Proposal Form

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timer Asked: Nov 5th, 2016

Question description

Complete the proposal form for Employee Orientation and Training to the SLP Company.

Proposal Form Client: SLPC Contact: Pat Vincetti Location: St Louis Produce Market Date: Phone #: BR 549 Intervention topic: Employee Orientation and Training WE PROPOSE TO PROVIDE THE FOLLOWING: I. Overview: II. Objectives of the intervention: III. Proposed Procedures and required time frames IV. Employees involved in the procedures. TERMS OF THIS PROPOSAL HARK CONSULTING PROPOSES TO DEVELOP AND DELIVER THIS PROJECT FOR THE SUM OF: . PAYMENT TO BE MADE AS FOLLOWS: $ :PRIOR TO THE START DATE , $ PAYABLE UPON COMPLETION OF INTERVENTION CHANGES MADE BY THE CLIENT AFTER START WILL BE BILLED AT COST. Authorized Signature: ______________________ President Shark Consulting Acceptance of The above prices, specifications, and conditions are satisfactory and are Proposal hereby accepted. Shark Consulting is authorized to do the work as specified. Payment will be made as stated above. Signature: ___________________________ Date: _________________ OUR GUARANTEE: We Guarantee our work, PERIOD!!!!!
Organizational Consultation GMP 5385 The St. Louis Produce Company: A consulting gold mine? Background The St. Louis Produce Company (SLPC) is located in the St. Louis Produce Market, a one-hundred-year-old terminal market. There are 17 other produce companies, several brokers, and the USDA on the market grounds. The St. Louis Produce Company is the third largest produce company at the market. SLPC is a third generation, family owned, produce Distribution Company. Founded in 1933 by Georgio Vincetti, and his wife, ownership of the company passed down through the Vincetti family to its current owner, Pat Vincetti. Until Pat took over in 1994, the company had several years of flat earnings and low growth. The previous owner, Pat’s father, Spike Vincetti, was content to let the company provide an income stream that allowed him a comfortable lifestyle. This included a daily round of golf with his friends. After turning the company over to Pat, both Spike, and his wife Maria (Pat’s mother) continued to draw significant annual compensation. Under Pat’s leadership, SLPC has evolved from its roots as a Terminal Market and produce wholesaler to a full service produce distribution operation. The St. Louis Metro Area Located on the Mississippi River, St. Louis is chiefly a commercial center, due to of its central location in the United States and its excellent transportation facilities. The city has a significant railroad center, a busy inland port, is a hub for the interstate highway system, and is a center for warehousing and the trucking industry. St. Louis also has major financial institutions and manufacturing industries. The St. Louis metro area has a population of about 3 million people making it roughly the same size as Atlanta. Unlike Atlanta, St. Louis does not have a significant Dr. John Joos prepared this case as the basis for class discussion. It is designed to illustrate effective or ineffective handling of an administrative situation. Copyright – 1998 Informed Decisions, Inc. All Rights Reserved. 2 convention and tourist trade. Consequently, there are less fine dining establishments in the St. Louis restaurant market. SLPC’s Current Facilities SLPC’s warehouse and offices consist of an open air loading dock, refrigerated warehouse, and a set of second story offices. They run a small wholesale operation at one end of the dock. In order to meet AIB and HAACP requirements, SLPC will have to install dock seals and upgrade their refrigeration system. Employees SLPC currently employees 74 people. In a recent article in The Packer, a produce trade journal, Pat Vincetti said: “Some of our people have been with us for well over 25 years. They know the business and they know the industry. We spend very little time or money training people. We depend on our senior people to orient and train new employees. Even that doesn’t cost much money, we just let the new employees hang out with the veterans for a few weeks and that way they get on-the-job training.” There have been some occasional problems with employees attempting to organize a union. This usually happens during the busy season when employees are required to work overtime, and the volume of business causes supervisors to push for more productivity. Most of the supervisors are former workers promoted from within the company. Much like new employees, new supervisors get most of their training by “hanging out” with veteran supervisors. Management training has never been a priority. Due to SLPC’s small size, they never had the resources to develop a training program. This has lead to a leadership style that, at best, is described as autocratic and at its worst is called