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HUMAN RESOURCE STRATEGIC PROJECTS

AND ENABLING ACTIVITIES
FISCAL YEAR 2023
OUR WHYs

1. To create a strong brand identity and the manifestation of this culture in entire ELJIN’s business processes
2. To achieve a minimum of 15% overall net income beginning of January 2023 onwards
3. ELJIN Corp will continue to expand and grow the business horizon through the continuous development of
its operations beginning 2023 onwards

WHAT SUCCESS LOOKS LIKE

1. Culture
2. Organization
3. People
4. HR Systems

OUR APPROACH

1. Customer-focused
2. Flexible and responsive
3. Efficient
4. Strive for continual improvement
5. Aligned to organizational aims
6. Outcome-based

WORK STANDARDS FRAMEWORK

1. Rewards and Recognition

2. Talent Management
3. Performance Management and Development
4. Leadership Development
5. Engaged and skilled workforce

REWARDS AND RECOGNITION

A. KEY GOALS
1. Analysis of gathered data to ensure competitive recruitment
2. Removal of the overlap in compensation in different employee ranks and categories
3. Creation of benchmark or standardization in all positions available

B. WHAT WE HAVE ACHIEVED

Description Action Taken Implementation

Reduced count of below minimum Reviewed performance and only Ongoing process
employees as of October 2022 merit-based system on employee From 176 below minimum in
retention is carried out October, reduced to 40 employees
under below minimum or 77%
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Successfully completed the review Approval sought from GM for First quarter of 2023
of positions which are still below adjustment
minimum

C. FUTURE AIMS
1. Staff survey which indicates that 90% of the employees are satisfied with their employment conditions
2. Equal pay review indicates a trend towards a narrowing pay gap
3. Develop a retention policy for employees especially in the technical positions

D. HOW TO ACHIEVE FUTURE AIMS

1. Completion of salary benchmarking study which was completed in November 2022
2. The study provides for salary standardization based on complexity of jobs, level of technicality and based
on merits.
3. Amendment of Performance Evaluation

Description Action Taken Implementation

Focusing on metrics that matter Utilization of New Employee
Scorecard 1st Quarter of 2023

Full details on the performance

Completion of salary benchmarking
study which was completed in
November 2022
Eljin Corp. Townhall
management portion
Analysis on competitiveness of
salary scheme based on leading job
sites’ average salary offers; study
from PSA; studies from Mercer; and
applicant database which started in
October 2022
Quarterly recognition of employees
who performed well
1st Quarter of 2023 on employees
which require immediate salary
review
3rd Quarter for all other employee
brackets
rd th
3 - 4 Quarter of 2023

ELJIN CORP. AS AN EMPLOYER OF CHOICE

A. KEY GOALS
1. Create a databank of applicants and their official assessment upon recruitment
2. Introduction of existing practices and trends in recruitment – e.g. use of LinkedIn, Facebook postings,
3. Enhance our recruitment channels ability to attract quality candidates through internal networks, social
media and use of recruitment microsites
4. Improvement in the Onboarding Process

B. WHAT WE HAVE ACHIEVED

Description Action Taken Implementation

Introduced a databank system
where all candidates’ profiles are
saved in cloud to help the HR Team
in determining trends and
challenges in recruitment
Improved the onboarding
experience for all new staff
Candidate profiles are tracked
which HR uses to easily identify the October 2022
challenges in recruitment and
formulate resolution
Immersion programs are created December 2022
with partnership with Production
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Team

Talent pool increased/improved
Checkback/employee monitoring to
temp check the progress and
challenges of new hires
Improved communications with December 2022
candidates and introduced a
recruitment scheme on 1-Day
Processing on interviews, job offers
and orientation

C. FUTURE AIMS
1. Improve welcome/salary package
2. Improve onboarding experience
3. Check back/monitoring of New Hire experience

D. HOW TO ACHIEVE FUTURE AIMS

Description Action Taken Implementation

Utilization of AI/Videos in all
Onboarding/Orientation Programs
Welcome/salary package will be
based on the new salary scheme per
position
Collaboration with QA and 1st Quarter of 2023
Marketing Team to use AI/Videos
for New Hire Orientation which
includes but not limited to HR
Orientation, GMP, Plant Tour
Utilize new salary scheme 2nd Quarter of 2023

