.................................................................................................... 70
CHAPTER 5 : Performance Appraisal System...................................................................... 72
A. Performance Appraisal System...................................................................................... 73
B. Performance Appraisal Tool........................................................................................... 75
CHAPTER 6 : Career Path....................................................................................................... 97
A. Career Path..................................................................................................................... 98
B. Cluster Explanation......................................................................................................... 101
...................................................................................................................................................
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TABLE OF CONTENT
CHAPTER 7 : Training and Development Program........................................................ 102
7.1 TNA Result............................................................................................................. 103
7.2 Training Plan......................................................................................................... 105
7.3 Tools of Pre-Test, Post-Test, and Program Evaluation / Feedback Form............... 110
7.4 Kirkpatrick Evaluation Method................................................................................. 112
CHAPTER 8 : Job Evaluation........................................................................................... 114
8.1 Compensable Factors Description........................................................................ 115
8.2 Compensable Sub Factor............................................................................................. 116
8.3 Subfactors Core Competency....................................................................................... 117
8.4 Subfactors Managerial Competency............................................................................ 118
8.5 Subfactors Functional Competency.............................................................................. 121
8.6 Subfactors Technical Competency.............................................................................. 128
8.7 Subfactors Responsibility Competency......................................................................... 129
8.8 Subfactors Working Condition Competency...............................................................130
8.9 Weight and Maximum Job Value................................................................................131
8.10 Competency Score................................................................................................1321
8.11 Job Value............................................................................................................... 56
8.12 Job Summary......................................................................................................... 166
CHAPTER 9 : Compensation..............................................................................................156
9.1. Number of Person in Each Position............................................................................ 166
9.2. Job Value....................................................................................................................167
9.3. Basic Salary................................................................................................................ 168
9.4. Benefit.........................................................................................................................
169
APPENDIX............................................................................................................................170
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Chapter 1
Business Profile,
Value
chain,Process, and
Organizational
structure
1.1 Company name
The company name is Panettiere, which means tukang roti in Indonesia. Because we
want to be the best bread manufacturer company, but to differentiate ourselves we create
experience for the customer by making a bakery-cafe. Thus, the customer can enjoy the
taste of the bread and the cozy atmosphere which enhances the good taste of the bread
itself and creates a memorable experience that customers will not have like any other.
1.2 Company Profile
About Panettiere
Panettiere opened in 1999 with a humble beginning as a family run cafe shop with 7
employees in Cimanggis, Depok. Today, we’ve grown to 150 cafes all spread across
Java available in almost every major city, with over 1300 employees. Our mission stayed
the same, that is to share our passion for Patisseries for people to appreciate and enjoy.
As a way to give back to the community who’ve helped us become what we are now,
Panettiere is committed to investing in paths to opportunity through education, training
and employment as well as raising capital funding for small and medium-sized
enterprises. We are also committed to minimizing our environmental footprint and
inspiring others to do the same.
Panettiere History
In late 1998, the idea of opening a cafe came from Brahme Mahayana whose
kindergarten granddaughter really liked the bread he made, and said that her
grandfather's bread couldn't be bought anywhere.
The name 'Panettiere', which means baker in Italian was picked as it is the nickname of
the first head chef(and the founder at the same time) of this business at that time, who
went to Germany for 12 years to feed his love for baking and fulfill his dream to eat and
learn to bake various bread there. Beside, the name 'Panettiere' was picked with a hope
he can be a great baker, as he had a long term wish to have fresh baked bread smell
around him everyday for a long time.
The decision to open the cafe at 10 in the morning was initially taken because 10 am is
the time for his granddaughter to come home from kindergarten.
Panettiere is led today by CEO Sergio Prenanda.
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1.3 Company Logo
Figure 1.1. Logo
Some philosophy behind our company logo are:

Circular shape on the background represents the shape of some bread that we sell
also the shape of a mug of coffee from the upper angle
Wheat represents one of the main ingredient for our main product
Rolling pin representing the process of “making” the product, inside the pin also
stated the year that we made our business.
1.4 Company Vision, mission, value chain, and business process
1.Mission & Vision

Mission:
a. To give a memorable experiences for enjoying the bread in a place
b. Investing to our people for the business betterment
c. Build strong relationship with the business partners
d. Develop the green business practices
Vision:
a. To Become the Best Bakery brand in Indonesia before 2024
b. Developing and impacting the lives of 2000 talents through training and capital
funding
c. To Become the Biggest Bakery brand in Indonesia, being available in all major
cities
d. Becoming a certified carbon neutral company by 2022 and carbon negative by
2026
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2. Value Chain
Figure 1.2. Value Chain Analysis
Panettiere is concerned with its value chain because the quality and availability of the
goods is heavily determined by the effectiveness and efficiency of the value chain. The
value chain consisted of primary and supporting activities. Below are the detailed
explanations :
1.Primary Activities
a.Inbound Logistics
Inbound logistics include the receiving, warehousing and inventory control of our
company's raw materials. The raw material consists of baking powder, baking soda,
chocolate, milk, butter, vanilla, peanut, and other baking ingredients. To obtain those
raw materials we cooperate with some suppliers . Our company also does an
Inventory check every month to make sure that we don't run out of raw materials for
next production. In addition, we also do quality control for every raw material we
receive from the suppliers to ensure the quality of the final product.
b.Operations
Operations include procedures for converting raw materials into a finished product or
service of our company. This includes changing raw materials to ready them as
outputs. The production process will be carried out from 6AM-10AM before the store
opens. In this process we also did a quality control procedure in every production step
to minimize defects of the final product. We also ensure the quality of our product by
applying quality control procedures for each of our stores and cafes.
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c.Outbound Logistics
All activities to distribute a final product to our customers. Our company distributes
the final product by selling it in our store or cafe. The selling process will be carried
out on store open hours from 10AM-10PM. We also distribute our final product using
a reservation and pre-order system if there is a big order from certain customers.
If there is some excess product we will store it in the store or cafe warehouse and
resell it on the next day.
d.Marketing & Sales

Strategies to enhance visibility and target appropriate customers—such as
advertising, promotion, and pricing—are included in marketing and sales for our
company. Basically, this is all activities that help convince a consumer to purchase
our company’s product and service.
Market Research : We have several competitors, the most similar competitor is
Haliman, it is a modern bakery-cafe. More importantly, a conventional bakery shop
such as Holland bakery and bread talk also highly influence the competition in the
bakery industry. For Haliman located in Bandung The competitors price range is from
Rp 5.000-Rp 50.000 the strength of our competitor is its chef is high quality chef and
the bakery is containing zero preservative.
Pricing : From the market research analysis we conclude that our pricing will be from
Rp5.000-Rp100.000 due to the reason to give consumers more options.
Integrated Marketing : For offline marketing we will use posters, brochures, and
billboards. For online marketing we will use instagram, instagram ads, website, online
shop, and google ad sense.
Sales Channel : We will sell our product in our cafe and store and also sell it online by
using third party partners such as GoFood and GrabFood. In addition we also offer a
reservation and pre-order system using instagram platform.
e.Services
This includes activities to maintain products and enhance consumer experience—
customer service, maintenance, repair, refund, and exchange warranty. We provide
some warranty such as product expiration warranty, product taste consistency, and
product delivery warranty. For the services we provide cake customization services,
friendly customer service and cashier, convenient and comfortable space in the cafe.
For a loyal customer we will give membership benefits such as a discount and
coupon stamp to get a free product for every certain amount of purchase. We also
cooperate with external parties to provide delivery order service.
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2.Supporting Activities
a.Firm Infrastructure
Cost activities, and assets related to general management, accounting, finance,
information system security and safety, and other functions. The company always
emphasizes that the management of the company must be in accordance with the
plans that have been made and must achieve the desired value.
b. HR Management
The company always evaluates its employees and management. We set high
standards for employees so that the company can achieve its goals to the fullest. The
performance of employees of each division will be assessed in any way, given
rewards and additional training so that employees always have the desired
competence.
c. Technology Development
We always upgrade the company's technology, in order to produce the products the
market wants. Good bakery products are based on technology and good materials.
We always make improvements in every line of the company, especially in the field of
technology, every latest information obtained will be used as best as possible to
achieve customer satisfaction.
d. Procurement
We utilize essential elements for making bread with elevated expectations. At that
point, the creation resources possessed are guaranteed to be in the best condition
consistently. Each stock is put away with high wellbeing guidelines too. Every
purchase of raw material and production assets, we always check with a system that
has been made according to company standards.
3. Value Chain
The business process of panettiere is relatively simple but it needs to be followed by
excellent execution. In this section, we present the business process using BPMN.
Each row of BPMN represents one primary activity that has been mentioned in the
previous section (value chain. Here are the business process of panettiere :
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Figure 1.3. Business Process Model & Notation
The business process consists of five different primary activities of the value chain which
are inbound logistics, operation, outbound logistics, marketing & sales, and service. The
very first process starts at inbound logistics and marketing & sales and the very end
activities end in the service activities. The business process model demonstrates how the
business works from receiving input and developing marketing plans to producing and
serving the final product.
Figure 1.4. BPMN Legend
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1.5 Divisional Organizational Structure
Figure 1.5. Organogram
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Figure 1.6. Zoomed Organogram 1
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In Panettiere, we are using functional organization structure, we divided it into 5 level
which is consist :
Level 1: CEO
Level 2: On this level consist of 4 Board of Directors, which is Chief Operating
Officer, Chief Finance Officer and Chief Human Resource Officer and also Chief
Marketing & Communication Officer. Our consideration is that we combine CMO and
Communication because they have the closest relationship for example In a
marketing campaign, good communication is needed, that's why the PR division is
present.
Level 3: This level consists of our Manager which is divided based on their division
such as Supply manager, Quality Control Manager, Production Manager, Distribution
Manager, Cafe Manager, Recruitment Manager, Training manager, Accounting
Manager, Treasury Manager, PR Manager, Creative Manager, Customer
Relationship Manager, and last is Sales Manager . In this company we assume that
all managers have the same responsibility as the Board of Directors.
Level 4: Each manager has a supervisor to help their work efficiently such as
Procurement Supervisor, Warehouse Supervisor, QC Raw MaterialSupervisor, QC
Finished Material Supervisor, Kitchen Lead, Waiters Lead, Cashier Lead in the
Operation department. Advertising Division, Social Media Division, Offline and Online
Sales Division in Marcom Department.
Level 5: Each supervisor has supervised a staff.
Each position must have tasks and responsibility. Thus, we put a brief explanation about
their task and responsibility :
Chief Executive Officer : Whose primary responsibilities include making major

corporate decisions, managing the overall operations and resources of a company,
acting as the main point of communication between the board of directors (the board)
and corporate operations and being the public face of the company.
Chief Operation Officer : Oversees a company’s business operations and reports to

the CEO and ensures the company has effective operational and financial procedures
in place.
Operation manager Manager : Manage overall operations and is responsible for
the effective and successful management of labor, productivity, quality control
and safety measures as established and set for the Operations Department.
Procurement Supervisor : Ensuring cost-effective purchase of all materials
and services as required by the procurement plan whilst ensuring quality
control and compliance with the Company’s policies and procedures.
Procurement Staff : Execute all procurement processes to achieve the
company's production target
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Warehouse Supervisor : maintaining and overseeing inventory and supplies
by receiving, storing, and delivering items and securing the warehouse as well
as supervising staff.
Warehouse Staff : receiving and processing incoming stock and
materials, picking and filling orders from stock, packing and shipping
orders, or managing, organizing and retrieving stock and other.
QC Supervisor : ensuring manufactured products meet set standards of
quality, reliability and performance.
QC Staff : Execute all Quality Control processes to achieve the
company's production target
Bakery Supervisor : Supervising the production bread in factories that meet
with required quality standards, and making sure the machine is running
properly, finishing the product and preparing for shipment.
Baker : Produce Bakery in factories. and operate and maintain
machinery, ensure production standards are met, finalize products, and
prepare them for shipping
Pastry Supervisor : Supervising the production Pastry in factories that meet
with required quality standards, and making sure the machine is running
properly, finishing the product and preparing for shipment.
Pastry Staff : Produce that pastry in factories. and operate and maintain
machinery, ensure production standards are met, finalize products, and
prepare them for shipping
Beverage Supervisor : Supervising the production beverage in factories that
meet with required quality standards, and Make sure the machine is running
properly, finish the product and prepare for shipment.
Beverage Staff : Produce that beverage in factories. and operate and
maintain machinery, ensure production standards are met, finalize
products, and prepare them for shipping
Distribution Supervisor : coordinate team members and make sure
distribution operations are completed efficiently. And allocating resources,
assigning tasks, recruiting and training staff, managing inventories, storing
items, updating records, and monitoring team performance.
Distribution Staff : Overseeing the delivery, loading, and unloading
products and goods, and ensuring they are safely transported.
Bakery Cafe Supervisor : oversee the day-to-day running of cafés. They
hire, train, and supervise café staff, order café supplies, resolve customer
complaints, and ensure that food health and safety regulations are adhered
tos.
Bakery Cafe Staff : perform their tasks under the supervision of a Cafe
Manager and usually are responsible for seating customers, taking orders,
taking food and drinks to tables, collecting dirty dishes, refilling glasses,
and cleaning tables
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Chief Human Resource Officer: developing and executing human resource strategy
in support of the overall business plan and strategic direction of the organization,
specifically in the areas of succession planning, talent management, change
management, organizational and performance management, training and
development, and compensation.
Recruitment Manager : oversees the sourcing, interviewing and hiring processes
of employees, make sure the recruiting strategies used by the team are up to date
and help them implement new ones, and provide advice to the employer on
recruiting, interviewing and improving their brand.
Recruiting Supervisor : Supervising their staff to sourcing, attracting and
hiring job candidates for open positions.
Recruitment Staff : sourcing, attracting and hiring job candidates for
open positions.
Training and Engagement Manager : Help businesses by developing,
facilitating and supervising training programs for employees
Training Supervisor : Supervising their staff to assess the needs of a
business, implement training and development plans, and facilitate a wide
variety of training programs that enhance the effectiveness of the workforce
Training Staff : Assess the needs of a business, implement training and
development plans, and facilitate a wide variety of training programs that
enhance the effectiveness of the workforce.
Engagement Staff : Conduct internal events to increase internal
engagement and strengthen the bond between the employees.
Compensation and Benefit Manager : Designing fair and attractive bonus
programs, Evaluating how effective the benefit packages are in terms of
employee satisfaction, Ensuring our compensation plans comply with the relevant
legislations
Compensation and Benefit Supervisor : Analyzes compensation data
within an organization and evaluates job positions to determine classification
and salary. Administers employee insurance, pension and savings plans and
works with insurance brokers and plan carriers.
Compensation and Benefit Staff : Execute administering our
employees' rewards, perks and benefits.
Chief Financial Officer : Planning, implementation, managing and running of all the
finance activities of a company, including business planning, budgeting, forecasting
and negotiations. And also extend to obtaining and maintaining investor relations and
partnership compliance.
Accounting Manager : supervise, monitor and evaluate all day-to-day
accounting activities, establishing financial status by developing and
implementing systems for collecting, analyzing, verifying and reporting financial
information.
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Accounting Supervisor : Supervising their staff to maintaining the general
ledger, reviewing financial statements, preparing financial reports, assisting
with audits and budgeting processes
Accounting Staff : maintaining the general ledger, reviewing financial
statements, preparing financial reports, assisting with audits and
budgeting processes,
Treasury Manager : Plan, monitor, and control company’s performance to be
financially profitable
Treasury Supervisor : Supervising their Staff to monitor daily cash flow
management , funding and budgeting
Treasury Staff : monitor daily cash flow management , funding and
budgeting
Chief Marketing & Communications Officer : Embodies the whole process: From
client relations, PR and marketing strategies, to the creative side of promotional
literature, advertising and artwork.
Marketing Manager : planning and directing the creation of material that will
maintain or enhance the public image of their employer or client.
Online Marketing Supervisor : Manage and Supervise the execution of the
online marketing strategy
Online Marketing Staff : Execute the Online Marketing Strategy
Offline Marketing Supervisor : Manage and Supervise the execution of the
offline marketing strategy
Offline Marketing Staff : Execute the Offline Marketing Strategy
Sales Manager : lead a sales team by providing guidance, training and
mentorship, setting sales quotas and goals, creating sales plans, analyzing data,
assigning sales territories and building their team.
Offline Sales Supervisor : maximizing sales team potential, crafting sales
plans and justifying those to plans to the upper management with offline
method
Offline Sales Staff : Execute all offline Sales activities to achieve
maximal sales
Online Sales Supervisor : maximizing sales team potential, crafting sales
plans and justifying those to plans to the upper management with online
method
Online Sales Staff : Execute all online sales activities to achieve maximal
sales.
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Chapter 2
Soft Competency
Model
2.1 Company Value and Core Competency
No Company Value Description Keyword Core Company

