Organization Analysis

based on Job Grading & Manpower

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 Employee Distribution based on Job Function
Supply
HCCA
Chain R&I Marketing
3.6%
3.0% 1.2% 1.0%
Enabling
7.6% ▪ In overall, the proportion of Enabling
functions has been relatively ideal
FAIT
▪ Typically, in best practice companies,
Biz
5.0% Support
Enabling functions should be around
37.4%
10%-15% of total employees.
Sales
▪ However, Company XYZ has a very
Operation
7.0% large proportion of Biz Support roles,
which ideally should be only around
25%
▪ As FMCG company, Company XYZ has
a relatively small proportion of Sales
Operation team.
Core Biz ▪ Benchmark with other FMCG company
Manufacturing
79.2%
55.0% shows Sales constitutes  25% of total
employee population.
▪ Majority of the employee distribution is
in Manufacturing, as the plants still
require a lot of manpower to run some
manual processes.

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 Distribution of Manpower by Grade & Level
(Organization-shape)
By grade By level
11 0.3%
FLT 1.2%
10 0.9%
9 1.1%
8 4.3% Manager 8.4%

7 3.1%
6 15.6% Spv/Specialist 15.6%
5 5.3%
4 12.4% Staff 17.7%
3 38.2%
2 14.8%
Blue collar 57.1%
1 4.1%

▪ The Ideal organization-shape should be like a diamond, which is small Level Grade
at the bottom & top, while much bigger at the middle-low level.
▪ The manpower distribution by grade has shown an ideal organization Sr. Manager 10 – 11
shape. However, when the manpower distribution is grouped by level, Manager 8–9
it shows that the shape is a traditional pyramid.
▪ The pyramid-shape shows that the manpower is mostly distributed at Spv./Specialist 6–7
the lowest level. Staff 4–5
▪ There is an opportunity for Company XYZ to improve the organization
effectiveness by reducing the manpower at the lowest level, e.g. more Blue Collar 1–3
automation & technology, using third-party (as long as in compliance
with the prevailing labor regulations).
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 Organization-shape by Level & Department
(Core Business)
Manufacturing Sales Operation
Sr Manager 0.2% Sr Manager 2.8%

Manager 3.7% Manager 28.0%

Spv/ Specialist 8.5% Spv/ Specialist 63.6%

Staff 16.4% Staff 5.6%

Blue collar 71.2% Blue collar

▪ Manufacturing has a pyramid-shape with very large population at Blue-collar level. There is an opportunity for
Company XYZ to increase efficiency by reviewing this population.
▪ Sales Operation has a pyramid-shape already, which showing the composition of all level are well-balanced.
▪ In the benchmark FMCG company, the shapes of Sales function is shown below:

Sr Manager 3.5%

Manager 18.2%

Spv/ Specialist 72.7%

Staff 5.6%

Blue Collar

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 Organization-shape by Level & Department
(Business Support)
Supply Chain Marketing
Sr Manager 6.5% Sr Manager 13.3%

Manager 21.7% Manager 40.0%

Spv/ Specialist 50.0% Spv/ Specialist 46.7%

Staff 19.6% Staff

Blue collar 2.2% Blue collar

R&I
▪ Supply-chain and R&I have been well-balanced in the
Sr Manager 5.3%
proportion of manpower by level.
▪ Marketing has a pyramid-shape, which indicates the
Manager 26.3%
opportunity for more efficiency at below-Manager level.
Spv/ Specialist 36.8%

Staff 31.6%

Blue collar

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 Organization-shape by Level & Department
(Enabling)
FAIT HCCA

Sr Manager 5.3% Sr Manager 3.6%

Manager 25.0% Manager 25.5%

Spv/ Specialist 23.7% Spv/ Specialist 23.6%

Staff 46.1% Staff 29.1%

Blue collar Blue collar 18.2%

▪ FAIT has a pyramid-shape, with anomaly at Manager-level. The anomaly indicates an opportunity to merge
some position at this level.
▪ Large population of Staff is driven by the numbers of controller for each plant, yet there is still a possibility to
merge or outsource some basic operational roles at HO.
▪ HCCA has a diamond-shape, also with anomaly at Manager-level. Such anomaly indicates an opportunity of
merging and/or eliminating some roles at Manager-level.
▪ Relatively big proportion of Blue-collar as it includes Driver and Cleaning Service. Using outsource can be
considered for those kind of roles.

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 Distribution of Manpower by Function & Level

Manufacturing

Sales Operation

Supply Chain

Marketing

R&I

FAIT

HCCA

Sr Manager Manager Spv/ Specialist Staff Blue collar

Sr Spv/ Blue ▪ FAIT shows to have most Sr

Manager Staff TOTAL
Manager Specialist collar Manager rather than other
Manufacturing 3 45 103 198 861 1210 functions. There is a possibility for
Company XYZ to explore merging
Sales Operation 3 30 68 6 - 107 some Sr Manager in FAIT.
Supply Chain 3 10 23 9 1 46
▪ Equal numbers of Manager and
Spv/Specialist in FAIT & HC
Marketing 2 6 7 - - 15 indicates several one-on-one
reporting lines, which can be
R&I 1 5 7 6 - 19
restructured for more efficiency.
FAIT 4 19 18 35 - 76 ▪ The biggest population of blue-
collar employees is in
HCCA 2 14 13 16 10 55 Manufacturing (Operator) and HC
(Cleaning Service, Driver).
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 Employee Distribution by Level & Job Functions

FLT 17% 61% 22%

Manager 24% 61% 15%

Spv/Specialist 42% 49% 9%

Staff 26% 58% 16%

Blue collar 73% 24% 3%

Core Biz Biz Support Enabling

▪ Sr Manager-level mainly constitutes of Business Support jobs, even Enabling function has a bigger
proportion than Core Business. It indicates an opportunity to merge some manager roles in Business
Support and Enabling functions.
▪ Manager-level is also dominated by Business Support, there is an opportunity to merge some Manager
positions in Business Support.
▪ Majority of Blue-collar level is in Core Business (Production Operator). However, there is a substantial
proportion of Blue-collar level in Business Support, efficiency in this target group could be considered.

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 Appendix – Job Profile Chart

▪ This chart shows the emphasize between Accountability vs Problem Solving.

▪ In profit-organizations, most jobs are in L – A4.
▪ Note: Higher number in Short Profile does not necessarily mean a higher job grade.

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 Appendix – Definition of Job Profile

Job
Typical Job Scope
Profile
Highly visible and accountable. The difference with A3 roles, in that the scope is exclusive to and heavily
A4
oriented to end results. Development and analysis are minor in comparison to action taking.

Highly visible and accountable which must deliver measurable performance – cost, volume, service, sales.
A3
These roles involves supervision/management.
Deliver measurable performance whilst managing considerable ambiguity. Typically providing support to A3
A2
and A4 profile.
Functional support or services roles. Higher level jobs are required to develop, implement and advise on the
A1
application of policy, whilst lower level jobs will be on the administrative or services roles.
Functional support roles which are focused on the development of policy/strategy, with only limited or no
L
involvement in the implementation and application (back-room positions).
Developmental activity which is likely to be highly focused and extended over a significant timescale.
P1
The nature of the development precludes the job holder from significant involvement in day-to-day activities.
Work on applied research or conceptual design, with longer timescale and farther involvement from day-to-
P2
day activities than P1.
P3 – P4 Fundamental research which quite distant to any form of end results.

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