- Human Resource Management

- Flour Bomb Bakery-

Team D8 Group Members:

Flour Bomb Group D8

Table of Contents

1. INTRODUCTION ................................................................................................................... 3
VISION: TO BE SOUTH COUNTY DUBLINS PREMIEM BAKERY SHOP............................................................. 3
MISSION STATEMENT: ............................................................................................................................................ 3
VALUES: ...................................................................................................................................................................... 3
GOALS: ........................................................................................................................................................................ 3

2. HR PLANNING....................................................................................................................... 5

3. RECRUITMENT:.................................................................................................................... 8

4. SELECTION: ......................................................................................................................... 10

5. TRAINING: ........................................................................................................................... 12

6. PERFORMANCE APPRAISAL ........................................................................................... 12

PASTRY CHEF:........................................................................................................................................................ 14
COMMIE CHEF:....................................................................................................................................................... 15
ASSISTANT MANAGER: ........................................................................................................................................ 15
WAIT STAFF: .......................................................................................................................................................... 15
BARISTA: ................................................................................................................................................................. 15

7. COMPENSATION ................................................................................................................ 15
FINANCIAL COMPENSATION ............................................................................................................................... 16
NON-FINANCIAL COMPENSATION ..................................................................................................................... 17

REFERENCES............................................................................................................................... 19
Performance management ................................................... Error! Bookmark not defined.
REFERENCES............................................................................................ ERROR! BOOKMARK NOT DEFINED.

Flour Bomb Group D8

 1. Introduction
This document outlines the human resource management (HRM) strategy for our new
and innovative bakery located in Donnybrook, south county Dublin called flour
bomb. In the following sections, we will outline the different strategically devised HR
Subsystems and how they ultimately will aid in the realization of our company vision
and mission statement.

Vision: To be South county Dublins premiem bakery shop.

Mission Statement:
Flour Bomb is a team of very talented individuals who are committed to providing
superior quality pastries, hot and cold beverages whilst maintaining a high level of
service. We are driven to succeed which is encouraged by our innovative spirit. One of
our main responsibilities will be towards our customers, we aim to provide them with
an unparalleled product and experience. We also hold our employees in high esteem as
they are critical to our success. Therefore, we will seek to hire the best professionals,
creating a work environment and culture that mirrors our own drive for success,
innovation, integrity, consistency and accountability.

Values:
1. Respect: To show respect and gratitude to our customers and employees, and show
appreciation for their values and beliefs.
2. Integrity: The values we live are lives by will be reflected back to us by others.
Therefore we will deliver what we promised, to always speak to truth.
3. Creativity and innovation: To always show a high level of originality and
invention, in how we run the business and in our product range.
4. Accountability: We are responsible for everything that happens in our bakery; the
pastries, the beverages and the staff allowing customers to have peace of mind
when entering our bakery.

Goals:
1. To be unwavering in our endeavour to provide superior products.
2. To be a customer driven company, focusing on providing an unparalleled customer
experience.
3. To be determined in making our staff and customers feel appreciated, supported
and satisfied, every time they come in.
4. To aim to be creative and innovative to stay ahead of our competitors.

Flour Bomb Group D8

 5. To operate our business in the most efficient and effective manner, ensuring
sustainability into the future.
6. To support local, independent businesses and the farming communities through
buying locally, keeping it simple and in season.

Unparalleled
customer service

Innovation Local Support

Superior
Customer Focus
Products

Flour Bomb Group D8

 2. HR Planning
Human resource planning (HRP) is defined as the ongoing consideration of staffing
requirements now and in the future, with regards to the specific jobs and skills that are
required in the organization (Carberry and cross, 2013). Human resource planning is
a fundamental aspect of business operations. Successful HRP planning can lead to
positive results in relation to business execution, effectiveness and ultimately
profitability. In order to create a successful HRP, we must ensure cohesive linkages to
the recruitment strategy and to the overall Flour Bomb business strategy. Considering
this data we have meticulous designed our HRP to follow five key stages.
1. Present situation investigation.

Flour bomb is a new start up bakery run by a consortium of investors from D8

consultants. Due to the business being in the initial stages of planning and operation,
we currently have no existing employees.