PERFORMANCE MANAGEMENT
A. KEY GOALS
1. Use of New Scorecard System that is applicable to all departments
2. Opportunity for recognition of excellent performance and greater transparency on where development
may be required
3. Better links to probation and promotion processes
4. Developing management skills with courses such as Honest Conversations for Managers and Objective
Setting and Rating

B. WHAT WE HAVE ACHIEVED

Description Action Taken Implementation

Removal of HR process where
seasonal employees who passed 15
day period will be offered a
contractual employment
Amendment of employment
contracts
Continuous reduction of count of
seasonal employees
Contract was revamped where October 2022
specific end date of employment is
agreed by all parties
New contract is implemented October 2022
Employees under seasonal or October 2022
contractual employment dropped
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by 82% in November (from 158 in

September, count in November is
down to 28)

C. FUTURE AIMS
1. Improvements in staff perception of performance management
2. Utilization of the use of online training and refresher trainings
3. Focused Group Discussions
4. Taking advantage of Free Learning Courses via available channels – e.g. LinkedIn Learning
5. Give employees opportunities to attend training programs
6. 80% of employees have received upskilling and/or training programs in the year 2023
- 90% is the benchmark based on Mercer Study on Employee Engagement published in 2019
7. 90% of staff exceeded or achieved their objectives

D. HOW TO ACHIEVE FUTURE AIMS

Description Action Taken Implementation

Total revamp on employee Revamped employee scorecards 1st Quarter of 2023
scorecard – passing score is based based on metrics that matter
on 90% baseline
Enrolment to LinkedIn Courses For approval 1st Quarter of 2023

Investment Fee: Roughly P12,000.00

per annum or P1,939.00 per month

Courses for Employee Trainings:

Excel Courses
Productivity Courses
Business Writing
Effective Communication
Sales Operations

Certifications on Trainings All certifications taken by All year round

Conduct Focused Group Discussions
Revive Employee Climate Survey
Employee ratio of 30-70 (regular to
non-permanents posts)
employees in trainings are added in
their competency records
Determine the employee climate 2nd Quarter of 2023
without their supervisor’s presence
1st Quarter of 2023
Ongoing

LEADERSHIP AND MANAGEMENT DEVELOPMENT

A. KEY GOALS
1. Programs for Leadership development that will hone skills, behaviors and confidence
2. Programs which will improve coaching and conduct 360-degree feedback
3. Training Needs Analysis

B. WHAT WE HAVE ACHIEVED

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Description Action Taken Implementation

Employee Management Training Conducted training on handling December 2022
employee discipline

C. FUTURE AIMS
1. All managers to complete basic leadership trainings by 1 st quarter of 2023
2. Training needs analysis on the first quarter of 2023 is based on Leadership Competency

D. HOW TO ACHIEVE FUTURE AIMS

Description Action Taken Implementation

Enrolment to LinkedIn Courses For approval 1st Quarter of 2023

Investment Fee: Roughly P12,000.00

per annum or P1,939.00 per month
(THIS PRICE IS 1 PAYMENT
INDICATED UNDER PERFORMANCE
MANAGEMENT)

Courses for Employee Trainings:

Emotional Intelligence
Communications Management
Change Management
Business Analysis

External Training Enrolment to Management 3rd- 4th Quarter of 2023

Programs under external trainers

Investment Fee: P3,000.00 –

P5,000.00 per head per training
course

2 Training Courses @P5,000.00 x 20

Managers = P200,000.00

ENGAGED AND SKILLED WORKFORCE

A. KEY GOALS
1. Quarterly staff engagement survey with 90% employee participation rate
2. Review, development, delivery and evaluation for all core skills programs to ensure fitness with
organization priorities and requirements
3. Further online training modules planned to offer a more flexible and engaging offering at point of need
4. Introduction of mentoring scheme to enhance coaching and checkback activities
5. Engage participation of managers to initiate trainings on cross-department boarders

B. FUTURE AIMS
1. Create criteria for Townhall activities
2. Design a learning and development scheme for all employees
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3. Deliver the staff survey and ensure dissemination of results to key stakeholders
4. Help departments to analyze and understand their results and to create robust action plans

