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Executive Summary

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Table of Contents
Executive Summary .................................................................................................................................. 2
Table of Contents ..................................................................................................................................... 2
Introduction.............................................................................................................................................. 5
Chapter 1: Mission statement & Human Resource Strategy ................................................................... 6
1.1 Company’s Vision ......................................................................................................................... 6
1.2 Mission statement ........................................................................................................................ 6
1.3 Business strategy .......................................................................................................................... 6
1.4 HR strategy ................................................................................................................................... 8
Chapter 2: Organizational Culture ............................................................................................................ 9
2.1 Comparison of National Culture..................................................................................................... 9
2.2 Comparison of Workplace Culture ................................................................................................. 9
2.3 Cultural Variance Analysis for Organizational Success ................................................................. 10
2.4 Defining Organization Culture and Core Values ........................................................................... 11
2.5 Promoting culture and roadmap .................................................................................................. 13
2.6 Diversity Management ................................................................................................................. 15
Chapter 3: Job Analysis and Job descriptions ........................................................................................ 17
3.1 Job analysis ................................................................................................................................... 17
3.2 Job analysis 1: Logistics Coordinator ............................................................................................ 17
3.3 Job analysis 2: Administrative Employee ..................................................................................... 19
3.4 Job analysis 3: Production Employee ........................................................................................... 21
3.5 Job analysis 4: Production Supervisor .......................................................................................... 23
Chapter 4: Recruitment and Selection Processes .................................................................................. 27
4.1 Introduction.................................................................................................................................. 26
4.2 Recruitment steps and selection plan .......................................................................................... 27
4.2.1 The Company’s general Recruitment steps ........................................................................... 27
4.2.2 Selection Plan Position 1: Logistics Coordinator ................................................................... 28
4.2.3 Selection Plan Position 2: Administrative Employee ............................................................. 28
4.2.4 Selection Plan Position 3: Production Employee .................................................................. 28
4.2.5 Selection Plan Position 4: Production Supervisor ................................................................. 30
4.3 Employment Law .......................................................................................................................... 31
4.3.1 Legal Background Checks ...................................................................................................... 31
4.3.2 Legislation Against Discrimination in Germany and The Netherlands .................................. 31
4.3.3 German Employment Law ..................................................................................................... 32
4.3.4 Dutch Employment Law ........................................................................................................ 32

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Chapter 5: Onboarding Plan ................................................................................................................... 33
5.1 Introduction.................................................................................................................................. 31
5.2 Pre-boarding ................................................................................................................................. 33
5.3 Roadmap onboarding plan ........................................................................................................... 32
Chapter 6: Appraisal System and Ethical Code of Conduct .................................................................... 35
6.1 Appraisal system........................................................................................................................... 35
6.2 Code of Conduct ........................................................................................................................... 38
Chapter 7: Retention Plan and Implementation Plan ............................................................................ 39
7.1 Retention Plan .............................................................................................................................. 39
7.2 Action Plan ................................................................................................................................... 41
Conclusion .............................................................................................................................................. 52
Reference List ......................................................................................................................................... 54
Appendices ............................................................................................................................................. 55

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Introduction

These past five years have marked a remarkable success for T.Ents & Co. Initially
specialised in the tent market for a decade, the company has approximately 200 employees
spread across three sites in Germany, Belgium, and the Netherlands. Building on this
achievement, it has decided to diversify its activities by investing in the sustainable clothing
market, through the creation of a new production entity in Germany named ClOutdoor. Our
mission is to assist the general manager in human resource management and processes.
Through our talent management process, we must develop a strategy, clear objectives, and
procedures outlined and explained to successfully execute all HR initiatives within this new
venture. We recognise the importance of human resource management, as emphasised by
Steve Jobs in 1985: « You can’t mandate productivity; you must provide the tools to let people
become their best ».
In this report, we will present a feasible, coherent, and responsible plan. Initially, we
will address the definition of vision, mission, and business strategy. Subsequently, our focus
will shift to developing an HR strategy, encompassing various elements such as determining
the company's culture and values through a comparison between Germany and the
Netherlands, conducting job analysis for the four required positions, developing the
recruitment and selection process, developing an onboarding plan and finally implementing a
performance appraisal system, retention plan, and an ethical code of conduct.