2. Estimated future staffing levels.

After intensive research on future staffing supply and demand, we predict for efficient
operations at Flour Bomb we will need twelve employees. The annual employee
compensation budget has been set at 280,000.

Internal Audit
We are not in a position to perform an internal labour market audit due to the businesss
early lifecycle. However, we carefully researched other bakery businesses staffing
operations, in conjunction with intensive online and academic research. This collection
of data has helped us identify what skills, qualifications and personnel are required for
a successful bakery business operation. This investigation also helped us ascertain
information on staff turnover, promotion and teams. Our research and trading
predictions conclude that Flour Bomb Requires, 2 pastry chefs, 1 commie chef, 1 part
time commie chef, 2 baristas and 4 waiters/waitresses.

We plan to divide the employees up into different teams, as outlined in figure 1. These
teams will report to the manager and assistant manager on the management team. Team
allocation has numerous benefits including, higher levels of participation,

Flour Bomb Group D8

collaboration, and autonomy. High-functioning teams are what make high performing
companies click (Harvard Business Review, 2008).

External Audit
An external market audit is a key section of HRP as it gives the company an insight
into where to access new employees in the future. Analyses of the external labour
market in Ireland demonstrates that unemployment rates in Ireland are falling year on
year but are still high as of February 2015, as demonstrated in figure. This high
unemployment rate whilst bad for the unemployed, it is good for employers, as a
significant number of people are applying for each available position (Carberry and
cross, 2013).

At Flour Bomb, due the loose labour market conditions we envision no future
problems with obtaining further appropriate staffing numbers. Even if this were to
change in time, to a tight labour market, we have the added advantage of a central
location, in a densely populated section of Ireland (Reilly, 2015).

3. Plan development to align current situation with future needs.

At flour bomb, we shall train all our employees over time in alternative roles. This
training and up-skilling methodology has a number of benefits. Employees will possess
the ability to multi-task. It also enables management to have a contingency system in
place in case of sickness or staff turnover.

To further hedge against possible skill shortages due to sickness or staff turnover, we
plan to hire numerous people to perform each role. This safeguard system will operate
in the form of strategic scheduling between the full time and part time employees. This
structure will maximize effectiveness and avoid skill surpluses. What we ultimately
require at Flour Bomb is a cooperative and adaptable workforce.

4. Plan Implementation

The plan implementation subdivision of the HRP is outlined in chapter 4 & 5 of this
report.

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 5. Evaluation and Analyses.

Ireland Unemployment Rate

P e r c e n t a g e of t h e L a bou r F or c e
12 11.8
11.6
11.5
11.1
11
10.6
10.5
10.1
10

9.5

Mar-14 Jun-14 Sep-14 Dec-14 Feb-14

2 Pastry Chef
1 Manager
1 Assistant Manager
Pastry Team 1 Commie Chef

1 P/T Commie
Chef
Management
Team

Beverage Team 2 Barista

Supporting Team 4 Waiter/ Waitress

Flour Bomb Group D8

 3. Recruitment:

The recruitment process is a model that is specific to each organization, in how the
sourcing of new employees is undertaken. This step is where the company will identify
the vacancies available through a job analysis, job descriptions, person specification
and the job advert. As mentioned each organization will have a tailored recruitment
process, but these processes will be different depending on the type of job you are
looking to fill (Job-analysis.net, 2015). The job analysis is the initial step of the
recruitment process, where we gather information about the tasks and responsibilities
attributed to the position in hand. It is through this process that we discover for
ourselves what knowledge, skills, ability and attitudes our prospective employees will
need to entail. For example we compiled a job analysis for the various positions we are
filling in Flour Bomb.

