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MINI Auto Studio Cebu Recruitment Overview

This document provides information about Mini Auto Studio Cebu, including its acquisition of two new Italian motorcycle brands, Vespa and Aprilia. It discusses the company's recruitment process, including identifying hiring needs, preparing job descriptions, screening applications, interviewing candidates, and selecting employees. The document also outlines the company's training and orientation process for new hires.
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0% found this document useful (0 votes)
17 views12 pages

MINI Auto Studio Cebu Recruitment Overview

This document provides information about Mini Auto Studio Cebu, including its acquisition of two new Italian motorcycle brands, Vespa and Aprilia. It discusses the company's recruitment process, including identifying hiring needs, preparing job descriptions, screening applications, interviewing candidates, and selecting employees. The document also outlines the company's training and orientation process for new hires.
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

UNIVERSITY OF SAN JOSE-RECOLETOS

School of Business and Management

MINI AUTO STUDIO CEBU

This Midterm Output is to be presented to


Ms. Maria Hazel Cabuenas

HRM 1 (3210)
MWF 9:30 am – 10:30 am

ALBINDA, WILSHAYNE KRYLLE

BAROLA, SHAWN RAPHAEL

LAUDO, CHAILA BETH

PATALINGHUG, JAMELA SHEN

TAN, MARIA KATRINA

Second Semester, SY 2023-2024


April 2023
I. ABOUT THE COMPANY

MINI AutoStudio - Cebu recently acquired a new dealership with two premium Italian
motorcycle brands - Vespa and Aprilia SR GT. It is located in Veterans Drive Nivel
Hills, Lahug, Cebu City.

AutoStudio is a company that houses multi brands with a different kind of attitude.
From 2020, AutoStudio started to operate in Visayas and Mindanao. It is more
about dealing with Italian brands. First is the MINI Cooper known from childhood
TV series ever since as Mr. Bean's Car. AutoStudio Philippines is the home of
Mini Cooper Philippines since 2019. Second is the Vespa, the world's most iconic
scooter, which was introduced to the public in the spring of 1946. Designed by the
former aircraft engineer Corradino D'Ascanio and promoted by the businessman
Enrico Piaggio, this two-wheeler quickly became a hit in post-war Italy. Lastly is
Aprilia, an Italian motorcycle manufacturer founded immediately after World War
II in Noale, Italy, by Alberto Beggio.

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MINI
Mini (stylised as MINI) is a British automotive marque founded
in 1969, owned by German automotive company BMW since
2000, and used by them for a range of small cars assembled in the
United Kingdom, Austria and the Netherlands.

Vespa History
The name means wasp in Italian. The Vespa has evolved from a
single model motor scooter manufactured in 1946 by Piaggio &
Co. S.p.A. of Pontedera, Italy to a full line of scooters and one of
seven companies today owned by Piaggio.

Aprilia History
Aprilia is Europe's second largest producer of motorcycles and
scooters and the only non-Japanese manufacturer with a complete
range of two-wheeled vehicles. Aprilia is not just a market leader;
the company has also become a leading name on the world’s racing
circuits, establishing itself as one of the most prestigious and
successful marques around. It was purchased in the early 2000s by
the Piaggio Group.

Mission: Connecting with the customers and offering them the exciting cars that
they have come to love in a safe and conducive environment.
Vision: Our customers are our top priority, and they deserve only the best.
Tagline: You Don’t Need A Big One To Be Happy

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II. ORGANIZATIONAL CHART

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III. PLANNING AND TIME FRAME OF
RECRUITMENT

▪ Recruitment Process
➢ The company’s recruitment is being processed by finding candidates
with the best qualifications, experience, and personalities who match
the job description. It involves gathering and evaluating resumes,
interviewing candidates, and then choosing and onboarding an
employee to begin working for the company.

▪ The following are the steps followed during the recruitment:


o Identify the hiring need/needs
o Analyzing the job requirements
o Prepare a Job Description
o Reviewing applications
o Screening
o Shortlisting the right candidate
o Interview process
o Make the Job Offer
o Finally select the right candidates.

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IV. JOB POSTING

▪ The employees knew about the hiring of the company through:


➢ Aside from getting applicants from the referrals of colleagues and
friends, the company also does post via career websites e.g Jobstreet
and Mynimo. As they believed, most of the applicants will look for
job vacancies online.
➢ The company both gets the applicants through referrals, internal and
external.