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Chapter 1: Mission statement & Human Resource
Strategy

1.1 Company’s Vision

The business vision is “To make delightful outdoor life commonplace through sustainable
clothing”.
This vision is really important, it is a fundamentals element for an organization. This lets us
know where we are heading. ‘’It is who we are, what we stand for, what we believe in, and what
we want to become” (Lussier & Hendon, 2021).

1.2 Mission statement

CLOutdoor’s mission statement is to craft quality and sustainable clothing that inspires outdoor
adventures while minimizing environmental impact.
The chosen mission statement was selected because it successfully communicates the
company's commitment to these important factors:
• Focus on sustainability and ecological production.
• Aim to produce and offer quality clothing garments.
• Promoting a responsible lifestyle: Awareness and education regarding sustainable
clothing.

The balance of sustainability, producing high quality clothing and to remain profitable can
inspire organizational members to commit to a well-structured objective and aim to accomplish
this goal.

1.3 Business strategy

Figure 1: Porter, M. E. (1985). Competitive Advantage

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We have opted for a differentiation strategy, in line with the company's mission to produce
sustainable apparel. This approach allows us to distinguish ourselves in the market by offering
unique and environmentally friendly products. Moreover, this strategy reinforces our ecological
image, thereby contributing to our positive reputation and appeal to sustainability-conscious
customers.

This differentiation approach, by setting our company apart from its competitors, can also result
in higher profit margins and revenues. Customers are often willing to pay more for superior
quality products that support sustainability values (Tensie Whelan, 2016)

This strategic orientation aligns perfectly with our mission, which emphasizes the provision of
durable and high-quality outerwear. It provides our company with a competitive advantage by
offering environmentally friendly products, while meeting the growing expectations of
consumers regarding sustainability.

By standing out through this sustainability and quality focused differentiation, our brand
strengthens its reputation as an innovative and socially responsible player in the market.
Furthermore, this approach can attract talents committed to sustainable development, thereby
enriching our human capital and organizational dynamism.

Conducting a SWOT analysis was crucial to develop HR strategy, understanding the actual
situation of CLOoutdoor provides an insight into which strategy fits better with the firm.

Figure 2: SWOT Analysis

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1.4 HR strategy

CLOutdoor will follow a differentiation strategy. Our HR strategy must align with this
generic strategy. Indeed, to enhance quality, produce sustainable clothing to protect our
environment, and develop our company's image in line with our vision, mission, and generic
strategy, the HR department's function must be carried out in the best possible way. Due to our
differentiation strategy, it is imperative that our human resources strategy be closely aligned. It
is essential to promote and foster the flexibility and adaptability of our employees, thereby
encouraging them to innovate and create new processes. Our team members must be able to
work effectively in uncertain environments, where roles and work processes may be more fluid
and diversified (Lussier and Hendon, 2021). This approach ensures that our personnel are fully
prepared to support our differentiation strategy by providing innovative and adaptive solutions
that meet the changing needs of the market. Individual knowledge and skill sets are important.
To work in a best work environment, adapt of our objectives and vison, we are going to
implement broad training to provide flexibility. HRM are present to support all employees to
reach that we wish.
Naturally, our HR strategy is also all of HR step that we are going to follow, to reach
our objectives and missions. To be more accurate, workforce planning, recruiting and selecting,
onboarding (learning, training and development) and performance management and appraisal
are the steps of our HR strategy. These steps must be carried out and develop in step with our
vision, mission and values. Moreover, they are necessary for a successful application of the HR
strategy, and we will explain them in greater detail in the following section of the report. The
last element that is indispensable to specify add of all previous elements, it is important to think
about the fact that HR department must boost productivity and favour employee engagement in
order to decrease turnover and absenteeism.

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Chapter 2: Organizational Culture

2.1 Comparison of National Culture

Analysing and comparing Dutch culture with German culture provides a necessary insight to
understand how cultural differences can affect business management and organisational culture.
Through these tables, the key aspects that influence the workflow and strategies of both
countries are highlighted:

Figure 3: Own elaboration - Comparison of national culture adapted Hofstede's cultural dimensions
theory

2.2 Comparison of Workplace Culture

Once the national cultures have been compared, the process will be repeated but with the workplace
cultures:

Figure 4: Own elaboration - Comparison of workplace culture

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2.3 Cultural Variance Analysis for Organizational Success