Title: Description, Tasks, Skills and Responsibilitys:

Pastry Chefs In charge of all baking aspects, making cakes, breads and
other treats
Creativity to produce new types of pastries
Experience as a successful pastry chef
Well-developed culinary skills and attention to detail
Managing of junior kitchen staff and floor staff

Commis Chef Junior or apprentice chef hungry for work

Assistant Manager
Be able to work under pressure
Fast learner, actively developing skills
Basic food preparation ad kitchen organization
Effective communication skills
Must maintain high standards of health and safety, and
personal hygiene
Effective communication skills
Third level qualification in busienss.
Responsible for the back of house
Reports to the manager
Excellent communication skills

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 Responsible for the whole bakery when manager isnt
there

Barista Must be friendly and have good communication skills

Be able to make hot beverages quickly and efficiently
Should be a good multitasker
Good customer service skills
Assistants Outgoing and extroverted personality
Great customer service skills and communication skills
Be able to work effectively under pressure
Be able to use the till (training)
Be able to deal with rude customers well

Now that we know what we need, and have created a job description and person
specification, this will form the foundation of our job advert. The job description has
given us a detailed synopsis of the responsibilities, tasks and purpose of the given
position. While the person specification will convey the type of person and attribute we
are searching for. Recruitment and where we recruit from is important, can we recruit
from within? Will we use a recruitment agency? Or can we recruit overseas or
international employees? As our bakery is a new business, we cant recruit from within,
to limit costs we wont use a recruitment agency and we dont want overseas workers.
We will recruit from the local area because the majority of our customers will be locals
too. The final stage of the recruitment process will be the job advert, this will include
the use of the local newsletter, an online jobs website (Adverts.ie and Jobs.ie) and, what
might be considered an archaic method but just as effective, the Staff Needed sign in
the door.

Flour Bomb Group D8

 4. Selection:
There is a school of thought stating that the organizations most valuable assets are
the people they recruit, the human capital, and they are the key source of strategic
competitive advantage. This is no different for Flour Bomb. This is why the selection
procedure is such a key decision process to recruiting a superior workforce, vital to it
is the interview process required, whether it is competency based, structured or
unstructured, stress related or behavioural based (Kellyocg.com, 2015). The selection
process involves finding the candidate that best fits the specific requirements of the
position (Carbery and Cross, 2013). It is vital we find individuals who retain the core
competencies that are a necessity for the position.

We begin with the collection of the CVs or application forms, whichever medium best
suits the position, and subsequently the shortlisting of candidates. The process of
shortlisting would be more common place in a large multinational company, who would
receive thousands of applications at a time. For the more senior managerial roles there
will be a more integral vetting process. Through this vetting process we will find senior
employees that will best fit the competencies we are looking for, and therefore a good
fit for the culture we are trying to instill. Such competencies that we are looking for,
especially for the managerial posts, are excellent communication skills, leadership

Flour Bomb Group D8

skills, conflict resolution and business acumen (Cpsa.ie, 2015). For the managerial staff
we will come to our discussion through the guise of structured competency interviews,
allowing use to gain specific information of their past experience and focus on some of
their competencies. We will be looking for candidates who possess the right mixture of
experience and qualifications, an honours degree in a management or business related
subject is a pre requisite. We are looking for someone who can effectively control their
workers while giving them the space to become independently efficient workers.

The selection process that we use for each job opportunity will allow us to minimize
any conflict that may arise, and ensure that first of all there is a person-organisation fit
and a person-job fit. We are looking to fill 12 vacancies, which include the manager,
the assistant manager, 2 pastry chefs, 2 commis chef, 2 baristas and 4 floor
staff/assistants. Each of these positions will require a varied processes. The use of
behavioural interviews and practical tests will be sufficient to sort out 2 baristas, 2
pastry chefs and commis chefs. The practical test will allow us to gage their levels of
expertise, while the behavioural interview will allow us to plot their future performance.
The two pastry chefs, the centre pieces of the bakery, must have 3-5 years of experience
as a pastry chef, and hold a degree in culinary arts or something related. The interview
for the assistants will involve a more laissez faire approach, an unstructured interview
where we can flesh out their personality, background and work ethic. This process will
also involve some sort of stress test, which will allow to monitor the candidates ability
to work under pressure. Making three lattes in two minutes should be sufficient to
measure their barista skills. No qualification will be necessary, but the must hold some
prior knowledge of a barista work, as we will be supplying our own barista training in
association with the Dublin Barista School (dublinbaristaschool.ie, 2015). Lastly is the
final decision of choosing the best candidate who fits your organization and its culture
best, and offering them the position.