Value Comeptency Value
1 Customer We encourage every Customer, Customer Building

Oriented company member to Awareness, Service awareness for
develop their awareness in Marketing, Orientation every
customer service orientation Solution (CSO) employee in
for external or internal each division
activities in the company. to develop
Externally, our company customer
members must prioritize oriented
customer satisfaction and behaviour, not
avoid conflict with other only to serve
external parties. Internally, customer
our company members satisfaction but
must apply customer also to be
service orientation for their applied
daily activities at company. internally in
By doing so we can help every daily
our marketing process due company
to customer satisfaction, activities.
and finding win-win
solutions when there is a
conflict happening inside
the company.
2 Integrity The quality of being Trustworthy, Organization Generate a

trustworthy, responsible, Responsible, al workforce who
and committed to their Committed. Commitment are highly
work. We believe that no (OC) committed to
matter what business we the company
are in, integrity has to be and direct their
the core value of the action for the
company. Integrity is what company
will make Panettiere go
forward and beyond the
bars.
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3 Social We are committed to bring Provoking, Impact and Creating
Consciousne positive impacts to our Responsible, Influence positive
ss surroundings, both to our Empowering, (IMP) impact both
workforce and the Environment- internally to our
environment. Panettiere ally workforce, and
provides excellent career sustainable externally to
development opportunities our
such as providing training, environment
scholarships and and
employment. We empower surroundings.
small and medium-sized
enterprises with initiatives
such as raising capital
funding, workshops, and
more. We also believe in
maintaining a business that
is environmentally
sustainable with initiatives
such as using
biodegradable products,
giving grants to
environmental projects, and
more.
Table 1. Core Competency of Panettiere
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2.2 Functional Competency
1 Operation 1. Concern for order (CO) 1. Urge a person to guarantee the nature of
2. Expertise (EXP) their work/errands, consistency, exactness,
3. Achievement Orientation and accuracy of information and data in the
(ACH) Working environment.
No Function Functional Competency Competency Description
2. Have the specific knowledge and experience
on the job and have the motivation for using,
improving and sharing the knowledge.
3. Have a desire to be higher or the same as the
average competitor, challenge him/herself by
creating achievement, and also have a great
initiative to reach higher than expectations.
2 Human 1. Organizational 1. Having the competency to read a group’s

Resource Awareness (OA) emotional currens and power relationships,
2. Interpersonal and identify influencers, networks, and
Understanding (IU) dynamics within the organization.
3. Relation Building (RB) 2. Competency to which an individual gets
along and interacts positively with
co-workers. Degree and style of
understanding and relating to others.
3. Competency to identify and initiate working
relationships and to develop and maintain
them in a way that is of mutual benefit to
both yourself and the other party.
3 Finance 1. Expertise (EXP) 1. Have the specific knowledge and experience

2. Analytical Thinking (AT) on the job and have the motivation for using,
3. Concern for Order (CO) improving and sharing the knowledge.
2. Can identify and define problems to its
roots, use simplified action steps to solve the
problem.
3. Will or desire to ensure accuracy and quality
or reducing uncertainty of data and information
in the work place
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4 Marketing 1. Conceptual Thinking (CT) 1. The ability to understand a situation or
2. Initiative (IN T) problem by looking at it as an intrigue of
3. Self - Confidence (SCF) identifying abilities
2. The urge to act to exceed what is required or
required by the work / environment to do
something without waiting for orders first,
this action is taken to improve or improve
work results or avoid problems or create new
opportunities.
3. The high confidence that needed when
persuading people as well as do public
speaking
Table 2. Functional Competency of Panettiere
2.2 Managerial Competency
No Managerial Competency Competency Description
1 Directiveness (DIR) Set quality standards, monitoring to achieve high

performance, and openly admonish the team
members when it comes to performance matters.
2 Developing Others Ability to increase the value of others, which means

(DEV) increasing their soft and/or hard competencies, be it
by verbal or non verbal motivation, or by organized
training program.
3 Team Leadership (TL) The ability to lead the team to increase

effectiveness, and to emphasize the importance of
following mission to achieve the company goals.
Table 3. Managerial Competency of Panettiere
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2.2 Matrix of Functional Competencies
Functional Operation Human Finance Marketing

Competencies Resoure
CO + - + -
AT - - + -
CT - - - +
IU - + - -
EXP + - + -
ACH + - - -
OA - + - -
SCF - - - +
RB - + - -
INT - - - +
Table 4. Matrix of Functional Competencies of Panettiere
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Chapter 3
Job Analysis
3.1 Recruitment Manager
JOB ANALYSIS
Job ID RM 01 Date 07 - 02 - 2021
Job Title Recruitment Manager Created by Yusufa Sukma
Job Class Manager Approved by Manager HR
Job Devison Human Resource Revised Date 09 - 02 - 2021
Summary of The Job Description
Planning, directing, and coordinating recruitment activities of the organization to

develop and utilize various sources of potential applicants to fulfill staffing needs.
Task & Performance Indicator
TASK Performance Indicator
Create and manage the department recruitment

Ratio cost per hire
process.
Find new Employee Time needed to fill position
Review and Evaluate talent acquisition process New Hire 90-day failure rate
Creating offers for prospective employee Acceptance rate
Recruiting the right employess Talent turnover rate
Authorities
Access to company employee database
Work Relationship
Horizontal
Coordinate with: Compensation and benefit manager, training and engagement manager.
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Vertical
Reports to: Chief of Human Resource Officer (CHRO)
Supervise: Recruitment supervisor
External
Public
Other
N/A
Job Competency Profile

Manager
Job Spesification
Soft Competencies
Core Level Description
Customer Service Orientation 5 Do real activities to increase added

(CSO) value for consumers, to make things
better for consumers. Shows positive
expectations of Panettiere for
consumers.
Organizational Commitment (OC) 5 Making unpopular decisions for the

benefit of the Panettiere even though
it is controversial.
Impact and Influence (IMP) 5 Modeling the desired behavior of

others or taking into account unusual
or dramatic behavior to produce a
specific impact.
MANAGERIAL/LEADERSHIP Level Description
Directiveness (DIR) 5 Always openly check performance of

Panettiere based on clear / agreed
standards.
Developing Others (DEV) 5 Reassuring others after experiencing

good steps choosing to give negative
feedback in behavior is compared to
personal stress
Team Leadership (TL) 6 Ensure that others follow the

developed mission, objectives,
agenda, climate, way of working and
group affiliation (office politics) of
Panettiere, by setting a good
example.
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Functional Level Description
Interpersonal Understanding (IU) 5 Able to understand the complex

causes of one's actions, habit patterns
and old problems.
Organizational Awareness (OA) 6 Understand and pay attention to long-

term issues, opportunities, or political
power affecting the Panettiere in its
relationship to the outside world.
Relation Building (RB) 6 Often hold activities to build

friendships with friends or consumers
outside Panettiere, in clubs or
restaurants, etc.
TECHNICAL / HARD COMPETENCIES
MANAGERIAL/LEADERSHIP Description
English Knowledge of the structure and

content of the English language
including the meaning and spelling of
words, rules of composition and
grammar.
Law and Government Knowledge of laws, legal codes, court

procedures, precedents, government
regulation, executive orders, agency
rules, and the democratic political
issues.
Working experience Ensure that others follow the

example.
Item Level Description
Confort Level High Work in settled indoor facilities with

complete equipment and prepared
schedule.
Accident Risk Low Work to settle indoor facilities with

complete equipment.
Hazardous Exposure Low None to low risk of being exposed.
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3.2 Recruitment Supervisor
JOB ANALYSIS
Job ID RSP 02 Date 03 - 02 - 2021
Job Title Recruitment Supervisor Created by Hilali Fahrian
Job Class Supervisor Approved by Manager HR
Oversees a company's recruiting programs, policies, and procedures to develop

and utilize various sources of potential applicants to fulfill staffing needs.
Oversee and maintain recruitment records in

accordance with equal employment opportunity, Number of Good quality employee
affirmative action, federal and state standards
Identify and approve advertising and recruiting
On time Vacancy
needs based on the market and trends while
maintaining the fiscal budget.
Provide ongoing coaching and development to
Number of Employee Achieve Target
recruiters.
Report team and individual performance reports on

Reporting to HR and senior management
time and conformity
Authorities
Setting employee and team goals and choosing appropriate rewards for achievements. Consult senior
management professionals regarding job promotions. Act as a mediator for employee issues and report the
issues for an investigation
Work Relationship
Horizontal
Coordinate with: Recruitment supervisor, QC supervisor
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Vertical
Reports to: HR Manager
Supervise: Training Staff
External
Other
N/A

Supervisor
Job Spesification
Soft Competencies
Customer Service Orientation 3 Fix consumer-related problems of

(CSO) Panettiere seriously.
Organizational Commitment (OC) 4 Place the interests of the Panettiere

above personal interests and desires,
professional status and family
interests
Impact and Influence (IMP) 4 Adjusting a presentation or discussion

with the interest or level of others
anticipates the effect of an action or
other detail on people's image about
the speaker.
Directiveness (DIR) 3 Usually say “no” clearly to orders that

don't make sense or set boundaries
for other people. Can manipulate the
situation to force people to comply.
Developing Others (DEV) 3 Providing direction or demonstrations

on the basis of involving logic as a
training strategy; or provide practical
help or support to make Panettiere’s
work easier
Team Leadership (TL) 3 Use complex strategies to increase

group morale and productivity
(decisions to recruit and leave, team
assignments, apprenticeship
rotations) of Panettiere.
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Interpersonal Understanding (IU) 4 Able to understand the things that

underlie a problem, the reasons for
the emergence of a person's feelings,
actions, or concerns.
Organizational Awareness (OA) 4 More than one years of supervisory

experience with responsibility for
performance management, coaching
and developing others.
Relation Building (RB) 4 Often establishes informal or informal

contacts in Panettiere, both with
friends and with consumers, with
deliberate efforts to build a good
impression of a relationship.
Item Description
Educational Must have a Bachelor's degree

coupled with three years of recruiting
experience (or equivalent combination
of education and experience).
Work Experience More than one years of supervisory

experience with responsibility for
performance management, coaching
and developing others.
Certification Certified Professional in Recruitment

Management
Confort Level Medium Apart from working in a cool office,

they also occasionally come out of
work at job fairs, for example

complete equipment.
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1
3.3 Recruitment Staff
JOB ANALYSIS
Job ID RSF 03 Date 05 - 02 - 2021
Job Title Recruitment Staff Created by Jerry Ferdiansyah
Job Class Staff Approved by Manager HR
Sourcing, attracting and hiring job candidates for open positions to develop and
utilize various sources of potential applicants to fulfill staffing needs.
Developing a schedule for a regular selection

Number of neat and clean schedule
process for new employee recruitment.
Conducting new employee selections Number of opening job vacancies and interviews
Coordinating with other departments Percentage of Successful Job vacancies
Authorities
Work Relationship
Horizontal
Coordinate with: Procurement Staff, Warehouse Staff, Quality Control Staff, Distribution Staff, Company and
1
benefit Staff, Training Staff, Engagement Staff, A
ccounting Staff, Treasury Staff, Marketing Staff, Sales Staff
Panettiere 35
1
Vertical
Reports to:Recruitment Supervisor
External
Job Seeker
Other
N/A

Staff
Job Spesification
Soft Competencies
Customer Service Orientation 2 Monitor customer satisfaction,

(CSO) distribute helpful information of
Panettiere to consumers. Provide
friendly service and act as friends.
Organizational Commitment (OC) 2 Show loyalty, awareness to help

colleagues in Panettiere in completing
their duties, respecting the wishes of
the power holder / decision maker
Impact and Influence (IMP) 2 Not trying to take special actions to

increase other people's interest in the
ideas presented. Convince others with
direct persuasive steps in a
discussion or presentation,
Directiveness (DIR) N/A
Developing Others (DEV) N/A

Team Leadership (TL) N/A
Interpersonal Understanding (IU) 2 As well as understanding someone's

emotional feelings that are happening
and at the same time capturing the
content of the explicit message being
conveyed.
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Organizational Awareness (OA) 2 Understand and can take advantage
of informal channels and structures
(able to identify key actors, people
who can influence decisions etc.
Relation Building (RB) 2 Maintaining an employment

relationship at Panettiere (in this case
the intention is for things related to
work)
Item Description
Educational Bachelor's Degree in Psychology or

related field from reputable
universities, with GPA minimum 3.0
Work Experience Minimum 2 years as Recruitment Staff

from a reputable company
English Able to Speaking and writing full

professional proficient ( min IELTS 6.0
Mastering to operate computer Microsoft Office Excel, Microsoft
programs Office Word, and Microsoft Office
Power Point.
Other Skill Advantage Having basic practice for conducting

classical psychological tests and
scoring test result
Confort Level High Work in settle indoor facilities with

schedule

complete equipment.
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3.4 Accounting Manager
JOB ANALYSIS
Job ID AM 01 Date 07 - 02 - 2021
Job Title Accounting Manager Created by Jonathan Timoty
Job Devison Finance Revised Date 01 - 03 - 2021
Controlling and conducting evaluation for all financial activities to make sure all
transactions and financial calculations are recorded and accurate
Manage accounting team’s daily work, make sure Financial statements at the end of period reportedly
all jobs done on time and accurate on time and conformity
Manage and evaluate internal financial activities Level Accuracy of audit
Percentage of employee equally contribute in

Directing accounting staff, dividing workloads
achieving company’s target
Monitor other division’s spending and other Annual report about each division’s financial
financial activities to keep on budget activities reported on time and conformity
Monitor all kinds of transaction that the company Number of transactions are recorded precisely and
does to ensure that all is recorded accurately regularly
Authorities
Full access of income, outcome and other transaction that occurred in the company
Work Relationship
Horizontal
Coordinate with: Operation Manager, Compensation and Benefit Manager, Recruitment Manager, Training & Engagement
Manager, Treasury Manager, Marketing Manager, and Sales Manager
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1
Vertical
Reports to: Chief Finance Officer (CFO)
Supervise: Accounting Supervisor
External
Tax Agency, External Auditor, Shareholder
Other
N/A

Manager
Job Spesification
Soft Competencies

consumers.


specific impact.

standards.

personal stress

example.
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Expertise (EXP) 6 Provide specialist services of a more

specialized profession related with
Panettiere works. Usually requires
intensive education (such as obtaining
specialist degrees, masters)
accompanied by some direct
experience in the field,
Analytical Thinking (AT) 6 Organizing, sequencing and analyzing

systems for Panettiere that are
interrelated and very complex /
dynamic.
Concern for Order (CO) 6 Develop and use systems of

Panettiere to organize and maintain
the ability to trace any information.
Item Description
Educational Bachelor Degree in Accounting,

Master Degree in linear programming
(minimum GPA 3.00)
Work Experience Minimum 3 years in general

accounting
Certification Certified Public Accountant,

Accredited Business Accountant, and
other certifications are preferable

schedule.

complete equipment.
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3.5 Operation Manager
JOB ANALYSIS
Job ID OPM 01 Date 07 - 02 - 2021
Job Title Operation Manager Created by Ahnaf Abid
Job Devison Operation Revised Date 01 - 03 - 2021
Manage, Planning, and Evaluating the operation process which consist of from
procurement, warehouse, Quality Control, and Production to ensure sufficient output
quality with high efficiency and productivity
Plan, create, and manage budget for Operation Level of Budget Accuracy (How accurate the actual
Department cost to the budgeted cost)
Develop, implement and review operational policies

Number of SOP violations
and procedures
Percentage of employee equally contribute in

Directing accounting staff, dividing workloads
achieving company’s target
Ensure all the documentaries and legal in
Number of Infringement
Operating activities are done and monitored
properly toward laws and regulations
Oversee budgeting, planning, reporting, and Level of Accuracy and Comprehensiveness of the
auditing documents
Authorities
Access to company database about suppliers, Access to company database about operation officers, Access
to make an international calls using offices facilities
Work Relationship
Horizontal
Coordinate with: Recruitment manager, Training and Engagement manager, Compensation & benefit
Panettiere manager, Accounting manager, and Treasury Manager,
Panettiere
41
1
Vertical
Reports to: Chief of Operation Officers
External
Supplierr
Other
N/A

Manager
Job Spesification
Soft Competencies

consumers.


specific impact.

standards.

personal stress

example.
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Expertise (EXP) 6 Provide specialist services of a more

specialized profession related with
Panettiere works. Usually requires
intensive education (such as obtaining
specialist degrees, masters)
accompanied by some direct
experience in the field,
Achievement Orientation (ACH) 6 Determining decisions, setting

priorities, or selecting goals on the
basis of input and output: making
scientific and explicit considerations
for Panettiere
Concern for Order (CO) 6 Develop and use systems of

Panettiere to organize and maintain
the ability to trace any information.
Item Description
Educational Bachelor degree in operation

management or related field
(Minimum GPA 3.00)
Work Experience Have a minimum 2 years experience

working in F&B industry

schedule.

complete equipment.
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3.6 Pastry Supervisor
JOB ANALYSIS
Job ID PSP 02 Date 03 - 02 - 2021
Job Title Pastry Supervisor Created by Naufal irfanto

Supervising the production pastry in factories and making sure the machine is running
properly, finishing the product and preparing for shipment to ensure that meet with
required quality standards
Supervises the pastry production meet with Number of bakeries produced that meet quality
required quality standards standards
Ensures the machine running properly Frequency Machine is not often problematic
Supervises the product finalization Number of product that passes quality control
Supervises shipment Number of Products sent to the recipient
Authorities
Access to tinkering with the machine
Work Relationship
Horizontal
Coordinate with: Procurement Supervisor, Warehouse Supervisor, Bakery Supervisor, Beverage Supervisor,
1
QC Supervisor, Bakery-Cafe Service Supervisor
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1
Vertical
Reports to: Operation Manager
Supervise: Cooker
External
Other
N/A

Supervisor
Job Spesification
Soft Competencies


interests

the speaker.
Directiveness (DIR) 4 Set uniform standards of Panettiere’s

work results; to get good
performance, quality or use of
resources

work easier

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Concern for order (CO) 4 Monitoring the quality of other

people's work, checking to make sure
that the applicable procedures of
Panettiere have been implemented
properly.
Expertise (EXP) 3 Analyze several parts of a situation or

problem of Panettiere. Break down
the problem into parts that can be
systematically managed. Be able to
predict the consequences of an
action.
Achievement Orientation (ACH) 4 Often establishes informal or informal

