Manufacture of other food products
Tosla, a Slovenian start-up in the food industry, is an innovator in the field of sweeteners. The company is young, founded in 2014 and currently employs 15 people.
It produces high quality, natural and tasty syrup preparations. Their products are used in the dairy, bakery, confectionery, beverage and nutraceutical industry. They also develop their own production lines and offer ‘private labeling’. The company is committed to innovation and is facing rapid growth. Regionally, it is present in the markets of Western Europe and Saudi Arabia. Exports represents 97% of the production.
The company’s rapid growth has raised the challenges of human resources management. The company wanted to establish a structured approach to employee management and to identify key HR processes. In doing so, they also wanted to increase the competence and loyalty of employees and the performance success.
Management was aware that the achievement of ambitious goals required competent, motivated and loyal staff. The aim was to establish the internal efficiency of the organization that would enable product quality in the rapid growth phase of the company and the quality of the employee management.
The solution covers three key elements for the successful management of employees. Establishment of appropriate HR processes, implementation of FledgeHR application, through which processes will be effectively implemented and on-site training and coaching of key employees who will participate in the implementation of HR processes
In the first phase, it was necessary to update the job classification and to create job descriptions for all Tosla workplaces and employee policies.
The second phase was followed by the development of a competency model, the purpose of which is to define the criteria for measuring the competence of human resources to achieve the set goals, and for realization of the company’s vision. In this phase, it was also necessary to define the process of competence assessment (270 °, 360 ° or through a dialogue between the assessor and employee).
The third stage was followed by the introduction of a system of management by objectives and the development of personal goal sheets for employees. The objectives will be introduced in regular interviews between managers and employees, the result of which will be an objective assessment of the individual performance success, which will be the basis for the calculation of the variable part of the salary.
This was followed by the introduction of FledgeHR application, for the effective implementation of HR and administration.
For the new processes to flourish, training and coaching of employees was required.
Phase 1: Updating job classification
Phase 2: Production of a competence model.
Phase 3: Introduction of the Management by objectives process.
Phase 4: Updating of reward system by performance.
Phase 5: Impelementation of the following functions of FledgeHR application to support HR processes and HR administration.
Phase 6: Monitoring and support.