Comparing national cultures and workplace cultures of the two countries is crucial for
defining an appropriate corporate culture. This enables us to understand local cultural
expectations, adapt management practices, promote inclusion and diversity, and optimise
organisational effectiveness through improved collaboration among international teams.
Further to our search regarding the national and workplace culture, we can affirm that several
differences exist between both countries. We are going to explain two main workplace culture
differences. Then two national cultural differences based on Hofstede's cultural dimensions
theory.
The primary difference lies in the greater formality of the German work culture compared to
the Netherlands. In Germany, there's a strict adherence to formal rules, including addressing
superiors formally and following a business dress code, unlike in the Netherlands where
informality is more common (Nario, 2023). Additionally, German workplaces have structured
hierarchies and decision-making processes, with the boss holding final authority, whereas
Dutch workplaces are more relaxed, with less emphasis on hierarchy and more flexibility in
working hours and social interactions (Nario, 2023).
The second key difference between Germany and the Netherlands lies in workplace power
distance. In Germany, there's a clear hierarchy, with authority figures demanding respect,
leading to a structured environment where final decisions rest with the boss. In contrast, the
Netherlands promotes equality in communication and decision-making, often reaching
decisions through open dialogue and consensus-building. This distinction likely stems from
historical factors; Germany's history of imperial rule contrasts with the Netherlands'
background as a republic (Nario, 2023).
We can connect these initial characteristics of German workplace culture with Trompenaars'
concept of the « Eiffel Tower culture ». Trompenaars identifies Germany as a quintessential
example of this culture, characterized by a clear hierarchy and strict adherence to rules, tasks
and procedures (Trompenaars, 1994).

Based on Hofstede’s cultural dimensions established in 1980 (Appendix A), the third
significant difference to note is indulgence. While initially a factor of national culture rather
than workplace culture, indulgence significantly influences the work environment. Countries
with higher indulgence levels, like the Netherlands, see people more willing to indulge their
impulses and desires, leading to a positive attitude and optimism. Consequently, individuals in
such societies act more freely, with fewer concerns about the consequences of their actions.
Conversely, societies with lower indulgence scores, such as Germany, perceive their actions as
constrained by social norms and view self-indulgence as somewhat inappropriate. They
prioritize restraint over leisure, leading to a more pessimistic outlook.
Lastly, another crucial dimension is important to introduce about the national cultural
comparison (as per Hofstede's comparison) is the marked disparity in motivation towards
achievement and success, formerly referred to as masculinity versus femininity, between the
Netherlands and Germany. Masculinity reflects a society's preference for achievement,
assertiveness, and material rewards, while femininity prioritizes cooperation, modesty, and
quality of life. According to Hofstede's comparison, Germany scores higher on this dimension
(66), indicating a strong emphasis on performance and deriving self-esteem from tasks.
Conversely, the Netherlands scores lower (14), emphasizing the importance of maintaining

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work-life balance and inclusivity. In Dutch culture, consensus is achieved through lengthy
discussions, and conflicts are resolved through compromise and negotiation.

Although this important difference between both, they have some similarities.
Especially regarding punctuality, the individualism, it is the common point of the « cold »
North-Western European Cultures, they aren’t known for warm personal interactions. In
addition, both countries, prefer and appreciate clarity and stability (Uncertain avoidance and
long-term orientation).

Given Cloutdoor's expansion into Hamburg, it's paramount to acknowledge and address
these differences to tailor our strategy effectively. Whether employing a German workforce or
integrating German team members, it's imperative to understand that their needs and
expectations may differ from those of Dutch employees or others globally. Therefore, we must
consider the significance of formality (rules and procedures), power distance (respect for
hierarchy, power differentials), indulgence, and motivation toward achievement and success in
our approach. Failure to do so could impede our success in the German market.

2.4 Defining Organisational Culture and Core Values

Following the comparison between the Netherlands and Germany, we have identified
several key differences that are crucial for the development of our business, HR strategy, and
organisational culture. Aligned with our vision and mission, as outlined earlier in this report,
we have formulated the framework of our corporate culture to encompass a maximum of the
criteria and elements previously identified and established.
So, taking into account all these elements, of workplace culture, national culture and our
strategy, we decided to base our organizational culture on one of the types of organizational
culture: The Adhocracy (Cameron and Quinn, 1999). Change, Growth, variety, detail,
stimulation and autonomy are terms related to this model. Although our decision to adopt
Adhocracy may appear to diverge from traditional German cultural and workplace norms, we
firmly believe it is the most effective approach to address the challenges and opportunities of
our rapidly evolving target market. By adopting the principles of Adhocracy, we are well
positioned to establish a company that is agile, innovative, and competitive in Germany.