▪ In cases of Retirement and Resignation


➢ Public Employees’ Retirement System (PERS)
❖ Phase I : To begin the retirement process, a Pre-Application for
Service Retirement Benefits is to be completed 3-4 months
prior to retirement date. The retirement date is set no earlier than
the first of the month following termination from employment.
The retiree should have their beneficiary’s social security
number and date of birth, and a copy of their birth certificate.
❖ Phase II: Once the Pre-Application for Service Retirement
Benefits is completed and mailed to PERS, a benefits analyst
will conduct an audit on the retirement account and prepare an
estimate of benefits. This process may take several months.
Once the audit is complete, PERS will mail the retiree a packet
of information to complete. The packet will consist of a PERS
estimate of benefits, an application for retirement, benefit
options and election, information regarding the partial lump
sum option (if applicable), direct deposit form, COLA election
form, and a federal withholding elections form. State taxes are
not withheld from the PERS retirement account. Depending on
the benefit option selection, the beneficiary(ies) birth certificate
and social security number are to submit with the PERS

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paperwork. All completed PERS forms are to be returned within
90 days following the effective date of retirement.
❖ Phase III: Retirement eligibility is usually 59 1/2 years of age.
Employees must be employed for four years to be eligible for
health and life insurance continuation as a retiree.
➢ Optional Retirement Plan (ORP)
❖ An employee is eligible to retire once the provisions of the ORP
account are met.
❖ The age requirement for retirement is usually 59 1/2

➢ As for the resignation, the company will usually do the process which
has the TAT ( turn around time) of 30 days before the effective date.

▪ Reasons as to why previous workers resign and be replaced with new


ones:
➢ The company believed that employee's will resign most of the time
because they might want to do more things which is not possible in
the organization. They also wanted to focus on their own business and
there are some who are looking for another job outside the country.
➢ Some workers of the company were replaced by new ones because it
is part of the process.
➢ Upon signing the Job offer, there is always a guideline and
qualifications that they need to meet or else there will be an equivalent
sanction to their performance. And this is where the Regularization
and termination will take place.

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V. INTERVIEW QUESTIONS

▪ The following are some questions that are being asked to the applicants:
1) How do you deal with conflict with your co-worker?
2) How can you see yourself 5 years from now?
3) Sell me something like Ballpen at this price.
4) What makes you unique and qualified to be in this position?
5) What makes you apply to this kind of Job?

VI. TRAINING AND ORIENTATION

[Link]
▪ There is always training for the newbee.
➢ The company's new applicant went through a training with the task they
are being assigned. First is the proper turnover of the task from the
previous employee, second is the orientation, lastly is the training.
➢ The training given to the employees will take 3- days to 1 week. It has
to be at least 1 week so that she or he can familiarize the process and
the language of the organization or the company.
➢ Within the period of the trainee will evaluate their performance and
understanding of their task.
➢ Evaluation is usually processed through giving a test and actual task.

B. Orientation
▪ It is the best thing to do with the newly hired to be oriented.
➢ The company’s newly applicants went through an orientation specially
on employee manual and house rules of the company because it helps
them to be enlightened on what to do and not to do in the workplace.
➢ The responsible of the orientation is the HR department.
➢ The company believed as long as there is a proper way of doing and
organizing the orientation, there will be no trouble that might happen.

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➢ House Rules of the Company:
1. Maintain Punctuality
2. Follow Rules
3. Know Operating Procedures
4. Know the Dress Code
5. Observing Sentiment
6. Being Objective
7. Keep Emotion In Check
8. Maintain Confidentiality
9. Be smart in work
10. Don’t Misuse
11. Follow Ethics
12. Clean Your Workplace
13. Limit Visitors
14. Adhere To Break Schedule
15. Maintain Hygiene
16. Maintain Relationship
17. Avoid Long Hours
18. Read Before You Sign
19. Use Of Email And Company Issued Number
20. Maintain Equipment
21. CLAYGO

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VII. CONCLUSION

MINI Cooper, Vespa, and Aprilia are just a few of the brands that belong to the
AutoStudio firm. Gathering and assessing resumes, conducting interviews, and
hiring a candidate who can fulfill the position's requirements are all parts of the
company's hiring procedure. The company gets applicants through referrals, both
internal and external. The resignations have a TAT of 30 days before the effective
date. One reason why employees leave the company is to focus on their own
businesses or to hunt for employment abroad. When accepting a job offer, there are
guidelines and requirements they must follow, failing which their performance will
be sanctioned in a similar manner. The new hire will also receive training, including
orientation and instruction, as well as the proper transfer of duties from the prior
employee.

