Company Profile

Del Monte Philippines Incorporated (DMPI) is the leading producer of pineapple, food and
beverages products in the Philippines. Del Monte is one of the strongest brands in the fast
moving consumer goods market in the Philippines. Over a century and counting, it has
continuously been producing a wide array of food and beverages products such as juices, tomato-
based products, condiments and pasta. Today, DMPI is operating the largest pineapple operation
in the world here in the Philippines. Owning a pineapple plantation of over 20,000 hectares in
Mindanao, different pineapple varieties have been grown and processed in the Mindanao plant
for fruit export.

Job Description of the Corporate Human Resources Department

I. Organizational Structure Corporate Human Resources Department

Gerry Bautista
Group Head - Human
Resources

Paola Lim Sarah Soriano Bullet Custodio Rhodora

-Lapina Rochelle Ann Rodriguez
HR Information & Manpower Magpoc
Analytics Planning HR Site & Supervisor -
Organizational Supervisor - Training and
Development Talent Development
Manager Acquisition

II. Functions and Operations

Functional Improvement from the Training and Development Division Corporate Human
Resources, DMPI

Function/Operation Description

The Training and Development Division handles the training processes handles inside the
organization and the life-long employee learning and development track of the employees of the
organization. Through coaching, mentoring, on-the-job training and cross-posting. The
evaluation procedures that the department have adapted is what I consider as ineffective as it
doesn't measure the longevity of the gap fulfillment of employees through the training approach
given to the employee and fluctuations to performances can be accounted in the long run of the
employee's work performance

Manner of Handling

The Training and Development Division assesses the performance of employees with the use of
the Performance Evaluation Forms/Key Performance Index (PEF/KPI) measures to identify the
possible gaps that have been addressed from an employee whereas they evaluate whether the
gaps of the employee have been addressed and is sure not to exist during the stay of the
employee in the organization. The evaluation is only done one time after the training process and
is not done to check continually whether the gap doesn't exist anymore and if the employee has
improved overtime.

Handling Ineffectiveness

As the Performance Evaluation Forms/Key Performance Index (PEF/KPI) measures the

performance of the employee for only a month after the training session has been conducted
(after the gaps were tried to be addressed), there in continuance in assessing the employee
whether the gap has been removed permanently or temporarily thus, making it vague as there is
no assurance whenever the gap will not exist in the employee's stay and will not affect the
performance of the employee afterwards.
Related Literature Analytics

Analytics have become a trend in analyzing organizational behavior in terms of managing talents
and it begins with leaders (Sinar & George, 2014). By following a specific framework that
pertains to different steps in connecting imperative business questions and the existing talent
management programs executed by an organizations out to the business outcomes, evaluative
decisions regarding the data provided (the gaps) must be made (Development Dimensions
International, 2014). Data analytics and evaluative decisions focuses on creating analytical plans
that can be used to extrapolate future talent readiness and skill gaps. It permits learning leaders to
make rapid adjustments necessary to realign with changing business objectives.

Recommendation

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