management by intimidation. Very little input is solicited from the workforce on day-today problems or their possible solutions. When asked about workforce morale, Pat said, “I don’t think we have a morale problem. Although we don’t have any type of formal employee grievance process, we do have an open door policy. We handle most of our problems as they arise. I rarely have anyone come to me to complain about working conditions or other problems. I like our employees, and try to treat them as well as possible. What more could they ask for, I give them a fair days pay for a fair days work, and our pay matches or exceeds the other produce companies in the St. Louis area. Although we can’t afford the same benefit packages that our bigger competitors offer. I don’t really understand why our turnover rates are running between 25% and 50% most years. I guess young people these days don’t really appreciate a good job.” Several lawsuits concerning wrongful discharge, sexual harassment, and on the job injuries had been filed in the past few years. SLPC had won about half the cases, although winning still cost a bundle for attorney fee’s and court costs. Pat shrugged them off as just a part of being in business in today’s society. 3 Now You See Them, Now You Don’t When asked about SLPC’s turnover rate, a St. Louis HR consultant had this to say: “High turnover rates are usually a sign of deeper problems. The drivers of turnover are usually working conditions, pay or benefits. In SLPC’s case I suspect 2 of the three. The costs of turnover are horrendous. After taking the time to train and develop a new employee, it hurts to lose them and repeat the expensive process of replacing them. Last year SLPC had 8 drivers leave all of which had to be replaced. If SLPC could reduce turnover from 35% to a more normal 10% they could realize considerable savings.” Estimated costs of replacing a driver New hire selection costs: Recruiting $400 Interviewing $500 (interview 5 to get 1) Drug screen & Physic $500 (interview 5 to get 1) Background $500 (MVR & Former employer) Training costs $1000 Exit interview $50 Administrative cost $100 TOTAL $3050 Cost of replacing 8 Drivers = $24,400 The Uniform Problem Pat bought uniforms for the company drivers as part of a marketing campaign to position the company as the “Produce Professionals.” Pat felt that a professional appearance would enhance both the employee’s and the company’s image as professionals. It would also be a factor in differentiating SLPC from other route delivery personnel. The uniform consisted of a shirt and baseball type cap, both of which had the company logo and colors. Over the years Pat had established an excellent relationship with Fred Towns who was not only a good customer but also a trusted friend. In a telephone conversation Pat asked Fred about the new uniforms. 4 Pat: Hey Fred, have you seen the new uniforms that our drivers are wearing? We bought them to give our drivers a more professional appearance. Fred: I hear what your saying, but have you taken a close look at how they are wearing them? In the last week I have seen some drivers arrive with uniform shirt-tails hanging out and some neatly tucked in. They wear various types of caps and hats, worn both frontward and backwards. In some cases, they arrived not wearing a uniform at all, just their regular street clothes. Pat: Oops! Fred: If you want a good example of professional appearance look at UPS or Federal Express drivers. These guys and gals all look the same every day. Have you ever seen a UPS driver wearing a baseball cap with a beer company emblem on it? Have you ever seen a Fed Ex driver wearing street clothes? These people are making daily deliveries to the same customers as your folks. UPS and FedEx are setting expectations with your customers about professional appearance. Pat: Uh-oh I think I’d better take a good look around the loading dock tomorrow and see how our drivers are dressed. Integrity Problems There have been integrity problems with some SLPC employees. Since taking over in 1994, Pat worked hard to eliminate those problems. Soon after Pat assumed command, a large restaurant chain in-house buyer discovered that significant charges were added to their bill in a variety of “creative” ways. This was a significant event in SLPC’s history. SLPC lost the account and Pat terminated several employees. Recognizing that the future belongs to those produce operations that can establish a trust relationship with their customers, Pat vowed to do whatever it takes to run an ethical business. Although progress has been made in this area, Pat has not been comfortable that the problem had totally gone away. Pat was considering hiring someone to develop a Policies & Procedures Manual, but he wasn’t sure that was a good use of the company’s money.
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