Now we are going to define with more details our organizational culture because we know
thanks to Robbins and Judge that a strong organizational culture is positive and profitable for a
company, and many functions and advantages are present like: « creation distinctions between
one organization and others, it conveys a sense of identity for organization members, culture
facilitates the generation of commitment to something larger than one's individual self-interest,
It enhances the stability of the social system. » (Robbins & Judge, 2019).

According to all these previous elements, we are going to define our core values which are the
« invisible » basis of our company.

• Ecology (sustainability)
• Flexibility/Adaptability
• Creativity

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 • Responsibility/Autonomy

These core values are aligned with our vision, mission, and strategy, as well as with
Cameron and Quinn's Adhocracy model. While some values may present challenges due to
German national culture and workplace norms, we are committed to implementing them in the
most effective manner possible, ensuring they are embraced and integrated by all members of
our company. Indeed, this culture will serve to create a confidence climate, that helps hold our
organisation together by providing appropriate standard employee behaviour.

Ecology is paramount for Cloutdoor, aligning with our mission to create sustainable,
quality, and eco-friendly clothing that inspires outdoor adventure. This core value underscores
our commitment to environmental preservation and protection. We aim for all employees to
uphold this value in their decisions and behaviours, making ecology one of our main values.
This encompasses reducing our ecological footprint, conserving natural resources, minimising
carbon emissions, recycling, and utilising renewable energy sources. Companies prioritising
ecology integrate sustainable practices throughout their operations and services, striving to
minimize their impact on the planet.

The second value is flexibility/adaptability. Indeed, we chose a differentiator strategy.

To be in step with this business strategy, with have to develop flexibility and adaptability. These
are values that focus on a company's ability to respond effectively to changes and challenges
that arise. This involves being open to change, being able to adapt quickly to new
circumstances, questioning existing methods and finding innovative solutions in the face of
uncertainty. This involves in particular minimising power distance and working with a less
structured environment.

The third value is creativity. We think that in our current world, we have to be different
from others, in line with the model of adhocracy we decided to incorporate creativity close to
variety and change. This value encourages innovation and originality in choices and projects of
clout door. This value involves encouraging and supporting new and innovative ideas, fostering
an environment where employees feel free to express their creativity, and seeking creative
solutions to problems.

Finally, autonomy and responsibility are really important for us, we must trust and
believe in our employees. Responsibility and autonomy are values that emphasize commitment
to integrity, transparency and taking responsibility within the company. Our employees have to
assume their choices and their behaviour. We also want that employees can make decisions and
act independently to achieve company goals.

We are aware that some of our values are more or less distant from the national cultural
model, but we have taken them into account and we will implement things to transmit and
incorporate these values in the best way.

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 Figure 5: CLOutdoor’s: Mission, vision and values

2.5 Promoting culture and roadmap

Ecology
Our company's goal is to transform the workplace into an eco-friendly environment. To achieve
our Green Office Initiative, we would like to put the following actions into practice:
➢ Conduct eco-friendly workshops that deal with how to save energy in the most basic tasks of
the office.
➢ Saving paper in the office to reduce environmental impact. This can be achieved through
double-sided printing, paper reuse, digital communication, electronic invoices and receipts, or
efficient use of paper in meetings.
➢ Create a visual awareness campaign placing posters in key areas of the office, highlighting the
importance of reducing plastic waste and providing practical advice on how to do so. Use
impactful messaging and visual graphics to grab employees' attention.

Flexibility/ Adaptability
The aim of CLOutdoor is to foster a culture of flexibility and adaptability in the work
environment. To make it easier for German employees to achieve this, we would like to
implement four different actions:

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➢ Offer training sessions based on how to deal with changes and adaptability. These sessions will
provide employees with practical and useful tools to know how to face changes in the work
environment with flexibility and resilience, helping them develop an adaptable mindset and stay
agile in the face of challenges.

➢ Creation of collaborative and flexible areas by designing and equipping workspaces that
encourage flexibility. This can include open workspaces, meeting rooms, break areas, and
outdoor spaces where employees can work more flexibly and collaborate on projects much more
informally.

➢ Implement flexible working policies that allow German employees to have more control over
their working hours and better balance their personal and professional lives. This could include
options such as flexible check-in and check-out times, working from home or compressed
workdays. It is important to clearly communicate these policies and provide the necessary
support for their effective implementation.