Item Description
Educational At least have a high school diploma or

culinary and food school or equivalent
Work Experience At least two years related experience

and/or training
Certification Certified Professional in Training

Management

schedule

complete equipment.
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3.7 Training Supervisor
JOB ANALYSIS
Job ID TSP 02 Date 03 - 02 - 2021
Job Title Training Supervisor Created by M Fariz Ibrahim

Directs a crew of company members with responsibility for monitoring all aspects of
company members' development within the Company’s training Program to increase
the quality of employee
Oversees training – Onboarding and Orientation,

Number of increase Customer Service Quality
Alchemy, and Debone Training
Prepares reports and recommends procedures to

Turnover Rate
reduce absenteeism and turnover
Recommends program changes or enhancements

Number of Employee Satisfaction
to meet human resource requirements
Report team and individual performance reports on

Reporting to HR and senior management
time and conformity
Authorities
Access Employee Database
Work Relationship
Horizontal
Coordinate with: Recruitment supervisor, QC supervisor
1
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1
Vertical
Reports to: HR Manager
Supervise: Training Staff
External
Other
N/A

Supervisor
Job Spesification
Soft Competencies


interests

the speaker.
Directiveness (DIR) 3 Usually say “no” clearly to orders that

don't make sense or set boundaries
for other people. Can manipulate the
situation to force people to comply

work easier

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Interpersonal Understanding (IU) 3 Understand thoughts that are not

expressed verbally, are caring and full
of feelings. And able to get other
people to act according to the wishes
of the speaker.
Organizational Awareness (OA) 3 Able to understand Panettiere

boundaries that are not stated
explicitly what is possible and what is
not at a certain time or position.
Relation Building (RB) 4 Often establishes informal or informal

Item Description
Educational Bachelor's Degree in field of

expertise.
Work Experience Two to three years related experience

and/or training
Certification Certified Professional in Training

Management

schedule

complete equipment.
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3.8 Procurement Staff
JOB ANALYSIS
Job ID RSF 03 Date 06 - 02 - 2021
Job Title Procurement Staff Created by Rafdi Dwantara
Executing procurement strategies, sourcing and building relationships with suppliers and vendors,
making purchasing for the goods needed and doing budgeting for the procurement of goods to ensure
that goods met with Company Policies and Procedure
Sourcing and engaging reliable suppliers and Number of The Proces Met with Company Policies
vendors. and Procedure
Purchasing orders and organizing and confirming

Number of goods available in the warehouse
delivery of goods
Prepare the procurement budget Created budget reports on time and conformity
Authorities
Work Relationship
Horizontal
Coordinate with: Warehouse Staff, Quality Control Staff, Distribution Staff, Bakery Staff, Pastry Staff, 1
Beverage
Staff, Accounting Staff
50
Panettiere
1
Vertical
Reports to: Procurement Supervisor
External
Supllier & Vendors
Other
N/A

Staff
Job Spesification
Soft Competencies




Expertise (EXP) 2 Has a variety of tasks of consecutive

types related to Panettiere works,
requires several weeks of practice to
master them, for example simple
opening jobs, semi-skilled workers,
etc.
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Concern for Order (CO) 2 Looking for clarity of the expected
results, the following tasks include
explaining the data / resources used.
Prefers written assignments.
Achievement Orientation (ACH) 2 Must be able to work to achieve a

performance standard set by
Panettiere’s management
Item Description
Educational Bachelor’s degree in supply chain

management, logistics, or business
administration with minimum GPA
3.00
Work Experience At least 2 Year(s) of working

experience in supply chain, logistics
and related field
Supply chain management
Oracle, SAP Ariba, and/or Envision
software and tools
Proficient in Microsoft Office Suite Word, Excel, Outlook, and Access

schedule

complete equipment.
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3.9 Quality Control Staff
JOB ANALYSIS
Job ID QSF 03 Date 07 - 02 - 2021
Job Title Quality Control Created by Navaul Annisa
Monitor the Company's Products in order to meet the established quality, reliability and performance
standards.
Inspect, test, or measure materials or products Number of product that Meet with Company
being produced standard
Accept or reject the finished goods Number of Rejected finished goods
Number of process that meet with company

Monitoring All production process
standard
Authorities
Work Relationship
Horizontal
Coordinate with: Procurement Staff, Warehouse Staff, Distribution Staff, Baker, Cooker, Beverage1 Staff
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Vertical
Reports to: Quality Conttrol Supervisor
External
Other
N/A

Staff
Job Spesification
Soft Competencies





etc.
Panettiere 54
1

Item Description
Educational Must Have Bachelor Degree Food

Technology / Chemical Engineering
and related Field
Work Experience Minimum 2 years as QC staff at food

& beverage manufacturing
Physical Stamina and Strength To work on all production processes

with a tight schedule and a tight tagert
and under pressure
Knowledge Having knowledge about GMP,

HACCP and food safety is preferred
Confort Level Medium Work is not too stressful because QC

is usually treated in shifts, but
because work is very oriented in
detail, it really takes extra
concentration.
Accident Risk Medium Work related machines that result in

accidents at low settling
Hazardous Exposure Medium Working with a variety of foodstuffs

can cause harm to the body if not
careful in the control of ingredients,
and also the production process takes
sufficient concentration
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3.10 Baker
JOB ANALYSIS
Job ID BSF 03 Date 07 - 02 - 2021
Job Title Baker Created by Rafdi Dwantara
Mix and bake ingredient to produce bakery, operate and maintain machinery, finalize products, and
prepare them for shipping to ensure that production met with company standards
Produce by making products, namely bakery for Number of Bakery produced are met to company
customers by operating existing machines standards
Check and maintain the machines used frequency that Machine is not often problematic
Finalize the product and prepare it for shipment Number of product passes the Quality control
Authorities
Work Relationship
Horizontal
Coordinate with: Procurement Staff, Warehouse Staff, Distribution Staff, Baker, Cooker, Beverage1 Staff
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1
Vertical
Reports to: Baker Supervisor
External
Other
N/A

Staff
Job Spesification
Soft Competencies





etc.
Panettiere 58
1

Item Description
Educational At least have a high school diploma or

culinary and food school or equivalent
Work Experience Minimum 3 years in bakery field
Physical Stamina and Strength To work on all production processes

with a tight schedule and a tight tagert
and under pressure
Confort Level Low The work can be stressful because

bakers follow time-sensitive baking
procedures and often work under
strict deadlines.
Accident Risk High Work related machines that result in

accidents at low settling
Hazardous Exposure High working with a variety of foodstuffs

can cause harm to the body if not
careful in the control of ingredients,
and also the production process takes
sufficient concentration
Panettiere 59
1
Chapter 4
Recruitment &
Selection Planning
4.1. Target Setting
Figure 4.1 Hierarchy of Selection Process
Position Needed
Two Bakery Staff
CV Screening Process
We will choose 30 candidate from 50 CV submitted to our company
Flashcard Quiz
From 30 Candidate we will select 20 people
FGD
From 20 people we will choose 10 people
Interview Test
We will interview 10 chosen candidate to do interview then we select 6 of them
to join our offering process
Panettiere 61
Panettiere 1
4.2 Sourcing (Internal & External)
1. Universities and High School :

We targeted students that graduated from excellent hospitality universities
such as Sekolah Tinggi Pariwisata Bandung with F&B major and baking
concentration. In the university, students from the baking major are trained to
bake bread with different levels of maturity, familiar with the baking tools and
techniques, how to handle the materials, etc. Furthermore, we also plan to
source from local SMK that focuses on hospitality (SMK Perhotelan such as
Telkom, SMK YPPT, SMKN 15 Bandung, etc.)
2. Baker Communities :
There are a lot of small baker communities such as Baker.Bandung and
Bakebrothers in Bogor. These communities often held competitions, starting
from Bread baking and Bake creation. From these competitions and these
communities, we could find talented bakers yet passionate people that put
their heart and soul into the bread making process.
3. Social Media (Instagram & TikTok) :

We are searching for attractive, creative and young adults as our baker. As a
baker, you should be knowing the taste that our target customer wants to
have, knowing the trend, because it will become one of the most attractive
factors to the customer and main staff that will always be found in our store. To
find those talents, we believe that social media, especially instagram and tiktok
will become the perfect media.
4. Experience :
Having a minimum of 3 years working experience in the bakery field, but we
can still tolerate it if they have less than 3 years experience.
5. Physics :
To be able to work on all production processes with a tight schedule, target
and pressure. Because we need people that can learn and adjust to the
circumstances.
1. Physics3
Panettiere 62
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4.3 Attracting
A. Employer Branding
Company Branding: pride to work at one of the biggest national bakery-
cafe with over 150 cafes all spread across Java available in almost every
major city and over 1300 employees, this will create a chance of building
deeper understanding about the variety of Indonesia taste especially in
Java, open networking opportunities between employees, and offer new
working experience.
Training Induction training, on-the-job training with talented experts in
bread making, off-the-job training for example internal events to develop
strong bonds and a sense of belonging to the company among
employees.
Benefits to employee: High salary, bonus (intercity trip to learn bread
making), covered meal and living expenses.
B. Attractive Sourcing Programs

Hiring branding experts to design attractive job vacancy materials
(posters, instagrams content, etc.)
Create appealing job vacancy posters in strategic places where people
might be interested in. Example: Universities, SMK Perhotelan.
Spread in Social Media such as Linkedin, Instagram, Twitter especially
for millennials and generation Z people for staff level such as Baker.
Panettiere 63
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4.4 Selection
CV Screening Flash Card Quiz FGD Interview
A. From 50 CVs that A. There will be 30 A. 20 applicants will A. To hire the most
Panettiere received, applicants that have take part in a focus fitting applicant to the
there will be only 30 the right to group discussion, job title, we need to
applicants that participate in this where they will be do the last step of
passed and may stage. split into 4 groups of requirement.
proceed to the next 5.
stage. B. Each Applicants B. Applicants will
has Approximately B. Each group will be have a one-on-one
B. Our analysis will have 2.5 minutes to given a case and the interview.
be based on whether complete this case. applicants will work
our requirement is together to come up C. The applicant who
listed on the CV or C. The HR team will with a solution. can answer the
not. select 20 participants questions the best
that have the highest will got the job
C. If we still need to score.
do elimination to
reach the target
selection, then we
will analyze the
applicant’s working
experience.
Table 4.1 Selection Phase
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CV Screening Job requirements : We do elimination of
High school graduated applicant’s CVs based on
(minimum) our job requirements. There
One year experience will be 30 applicants pass
(minimum) baking in this stage
baking industry
Proficiency in using
bakery-maker
equipements
Flash Card Quiz Hard Competency : List of Questions :

Knowledge About When baking a cake, the
Bakery larger the surface area,
Other Assessment the higher the
points are ability to work temperature can usually
under pressure and be. (True or False)
communication skill Which cake is made with
whole eggs ? (a.
Genoise/ b.
Spongecake/ c.Angel
food cake)
Genoise, sponge, angel
food, and chiffon are all
examples of what sort of
cake? (a. Cream fat
cakes/ b. High Ratio
Cakes / c. Whipped egg
cakes
Which of the following
ingredients provide
proteins and act as
"tougheners" in cakes?
(sugar, flour, water, milk,
egg)
Panettiere 65
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When making a genoise
cake, slightly warming
the egg mixture helps
improve the volume of
the egg foam. (True or
False)
______ are tall, light
cakes made without fat
and leavened with a
large quantity of
whipped egg whites. (a.
Genoise/ b.
Spongecake/ c.Angel
food cake)
Angel food and chiffon
cakes should always be
baked in greased pans.
(True or False)
Tall cakes, such as
Bundt or tube cakes,
should be baked at a
slightly lower
temperature than a thin
layer or sheet cakes.
(True or False)
Cake ingredients can be
classified as which of the
following? (tougherness,
tenderizer, moisteners,
driers, leaveners,
flavorings)
Which ingredients can
serve as moisteners?
(water, egg, juice)
Rules:
There will be two people
from the HR team in this
stage. One will ask the
questions to the
applicants and one will
check and record the
score.
Panettiere 66
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Each applicants get 2.5
minutes to answer 10
questions
There will be 20
applicants participates in
this stage
10 applicants that get
the highest score will get
through the next round
FGD Hard Competency : Rules :

Soft Competency :
Customer service 10 participants will take
orientation (CSO) and part in this stage
Achievement orientation Participants will be
(ACH) divided into 4 groups
Other assessment is Each group will be give
creativity Each team will be given
one case that they must
solve together within 25
minutes (20 minutes
discussion + 5 minutes
presentation)
The case given is
covering a topic about
making a new menu for
a particular customer
segment
There will be one person
from HR team who act
like the respective
customer segment and
the fgd group can ask
anything to him
6 applicants with the
highest score will be
able to attend the
interview stage
Panettiere 67
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Interview Soft Competency : List of Questions :
Concern for Order (CO) Tell us what are your
Achievement Orientation strengths and
(ACH) weaknesses
Expertise (EXP) What will you do if the
job results in unexpected
Hard Competency : results?
Working experience in What will you follow
baking industry to first? The boss? The
measure the skills of procedure? Your own
applicants knowledge? Give a brief
explanation.
What will you do if the
standard operation
procedure doesn’t keep
up in the field?
What motivates you
about baking some
pastry?
What achievement do
you want to gain in this
baking industry?
How do you keep up
with the trends in the
baking industry?
Especially with the
technique and
equipment
How do you apply your
knowledge about the
baking industry trend in
this company?
Tell us your first baking
experience either non-
professional and
professional.
Tell us your experience
in the professional
baking industry
Qualitative of interview data

will be conducted to assess
applicants competencies.
Panettiere 68
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Rules:
6 participants will take
part in this stage
Participants must wait
for their turn
Each participant will be
given time within +/- 30
minutes to answer all the
question
There will be supervisor
in this stage to
monitoring the process
4 participants with the
highest score will be
able to attend the final
selection process,
offering.
Table 4.2 Detailed Selection Process
4.5 Hiring
After the applicants pass the personal interview step, they will get an acceptance
letter sent to their electronic mail through our official company’s electronic mail.
Besides that, we contact them through their phone number by sending text
messages. If the candidates don’t respond in 7 days, the offering will be
automatically cancelled, the candidates will be told beforehand. The selected
applicants need to come to our company to sign the work contract that will be
given when they arrive at our company. We will offer the payroll starting at IDR
4,734,791/month is above Jakarta City minimum wage. If they offer a salary above
our acceptance range, we will not grant their wish. As it is the average salary of a
baker in Indonesia. Besides the monthly salary, they will get lunch allowance,
transport allowance, family allowance, and health insurance that cost a total of IDR
2,040,000/month.
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4.6 Orientation
Day Activities
1 1. Bakery staff members gather around to welcome the new hires

2. Embed company’s values to the new hires
3. Assist the new hires to complete HR paperwork:
• Employee Handbook Acknowledgement form
• Background check form
• Automatic payment/Direct deposit form
4. Introducing the company’s key policies to avoid serious mistakes:
• Regular working hours and overtime
• Sick leave, holidays
• How to enter and leave the building (check in on the attendance system)
• Be given baker staff’s uniform
• Pay dates and employee benefit
5. Do a photoshoot for their staff card
2 1. Show the new hires around the place:

• Location of each departments
• Facilities (bathroom, printing room, etc)
• Places to look for if needing assistance
2. Inform the new hires of the area they will be working in
3. Initiating the new hires with their team members, their subordinates and supervisors
3 1. Familiarizing the new hires with their division

• Their division’s social dynamic
• The customary working procedure
• Office politic
2. Inform the new bakery staff their performance indicators, weekly and monthly goals
3. Evaluate new hires’ understanding of the company’s key policies and working
standards
4 1. Schedule a team meetup to welcome new hire in their new work environment
2. Quick introduction about staff and company
3. Shows information about vendors, the contract with those vendors, the specified
track record of each vendor, the durability of each vendor’s product.
Detailed description about his/her position, responsibilities, and duties.
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5 1. Information about detailed daily routine obligation
Where they have to park their private vehicle
Which door should they enter when coming to work
Standards of cleanliness and tidiness of clothing
Prayer together before opening and closing cafe
2. Ensure that the new hire get the basic knowledge of how the company runs
3. Do a brief review about the new hire’s jobs, tasks, and goals for the upcoming week.
Table 4.3 Orientation Timeline
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Chapter 5
Performance
Appraisal System
5.1 Performance Appraisal System
1. Performance Appraisal Tools
Panettiere Performance Appraisal System uses two Appraisal tools which is Graphic
Rating Scale (GRS) and Behaviorally Anchored Rating Scale (BARS). The appraisal
process will be carried out directly by assessing the employee's KPI achievement based
on the function of each department.
2. Performance Appraisal Method
BARS are designed to show the benefits of both qualitative and quantitative data to the
employee's appraisal process. This method will compare an individual’s performance
against specific examples of behavior that are set to numerical ratings.
Graphic Rating Scale is a method that will list the traits each employee should have and
rates workers on a numbered scale for each traits. The scoring system is meant to
separate employees into tiers of performance, which can play a role in determining
promotions, salary adjustments, and bonus.
3. Assessors
In Panettiere, the assessor who will be responsible for performance appraisal activity of
the employee is the person who is positioned two levels above their job position, for
example a baker will be assessed by the bakery supervisor as the first upper level and
the operation manager as the second upper level. However, the data collection and
checking will be conducted by the compensation and benefit manager along with
its staff and supervisors. The reasoning behind this approach is that the person who is
directly involved and becomes their direct superior is better at understanding their
performance. The assessment will be involved like this, warehouse staff are assessed by
warehouse supervisors, warehouse supervisors are assessed by the operation manager,
and so on and so forth.
4. Appraisal Period/Cycle
Appraisal will be done on a quarterly basis with one assessor and one level above, also
an overall performance appraisal will be done annually with two assessors from one to
two levels above.
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5. Grading System for Annual Performance Score
To create a grading system, we have to consider how suitable it is to the appraisal

systems we have. Our appraisal systems are the Graphic Rating Scale (GRS) and
Behaviorally Anchored Rating Scale (BARS). GRS scoring is indexed (in order from worst
to best): U, I, G, V, O with an additional index N which means not applicable or too soon
to rate. The scoring of GRS will scale up to 5. The standardization is as the following
table:
GRS Index BARS Equivalent Category
O 5 Outstanding
V 4 Very Good
G 3 Good
I 2 Improvement Needed
U 1 Unsatisfactory
N Not Applicable or Too Not Rated

