“Clients do not come first, employees come first. If you take care of your employees, they will take care of their clients.” That’s according to Richard Branson, the maverick British businessman and entrepreneur. Many companies will readily agree with him, as the saying “people are our greatest asset” is often heard in business circles. But how many of them actually invest time, effort, money and other resources so that their workforce reaches its full potential?
Employees are the backbone of any organization, so keeping them engaged, committed, and motivated are important to keeping companies successful. One way of motivating staff and ensuring their loyalty to the company is by providing training that enriches their knowledge and skills. At URC, this is done through the Manufacturing Cadetship Program (MCP), the Management Trainee Program (MTP), and the Skills Enhancement Program.
A GOOD START TO PROMISING CAREERS
URC Flour and Pasta Division started its Manufacturing Cadetship Program (MCP) in 2015 with the goal of training young promising individuals to become the future leaders of the company. Fresh engineering graduates or new employees were eligible to join the intensive two-year long program, which developed core competencies in flour and pasta manufacturing. As of 2019, three batches of cadet engineers have completed the program, with 12 graduates deployed in different key roles in the company. The fourth batch of MCP cadets, composed of four cadet engineers, is expected to graduate this coming October.
URC Flour and Pasta's executives, led by VP and GM Ellison Dean Lee, with graduates of the Manufacturing Cadetship Training Program.
Encouraged by the performance of the first batch of cadets, Ellison Dean Lee, Vice President and GM of URC Flour and Pasta, initiated a similar program, the Management Trainee Program (MTP), in January 2018. Starting with four active trainees, it is patterned after the MCP, but instead of focusing on manufacturing operations, MTP aims to develop future company leaders in other fields of specialization, including Marketing, Sales, In-bound Supply Chain, Out-bound Logistics, Operations Planning and Finance. The first batch of MTP cadets are expected to graduate from the program in 2020.
The holistic approach of the MTP program was later adapted by the third and fourth batches of the original MCP program, giving its cadets a more well-rounded perspective of URC’s operations.
Trainees attending a lecture on plant operations.
As for the MCP cadets who’ve completed their training, 12 of them already fill key technical and leadership roles in URC. During and after their training, they were involved on various projects that are proven beneficial to the company. These include the following:
- Flour Mill Expansion in Manila and in Davao
- Baker John Bread Production Plant
- Full automation of pasta packing
- Baker John Academy
- New Flour Administration Office in Zeta Tower
NEVER STOP LEARNING
When URC founder and chairman emeritus John Gokongwei Jr. gave a speech last year at his alma mater, the University of San Carlos, he concluded by giving the crowd some advice. Perhaps the most memorable among them was to “never stop learning.” It’s an approach that URC takes in empowering its staff, instilling a culture of continuous learning among its people. One way this is exemplified is through its Skills Enhancement Program, which further develops the competencies of the manufacturing group’s engineers. The program aids the company in creating a well-rounded workforce, allowing staff to seamlessly fill in the gaps in case of absences or vacancies in key positions.
Trainees gaining hands-on experience inside one of URC's manufacturing plants.
The skills enhancement program begins with the personal assessment of each manufacturing employee’s skills, which are validated by their supervisors. The Department Managers and Supervisors identify the skills required for specific positions, and select employees who can become subject matter experts (SMEs) in a specific field or topic. The Technical Training Officer then assesses the skills gap of employees, and then prepares a training plan and schedule for the year to address the identified skills gaps.
In 2016, 143 employees trained under the program, with a total of 55 training sessions and seminars conducted inside and outside URC plant facilities. The skills enhancement program generated 19 internal SMEs for both flour and pasta operations. Owing to the improved skills of its employees, URC Flour and Pasta Division produced 105% more than its production target for FY2016.
As they say, learning doesn’t stop in the classroom; continuous education is a worthwhile investment that reaps never-ending rewards.
For more information on URC and its portfolio of products, visit www2.urc.com.ph
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