➢ Flexibility in vacation time management. Allow German employees greater flexibility within
the limits set by the company. For example, they might have the option to take additional
vacation days on time and spontaneously to address unexpected personal or family needs,
without needing to justify each absence.

Creativity
Another important objective that our firm aims to achieve is to cultivate a creative and
innovative workplace. To this end, we present the following standards:
➢ Organize regular team structured brainstorming sessions, where participation and the generation
of creative ideas are encouraged. These sessions could include utilizing lateral thinking
techniques where employees feel comfortable sharing their ideas.

➢ Implement a system of "innovation days" where German employees can dedicate one day a
month to exploring new ideas, projects or creative solutions outside of their usual
responsibilities.

➢ Dedicate time to innovative projects by establishing a program where German employees are
allocated a percentage of their working time to work on innovation and creativity projects that
interest them. This time could be one afternoon a week, during which employees are free to
explore new ideas and develop creative projects that contribute to the growth and improvement
of the company.

Responsibility/ autonomy
The last value that the brand wants to promote is responsibility, promoting a culture of autonomy
and responsibility at workplace.
➢ Implement a role rotation system where German employees have the opportunity to experience
different roles and responsibilities, thus allowing them to be more autonomous and independent.

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➢ Provide monthly awards to recognize employees who demonstrate greater initiative and
autonomy in solving problems or implementing new ideas, thus encouraging responsibility and
creativity in daily work.

➢ "Creative Day Off" Program: Implement one day per quarter where employees have total
freedom to work on creative projects of their choice, thus encouraging their responsibility and
autonomy in the management of their time and projects.
We are well aware that the national culture is not necessarily in step with our values, but we are
going to adapt our strategy in relation to our employees and implement this concrete action
gradually. We can’t impose directly this environment and these values, but we can ensure that
we integrate gradually in the minds of employees.

Cultural Road plan

In this section we present the cultural roadmap, which shows step by step what will be the
cultural strategy to follow throughout a year.

2.6 Diversity Management

Given that we want to create sustainable, quality and eco-friendly clothes, we need to create an
internal environment in step with our vision, mission and values. So, it is important to create a
quality and sustainable internal environment. In order to create this internal environment, we
think that promoting diversity and inclusion is a suitable solution. In fact, according to my
criteria and knowledge, as part of the Human Resources department, I personally consider that

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 promoting respect, equal opportunities, collaboration, empathy, tolerance, open-mindedness
and humanity allows to create a good and quality environment for employees.

We must expect that varied cultures are going to be part of our organisation, we are in Hamburg,
where we need to consider all the nationality possibilities. Hamburg is a cosmopolitan and
international city, so it is essential to recognize and implement the diversity that exists in our
organization. Because we are a company that operates in such a location, we face a variety of
cultural backgrounds and perspectives among our employees.
Diversity management becomes a strategic choice, and an advantage to leverage the full
capacity of our diverse workforce and ensure that our organizational values are reflected in
every aspect of our operations. In addition, our headquarters is in Amsterdam, which intensifies
the international side.
Promote equality, diversity and inclusion allow to reduce the likelihood of groupthink, of
monoculture, and of having a narrow range of experiences (Mustafa F. Özbilgin, Fiona Bartels-
Ellis, Paul Gibbs, Ciarán Devane, 2019, p.7).
Creating this positive environment can be useful for our product because if we succeed in
implementing this environment (equitable, sustainable, inclusive…), we will be able to produce
clothes in step with this intern environment.

To promote equality, diversity and inclusion we are going to develop:

• Diverse recruitment: Even though we are in Hamburg, we have to stay open to all other
nationalities and cultures. So, in all our steps of recruiting, selection… we want to consider this
element, favour cultures and differences integration. For example, create a job description in
English, which clearly states that different cultures and backgrounds are welcome.
• Sustainable recruitment: Sustainable recruitment, also known as responsible or ethical
recruitment, involves considering not only the skills immediately needed by the company, but
also the social, environmental and ethical repercussions of this process.
• Implement diversity awareness training: provide regular training to raise employee’s awareness
of the issues.
• Patronage or mentoring: implement patronage or mentoring to escort and support new
employees in their integration and in their professional development.
• OUCH Test: The OUCH Test is a “rule of thumb” used to maintain fairness and equity for all
your employees or applicants (Porter, 1985).
• Implement events (cultural events or just after-work) to improve relationships and create links
between employees.