Soon to Rate
Figure 5.1 Grading System Standardization
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5.2 Performance Appraisal Tool
1. Recruitment Manager
Performance Appraisal
Employee Name Department Title Employee Payroll Assessor Name

Number
Mahmud Human Recruitment RM 01 Lintang

Resources Manager
Reason for ❏ Annual

Review ❏ Promotion
❏ Unsatisfactory Performance
❏ Merit
❏ End Probation Period
✓Other : Quarterly
Date Employee
Began Present April 27th 2019
Position
Date of Last Scheduled

January 25th 2021 July 25th 2021
Appraisal Appraisal Date
Instruction: Carefully evaluate employee’s work performance in relation to current job requirements.
Check the rating box to indicate the employee’s performance. Indicate N/A if not applicable. Assign points
for each rating within the scale and indicate in the corresponding point box. Points will be totaled and
averaged for an overall performance score.
Rating identification
O - Outstanding - Performance indicator is satisfying and fully achieved. Task is done punctually. No
error, and exceptional in all areas.
V - Very Good - Performance indicator is mostly achieved. Minimum errors but are not significant.
G - Good - Performance indicator is half achieved. There are a few errors but not that significant.
I - Improvement Needed - Performance is deficient in certain areas. Performance indicator is one-
fourth achieved and errors are significant. Improvement is necessary.
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Performance Rating Scale Supportive Details
Indicators or Comments
Ratio Cost per Hire ❏ O (100% - 91% Accuracy)

❏ V (90% - 81% Accuracy)
❏ G (80% - 71% Accuracy)
❏ I (70% - 61% Accuracy)
❏ U (60 % - 51% Accuracy)
❏ N (<50% Accuracy)
Time Needed to ❏ O (100% - 94% Less Than 30 Days)

Fill Position ❏ V (93% - 84% Less Than 30 Days)
❏ G (83% - 74% Less Than 30 Days)
❏ I (73% - 64% Less Than 30 Days)
❏ U (63 % - 54% Less Than 30 Days)
❏ N (<54% Less Than 30 Days)
New Hire 90-day ❏ O (Average >90 Days)

failure rate ❏ V (Average 76 - 90 Days)
❏ G (Average 57 - 75 Days)
❏ I (Average 29-56 Days)
❏ U (Average 8-28 Days)
❏ N (7 Days)
Acceptance rate ❏ O (100% Acceptance)

❏ V (95-99% Acceptance)
❏ G (85%-94% Acceptance)
❏ I (75%-84% Acceptance)
❏ U (55%-74% Acceptance)
❏ N (<55% Acceptance)
Talent Turnover ❏ O (<1%)

rate ❏ V (1%-10%)
❏ G (11%-15%)
❏ I (16% - 20% or industry average)
❏ U (20%-30%)
❏ N (>30%)
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Performance Appraisal Tool
2. Recruitment Manager

Number
Hilal Human Recruitment RSP 02 Rumi

Resources Supervisor

❏ Merit
Date Employee
Position

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Good quality of ❏ O (100% - 97% Pass Advanced Test)

fresh employee ❏ V (96% - 93% Pass Advanced Test)
❏ G (92% - 89% Pass Advanced Test)
❏ I (88% - 85% Pass Advanced Test)
❏ U (85% - 82% Pass Advanced Test)
❏ N (<82% Pass Advanced Test)
Adequate amount ❏ O (100% Departments with open

of fresh employee vacancies employees fulfilled)
❏ V (99% - 70% Departments with
open vacancies employees fulfilled)
❏ G (69% - 50% Departments with
❏ I (49% - 40% Departments with
❏ U (39% - 35% Departments with
❏ N (<35% Departments with open
vacancies employees fulfilled)
Human resource ❏ O (100% - 97% Pass Performance Appraisal)

quality ❏ V (96% - 93% Pass Performance Appraisal)
❏ G (92% - 89% Pass Performance Appraisal)
❏ I (88% - 85% Pass Performance Appraisal)
❏ U (85% - 82% Pass Performance Appraisal)
❏ N (<82% Pass Performance Appraisal)
Team and Individual ❏ O (100% - 91% Accurate and Comprehensive)

Performance Report ❏ V (90% - 81% Accurate and Comprehensive)
❏ G (80% - 71% Accurate and Comprehensive)
❏ I (70% - 61% Accurate and Comprehensive)
❏ U (60 % - 51% Accurate and Comprehensive)
❏ N (<50% Accurate and Comprehensive)
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3. Recruitment Staff

Number
Kezia Human Recruitment RSF 03 Putri

Resources Staff

❏ Merit
Date Employee
Position

5 - Outstanding - Performance indicator is satisfying and fully achieved. Task is done punctually. No
4 - Very Good - Performance indicator is mostly achieved. Minimum errors but are not significant.
3 - Good - Performance indicator is half achieved. There are a few errors but not that significant.
2 - Improvement Needed - Performance is deficient in certain areas. Performance indicator is one-
1 - Unsatisfactory - Results are generally unacceptable and require immediate improvement.
Performance indicator is not achieved at all and the task is not done punctually. .
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Objective 1: Developing a schedule for a regular selection process for new employee
recruitment
Criteria Critical Incident
5 (95%-100%) of schedule suffices company’s needs and at the right time
1 (80>%) of schedule suffices company’s needs and at the right time
Objective 2: Conducting new employee selections
Each department that has open vacancies job are recruiting new
5
employees (100%)
4 Most departments that have open vacancies job are recruiting new
employees (70-99%)
More than half departments that have open vacancies job are recruiting
3
new employees (50-69%)
2 A small proportion of departments that have open vacancies job are

recruiting new employees (50>%)
No department that have open vacancies job are recruiting new

1
employees
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Objective 3: Developing a schedule for a regular selection process for new employee
recruitment
5 100% of job vacancies meet the company department's recruitment needs
4 90% of job vacancies meet the company department’s recruitment needs
1 <70% of job vacancies meet the company department’s recruitment needs
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4. Accounting Manager

Number
Joko Finance Accounting AM 01 Garuda

Manager

❏ Merit
Date Employee
Position

Instruction:
Instruction: Carefully
Carefully evaluate
evaluate employee’s
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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Financial ❏ O (Average On time)

statements at the ❏ V (Average 1 day late)
end of period ❏ G (Average 2 days late)
reportedly on time ❏ I (Average 3 days late)
and conformity ❏ U (Average 4 days late)
❏ N (Average >4 days late)
Accuracy level of ❏ O (100% accuracy)

audit ❏ V (95% - 99% accuracy)
❏ G (90% - 94% accuracy)
❏ I (85% - 89% accuracy)
❏ U (80% - 84% accuracy)
❏ N (<80% accuracy)
Every staff equally ❏ O (90%-100% reach target)

contribute in ❏ V (85%-90% reach target)
achieving ❏ G (80%-85% reach target)
company’s target ❏ I (70%-80% reach target)
❏ U (60%-70% reach target)
❏ N (<60% reach target)
Annual report ❏ O (On time)

about each ❏ V (1 day late)
division’s financial ❏ G (2 days late)
activities ❏ I (3 days late)
❏ U (4 days late)
❏ N (>4 days late)
All transactions are ❏ O (100% - 95% recorded)

recorded precisely ❏ V (94% - 90% recorded)
and regularly ❏ G (89% - 85% recorded)
❏ I (84% - 80% recorded)
❏ U (79% - 75% recorded)
❏ N (<75% recorded)
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4. Operation Manager

Number
Naufal Operation Operation A101 Rahmadin

Manager

❏ Merit
Date Employee
Position

December 25th 2021 June 25th 2021
Instruction:
Carefully evaluate
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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Level of Budget ❏ O (100% - 91% Accuracy)

Accuracy (How ❏ V (90% - 81% Accuracy)
accurate the actual ❏ G (80% - 71% Accuracy)
cost to the ❏ I (70% - 61% Accuracy)
budgeted cost) ❏ U (60 % - 51% Accuracy)
❏ N (<50% Accuracy)
Number of SOP ❏ O (0 Violations)

violation rates ❏ V (1 - 10Violations)
❏ G (11 - 20 Violations)
❏ I (21 - 30 Violations)
❏ U (31 - 40 Violations)
❏ N (>40 Violations)
Punctuality level of ❏ O (100% - 91% On Time)

Company ❏ V (90% - 81% On Time)
Roadmap, ❏ G (80% - 71% On Time)
specifically in ❏ I (70% - 61% On Time)
Operation division ❏ U (60 % - 51% On Time)
❏ N (<50% On Time)
Number of ❏ O (0 Violations)
Infringement ❏ V (1 - 10Violations)
❏ G (11 - 20 Violations)
❏ I (21 - 30 Violations)
❏ U (31 - 40 Violations)
❏ N (>40 Violations)
Level of Accuracy ❏ O (100% - 91% Accurate and

and Comprehensive)
Comprehensivenes ❏ V (90% - 81% Accurate and
s of the documents Comprehensive)
❏ G (80% - 71% Accurate and
Comprehensive)
❏ I (70% - 61% Accurate and
Comprehensive)
❏ U (60 % - 51% Accurate and
Comprehensive)
❏ N (<50% Accurate and Comprehensive)
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6. Pastry Supervisor

Number
Mahmudin Operation Pastry PSP 02 Wati

Supervisor

❏ Merit
Date Employee
Position

Instruction:
Carefully evaluate
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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Bakery produced ❏ O (100% - 90% accuracy)

met the standard ❏ V (89% - 85% accuracy)
quality ❏ G (84% - 80% accuracy)
❏ I (79% - 75% accuracy)
❏ U (74 % - 70% accuracy)
Machine is not ❏ O (0 error)

often problematic ❏ V (1 - 10 error(s))
❏ G (11 - 20 erros)
❏ I (21 - 30 errors)
❏ U (31 - 40 errors)
❏ N (>40 errors)
The product ❏ O (100% - 96% accuracy)

passes quality ❏ V 95% - 91% accuracy)
control ❏ G (90% - 86% accuracy) ❏ I (85% -
81% accuracy)
❏ U (80% - 76% accuracy)
Product received ❏ O (100% - 96% accuracy)

by recipient ❏ V 95% - 91% accuracy)
❏ G (90% - 86% accuracy)
❏ I (85% - 81% accuracy)
❏ U (80% - 76% accuracy)
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7. Training Supervisor

Number
Rahmat Operation Training TSP 02 Rama

Supervisor

❏ Merit
Date Employee
Position

Instruction:
Carefully evaluate
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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Customer Service ❏ O (100% - 90% Satisfied)

Quality ❏ V (89% - 85% Satisfied)
❏ G (84% - 80% Satisfied)
❏ I (79% - 75% Satisfied)
❏ U (74 % - 70% Satisfied)
❏ N (<50% Satisfied)
Turnover Rate ❏ O (1-2% Turnover Rate)

❏ V ((3-4% Turnover Rate)
❏ G (5-8% Turnover Rate)
❏ I (9-10% Turnover Rate)
❏ U (11-12% Turnover Rate)
❏ N (<12% Turnover Rate)
Employee ❏ O (100% - 96% Satisfied)

Satisfaction ❏ V 95% - 91% Satisfied)
❏ G (90% - 86% Satisfied)
❏ I (85% - 81% Satisfied)
❏ U (80% - 76% Satisfied)
❏ N (<50% Satisfied)
Accuracy of Team ❏ O (100% - 91% Accurate and

and Individual Comprehensive)
Performance ❏ V (90% - 81% Accurate and
Report Comprehensive)
❏ G (80% - 71% Accurate and
Comprehensive)
❏ I (70% - 61% Accurate and
Comprehensive)
❏ U (60 % - 51% Accurate and
Comprehensive)
❏ N (<50% Accurate and
Comprehensive)
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8. Procurement Staff

Number
Rini Operation Procurement PRS 01 Lulu

Staff

❏ Merit
Date Employee
Position

Instruction:
Carefully evaluate
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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The Process Met ❏ O (100% - 90% Processes met company

policies and procedures)
with Company
❏ V (90% - 80% Processes met company
Policies and policies and procedures)
Procedure ❏ G (70% - 60% Processes met company
❏ I (60% - 40% Processes met company
❏ U (40 % - 10% Processes met company
❏ N (<10% Processes met company policies
and procedures)
Goods entered the ❏ O (100% - 91% goods available in the

warehouse)
warehouse
❏ V (90% - 85% goods available in the
warehouse)
❏ G (84% - 75% goods available in the
warehouse)
❏ I (74% - 65% goods available in the
warehouse)
❏ U (64% - 56% goods available in the
warehouse)
❏ N (>56% goods available in the
warehouse)
Created culture of ❏ O (100% - 96% reported on time and

correct conformity)
long-term saving
❏ V 95% - 91% reported on time and correct
on procurement conformity)
costs by creating ❏ G (90% - 86% reported on time and
procurement correct conformity)
budget report ❏ I (85% - 81% reported on time and correct
conformity)
❏ U (80% - 76% reported on time and
correct conformity)
❏ N (<50% reported on time and correct
conformity)
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9. Quality control staff

Number
Gatot Operation Quality QSF 03 Felix

Control Staff

❏ Merit
Date Employee
Position

Instruction:
Carefully evaluate
employee’s work
work performance
performance in
in relation
relation to
to current
current job
job requirements.
requirements.
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Accuracy of ❏ O (100% - 90% accuracy)

material ❏ V (89% - 85% accuracy)
measurement meet ❏ G (84% - 80% accuracy)
the quality standard ❏ I (79% - 75% accuracy)
❏ U (74 % - 70% accuracy)
Number of product ❏ O (0% defect)

defect meet the ❏ V (1 - 10% defect)
quality standard ❏ G (11 - 20% defect)
❏ I (21 - 30% defect)
❏ U (31 - 40% defect)
❏ N (>40% defect)
Production process ❏ O (100% - 96% accuracy)

meet the company ❏ V 95% - 91% accuracy)
standard ❏ G (90% - 86% accuracy) ❏ I (85% -
81% accuracy)
❏ U (80% - 76% accuracy)
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10. Baker Staff

Number
Yusufa Operation Baker Staff BSF 03 Maulana

❏ Merit
Date Employee
Position

December 25th 2021 June 25th 2021
5 - Outstanding - Performance indicator is satisfying and fully achieved. Task is done punctually. No
4 - Very Good - Performance indicator is mostly achieved. Minimum errors but are not significant.
3 - Good - Performance indicator is half achieved. There are a few errors but not that significant.
2 - Improvement Needed - Performance is deficient in certain areas. Performance indicator is one-
1 - Unsatisfactory - Results are generally unacceptable and require immediate improvement.
Performance indicator is not achieved at all and the task is not done punctually. .
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Objective 1: Produce by making products, namely bakery for customers by operating existing
machines
5 Almost all or all (90%-100%) of the bakery produced met company standard
4 Most (60%-90%) of the bakery produced met company standard
3 Around half (40%-60%) of the bakery produced met company standard
2 Only some (10%-40%) of the bakery produced met company standard
1 Almost none (0%-10%) of the bakery produced met company standard
Objective 2: Check and maintain the machines used
The machine has no problem in 3 months

5
4 The machine has no problem in 2 months
The machine has no problem in 1 month

3
2 The machine have a problem every week
The machine have a problem more than once a week

1
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Objective 3: Finalize the product and prepare it for shipment
5 Almost all or all (90%-100%) of the product passed quality control
4 Most (60%-90%) of the product passed quality control
3 Around half (40%-60%) of the product passed quality control
2 Only some (10%-40%) of the product passed quality control
1 Almost none or none (0%-10%) of the product passed quality control
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Chapter 6
Career Path
6.1 Career Path
In Panettiere, we are highly concerned about the career path of our employees.
Therefore, we develop these analyses so that we can know the best way to promote
and rotate the employees in the best interest of the employees and the companies.
Here are the step of how we conduct the career path
No Position Core Managerial Functional Total Job