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VIII. DOCUMENTATION

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Common questions

Powered by AI

AutoStudio's alignment with customer-focused mission and vision statements is evident in their strategic recruitment and training processes designed to maintain high service standards. The recruitment process is rigorous, aiming to select candidates with the best qualifications and compatible personalities to meet job requirements and enhance customer interaction . Similarly, their training and orientation emphasize not only task proficiency but also understanding the company's operational language and customer service standards . By ensuring new hires are well-equipped to serve their customers effectively, AutoStudio reinforces its commitment to delivering exceptional experiences, prioritizing customer satisfaction in line with its vision and mission .

Mini AutoStudio leverages both internal and external referrals as a key part of its recruitment strategy to source candidates. Besides using career websites such as Jobstreet and Mynimo to publicize job vacancies, the company actively encourages applications through referrals from colleagues and friends . This dual approach broadens outreach to potential candidates while potentially increasing the quality of applicants through trusted recommendations, optimizing the recruitment process .

Using online job posting platforms like Jobstreet and Mynimo offers significant benefits for Mini AutoStudio, enabling wide-reaching access to a large pool of applicants, increasing visibility of job vacancies, and streamlining application processes . However, limitations include potential information overload with high application volumes, which may challenge the efficiency of screening processes. Additionally, online job platforms may not capture all applicant segments, particularly those inactive on such platforms, possibly missing out on high-quality candidates recruited through alternative methods like referrals .

Operational guidelines and qualifications are pivotal in the regularization and termination process at Mini AutoStudio. Upon receiving a job offer, employees are made aware of the guidelines and qualifications they must adhere to . Performance evaluations based on these criteria help determine whether employees meet the required standards for regularization or face performance-related sanctions leading to possible termination . This structured approach ensures that employees maintain company standards and helps enforce accountability .

Orientation is vital for new hires at Mini AutoStudio as it helps them acclimatize to the company's operational and cultural environment. The process emphasizes familiarizing employees with the employee manual, company house rules, and the overall workplace ethos, which covers punctuality, following procedures, and maintaining professional standards . The HR department manages this process to ensure all new hires understand the expectations and norms, supporting smoother transitions and integrations into the workplace, reducing potential conflicts and misunderstandings .

By acquiring Vespa and Aprilia SR GT, Mini AutoStudio Cebu leverages the iconic reputations and specialized market positions of these brands to enhance its product offerings in the premium motorcycle sector. Vespa is recognized as a globally iconic scooter since 1946, and Aprilia is Europe's second-largest motorcycle producer, giving AutoStudio a competitive edge in attracting customers interested in high-quality, prestigious Italian motorcycles . This diversification not only expands their market reach but also aligns with their mission of offering exciting, customer-loved vehicles .

The recruitment process at Mini AutoStudio is designed to ensure high-quality candidate selection through several steps. It involves identifying hiring needs, analyzing job requirements, preparing job descriptions, and reviewing applications. The process includes screening, shortlisting candidates, and the interview process, concluding with making a job offer to the most suitable applicants . By systematically evaluating qualifications, experience, and personality traits, the company aims to match candidates effectively to their roles, ensuring a high standard of recruitment .

Mini AutoStudio faces challenges in employee retention primarily due to employees' desires for personal growth and external opportunities . Employees often leave to pursue interests not feasible within the organization, focus on personal businesses, or seek jobs abroad . This implies potential gaps in aligning employee career aspirations with available roles, or limitations in advancement opportunities within the company. Addressing these challenges may require fostering a more dynamic career development environment or expanding internal career progression pathways .

The historical significance and brand prestige of Vespa and Aprilia significantly enhance their market appeal and profitability potential for AutoStudio. Vespa, introduced in 1946, is a globally recognized symbol of style and functionality, synonymous with Italian design and cultural heritage . Similarly, Aprilia's status as a leading European motorcycle producer and success in racing circuits elevates its brand prestige, attracting motorcycle enthusiasts and loyal customer bases . These factors contribute to strong brand loyalty and enable premium pricing strategies, maximizing profitability for AutoStudio by leveraging these established brand narratives .

Structured training and orientation at Mini AutoStudio provide critical pathways for employee integration. Newly hired employees undergo a defined onboarding process including a task turnover, orientation, and training which typically lasts from 3 days to 1 week . This period allows new hires to familiarize themselves with company processes and the organizational culture. Evaluations through tests and practical tasks ensure their understanding and performance capabilities . Furthermore, comprehensive orientation by HR on employee manuals and house rules helps new hires fully integrate into company procedures and ethos, reducing the likelihood of operational or behavioral issues .

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