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Chapter 3: Job Analysis and Job descriptions

3.1 Job analysis

Job analysis is a critical step after we make the workflow analysis. To be precise we
already know which profession we need, but we need to define precisely duties, responsibilities,
skills, knowledge required, outcomes and other elements for each position. To be more accurate
« Job analysis is the process used to identify the work performed and the working conditions
for each of the jobs within our organisations » (Lussier & Hendon, 2021).
There are two components of job analysis: the job description and the job specification.
As far as job description is concerned, it is about the major tasks, duties and responsibilities. In
addition, the job specification is about the qualifications of a person who should be capable of
doing the job tasks noted in the job description. Finally, this step is very important within our
strategy because it is indispensable to recruiting good candidates but also for analysing and
understanding employee performance. In fact, if we make the right job analysis, it is a positive
point for us but also for our candidate because we are able to explain precisely our expectations
and recruit the perfect profile. In this way, it is a good point if we can hire with a long-term
vision.

3.2 Job analysis 1: Logistics Coordinator

Job description:
The logistics coordinator is responsible for the whole logistics aspects of the company.
Particularly, is responsible for the entire life cycle of a product, including acquisition,
distribution, internal allocation, delivery, and final disposal of resources.
To complete his job successfully, he can manage stocks, plan shipments, coordinate carriers,
supervise orders and stocks, maintain accurate and consistent records, manage inventory
databases, oversee production timelines, ensure the accuracy of orders and shipping documents,
communicate with suppliers, retailers and customers. He plays an essential part in merchandise
flow management. To influence all these elements, a logistics coordinator is behind his
computer, he works with some software as well as in the field. His aim is also to improve and
maximize logistics processes.
This profession is made up of a management role. In fact, the term « coordinator » which is a
part of the complete name « logistics coordinator » implies that the professional not only has
an expertise regarding logistics but also, he is able to execute management functions to improve
logistics processes.
As far as the gross salary is concerned, the gross salary is difficult to define because many
elements are important to take into account like the certificate, the experience, the expertise,
the field, the country. We can define a large range average between 40 000€ and 55 000€.

Main task/ Responsibility Goal/Outcome

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 An important role in planning: flux Efficient planning processes, optimized
management and responsible of the entire life product flows, accurate inventory
cycle of a product. From orders to shipping to management, and timely delivery of
inventory management, production timelines, products to customers. Allow production
purchase of merchandise, transport teams to work in a confidence environment,
management… successfully respond to customer demand.

Manage logistics teams Well-organized and motivated teams, smooth

workflow processes, effective
communication, and a strong team culture.

Use software, analyse data, think about Effective use of logistic software, accurate
solutions and participate in trainings data analysis, innovative solutions, and
regarding techniques and processes. continuous process improvement.

Coordinate all the players involved in these

flows of merchandise, whether internal to the Harmonious collaboration between internal
company (operational teams and its teams and external partners, well-
hierarchical superiors) or external (service coordinated goods flows, strong
providers, distributors or even customers). relationships with suppliers and customers,
and compliance with regulations in force.
While ensuring compliance with regulations
governing flow management.

Job specification:

Requirement Knowledge/skills Traits/Values

Familiarity with best practices in supply

Organized, rigorous and
chain management, convenient practices
1 solicitous about the quality
related to sustainability, ecology and quality
and the environment.
production.
Ability to use data in making logistics more
efficient and comfort using common Analytical mind, solution-
2
logistics management software (technology oriented mindset, originator.
skills).
Good communication
(internally but also with
Strong customer service capabilities, foreign
3 external parties) ;
language skills.
adaptability to different
cultures

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 Understanding of both warehouse and
Reliability, sense of
4 transportation management, knowledge of
responsibility
law.

Capacity to multitask, know how to manage

Polyvalent, leadership and
5 a project from start to finish.
cooperation

Experience/Education/ Certificates

Bachelor’s degree about logistic, operations analysis or operations engineering

Certification: Association for Supply Chain Management (ASCM) or the International

Society of Logistics (SOLE).

Several years of experience in the field of logistic

Obviously, in addition to all these description and specification elements, it is important to

explain that the job of logistic coordinator must be made in line with company’s values. In fact,
in addition to skills and responsibilities specified, the logistic coordinator must be able to
exercise this profession with respect for the environment, in a sustainable and quality manner.