CSO OC IMP DIR DEV TL IU OA RB CO EXP ACH Class
1 Recruitment Manager 5 5 5 5 5 6 5 6 6 0 0 0 48 5
Operation Manager 5 5 5 5 5 6 0 0 0 6 6 6 49 5
2
3 Accounting Manager 5 5 5 5 5 6 0 0 0 6 6 6 49 5
4 Recruitment Supervisor 3 4 4 3 3 4 4 4 4 0 0 0 33 2
5 Pastry Supervisor 3 4 4 4 3 4 0 0 0 4 3 4 33 1
6 Training Supervisor 3 4 4 3 3 4 3 3 4 0 0 0 31 1
Recruitment Staff 2 2 2 0 0 0 2 2 2 0 0 0 12 2
7
8 Procurement Staff 2 2 2 0 0 0 0 0 0 2 2 2 12 2
9 Quality Control Staff 2 2 2 0 0 0 0 0 0 2 2 2 12 2
10 Baker 2 2 2 0 0 0 0 0 0 2 2 2 12 2
Table 6.1. Competency Model Development and Job Class 1
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No Position Core Functional
CSO OC IMP IU OA RB CO EXP ACH
1 Recruitment Manager 5 5 5 5 6 6 0 0 0
Operation Manager 5 5 5 0 0 0 6 6 6
2
3 Accounting Manager 5 5 5 0 0 0 6 6 6
4 4 4 4 0 0 0
4 Recruitment Supervisor 3 4
5 Pastry Supervisor 3 4 4 0 0 0 4 3 4
Training Supervisor 3 4 4 3 3 4 0 0 0
6
Recruitment Staff 2 2 2 2 2 2 0 0 0
7
8 Procurement Staff 2 2 2 0 0 0 2 2 2
9 Quality Control Staff 2 2 2 0 0 0 2 2 2
2 2 2 0 0 0 2 2 2
10 Baker
Table 6.2. Competency Model Development and Job Class 2
Job Class Description
1-25 Job Class 3 Staff
26-40 Job Class 2 Supervisor
>40 Job Class 1 Manager
Table 6.3.Job Class Description
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Figure 6.1. Dendogram
Figure 6.2. Career Path Mapping
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6.2 Career Explanation
First Cluster
In the first cluster, there are recruitment manager, recruitment supervisor, training
supervisor, and recruitment staff. At the lowest bottom of the cluster, class 3, there is
recruitment staff, it can be promoted to either recruitment supervisor or training supervisor
because they have common basic skills needed. The two supervisors are in the job class
2, but it can not be rotated directly because they have to learn about the other focus
(recruitment/training) to be able to become supervisor. Both of these supervisors,
recruitment and training supervisor, are able to be promoted to recruitment manager in
job class 1 because they possess similar skill that can make them perform and suitable
as recruitment manager.
Second Cluster
In the second cluster, there are Operation Manager and Accounting Manager. Both of the
manager positions are in the first class but they aren't connected with each other which
make it impossible to promote, demote, or change career paths between them. Operation
Managers have responsibility to arrange the production process planning while the
accounting manager has responsibility to organize financial matters in the company.
Third Cluster
The third cluster of the job family consists of a Pastry Supervisor in class 2, Procurement
Staff, Quality Control Staff, and Baker Staff in Class 3. From the table career path
analysis, we know that the Procurement Staff, Quality Control Staff can be promoted into
Pastry Supervisor, both of them are still in the operation department. In addition, these
two staff can exchange their positions because they have similar competencies but need
further training to get the promotion, not like the baker staff which can get promoted
directly without any further training to become pastry supervisor. Pastry supervisor tasks
are overall cakes, cookies, pies, bread,etc, make sure the decorating as the procedure,
and create a menu to ensure customer satisfaction. Meanwhile, Procurement Staff,
Quality Control Staff, and Baker Staff have to give the best performance. Overall, each of
position tasks still complement each other for managing all of the operation department
activities.
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Chapter 7
Training &
Development
Program
Panettiere’s Bakers Training Program
Training Title: Baker Training Day
The training that we will conduct is for our baker staff. The training program will focus
on employee’s expertise knowledge about baking and employee’s physical stamina to
work.
7.1 TNA Result
After doing TNA we found out that a big amount of our bakers still lack in baking skills
and knowledge. The average working hour for bakers is 7.8 hours per day, only 7 of
our employees are capable of doing so based on the questionnaire. By doing this
training we are hoping to increase our bakers performance so that we can improve our
customer satisfaction.
To determine the training needed by the baker staff of the Panettiere company, we run
a quick survey with 5 questions that each represents what we would like to know and
how to design the training based on the data we achieved through some of the baker
staff.
Figure 7.1 TNA Questionnaire Result

In the first question Panettiere asks them how long is their maximum working hours, is it
compatible with the company working hours. We can see the peak of working hours is
at 6 and many of them can only go less than 6 hours, which is far beyond our
expectations.
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In the second question Panettiere asked if they already took a cooking course, the
result was quite good. Because more than 50% of Panettiere baker already had a
cooking course while the distribution of which is certified and which are not is shown in
the picture.

In the third question shows that many of the Panettiere baker does not know the
ingredients to make Panettiere flagship product, it is shown on the picture that there are
only 6 of 27 responses that are correct.
In the fourth question many of the Panettiere bakers answer it correctly and compatible
with Panettiere standard of dough kneading. Because actually the duration to knead a
dough, is depending on what kind of bread, pastry, etc. that we want to make.
In the last question Panettiere baker quietly showed their skill because more than 55%
of Panettiere bakers can make at least 3 of 4 kinds of bread that Panettiere makes. This
number is quite below our expectations, because we expect that at least 90% of our
baker can make 3 of 4 types of bread.
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7.2 Training Plan
Topic and Background

a. Topic
i. How to Stay fit at the Workplace
ii. Bakery knowledge enrichment
b. Background
Before we planned the test, Panettiere surveyed the trainees by having an
assessment to figure out what skills they need to develop the most. The results
are the topics above.
Objectives
The objective is to educate the trainee on the skills that they lack the most based
on the assessment they did.
Target and Number of Audience
Target: Panettiere Trainee.
Number of Audience: 26 people.
Competency Gap
Below is the TNA result compared to the expected value. The expected value is
derived from the result of the same test taken by Panettiere’s existing baker staff.
Working Hour
TNA average: 6 hours
Expected: 8 hours
Have taken a certified cooking course
TNA result: 69.2% have taken a course
Expected: 35% have taken a course
Knowledge of our flagship product, the croissant
TNA result: 22% correct answer
Expected: 99% correct answer
Time it takes to knead a dough
TNA result: 83% correct answer
Expected: 95% correct answer
Breadmaking Knowledge
TNA result: 55% able to make at least 3 of 4 kind of bread that Panettiere
produces
Expected: 90% able to make at least 3 of 4 kind of bread that Panettiere
produces
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Delivery Method
Instructor-Led training by giving a lecture and presentation
Trainees’ involvement is minimum, they are expected to listen carefully because
the material presented requires concentration.
Two materials are being lectured to the trainees:
a. Lecture Session: Tips and Tricks to Stay Fit at the Workpalce, lectured by
Rafdi
b. Lecture Session: Knowledge and Skill Improvement for Baker, lectured by
Nava
Figure 7.6 & 7.7 Materials from Lecture Session

Each materials are presented for 20 minutes.
Group discussion
The trainees are grouped into 6 groups with 4-5 members each. They are tasked
to generate a new menu for a particular customer segment and present it. They
may create the presentation with any creative platforn (Canva, Slides, Powerpoint,
etc). Then they go into breakout rooms for 45 minutes to discuss and create their
presentation.
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Group 1 & 2 are given Case 1: The Hang Outs
Characteristics:
Male, Gen Z
Purchase food and beverages while hanging out at Panettiere Bakery-Cafe
Middle to high Income
Group 3 & 4 are given Case 2: The Moms

Characteristics:
Female, 30-45 Years Old
Purchase bread and pastries to be consumed at home with their family
Group 5 & 6 are given Case 3: The Senior Citizen

Characteristics:
Male & Female, >50 Years Old
Interested in buying healthy bread and pastries
Figure 7.8 & 7.9 Group Discussion Material
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Assessment
During the training session, the trainees are given two tests. First, a preliminary test at
the beginning of the program. Second, a final test at the end of the program, to
evaluate their understanding and recap what they have learned. The attendees are
given 5 minutes for each test. The test is conducted online via Google Form.
Figure 7.10 Pre-Test Announcement
Figure 7.11 Pre-Test Questions
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Time Allocation
Wednesday, March 31 (14.00 - 16.20)
Location of Training
We delivered the training through a virtual meeting via Zoom.
Session Plan
Table 7.11 Session Plan
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7.3 Tools of Pre-Test, Post-Test, and Program Evaluation / Feedback
Form
Pre-Test and Post-Test Questions
Table 7.12 Pre-Test and Post-Test Question Breakdown7.
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Training Evaluation
Table 7.13 Evaluation Questions Breakdown
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7.4 Kirkpatrick Evaluation Method
Figure 7.12 Graph Kirkpatrick Evaluation Hierarchy

Graph. Kirkpatrick Evaluation Hierarchy
The Kirkpatrick evaluation method was developed by Dr. Donald Kirkpatrick to show
the value of training to the business. This method can be implemented before,
throughout and after the training. The Kirkpatrick evaluation method consists of four
levels of evaluation which are (1) reaction, (2) learning, (3) behavior, and (4) result.
Due to the needs of Panettiere, we use all four levels of the evaluation method.
Below are the explanations and reasoning of each levels :
1. Reaction
On this level, we want to know whether the trainee enjoys the training or not. The
measurement method will be using observation to see how engaged and active the
trainee is in the training, and also using questionnaires at the end of the training that
ask the trainee whether they enjoy the training or not.
Level 1 Evaluation on Recent Training : We ask the trainee “how would they rate
the training” the scales are poor, fair, good, very good, and excellent. Out of 27
trainees, 10 trainees rate the training is excellent, 13 trainees rate it as very good,
and 4 rate it as good. The reaction shows that the trainees are satisfying for the
trainees because more than 85% of the trainees rate the training as very good or
excellent. Based on these reaction data, we conclude that the training has achieved
its goal in level 1 (reaction) by providing satisfying training for trainees.
2. Learning
On this level, we want to know the degree of the transfer knowledge which means
what they have already learned in the training. It is done by conducting pre test and
post test to compare the knowledge before and after the training. The trainee is
expected to get a higher score in post-test than pre test because that will indicate
that the trainee has learned something throughout the training.
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Level 2 Evaluation on Recent Training : To evaluate the level 2 (learning), we
analyze the factual knowledge gained by pre-test and post-test and trainee perception
on knowledge by asking them to judge their knowledge before and after the
training(rating from 1 to 5 scale). For the pre and post test, the trainees score an
average of 49 out 90 in pre-test, and 88/90 for post test. Trainee perception before and
after the training increased by 1.63, before the training its score an average of 3.04
and after training is 4.67. Both the figure from factual knowledge and trainee
perception indicate that a significant transfer of knowledge happens into the trainees,
therefore we can say that the training has been successful in this level 2 (learning).
3. Impact
On this level, we will analyze the trainee behavior at work for the next three months
after the training. The observation function is to oversee the realest impact of the
training for the trainee, to see whether the trainee implements the knowledge gained
from the training or how the knowledge affects their behavior. To support the
observation, we will conduct 360 degrees feedback to get the perspective from people
that work with the trainee everyday. The expected behaviour we aim is the baker will
show more initiative in terms of hard work and creativity in the kitchen.
4. Result
On this level, we want to know how the training has influenced the performance of the
trainee. We oversee this level by looking at the key performance indicators of the
trainee and comparing his results before and after the training. By using the method,
we will get an apple to apple comparison on how the training has influenced the
performance of the trainee. For this level, there are two KPI’s that we will track which
are (1) Bakery produced met the standard quality and (2) The product passes quality
control.
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Chapter 8
Job Evaluation
8.1 Compensable Factors Description
Factors Description
Competency that all of the panettiere employees must

Core Competency have. The competency reflects the values of the
company and common strength that Panettiere
employees possessed.
Managerial Competency for those who have subordinates. This

Competency competency requires the right skills, motivation, and
attitude to lead and manage people.
Functional This is a role-oriented competency that is required to

Competency perform sufficient performance at a particular
management function.
Technical A skill-related competency competency that is required

Competency to complete tasks in a specific job or position.
Responsibility Duty or obligation to complete tasks that are assigned to

the employee. Remarkable achievement in the task may
be given a reward and failure may be given punishment
or penalty.
Working Conditions The surrounding environment where employee will

perform tasks for specific job or position,
Table 1. Compensable Factor Descripition
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8.2 Compensable Sub Factor
Factors Subfactors
Core Competency Customer Service Orientation (CSO)

Organizational Commitment (OC)
Impact and Influence (IMP)
Managerial Competency Directiveness (DIR)

Developing Others (DEV)
Team Leadership (TL)
Functional Competency Concern for order (CO)

Expertise (EXP)
Achievement Orientation (ACH)
Organizational Awareness (OA)
Interpersonal Understanding (IU)
Relation Building (RB)
Analytical Thinking (AT)
Conceptual Thinking (CT)
Initiative (INT)
Self - Confidence (SCF)
Technical Competency Experience

Education
Responsibility Managing Asset

Managing Money
Managing People
Working Conditions Comfort Level

Hazardous Exposure
Safety Level
Table 2. Compensable Sub Factors
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8.3 Sub Factor Core Competency
Sub Description
Level
Factors
1 Follow up on consumer needs, requests, complaints.

Customer Keeping consumers informed of the latest developments
Service in the Panettiere's products / services
Orientation
(CSO) Monitor customer satisfaction, distribute helpful
2
information of Panettiere to consumers. Provide friendly
service and act as friends.
3 Fix consumer-related problems of Panettiere seriously.
4 Make yourself always ready for consumers. Always ready

to help especially if the customer is in a critical period.
5 Do real activities to increase added value for consumers,

to make things better for consumers. Shows positive
expectations of Panettiere for consumers.
6 Looking for information about basic / specific consumer

needs, other than those already known, and matching it
with Panettiere’s products and services.
1 Make efforts to be self-compliant and respect Panettiere

Organizati norms.
onal
Commitme Show loyalty, awareness to help colleagues in Panettiere
2
nt (OC) in completing their duties, respecting the wishes of the
power holder / decision maker
3 Understand and support the mission and goals of

Panettiere. Aligning personal needs with Panetierre
needs, understanding the need to work together to
achieve greater results.
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4 Place the interests of the Panettiere above personal
interests and desires, professional status and family
interests.
5 Making unpopular decisions for the benefit of the Panettiere

even though it is controversial.
These sacrifices are short-term and are very good for the
6 long-term survival of the Panettiere.
Impact and 1 Expressing the desire to see the existence of a certain

Influence (IMP) influence or impact that could have an effect or influence on
reputation, status and appearance.
2 Not trying to take special actions to increase other people's

interest in the ideas presented. Convince others with direct
persuasive steps in a discussion or presentation,
3 Not trying to take special actions to increase the interest of

others. Make careful preparations for presentations in the
form of data or include 2 or more arguments from different
points of view in a presentation or discussion
4 Adjusting a presentation or discussion with the interest or

level of others anticipates the effect of an action or other
detail on people's image about the speaker.
5 Modeling the desired behavior of others or taking into

account unusual or dramatic behavior to produce a specific
impact.
6 Perform 2 stages in influencing others. Where each step is

adapted to different people or planned to cause a certain
effect or anticipate and prepare for the reactions of others.
Table 3. Sub Factor Core Competency
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8.4 Sub Factor Managerial Competency
Sub
Factors Level Description
Directivene N/A -
ss (DIR)
1 Provide sufficient explanation, make clear what Panettiere
needs are requested.
2 Provide careful assignment direction step by step and

closing the opportunity to think of different ways of working,
or to order specifics.
3 Usually say “no” clearly to orders that don't make sense or

set boundaries for other people. Can manipulate the
situation to force people to comply.
4 Set uniform standards of Panettiere’s work results; to get

good performance, quality or use of resources
5 Always openly check performance of Panettiere based on

clear / agreed standards.
6 Openly reprimand about performance problems of

Panettiere (if this is included in positive expectations to
improve in the future), then this is a development orientation.
Developing N/A -
Others
(DEV) 1 Tells how to do work, gives that helps complete the work in
Panettiere.
2 Making positive comments about the abilities and potentials

of others at Panettiere even in difficult cases.
3 Providing direction or demonstrations on the basis of

involving logic as a training strategy; or provide practical
help or support to make Panettiere’s work easier
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Sub Factors Level Description
4 Provide positive or negative positive feedback for

development purposes of employees in Panettiere.
5 Reassuring others after experiencing good steps choosing

to give negative feedback in behavior is compared to
personal stress
6 Preparing tasks that are suitable with Panettiere’s works or

can help, training, formal, or other experiences with the aim
of forcing others to learn and develop themselves.
N/A -
Team
Leadership 1 Propose meeting events and goals, control time usage, and
(TL) assign tasks of Panettiere
2 Making the people involved know what is going on ensures

that all group members know the necessary information on
Panettiere.
3 Using formal power fairly unilaterally or harming other

parties / opponents.
4 Use complex strategies to increase group morale and

productivity (decisions to recruit and leave, team
assignments, apprenticeship rotations) of Panettiere.
5 Protecting Panettiere against other organizations, or against

the community, provides the needs for personnel, resources,
and information so that the group's needs are maintained
and met.
6 Ensure that others follow the developed mission, objectives,

agenda, climate, way of working and group affiliation (office
politics) of Panettiere, by setting a good example.
Table 4. Sub Factor Managerial Competency
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8.5 Sub Factor Functional Competency
Concern for N/A -

order (CO)
1 Maintain an orderly work environment in Panettiere with
desks, files, tools, etc. in good order.
2 Looking for clarity of the expected results, the following tasks

include explaining the data / resources used. Prefers written
assignments.
3 Consciously always double-check the accuracy of the

information or work itself.
4 Monitoring the quality of other people's work, checking to

make sure that the applicable procedures of Panettiere have
been implemented properly.
5 Monitor the work of a project against a deadline. Monitor

data, find weakness or loss of data, and look for information
to maintain Panettiere’s order
6 Develop and use systems of Panettiere to organize and

maintain the ability to trace any information.
N/A -
Analytical
Thinking (AT) 1 Break down problems into sections / tasks / activities.
2 Analyze the relationships between parts of the problem.