Flour Bomb Group D8

 5. Training:

The D8 management have already embarked on a food safety course, namely the
Train your Trainer course which was provided by the Food Safety Authority of
Ireland (FSAI), which allows us to deliver a 3 hour induction program into food
safety to our staff. We have also created a food safety management system based on
the principles of the Hazard Analysis and Critical Control Point (HACCP), which
involves identifying what could go wrong in a food system and planning how to
prevent it. This plan will not be fixed and will be revisited annually, or if we change
any aspect of the food operations e.g. if we begins to serve hot food.
All of our training will take place in the two weeks prior to the opening of the bakery.

Hygiene:
Under Irish legislation every employee in a food handling area must maintain a high
standard of personal hygiene and wear suitable clothing. Our bakery complies with
these standards and all our staff have received the adequate training in the application
of the HACCP principles.
This is provided through the Food Hygiene, HACCP Food Safety Training for Food
Handlers. This comes in the form of a 2 day program that will provide all of our staff
with knowledge of:
Food Hygiene and Hazard Analysis
Personal Hygiene Requirements, Hand Washing Techniques and Protective
Clothing Requirement
Identification of Pest, Waste and Maintenance Control Measures
Cleaning Chemical Procedures and Record Keeping
Knowledge in the upkeep of the HACCP Food Safety System
Delivery Hazard Analysis, Control and Record Keeping
Storage Hazard Analysis, Control and Record Keeping
Hazard Analysis, Control and Record Keeping requirement at Food Preparation,
Cooking, Cooling, Reheating , Holding and Service of Food

Fire Safety:
Its our decision to ensure that all staff members undergo a Fire Safety and Awareness
course, prior to the opening of our bakery.

Flour Bomb Group D8

This course will be undertaken through the Safe Hands and Safety Solutions program,
and will occur on the bakery premise. The course content will involve:
Health & Safety Objectives and Legislation
Fire Safety
Video Presentation
The Triangle of Fire
The Classes of Fire
Fire Extinguishers and Safer Usage
Fire Training Practical Demonstration and Written Assessment

Barista:
We will be providing a two hour training program at the Dublin Barista School,
through which our baristas will learn:
Bean to cup process
Coffee tasting basics
Water/coffee ratios
Brewing methods, including; Espresso machines, Filter coffee, Chemex,
Aeropress, V60 and Siphon
Coffee Machine preparation
Setting your coffee grinder
How temperature & humidity affect the grinder
Filling the handle and tamping the ground bean
Producing the perfect crema
Milk texture techniques
Most importantly; cleaning the coffee machine

We are all too aware that people will learn things through different methods, and
whats best for one person is not necessarily best for another. Therefore we have
made it our goal to use training programs that will present to us through a myriad of
different mediums.
Lectures
Discussions
Role plays

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 Case studies
Videos or films

Training is a very important process for us at Flour Bomb, it gives ourselves and our
employees the knowledge and techniques necessary, coupled with experience, to
become effective workers.

But this is not just a onetime occasion, just as important as the training, is the further
development and upskilling ensuring our employees are always ahead of the learning
curve.

6. Performance Appraisal

According to Armstrong & Baron (2000) the performance management and appraisal
process is designed to develop and motivate employees while also providing and giving
honest and objective feedback regarding performance.
In Flour Bomb we want to garner the best relationship possible with our employees,
in line with our businesses vision and goals. Our performance appraisal system will aim
to empower our employees, in knowing that their contributions and efforts are
acknowledged, appreciated and appropriately rewarded by the management and owners
of the business.
The performance appraisal criteria for the various roles are detailed below.

Pastry Chef:
Goals for the upcoming year:
1. External recognition of food quality Positive Social Media Feedback
2. Strict adherence to industry standard hygiene requirements No health and safety
checks failed
3. Expansion of existing menu with new products 2 every quarter
4. Identification of loss making products by recording of items produced against sold
No loss making products to be present in production by year end.