3.3 Job analysis 2: Administrative Employee

Job description:
The role of the administrative employee is crucial for ensuring the efficient functioning of our
operations at CLOutdoor. The work is mostly done on the computer, This position’s tasks
consist of providing essential administrative support to our management team, maintaining
organized documentation systems and facilitating seamless communication. The administrative
employee has a central role in optimizing the productivity and workflow, this includes
scheduling meetings, managing correspondence, assisting with event planning and coordinating
office supplies. Additionally, this role involves assisting in the setup and management of our
new production site near Hamburg, collaborating closely with the appointed general manager
to ensure smooth transition and operational success.
The primary hazards associated with this position are predominantly of a psychological nature
due to the work equipment used. Extended periods of working at a desk may result in posture-
related issues and restricted mobility, while continuous exposure to computer screens can lead
to eye problems. These factors must be counteracted with adequate lightning, ergonomic seating
arrangements , and encourage regular movement breaks to promote physical health and
comfort.

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With a focus on attention to detail, effective communication, and multitasking abilities, the
administrative assistant contributes significantly to the overall success and growth of the
company. An industry based salary package between €36.000 and €51.000 (Gehaltsvergleich.
(n.d.). Assistent/in) is offered commensurate with experience and qualifications, along with
additional benefits such as health insurance and opportunities for professional development

Main task/responsibility Goal/Outcome

Provide administrative support to Ensure smooth functioning of daily

management operations
Maintaining organized documentation Facilitate easy access to important
systems information
Foster effective collaboration among team
Facilitate seamless communication
members

Assisting in setup and management of the Support smooth transition and operational
new production site success at new site

Assisting with event planning Successful execution of company events

Job specification:

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 Requirement Knowledge/skills Traits/Values
Attention to Detail: Ability to
1. Skills with Microsoft office accurately handle and organize data
and information with precision.
Dependability: Reliable and
2. Strong organizational skills trustworthy in completing tasks and
meeting deadlines.

Confidentiality: Respect for sensitive

Basic understanding of HR
3. information and discretion in handling
processes and policies
confidential matters.

Adaptability: Flexibility to adjust

Good communication skills
4. communication style and approach
(verbal and written)
based on audience and situation.

Knowledge of administrative
5. Professionalism
procedures and protocols

3.4 Job analysis 3: Production Employee

Job description:
We are seeking a dedicated and disciplined production employee at CLOutdoor. In this position,
you will play a vital role in ensuring the quality of our goods as well as maintaining efficiency
within our manufacturing process in accordance with the production standards of CLOutdoor.
Work clothes, safety shoes, gloves/goggles/masks, etc. are provided to protect the employee.
In addition to ensuring product quality and maintaining manufacturing efficiency, the employee
is also responsible for safe operations of machinery and equipment. Along with this, it is
expected from the employee to adhere to production schedules and assist in various production
tasks such as assembly, packaging and labelling.
Finally, to successfully carry out their responsibilities, building connections with colleagues is
encouraged to overcome challenges and work more effectively as a team.

Main Task/Responsibility Goal/Outcome

Smooth production processes and effective

Operate machinery and equipment use of
machinery and equipment.

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 Monitor production processes to ensure Achievement of production targets and
adherence to quality standards and targets ensuring high
within the company quality products

Perform routine maintenance tasks on the

machinery and equipment to ensure optimal Ensure functionality of the machinery to be
functionality. able to meet production demands.

Be able to collaborate with colleagues to Collaborative problem-solving amongst co-

identify opportunities for process workers and
improvement optimize production efficiency.

Job specification:

Requirements Knowledge and skills Traits and values

Familiarity with mechanical Reliability in completing tasks and

1.
skills performance

Ability to use equipment and

2. Willingness to work in shifts
machinery in a safe manner
Knowledge of production Solid physical stamina and strength
3.
processes

Ability to adapt to the Willingness to learn new tasks and have

4. production workflow of the responsibilities
company

Capability to plan and meet

5. production deadlines and Flexibility
targets

Qualifications/Diplomas

High school diploma or equivalent qualification

22
 Previous experience in a manufacturing or production environment is preferred.

Job benefits:

Upskilling & training: opportunities to learn new skills and remain relevant in their roles/
move along with the constantly evolving technology. This has never been more accurate now in
the age of AI and automation. One report found 60% of manufacturing employees feared AI
might replace them in the future (Occy, 2023)
Build connections: connecting with your colleagues during work enhances your ability to work
as a team and can help you overcome challenges and work more efficiently.
Health insurance: providing comprehensive health insurance coverage to our production
employees makes sure that they have direct access to medical services and treatment in case
they need it. It covers financial protection against unexpected cases of emergencies.
Positive environmental impact: when working for our company, you actively help with the
production of environmentally friendly clothing, which ultimately can help your green image
and shows awareness of sustainability.