Make causal relationships simple, and examine the
advantages and disadvantages of each alternative.
3 Analyze several parts of a situation or problem of Panettiere.

Break down the problem into parts that can be systematically
managed. Be able to predict the consequences of an action.
Table 5. Sub Factor Functional Competency
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4 Systematically break down complex problems into its

components so that they are easy to understand. Using
several techniques to select problems to find solutions
5 Systematically break down multi-dimensional problems

(many influencing factors) into parts so that they are easy to
understand
6 Organizing, sequencing and analyzing systems for

Panettiere that are interrelated and very complex / dynamic.
Conceptual N/A -
Thinking (CT)
1 Using common sense, past problem experiences to identify
situations or problems. See the similarities between current
problems and past problems of Panettiere.
2 Using common sense, past problem experiences to identify

situations or problems. See the similarities between current
problems and past problems.
3 Applying a complex formula or past knowledge, tendencies

and relationships between different situations. Applying and
modifying learning concepts fairly.
4 Combining ideas, issues, and observations into a single

concept or clear explanation. Identify key issues in complex
situations.
5 Identifying problems and circumstances of Panttiere that are

not clear to others and do not use lessons from the past by
generating new conceptions or perspectives.
6 Formulate useful explanations for complex problems,

situations, or opportunities for the betterment of Panettiere.
Come up with and test various conjecture concepts or
explanations for certain situations.
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Interpersonal N/A -
Understanding
(IU) 1 Able to understand someone's emotions that are going on,
or able to capture the content of an explicit message
conveyed, but not both simultaneously.
2 As well as understanding someone's emotional feelings

that are happening and at the same time capturing the
content of the explicit message being conveyed.
3 Understand thoughts that are not expressed verbally, are

caring and full of feelings. And able to get other people to
act according to the wishes of the speaker.
4 Able to understand the things that underlie a problem, the

reasons for the emergence of a person's feelings, actions,
or concerns.
5 Able to understand the complex causes of one's actions,

habit patterns and old problems.
6 Able to understand the complex causes of one's actions,

habit patterns and old problems.
Expertise (EXP) N/A -
1 These are simple, repetitive tasks that can be learned in

hours or days in Panettiere, like unskilled workers with
labor.
2
Has a variety of tasks of consecutive types related to
Panettiere works, requires several weeks of practice to
master them, for example simple opening jobs, semi-
skilled workers, etc.
3
Has a variety of tasks that require planning and
organization, usually has a high school education and
requires specialized professional education between 6
months to 2 years.
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4 Doing complex and diverse tasks requires careful planning

to get good results, usually requires certain education
complemented by practice.
5 Able to provide professional arrangements and services to

other parties related with Panettiere works.. Usually requires
formal education such as college or other professional
degrees or based on the experience they have.
6 Provide specialist services of a more specialized profession

related with Panettiere works. Usually requires intensive
education (such as obtaining specialist degrees, masters)
accompanied by some direct experience in the field
Achievement N/A -
Orientation
(ACH) 1 Have initiative and show a desire to achieve the work
standards that have been set by Panettiere and also happily
try to do a job properly or properly.
2 Must be able to work to achieve a performance standard set

by Panettiere’s management
3 Think independently in determining measures of work

success and assessing other people's performance, time
usage, scrap rate, winning the competition, etc.
4 Have a policy in the Panettiere’s work system, or in his own

work habits to improve performance (setting work targets
always increases from time to time)
5 Setting an action to achieve goals that are challenging both

by one's own standards and those of others.
6 Determining decisions, setting priorities, or selecting goals

on the basis of input and output: making scientific and
explicit considerations for Panettiere.
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Organizational N/A -
Awareness (OA)
1 Recognize and be able to describe (utilize) the formal
structure or hierarchy of an organization in Panettiere.
2 Understand and can take advantage of informal channels

and structures (able to identify key actors, people who can
influence decisions etc
3 Able to understand Panettiere boundaries that are not stated

explicitly what is possible and what is not at a certain time or
position.
4 Understand, describe (or manipulate) the influence and

relationship / strength of the group that is running in
Panettiere (alliance or competition).
5 Understand the reasons for the Panettiere's ongoing

behavior or the problems behind the organization,
opportunity, or group of groups that will influence the
company.
6 Understand and pay attention to long-term issues,

opportunities, or political power affecting the Panettiere in its
relationship to the outside world.
Self - N/A -
Confidence
(SCF) 1 Make decisions without regard to disagreement other than
the authorized.
2 Comparing him/herself with others reveals self-confidence.

based on consideration of his own capabilities.
3 See him/herself as an expert, organizer, or prime mover
4 Positioning clearly in a conflict. Doing deeds to prove what

has been said.
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5 Feeling excited about challenges, seeking greater

responsibility without being asked.
6 Taking on highly challenging assignments and challenging

Panettiere’s superiors or consumers.
Relation N/A -
Building (RB)
1 Accept invitations or other offers of friendship at Panettiere,
but do not develop those offers to build a working
relationship.
2 Maintaining an employment relationship at Panettiere (in this

case the intention is for things related to work)
3 Sometimes holding informal or informal relationships at

Panettiere, chatting about children, sports, news and so on
4 Often establishes informal or informal contacts in Panettiere,

both with friends and with consumers, with deliberate efforts
to build a good impression of a relationship.
5 Sometimes holding activities to build friendships with friends

or consumers outside Panettiere, clubs or restaurants etc.
6 Often hold activities to build friendships with friends or

consumers outside Panettiere, in clubs or restaurants, etc.
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Initiative (INT) N/A -
1 Consistent taking the initiative (two initiatives or two steps)

to overcome ambiguity or resistance in Panettiere. It is not
easy to give up if the plan does not go smoothly.
2 Recognize and take action on opportunities for Panettiere

that exist now or focus on problems at hand now (usually
resolved within 1-2 days)
3 Quickly make decisions and act in a crisis (where the norm

is to wait, 'learn' and hope the problem will solve itself)
4 Create opportunities or minimize potential problems with

extra special efforts for Panettiere (planning new programs,
making special trips etc.) Carried out for the next 1-2 months
5 Take actions to create opportunities or avoid crises that may

occur in the future of Panettiere. Looking beyond the next 3-
12 months.
6 Anticipate the situation in the next 1-2 years and act to

create opportunities for Panettiere and avoid problems
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8.6 Sub Factor Technical Competency
Experience 1 Has the experience less than 1 year
2 Has the experience for about 1<= years<3
3 Has the experience for about 3<= years <5
4 Has the experience >= 5 years.
Education 1 Senior Highschool Graduates
2 Diploma III Graduates
3 Bachelor Graduates
4 Master Graduates or above
Table 6. Sub Factor Technical Competency
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8.7 Sub Factor Responsibility Competency
Managing 1 Handling asset value from Rp1, to Rp 5.000.000,-

Asset
2 Handling asset value from Rp 5.000.001, to Rp
50.000.000,-

100.000.000,-

500.000.000,-.
5 Handling asset value above Rp 500.000.000,-
1 Rp1,- to Rp5.000.000,-
Managing
Money 2 Rp5.000.001,- to Rp50.000.000,-
3 Rp50.000.001,- to Rp100.000.000,-
4 Rp100.000.001,- to Rp500.000.000,-
5 >Rp500.000.000,
1 Not in charge in handling people
Managing 2 1 - 5 people
People
3 6 - 20 people
4 20 - 40 people
5 > 40 people
Table 7. Sub Factor Responsibility Competency
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8.8 Sub Factor Working Condition
Comfort Level 1 (H) Work in settled indoor facilities with complete

equipment and prepared schedule.
2 (M) Work in decent condition of work environment
3 (L) Work in a humid and lack of high-tech facilities

environment
Hazardous 1 (L) Working environment doesn’t need special

Exposure treatment to do direct contact with harmful
material
2 (M) Working environment need special treatment,

follow rules, and special facilities when using
harmful material or machines
3 (H) Working environment needs a speciality person in

a special room to get done this job.
1 (L) Working in a high risk environment that could be

Accident Risk dangerous, involving strict rules and warnings.
2 (M) Working in a safe environment with moderate

safety facilities, that still need circumspection
3 (H) Working in a safe environment with high safety

facilities.
Table 8. Sub Factor Working Condition
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8.9 Weight (%) and Maximum Job Value
Weight Factors (%) Sub Factors Weight Weight Max

(%) (%) (%) (1) Job
x (4) Value
(1) (2) (3) (4) (5) (6)
25 Core (CSO) 35 8.75 8750

Competency (OC) 30 7.50 7500
(IMP) 35 8.75 8750
12 Managerial (DIR) 35 4.20 4200

Competency (DEV) 37 4.44 4440
(TL) 28 3.36 3360
17 Functional (CO) 10 1.70 1700

Competency (AT) 10 1.70 1700
(CT) 10 1.70 1700
(IU) 10 1.70 1700
(EXP) 10 1.70 1700
(ACH) 10 1.70 1700
(OA) 10 1.70 1700
(SCF) 10 1.70 1700
(RB) 10 1.70 1700
(INT) 10 1.70 1700
17 Technical Experience 60 10.20 10200

Competency Education 40 6.80 6800
15 Responsibility Managing Asset 35 5.25 5250

Managing Money 30 4.50 4500
Managing People 35 5.25 5250
14 Working Comfort Level 30 4.20 4200

Condition Hazardous E. 30 4.20 4200
Accident Risk 40 5.60 5600
Total 100 100.000
Table 9. Weight and Maximum Value
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8.10 Competency Score
Customer Service Core

Orientation (CSO) Competency
Level 1 2 3 4 5 6
Descriptio Follow up Monitor Fix Make Do real Looking

n on customer consumer- yourself activities for
consumer satisfactio related always to informatio
needs, n, problems ready for increase n about
requests, distribute of consumer added basic /
complaints helpful Panettiere s. Always value for specific
. Keeping informatio seriously. ready to consumer consumer
consumer n of help s, to make needs,
s informed Panettiere especially things other than
of the to if the better for those
latest consumer customer consumer already
developm s. Provide is in a s. Shows known,
ents in the friendly critical positive and
Panettiere' service period. expectatio matching it
s products and act as ns of with
/ services friends. Panettiere Panettiere’
for cust. s.
Score 1500 2950 4400 5850 7300 8750
Table 10. Competency Score
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Organizational Commitment (OC)
Level 1 2 3 4 5 6
Descriptio Make Show Understan Place the Making These

n efforts to loyalty, d and interests unpopular sacrifices
be self- awarenes support of the decisions are short-
compliant s to help the Panettiere for the term and
and colleagues mission above benefit of are very
respect in and goals personal the good for
Panettiere Panettiere of interests Panettiere the long-
norms. in Panettiere and even term
completin . Aligning desires, though it survival of
g their personal profession is the
duties, needs with al status controvers Panettiere
respecting Panetierre and family ial. .
the wishes needs, interests.
of the understan
power ding the
holder / need to
decision work
maker together
Score 1000 2300 3600 4900 6200 7500
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Impact and Influence (IMP)
Level 1 2 3 4 5 6
Descriptio Expressing Not trying to Not trying to Adjusting a Modeling Perform 2

take special take special stages in
n the desire presentatio the desired
actions to actions to influencing
to see the increase the
n or behavior of
increase others.Whe
existence interest of discussion others or
other re each
of a certain others. Make with the taking into
people's step is
influence careful interest or account
interest in preparations adapted to
or impact the ideas level of unusual or different
for
that could presented. presentation others dramatic people or
have an Convince s in the form anticipates behavior to planned to
effect or others with of data or the effect produce a cause a
include 2 or certain
influence direct of an specific
more effect or
on persuasive action or impact.
arguments
reputation, steps in a other detail anticipate
from different
discussion and prepare
status and points of on
or view in a for the
appearanc people's
presentatio presentation reactions of
e. image others.
n. or discussion
about the
speaker.
Score 1500 2950 4400 5850 7300 8750
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Managerial
Directiveness (DIR) Competency
Level 1 2 3 4 5 6
Descriptio Provide Provide Usually say Set Always Openly

n sufficient careful “no” clearly uniform openly reprimand
explanatio assignme to orders standards check about
that don't performanc
n, make nt of performan
make e problems
clear what direction Panettiere’ ce of
sense or of
Panettiere step by s work Panettiere Panettiere
set
needs are step and boundaries results; to based on (if this is
requested. closing the for other get good clear / included in
opportunit people. performan agreed positive
y to think Can ce, quality standards. expectation
of different manipulate or use of s to
ways of the resources improve in
working, situation to the future),
force then this is
or to order
people to a
specifics.
comply. developme
nt
orientation.
Score 750 1440 2130 2820 3510 4200
Level N/A
Score 0
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Developing Others (DEV)
Level 1 2 3 4 5 6
Descriptio Tells how Making Providing Provide Reassurin Preparing

n to do work, positive direction or positive or g others tasks that
gives that comments demonstra negative after are
helps about the tions on positive experienci suitable
complete abilities the basis feedback ng good with
the work in and of for steps Panettiere’
Panettiere. potentials involving developme choosing s works or
of others logic as a nt to give can help,
at training purposes negative training,
Panettiere strategy; of feedback formal, or
even in or provide employees in behavior other
difficult practical in is experience
cases. help or Panettiere. compared s with the
support to to personal aim of
make stress forcing
Panettiere’ others to
s work learn and
easier. develop
themselve
Score 740 1480 2220 2960 3700 4440
s.
Level N/A
Score 0
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Team Leadership (TL)
Level 1 2 3 4 5 6
Description Propose Making the Using Use Protecting Ensure that

meeting people formal complex Panettiere others
events and involved power fairly strategies against follow the
goals, know what unilaterally to increase other developed
control time is going on or harming group organizatio mission,
usage, and ensures other morale and ns, or objectives,
assign that all parties / productivity against the agenda,
tasks of group opponents. (decisions community, climate,
Panettiere members to recruit provides way of
know the and leave, the needs working and
necessary team for group
information assignment personnel, affiliation
on s, resources, (office
Panettiere. apprentices and politics) of
hip information Panettiere,
rotations) of so that the by setting a
Panettiere. group's good
needs are example.
maintained
and met.
Score 560 1120 1680 2240 2800 3360
Level N/A
Score 0
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Concern for order (CO) Functional Competency
Level 1 2 3 4 5 6
Descriptio Maintain Looking Consciousl Monitoring Monitor Develop

n an orderly for clarity y always the quality the work of and use
work of the double- of other a project systems of
environme expected check the people's against a Panettiere
nt in results, the accuracy work, deadline. to
Panettiere following of the checking Monitor organize
with tasks informatio to make data, find and
desks, include n or work sure that weakness maintain
files, tools, explaining itself. the or loss of the ability
etc. in the data / applicable data, and to trace
good resources procedure look for any
order. used. s of informatio informatio
Prefers Panettiere n to n.
written have been maintain
assignmen implement Panettiere’
ts. ed s order
properly
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
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Analytical Thinking (AT)
Level 1 2 3 4 5 6
Description Break down Analyze the Analyze Systematic Systematic Organizing,

problems relationship several ally break ally break sequencing
into s between parts of a down down multi- and
sections / parts of the situation or complex dimensional analyzing
tasks / problem. problem of problems problems systems for
activity Make Panettiere. into its (many Panettiere
causal Break down component influencing that are
relationship the problem s so that factors) into interrelated
s simple, into parts they are parts so and very
and that can be easy to that they complex /
examine systematica understand. are easy to dynamic
the lly Using understand
advantages managed. several
and Be able to techniques
disadvanta predict the to select
ges of each consequen problems to
alternative. ces of an find
action. solutions
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
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Conceptual Thinking (CT)
Level 1 2 3 4 5 6
Description Using Using Applying a Combining Identifying Formulate

common common complex ideas, problems useful
sense, past sense, past formula or issues, and and explanation
problem problem past observation circumstanc s for
experience experience knowledge, s into a es of complex
s to identify s to identify tendencies single Panttiere problems,
situations situations and concept or that are not situations,
or or relationship clear clear to or
problems. problems. s between explanation others and opportunitie
See the See the different . Identify do not use s for the
similarities similarities situations. key issues lessons betterment
between between Applying in complex from the of
current current and situations. past by Panettiere.
problems problems modifying generating Come up
and past and past learning new with and
problems of problems. concepts conceptions test various
Panettiere. fairly. or conjecture
perspective concepts .
s.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 140
1
Interpersonal Understanding (IU)
Level 1 2 3 4 5 6
Descriptio Able to As well as Understan Able to Able to Able to

n understan understan d thoughts understan understan understan
d ding that are d the d the d the
someone's someone's not things that complex complex
emotions emotional expressed underlie a causes of causes of
that are feelings verbally, problem, one's one's
going on, that are are caring the actions, actions,
or able to happening and full of reasons habit habit
capture and at the feelings. for the patterns patterns
the content same time And able emergenc and old and old
of an capturing to get e of a problems. problems.
explicit the content other person's
message of the people to feelings,
conveyed, explicit act actions, or
but not message according concerns.
both being to the
simultant. conveyed. wishes.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 141
1
Expertise (EXP)
Level 1 2 3 4 5 6
Description These are Has a Has a Doing Able to Provide