C. HOW TO ACHIEVE FUTURE AIMS

Description Action Taken Implementation

Creation of Training Calendar
Employee Activities during lean or
selected months
A calendar of training activities 2nd Quarter of 2023
owned by HR Team
Engagement Activities all 1st – 4th Quarter of 2023
throughout lean months (subject to
further evaluation):

February – Valentine’s Day

- Instagrammable
Area for Employees
to celebrate
Valentine’s Day
- Budget: P5,000.00

March – Sports Fest

- Basketball and
volleyball
tournament for Eljin
Employees
- Rent Maliwalo
Covered Court
- Employees will have
to pay a quota price
for joining
- Total budget
including prizes:
P30,000.00

April – Earth Day

- Insert Corporate
Social Responsibility
by doing
community
activities
- Pending official date
of Tree-Planting
Activities
- Budget: None

June – Eljin Townhall

- All performers from
last quarter of 2021
and 1st quarter of
2023 will be
recognized
- Gift Packs
equivalent to
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P300.00 per
employee
- Employees whose
rating are at 95%
- Estimated budget:
30 heads @P300.00
= P9,000.00

September – Give-a-gift drive

- In preparation for
the Christmas Gift-
giving programs

October- Instagrammable area for

employee Halloween celebration
- Budget: P1,000.00

December – Christmas Party

- Budget:
P800,000.00

Total Budget on Employee Engagement and Development: P1,057,000.00 (including budget for Christmas
Party)

HR ENABLING ACTIVITIES
A. KEY GOALS
1. Continuous monitoring of all HR databanks – Staffing, Turn Over Rate, Leave Administration,
Timekeeping – to procure data, access and responsiveness and guarantee workforce analysis reports
2. Develop HR Efficiency and Effectivity Metrics
a. Recruitment Timeline – shorten timeline for recruitment
b. Trainings Conducted – at least 1 Training done per month (not including New Hire Orientation)
c. Minimal overtime for HR
d. 5% Payroll Dispute (benchmark) if due to Timekeeping concerns
e. Turnover rate of 15% - not including seasonal workers
f. Time to resolve simple issues: 72 hours and 1 week for complicated concerns
g. Time to serve NTEs: 72hrs
3. Deliver and maintain a suite of HR systems which support HR and Payroll operations throughout the
employee lifecycle
4. Provide efficient and effective systems to reduce transactional timescales for routine tasks handled on a
day-to-day basis
5. HR to automate or veer from the manual tasks

B. HOW TO ACHIEVE KEY GOALS

Description Action Taken Implementation

Shorten recruitment timeline See Appendix A 1st Quarter of 2023

Amendment of HR KPI
Use of the Payroll File Proposed for
Employee Management and
Timekeeping Data
Use of cloud for all relevant HR
processes – e.g. Leave Filing, Salary
Disputes, Overtime Processing
Payslip Automation
RISKS, OPPORTUNITIES, CONSTRAINTS AND ASSUMPTIONS
Opportunities, Constraints,
and Assumptions
R: Skill shortages
APPENDIX A:
POSITION
RANK & FILE (Store Crew and
Production Staff, Table Helper,
Packaging Staff)
SKILL POSITION/ REQUIRED SKILLS
(Oven man, Dispatcher, Warehouse
Staff, Mixer, Maintenance Staff)
OFFICERS (Educational Attainment
basis)
SUPERVISORIAL POSITION
MANAGERIAL POSITION
Prepared by: Human Resource Team – January 2023
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Based on No. 2 Key Goals 1st Quarter of 2023
1st Quarter of 2023
2nd Quarter of 2023
Ongoing 1st Quarter of 2023
What we plan to do Timescale
Develop and deliver a Talent &
Succession strategy o Focus on
succession plans for key roles and
career progression for individuals at
all levels  Develop, deliver and
embed Strategic Workforce
Planning  Develop Line Manager
capability  Develop and roll out a
plan to attract, recruit and retain
employees
RECRUITMENT TIMETABLE
CURRENT LEAD TIME TO FILL NEW LEAD TIME TO FILL
Twenty-one (21) working days 14 calendar days
Twenty-eight (28) working days 14 calendar days
Twenty-eight (28) working days
21 calendar days
Thirty-five (35) working days 30 calendar days
N/A 60 calendar days