Flour Bomb Group D8

Commie Chef:
1. Timely completion of mandatory kitchen duties No more than 3 escalations from
Pastry Chef
2. Cross Functional Knowledge Improvement 1 New Menu item perfected bi-
monthly
3. Cross Functional Knowledge Improvement Health & Safety awareness. At least
1 Industry Standard H&S course to be completed within the year

Assistant Manager:
1. Co-ordination of Staffing duties At no time should the skill mix on duty fail to
meet the level of trade anticipated
2. Assume Managers responsibilities in Managers absence Monthly report
detailing each occasion, the challenges faced and how issues were resolved
3. Enhancing Industry Knowledge Completion of Industry Related courses. At least
1 yearly

Wait Staff:
1. Punctuality & Absenteeism Monthly review of same. 3 Strike Rule to be enforced
2. Cross Functional Training Wait Staff will be expected to learn from the Full Time
Baristas. 1 Menu Item to be perfected monthly
3. Customer Feedback On a rolling monthly basis, staff should not have two
successive periods of negative customer feedback

Barista:
1. External recognition of beverage quality Positive Social Media Feedback
2. Strict adherence to Industry Standard hygiene requirements No health and
safety checks failed
3. Expansion of existing menu with new products 1 Menu option Quarterly

In a conjunction and agreement with all staff members these are the documented goals
and objectives for calendar year 2015. They will be reviewed monthly with regular
feedback and one to one formal reviews/meetings should they be required.

7. Compensation

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Compensation, also known as a reward or benefit system, can be defined as: All of the
rewards earned by employees in return for their labour (reference).
In relation to our bakery, Flour Bomb, we will offer a comprehensive, competitive
compensation package for our employees. We will ensure the structure of this program
is adequately organised and aligned with industry best practices. We will focus on
providing a balance between financial and non-financial rewards. Combined, these
actions will help our business achieve its goals of attracting, motivating and retaining
exceptional employees. We believe this will foster an enjoyable, creative culture and
ultimately lead to a financially sustainable venture.
The compensation methods which will be exercised are:
1. Financial Compensation
2. Non- Financial Compensation

Financial compensation

Financially, we will pay our employees a competitive wage. Salary for all employees
will be based on ones level of experience, qualification, skills and possession of
responsibilities required for their respective roles. We will hire full time (39 hr/week)
and part time staff. All wages will be based on a per annum basis. Part time wait staffs
wages are calculated as follows- 25.5hrs/Week @ 10/Hr for 48 Weeks/Year. The
breakdown of our 280,000 payroll is detailed in the chart below.

Expected Wage Bill (280,000)

2 x Barista 47,000

4 x P/T Waiters/Waitresses* 49,000

1 x Assistant Manager 33,000

1 x Manager 40,000

1 x P/T Commie Chef 16,000

1 x Commie chef 25,000

2 x Pastry Chef 70,000

Flour Bomb Group D8

Pending positive performance reviews, in addition to basic wage, a Christmas bonus
may be made available to staff. Overtime may also be available to staff in times of
heightened customer traffic. This will not be mandatory, but may be requested by
management from time to time.

The proprietors of Flour Bomb will also offer an indirect form of financial
compensation. This will link with the bakerys social objectives and will include
benefits such as:
x20 paid annual leave days per annum for full time employees
x6 weeks paid maternity leave for full time, permanent employees
X1 paid paternity leave day
Paid compassionate leave day x2 for immediate relatives.

Non-financial compensation

While some employees tend to prioritise financial compensation when contemplating

their rewards, a report published by McKinsey (2009) states that, for individuals who
are relatively satisfied with their salary, it appears to be the non-financial rewards that
tend to be more effective in contributing to long-term employee satisfaction and
engagement.
Having considered this, Flour Bomb recognise the importance of holistically fulfilling
its employees needs. The non-financial rewards, aimed to attract, retain and motivate
employees are as follows:
Complementary light lunch and beverage on each shift.
X1 paid Team building day per annum for each employee
Option to work part time- As a business and employer we understand that many
people are looking for meaningful work but on a part-time basis. Flour Bomb are
aware of the increasing desire to achieve a greater work-life balance and recognize
the valued contribution part-time employees can make.
Job sharing opportunity where two employees share the same role and
responsibilities required for one position, encouraging and fostering a greater
work-life balance.
Motivating people: Getting beyond money

Flour Bomb Group D8

 The economic slump offers business leaders a chance to more effectively reward
talented employees by emphasizing nonfinancial motivators rather than bonuses.

Flour Bomb Group D8

References
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November 2009 | byMartin Dewhurst, Matthew Guthridge, and Elizabeth Mohr

Flour Bomb Group D8