simple, variety of variety of complex provide specialist
repetitive tasks of tasks that and diverse professiona services of
tasks that consecutiv require tasks l a more
can be e types planning requires arrangeme specialized
learned in related to and careful nts and profession
hours or Panettiere organizatio planning to services to related with
days in works, n, usually get good other Panettiere
Panettiere, requires has a high results, parties works.
like several school usually related with Usually
unskilled weeks of education requires Panettiere requires
workers practice to and certain works.. intensive
with labor. master requires education Usually education
them, for specialized complemen requires (such as
example professiona ted by formal obtaining
simple l education practice. education specialist
opening such as degrees,
jobs. college. masters).
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 142
1
Achievement Orientation (ACH)
Level 1 2 3 4 5 6
Descriptio Have Think Have a Setting an Determinin

n initiative Must be independen policy in the action to g
and show able to tly in Panettiere’s achieve decisions,
a desire to work to determining work goals that setting
measures system, or priorities,
achieve achieve a are
of in his own or
the work performan challengin
work work habits selecting
standards ce success to improve g both by
goals on
that have standard and performanc one's own
the basis
been set set by assessing e standards
of input
by Panettiere’ other (setting and those
and output:
Panettiere s people's work of others.
making
and also managem performanc targets
scientific
happily try ent e, time always
usage, increases and explicit
to do a job considerati
scrap rate, from time to
properly or ons for
winning the time)
properly. Panettiere.
competition
, etc.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 143
1
Organizational Awareness (OA)
Level 1 2 3 4 5 6
Descriptio Recognize Understan Able to Understan Understan Understan

n and be d and can understan d, describe d the d and pay
able to take d (or reasons attention to
describe advantage Panettiere manipulate for the long-term
(utilize) the of informal boundaries ) the Panettiere' issues,
formal channels that are influence s opportuniti
structure and not stated and ongoing es, or
or structures explicitly relationshi behavior political
hierarchy (able to what is p/ or the power
of an identify possible strength of problems affecting
organizatio key and what the group behind the the
n in actors, is that is organizatio Panettiere
Panettiere. people not at a running in n, in its
who can certain Panettiere opportunity relationshi
influence time or (alliance or , or group p to the
decisions position. competitio of groups . outside
etc. n). world.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 144
1
Self - Confidence (SCF)
Level 1 2 3 4 5 6
Descriptio Make Make See Positionin Feeling Taking on

n decisions decisions him/herself g clearly in excited highly
without without as an a conflict. about challengin
regard to regard to expert, Doing challenges g
organizer,
disagreem disagreem deeds to , seeking assignmen
or prime
ent ent prove greater ts and
mover.
other than other than what has responsibil challengin
Comparing
the the him/herself been said. ity without g
authorized authorized with others being Panettiere’
. . reveals asked. s
self- superiors
confidence. or
based on consumer
considerati s.
on of his
own
capabilities.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 145
1
Relation Building (RB)
Level 1 2 3 4 5 6
Descriptio Accept Maintainin Sometime Often Sometime Often hold

n invitations g an s holding establishe s holding activities to
or other employme informal or s informal activities to build
offers of nt informal or informal build friendships
friendship relationshi relationshi contacts in friendships with
at p at ps at Panettiere, with friends or
Panettiere, Panettiere Panettiere, both with friends or consumers
but do not (in this chatting friends and consumers outside
develop case the about with outside Panettiere,
those intention is children, consumers Panettiere, in clubs or
offers to for things sports, , with clubs restaurant
build related to news and deliberate or s, etc.
a working work) so on. efforts to restaurant
relationshi build a s etc.
p. good
impression
.
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 146
1
Initiative (INT)
Level 1 2 3 4 5 6
Description Consistent Recognize Quickly Create Take Anticipate

taking the and take make opportunitie actions to the
initiative action on decisions s or create situation in
(two opportunitie and act in aminimize opportunitie the next 1-2
initiatives or s for crisis potential s or avoid years and
two steps) Panettiere (where problems crises act to
to that exist with extra that may create
overcome now or c. special occur in the opportunitie
ambiguity focus on Managerial efforts for future of s for
or problems at Competenc Panettiere Panettiere. Panettiere
resistance hand now y (planning Looking and avoid
in (usually new beyond the problems
Panettiere. resolved the norm is programs, next 3-12
It is not within 1-2 to wait, making months.
easy to give days) 'learn' and special trips
up if the hope the etc.)
plan does problem Carried out
not go will solve for the next
smoothly itself) 1-2 months
Score 283 568 851 1134 1417 1700
Level N/A
Score 0
Panettiere 147
1
Experience Technical Competency
Level 1 2 3 4 5 6
Descriptio Has the Has the Has the Has the - -

n experienc experienc experienc experienc
e less e for e for e >= 5
than 1 about 1<= about 3<= years.
year years<3 years <5
Score 3000 5400 7800 10200
Panettiere 148
1
Education
Level 1 2 3 4 5 6
Descriptio Senior Diploma III Bachelor Master - -

n Highschool Graduates Graduates Graduates
Graduates or above
Score 2000 3600 5200 6800
Panettiere 149
1
Managing Asset Responsibility Competency
Level 1 2 3 4 5 6
Descriptio Handling Handling Handling Handling Handling -

n asset asset asset asset asset
value from value from value from value from value
Rp1, to Rp Rp Rp Rp above Rp
5.000.000, 5.000.001, 50.000.00 100.000.0 500.000.0
- to Rp 1, to Rp 01, to Rp 00,-
50.000.00 100.000.0 500.000.0
0,- 00,- 00,-.
Score 2000 2811 3624 4437 5250
Panettiere 150
1
Managing Money
Level 1 2 3 4 5 6
Descriptio Rp1,- to Rp5.000.0 Rp50.000. Rp100.00 >Rp500.0 -

n Rp5.000.0 01,- to 001,- to 0.001,- to 00.000,
00,- Rp50.000. Rp100.00 Rp500.00
000,- 0.000,- 0.000,-
Score 1700 2400 3100 3800 4500
Panettiere 151
1
Managing People
Level 1 2 3 4 5 6
Descriptio Not in 1-5 6 - 20 20 - 40 > 40 -

n charge in people people people people
handling
people
Score 0 1313 2626 3939 5250
Panettiere 152
1
Comfort Level Working Condition Competency
Level 1 2 3 4 5 6
Descriptio Work in a Work in Work in - - -

n humid and decent settled
lack of condition indoor
high-tech of work facilities
facilities environme with
environme nt complete
nt equipment
and
prepared
schedule.
Score 2500 3350 4200
Panettiere 153
1
Hazardous Exposure
Level 1 2 3 4 5 6
Descriptio Working Working Working - - -

n environme environme environme
nt doesn’t nt need nt needs a
need special speciality
special treatment, person in
treatment follow a special
to do rules, and room to
direct special get done
contact facilities this job.
with when
harmful using
material harmful
material or
machines
Score 2500 3350 4200
Panettiere 154
1
Accident Risk
Level 1 2 3 4 5 6
Descriptio Working in Working in Working in - - -

n a high risk a safe a safe
environme environme environme
nt that nt with nt with
could be moderate high safety
dangerous safety facilities.
, involving facilities,
strict rules that still
and need
warnings. circumspe
ction
Score 3000 4300 5600
Panettiere 155
1
8.11 Job Value
Recruitment Manager
Factors Sub Factors Level Score
Core Competency (CSO) 5 7300

(OC) 5 6200
(IMP) 5 7300
Managerial (DIR) 5 3510

Competency (DEV) 5 3700
(TL) 6 3360
Functional (CO) N/A 0

Competency (AT) N/A 0
(CT) N/A 0
(IU) 5 1417
(EXP) N/A 0
(ACH) N/A 0
(OA) 6 1700
(SCF) N/A 0
(RB) 6 1700
(INT) N/A 0
Technical Experience 4 10200

Competency Education 4 6800
Responsibility Managing Asset 3 3624

Competency Managing Money 5 4500
Managing People 3 3624
Working Condition Comfort Level 1 2500

Hazardous Exposure 1 2500
Accident Risk 1 3000
Total 72935
Table 11. Job Value
Panettiere 156
1
Recruitment Supervisor

(OC) 4 4900
(IMP) 4 5850

(TL) 4 2240

(CT) N/A 0
(IU) 4 1134
(EXP) N/A 0
(ACH) N/A 0
(OA) 4 1134
(SCF) N/A 0
(RB) 4 1134
(INT) N/A 0



Total 55680
Panettiere 157
1
Recruitment Staff

(OC) 2 2300
(IMP) 2 2950
Managerial (DIR) N/A 0

Competency (DEV) N/A 0
(TL) N/A 0

(CT) N/A 0
(IU) 2 568
(EXP) N/A 0
(ACH) N/A 0
(OA) 2 568
(SCF) N/A 0
(RB) 2 568
(INT) N/A 0



Total 35,826
Panettiere 158
1
Accounting Manager

(OC) 5 6200
(IMP) 5 7300

(TL) 6 3360
Functional (CO) 6 1700

Competency (AT) 6 1700
(CT) N/A 0
(IU) N/A 0
(EXP) 6 1700
(ACH) N/A 0
(OA) N/A 0
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0



Total 70844
Panettiere 159
1
Operation Manager

(OC) 5 6200
(IMP) 5 7300

(TL) 6 3360

(CT) N/A 0
(IU) N/A 0
(EXP) 6 1700
(ACH) 6 1700
(OA) N/A 0
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0



Total 69444
Panettiere 160
1
Pastry Supervisor

(OC) 4 4900
(IMP) 4 5850

(TL) 4 2240

(CT) N/A 0
(IU) N/A 0
(EXP) 3 851
(ACH) 4 1134
(OA) N/A 0
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0



Total 49565
Panettiere 161
1
Training Supervisor

(OC) 4 4900
(IMP) 4 5850

(TL) 4 2240

(CT) N/A 0
(IU) 3 851
(EXP) N/A 0
(ACH) N/A 0
(OA) 3 851
(SCF) N/A 0
(RB) 4 1134
(INT) N/A 0



Total 51898
Panettiere 162
1
Procurement Staff

(OC) 2 2300
(IMP) 2 2950

(TL) N/A 0

(CT) N/A 0
(IU) N/A 0
(EXP) 2 568
(ACH) 2 568
(OA) N/A 0
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0



Total 38041
Panettiere 163
1
Quality Control Staff

(OC) 2 2300
(IMP) 2 2950

(TL) N/A
0
Functional (CO) 2
568
Competency (AT) N/A
0
(CT) N/A
(IU)
0
N/A
(EXP) 0
2
(ACH) 568
2
(OA) 568
N/A
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0
0
Technical Experience 2
3600
Responsibility Managing Asset 1
2000
Comfort Level 2
Working Condition Hazardous Exposure 2 3350
4300
Total
35604
Panettiere 164
1
Baker

(OC) 2 2300
(IMP) 2 2950

(TL) N/A 0

(CT) N/A 0
(IU) N/A 0
(EXP) 2 568
(ACH) 2 568
(OA) N/A 0
(SCF) N/A 0
(RB) N/A 0
(INT) N/A 0


Comfort Level 3 4200

Working Condition Hazardous Exposure 3 4200
Total 44954
Panettiere 165
1
8.12 Job Summary
Job Title Job Value
Recruitment Manager 72935
Accounting Manager 70844
Operation Manager 69444
Recruitment Supervisor 55680
Training Supervisor 51898
Pastry Supervisor 49084
Baker 44954
Procurement Staff 38041
Recruitment Staff 35,826
Quality Control Staff 35604
Table 12. Job Summary
Panettiere 166
1
Chapter 9
Compensation
9.1 Number of people in
position
No Job Class Position Number of

Employee
1 Operation Manager 1
2 1 Recruitment Manager 1
3 Accounting Manager 1
4 Pastry Supervisor 2
5 2 Recruitment Supervisor 1
6 Training Supervisor 1
7 Procurement Staff 150
8 Quality Control Staff 150
9
3 Recruitment Staff 150
10 Baker 150
Table 9.1. Number of People in Position
Panettiere 168
1
9.2 Job Value
No Position Num.
Benchmark Job Value
Employee Job Value
1 Operation Manager 1 69,444 5,970,000 85.968
2 Recruitment Manager 1 72,935 5,780,000 79.248
3 Accounting Manager 1 70,844 5,410,000 76.364
4 Pastry Supervisor 2 49,565 4,180,00 84.333
5 Recruitment Supervisor 1 55,680 4,150,000 74.533
6 Training Supervisor 1 51,898 4,150,000 79.964
7 Procurement Staff 150 35,826 3,750,000 104.672
8 150 35,604 105.325

Quality Control Staff 3,750,000
9 Recruitment Staff 150 38,041 3,750,000 98.577
10 Baker 150 44,954 3,750,000 82.306
Table 9.2. Job Value
From the Job-Worth table above, the highest job

Highest Job Worth 105.325 worth is 105.325 which is owned by an operation
manager position. The lowest job worth is 74.533
Lowest Job Worth 74.533 which is owned by an offline recruitment supervisor
position. The average job worth is 87.240.
Furthermore, Panettiere will provide three
Average Job Worth 87.240 scenarios of basic salary based on highest job
worth, lowest job worth, and average job worth.
Panettiere 169
9.3. Basic Salary
No Position Num. Total/Job

Basic Salary
Employee Job Value
1 Operation Manager 1 69,444 7,314,206 7,314,206.27
2 Recruitment Manager 1 72,935 7,681,897 7,681,896.70
3 Accounting Manager 1 70,844 7,461,662 7,461,661.61
4 Pastry Supervisor 2 49,565 5,220,446 10,440,891.47
5 Recruitment Supervisor 1 55,680 5,864,510 5,864,509.61
6 Training Supervisor 1 51,898 5,466,170 5,466,169.53
7 Procurement Staff 150 35,826 3,773,382 566,007,330
8 Quality Control Staff 150 35,604 3,750,000 562,500,000
9 Recruitment Staff 150 38,041 4,006,678 601,001,643
10 Baker 150 44,954 4,734,791 710,218,655
TOTAL 55,273,740 2,483,956,964
Table 9.3.1 Highest Scenario
Panettiere 170
Basic Salary
Employee Job Value
1 Operation Manager 1 69,444 5,175,873 5,175,872.84
2 Recruitment Manager 1 72,935 5,436,068 5,436,067.71
3 Accounting Manager 1 70,844 5,280,219 5,280,219.11
5 Recruitment Supervisor 1 55,680 4,150,000 4,150,000.00
6 Training Supervisor 1 51,898 3,868,116 3,868,116.02
10 Baker 150 44,954 3,350,559 502,583,782
TOTAL 39,114,272 1,757,763,580
Table 9.3.2 Lowest Scenario
Panettiere 171
Basic Salary
Employee Job Value
1 Operation Manager 1 69,444 6,058,348 6,058,348
2 Recruitment Manager 1 72,935 6,362,906 6,362,906
3 Accounting Manager 1 70,844 6,180,485 6,180,485
5 Recruitment Supervisor 1 55,680 4,857,566 4,857,566
6 Training Supervisor 1 51,898 4,527,622 4,527,622
10 Baker 150 44,954 3,921,822 588,273,267
TOTAL 45,783,173 2,057,458,599
Table 9.3.3 Average Scenario
Panettiere 172
9.3.1 Consideration of
Compensation Scenario
In order to fulfill Depok UMR at Rp Rp 4.339.514, Panetierre will use the Highest Job
Worth Scenario in deciding the basic salary of our employee. Aside from fulfilling the
UMR requirement, We also set a higher benchmark amount for a few reasons. First,
we want to motivate our employees to ensure customer satisfaction, by giving them
higher salary they are most likely more motivated at work. Second, our company can
be categorized as a well established company, so we need to set a higher standard
than the competitor to sustain, which implies that we need to give higher salary for our
workers. Third, as a good company, we are not only thinking about profit and customer
satisfaction, but we also want to ensure employee satisfaction when working at our
company. Finally, we also consider internal equity when calculating salary for each job
class. We decide the gap between each salary by comparing some compensable
factors and indicated by the job value amount. The higher the job value means that the
employee is doing a more important role compared to the others, which makes them
deserve to get a higher salary than the other employees with lower job value.
Panettiere 173
Panettiere 1
9.4. Benefit
Item Amount Benefit per Amount Need to

Employee Pay Each Month
Lunch Allowance 22 x Rp 90.000 Rp1,980,000 Rp5,940,000
Transport Allowance 22 x Rp 30.000 Rp660,000 Rp1,980,000
Health Insurance Rp1,000,000 Rp1,000,000 Rp3,000,000
Family Allowance Rp800,000 Rp800,000 Rp2,400,000
TOTAL Rp13,320,000
Table 9.4. 1 Benefit Job Class 1

Lunch Allowance 26 x Rp 60.000 Rp1,560,000 Rp6,240,000
Health Insurance Rp800,000 Rp800,000 Rp3,200,000
TOTAL Rp13,920,000
Table 9.4.2 Benefit Job Class 2
Panettiere 174
Lunch Allowance 26 x Rp 30.000 Rp780,000 Rp468,000,000
Health Insurance Rp600,000 Rp600,000 Rp360,000,000
TOTAL Rp1,224,000,000
Table 9.4.3 Benefit Job Class 3
Panettiere 175
9.4.1 Consideration of
Benefit Scenario
Job Class 1
We decided to set Lunch allowance in the amount of Rp 90.000 because the average
cost of a middle-high class restaurant in Bandung is between Rp 80.000-Rp100.000
per lunch.
We decided to set Transport allowance in the amount of Rp 30.000 because the
average cost of a middle-high class transportation in Bandung is between Rp 25.000-
Rp50.000 per trip (depends on the distance).
We decided to set Health insurance in the amount of Rp 1.000.000 because the job
class 1 consists of managers and it is the vital asset for each of our branches.
Therefore we must ensure their health and safety at work.
We decided to set Family allowance in the amount of Rp 800.000 with assumptions
that every job class 1 worker has four family members, and for each member we set
the budget at Rp 200.000.
Job Class 2
cost of a middle class restaurant in Bandung is between Rp 50.000-Rp 80.000 per
lunch.
We decided to set Transport allowance in the amount of Rp 20.000 because the
average cost of a middle class transportation in Bandung is between Rp 15.000-
25.000 per trip (depends on the distance).
We decided to set Health insurance in the amount of Rp 800.000 because the job
class 2 consists of supervisors that mostly work in the field observing the staff..
Therefore they have probability of experiencing accidents at work..
We decided to set Family allowance in the amount of Rp 600.000 with assumptions
that every job class 2 worker has four family members, and for each member we set
the budget at Rp 150.000.
Job Class 3
cost of a standard class restaurant in Bandung is between Rp 15.000-30.000 per lunch.
We decided to set Transport allowance in the amount of Rp 10.000 because we assume
that most of our job class 3 workers go to work using personal vehicles, and the price of
gas usage per trip is between Rp 5.000-Rp10.000 per trip (depends on the distance).
We decided to set Health insurance in the amount of Rp 600.000 because the job class
3 consists of staff even if they are less vital compared to the other job class but they
have higher probability of experiencing accidents at work.
We decided to set Family allowance in the amount of Rp 400.000 with assumptions that
every job class 1 worker has four family members, and for each member we set the
budget at Rp 100.000.
Panettiere 176
Panettiere 1
REFERENCES
Tasuga Company Report - SBM 2021

Daily Dose Company Report - SBM 2021
Harvost Group training report - SBM 2020
Gnocen Company Report - SBM 2021
https://www.mindtools.com/pages/article/kirkpatrick
Panettiere 177
APPENDIX
Panettiere 178
APPENDIX 1 : Competency Dictionary
A. Core Competency
No Core Competencies Proficieency Key Behavior
Level
1 Customer Service 6 Looking for information about basic / specific

Orientation (CSO) consumer needs, other than those already
known, and matching it with Panettiere’s
products and services.
5 Do real activities to increase added value for

consumers, to make things better for
consumers. Shows positive expectations of
Panettiere for consumers.
4 Make yourself always ready for consumers.

Always ready to help especially if the
customer is in a critical period.
3 Fix consumer-related problems of Panettiere

seriously.
2 Monitor customer satisfaction, distribute

helpful information of Panettiere to consumers.
Provide friendly service and act as friends.
1 Follow up on consumer needs, requests,

complaints. Keeping consumers informed of
the latest developments in the Panettiere's
products / services
2 Organizational Commitment 6 These sacrifices are short-term and are very

(OC) good for the long-term survival of the Panettiere.
5 Making unpopular decisions for the benefit of

the Panettiere even though it is controversial.
4 Place the interests of the Panettiere above

personal interests and desires, professional
status and family interests.
Panettiere 179
3 Understand and support the mission and goals
of Panettiere. Aligning personal needs with
Panetierre needs, understanding the need to
work together to achieve greater results.
2 Show loyalty, awareness to help colleagues in

Panettiere in completing their duties, respecting
the wishes of the power holder / decision maker
1 Make efforts to be self-compliant and respect

Panettiere norms.
3 Impact and Influence (IMP) 6 Perform 2 stages in influencing others. Where

each step is adapted to different people or
planned to cause a certain effect or anticipate
and prepare for the reactions of others.
5 Modeling the desired behavior of others or

taking into account unusual or dramatic
behavior to produce a specific impact.
4 Adjusting a presentation or discussion with the

interest or level of others anticipates the effect
of an action or other detail on people's image
about the speaker.
3 Not trying to take special actions to increase the

interest of others. Make careful preparations for
presentations in the form of data or include 2 or
more arguments from different points of view in
a presentation or discussion.
2 Not trying to take special actions to increase

other people's interest in the ideas presented.
Convince others with direct persuasive steps in
a discussion or presentation.
1 Expressing the desire to see the existence of a

certain influence or impact that could have an
effect or influence on reputation, status and
appearance.
Panettiere 180
B. Functional Competency
Level
1 Concern for order (CO) 6 Develop and use systems of Panettiere to

organize and maintain the ability to trace any
information.
5 Monitor the work of a project against a deadline.

Monitor data, find weakness or loss of data, and
look for information to maintain Panettiere’s
order
4 Monitoring the quality of other people's work,

checking to make sure that the applicable
procedures of Panettiere have been
implemented properly.
3 Consciously always double-check the accuracy

of the information or work itself.
2 Looking for clarity of the expected results, the

following tasks include explaining the data /
resources used. Prefers written assignments.
1 Maintain an orderly work environment in

Panettiere with desks, files, tools, etc. in good
order.
2 Analytical Thinking (AT) 6 Organizing, sequencing and analyzing systems

for Panettiere that are interrelated and very
complex / dynamic.
5 Systematically break down multi-dimensional

problems (many influencing factors) into parts
so that they are easy to understand
4 Systematically break down complex problems

into its components so that they are easy to
understand. Using several techniques to select
problems to find solutions
Table 1. Core Competency Dictionary
Panettiere 181
3 Analyze several parts of a situation or problem
of Panettiere. Break down the problem into
parts that can be systematically managed. Be
able to predict the consequences of an action.
2 Analyze the relationships between parts of the

problem. Make causal relationships simple,
and examine the advantages and disadvantages
of each alternative.
1 Break down problems into sections / tasks /

activities.
3 Conceptual Thinking 6 Formulate useful explanations for complex

(CT) problems, situations, or opportunities for the
betterment of Panettiere. Come up with and test
various conjecture concepts or explanations for
certain situations.
5 Identifying problems and circumstances of

Panttiere that are not clear to others and do not
use lessons from the past by generating new
conceptions or perspectives.
4 Combining ideas, issues, and observations into

a single concept or clear explanation. Identify
key issues in complex situations.
3 Applying a complex formula or past

knowledge, tendencies and relationships
between different situations. Applying and
modifying learning concepts fairly.
2 Using common sense, past problem

experiences to identify situations or problems.
See the similarities between current problems
and past problems.
1 Using common sense, past problem

experiences to identify situations or problems.
See the similarities between current problems
and past problems of Panettiere.
Panettiere 182
4 Interpersonal 5 Able to understand the complex causes of
Understanding (IU) one's actions, habit patterns and old problems.
4 Able to understand the things that underlie a

problem, the reasons for the emergence of a
person's feelings, actions, or concerns.
3 Understand thoughts that are not expressed

verbally, are caring and full of feelings. And
able to get other people to act according to the
wishes of the speaker.
2 As well as understanding someone's emotional

feelings that are happening and at the same
time capturing the content of the explicit
message being conveyed.
1 Able to understand someone's emotions that

are going on, or able to capture the content of
an explicit message conveyed, but not both
simultaneously.
5 Expertise (EXP) 6 Provide specialist services of a more specialized

profession related with Panettiere works.
Usually requires intensive education (such as
obtaining specialist degrees, masters)
accompanied by some direct experience in the
field.
Able to provide professional arrangements and

5
services to other parties related with Panettiere
works. Usually requires formal education such
as college or other professional degrees or
based on the experience they have.
4 Doing complex and diverse tasks requires

careful planning to get good results, usually
requires certain education complemented by
practice.
3 Has a variety of tasks that require planning and

organization, usually has a high school
education and requires specialized professional
education between 6 months to 2 years.
Panettiere 183
2 Has a variety of tasks of consecutive types
related to Panettiere works, requires several
weeks of practice to master them, for example
simple opening jobs, semi-skilled workers, etc.
1 These are simple, repetitive tasks that can be

learned in hours or days in Panettiere, like
unskilled workers with labor.
6 Achievement 6 Determining decisions, setting priorities, or

Orientation (ACH) selecting goals on the basis of input and output:
making scientific and explicit considerations for
Panettiere.
5 Setting an action to achieve goals that are

challenging both by one's own standards and
those of others.
4 Have a policy in the Panettiere’s work system,

or in his own work habits to improve
performance (setting work targets always
increases from time to time)
3 Think independently in determining measures

of work success and assessing other people's
performance, time usage, scrap rate, winning
the competition, etc.
2 Must be able to work to achieve a performance

standard set by Panettiere’s management
1 Have initiative and show a desire to achieve

the work standards that have been set by
Panettiere and also happily try to do a job
properly or properly.
7 Organizational 6 Understand and pay attention to long-term

Awareness (OA) issues, opportunities, or political power affecting
the Panettiere in its relationship to outside world.
5 Understand the reasons for the Panettiere's

ongoing behavior or the problems behind the
organization, opportunity, or group of groups
that will influence the company.
Panettiere 184
4 Understand, describe (or manipulate) the
influence and relationship / strength of the
group that is running in Panettiere (alliance or
competition).
3 Able to understand Panettiere boundaries that

are not stated explicitly what is possible and
what is not at a certain time or position.
2 Understand and can take advantage of

informal channels and structures (able to
identify key actors, people who can influence
decisions etc.
1 Recognize and be able to describe (utilize) the

formal structure or hierarchy of an
organization in Panettiere.
8 Self - Confidence (SCF) 6 Taking on highly challenging assignments and

challenging Panettiere’s superiors or
consumers.
5 Feeling excited about challenges, seeking
greater responsibility without being asked.
4 Positioning clearly in a conflict. Doing deeds

to prove what has been said.
3 See him/herself as an expert, organizer, or

prime mover. Comparing him/herself with
others reveals self-confidence. based on
consideration of his own capabilities.
1 Make decisions without regard to disagreement

other than the authorized.
9 Relation Building (RB) 6 Often hold activities to build friendships with

friends or consumers outside Panettiere, in
clubs or restaurants, etc.
5 Sometimes holding activities to build

friendships with friends or consumers outside
Panettiere, clubs or restaurants etc.
Panettiere 185
4 Often establishes informal or informal
contacts in Panettiere, both with friends and
with consumers, with deliberate efforts to
build a good impression of a relationship.
3 Sometimes holding informal or informal

relationships at Panettiere, chatting about
children, sports, news and so on.
2 Maintaining an employment relationship at

Panettiere (in this case the intention is for
things related to work)
1 Accept invitations or other offers of friendship

at Panettiere, but do not develop those offers
to build a working relationship.
10 Initiative (INT) 6 Anticipate the situation in the next 1-2 years

and act to create opportunities for Panettiere
and avoid problems
5 Take actions to create opportunities or avoid
crises that may occur in the future of Panettiere.
Looking beyond the next 3-12 months.
4 Create opportunities or minimize potential

problems with extra special efforts for Panettiere
(planning new programs, making special trips
etc.) Carried out for the next 1-2 months
3 Quickly make decisions and act in a crisis

(where the norm is to wait, 'learn' and hope the
problem will solve itself)
2 Recognize and take action on opportunities for

Panettiere that exist now or focus on problems
at hand now (usually resolved within 1-2 days)
1 Consistent taking the initiative (two initiatives

or two steps) to overcome ambiguity or
resistance in Panettiere. It is not easy to give
up if the plan does not go smoothly.
Table 2. Functional Competency Dictionary
Panettiere 186
C. Managerital Competency
Level
1 Directiveness (DIR) 6 Openly reprimand about performance problems

of Panettiere (if this is included in positive
expectations to improve in the future), then this
is a development orientation.
5 Always openly check performance of Panettiere

based on clear / agreed standards.
4 Set uniform standards of Panettiere’s work

results; to get good performance, quality or
use of resources
3 Usually say “no” clearly to orders that don't

make sense or set boundaries for other people.
Can manipulate the situation to force people to
comply.
2 Provide careful assignment direction step by

step and closing the opportunity to think of
different ways of working, or to order specifics.
1 Provide sufficient explanation, make clear

what Panettiere needs are requested.
2 Developing Others (DEV) 6 Preparing tasks that are suitable with

Panettiere’s works or can help, training, formal,
or other experiences with the aim of forcing
others to learn and develop themselves.
5 Reassuring others after experiencing good

steps choosing to give negative feedback in
behavior is compared to personal stress
4 Provide positive or negative positive feedback

for development purposes of employees in
Panettiere.
Panettiere 187
3 Providing direction or demonstrations on the
basis of involving logic as a training strategy;
or provide practical help or support to make
Panettiere’s work easier
2 Making positive comments about the abilities

and potentials of others at Panettiere even in
difficult cases.
1 Tells how to do work, gives that helps complete

the work in Panettiere.
3 Team Leadership (TL) 6 Ensure that others follow the developed

mission, objectives, agenda, climate, way of
working and group affiliation (office politics)
of Panettiere, by setting a good example.
Protecting Panettiere against other

5
organizations, or against the community,
provides the needs for personnel, resources,
and information so that the group's needs are
maintained and met.
4 Use complex strategies to increase group

morale and productivity (decisions to recruit and
leave, team assignments, apprenticeship
3 Using formal power fairly unilaterally or

harming other parties / opponents.
2 Making the people involved know what is

going on ensures that all group members know
the necessary information on Panettiere.
1 Propose meeting events and goals, control

time usage, and assign tasks of Panettiere
Table 3. Managerial Competency Dictionary
Panettiere 188
APPENDIX 2: Training Module
Interactive Learning : Stay Fit At Workplace

Description
We would like to ease the participant on their first training program at Panettiere so there
will be an intermezzo on the earlier slides from slide 1 to 4. Then we describe the main
problem that our trainees have based on the survey we conducted earlier, which are
insufficient stamina and insufficient knowledge about bakery. So we introduce them the
two main pillars to solve those problems, being a good baker and being a good member of
the company. There are three keys of being a baker: Physical, heart and mind. There are
two keys for being a good member of the company: Knowing your employee, and knowing
yourself and your limit.
Slides
Panettiere 189
Interactive Learning : Knowledge About Pastry and Bread

Description
We enrich the trainees knowledge during this training session to meet the standard of
Panettiere's baker.
Slides
Panettiere 190
Focus Group Discussion:

Description
The study case is about developing a new menu for different customer segment of
Panettiere, the candidates is placed into a group of 4 to 5 people and told to solve the case
by working in a team and present it.
Slides
Panettiere 191
Focus Group Discussion:

Slides
Panettiere 192
Pre Test & Post Test Question
Panettiere 193
Panettiere 194
Panettiere 195

Managing New Company (Food Industry)

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Managing New Company (Food Industry)

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HUMAN CAPITAL

NAVAUL ANISA PUTRI 19018010

School of Business and Management

1.2 Company Profile

Figure 1.1. Logo

Some philosophy behind our company logo are:

1.4 Company Vision, mission, value chain, and business process

1.Mission & Vision

Figure 1.2. Value Chain Analysis

d.Marketing & Sales

Figure 1.4. BPMN Legend

Figure 1.5. Organogram

Chief Executive Officer : Whose primary responsibilities include making major

Chief Operation Officer : Oversees a company’s business operations and reports to

No Company Value Description Keyword Core Company

1 Customer We encourage every Customer, Customer Building

2 Integrity The quality of being Trustworthy, Organization Generate a

2 Human 1. Organizational 1. Having the competency to read a group’s

3 Finance 1. Expertise (EXP) 1. Have the specific knowledge and experience

Table 2. Functional Competency of Panettiere

2.2 Managerial Competency

No Managerial Competency Competency Description

1 Directiveness (DIR) Set quality standards, monitoring to achieve high

2 Developing Others Ability to increase the value of others, which means

3 Team Leadership (TL) The ability to lead the team to increase

Table 3. Managerial Competency of Panettiere

Functional Operation Human Finance Marketing

Table 4. Matrix of Functional Competencies of Panettiere

Job ID RM 01 Date 07 - 02 - 2021

Job Title Recruitment Manager Created by Yusufa Sukma

Job Class Manager Approved by Manager HR

Job Devison Human Resource Revised Date 09 - 02 - 2021

Summary of The Job Description

Planning, directing, and coordinating recruitment activities of the organization to

Task & Performance Indicator

TASK Performance Indicator

Create and manage the department recruitment

Find new Employee Time needed to fill position

Creating offers for prospective employee Acceptance rate

Recruiting the right employess Talent turnover rate

Access to company employee database

Job Competency Profile

Core Level Description

Customer Service Orientation 5 Do real activities to increase added

Organizational Commitment (OC) 5 Making unpopular decisions for the

Impact and Influence (IMP) 5 Modeling the desired behavior of

MANAGERIAL/LEADERSHIP Level Description

Directiveness (DIR) 5 Always openly check performance of

Developing Others (DEV) 5 Reassuring others after experiencing

Team Leadership (TL) 6 Ensure that others follow the

Interpersonal Understanding (IU) 5 Able to understand the complex

Organizational Awareness (OA) 6 Understand and pay attention to long-

Relation Building (RB) 6 Often hold activities to build

English Knowledge of the structure and

Law and Government Knowledge of laws, legal codes, court

Working experience Ensure that others follow the

Item Level Description

Confort Level High Work in settled indoor facilities with

Accident Risk Low Work to settle indoor facilities with

Hazardous Exposure Low None to low risk of being exposed.

Job ID RSP 02 Date 03 - 02 - 2021

Job Title Recruitment Supervisor Created by Hilali Fahrian

Job Class Supervisor Approved by Manager HR

Job Devison Human Resource Revised Date 01 - 03 - 2021