3.5 Job analysis 4: Production Supervisor

Job Description:

Location: The Production Supervisor role at CLOutdoor & Companies is mostly based in the
company's production hall. This position is mostly supervisory, working both in the production
area and at a desk.

Job Objective: The fundamental objective of this role is to monitor, adapt, and manage
production and guarantee efficient operation and high-quality, sustainable goods, in keeping
with our vision of inspiring outdoor activities while minimising environmental effect. Tasks
will be considered successful if the instructions given are followed or improved, and the
supervised team can operate safely and to high standards.
Hierarchical Location: The Production Supervisor occupies a position in the centre third of
the organization's organisational structure, throughout the process a team of production staff
and therefore accepting personnel responsibilities. This individual interacts as a leader with the
team, on the exact same level as the Logistics Coordinator and Administrator staff, and answers
directly to the General Manager.
Potential Risks: The profession requires infrequent usage of heavy machinery, which carries a
risk of harm. Work clothing, footwear that is safe, goggles, face masks, and other protective
equipment are supplied to employees.
Work Environment: All protocol duties are carried out at a computer-equipped workstation.

23
 Main Task/Responsibility Goal/Outcome

Supervise the efficiency of the production Achieve the production of clothing in an

process to ensure sustainability and minimize efficient and sustainable manner, aligned
environmental impact. with CLOutdoor's values.

Ensure the high quality of products and

Maintain the excellence and ecological
compliance with sustainability standards in
integrity of CLOutdoor's products.
all processes.

Manage the use of sustainable materials and Promote responsible production practices
resources, optimizing consumption and that reflect CLOutdoor's commitment to the
reducing waste. environment.

Promote a safe and positive work

Create a work culture that encourages
environment, focused on effectiveness and
innovation and commitment to sustainability.
team satisfaction.

Coordinate the training and development of Develop a highly skilled team committed to
the production team, ensuring adaptability CLOutdoor's values and production
and professional growth. excellence.

Job specification:

Requirements Knowledge and Skills Traits and Values

Previous experience in
Deep knowledge of Commitment to
supervisory or management
sustainable production sustainability and a passion
roles within the manufacturing
processes and efficient for minimizing
industry, preferably in the
manufacturing practices. environmental impact.
clothing or textile sector.

University degree in
Production Engineering, Effective leadership skills Innovative and creative, with
Operations Management, to guide, motivate, and a mindset oriented towards
Environmental Sustainability, develop a production team. finding sustainable solutions.
or related field.

Certifications in quality Ability to implement and Excellent communication

management, occupational supervise quality control skills and the ability to foster

24
 safety, or sustainability are a and operational efficiency a collaborative work
plus. systems. environment.

Proficiency in enterprise
Competence in data-driven Resilient and adaptable to
resource planning (ERP)
decision-making and challenges, always
software and project
problem analysis. maintaining a positive focus.
management tools.

Experience/Education/Certificates

Internships related to the sustainable clothing sector, including experience in innovation

projects for waste reduction in textile production and participation in material recycling
initiatives.

High School Diploma, with additional courses or specializations in environmental

management, sustainable design, or related fields.

Certification in Sustainable Production Process Management, awarded by a recognized

institution emphasizing eco-friendly manufacturing practices and energy efficiency.

Minimum of 3 years of experience in supervisory or management roles within the textile

manufacturing industry, with a proven focus on implementing sustainable practices and
continuous improvement.

Diploma or Degree in Production Engineering, Operations Management, or similar,

preferably with modules or final projects focused on sustainability or textile innovation.

Several major benefits may be expected being hired for the role of Production Supervisor at our clothing
company CLOutdoor, including:

Positive Environmental Impact: Actively helping with environmentally friendly clothing

manufacture by combining professional actions with a dedication to sustainability and
environmental preservation.
Professional Growth: Opportunity for career advancement in an expanding sector, such as
sustainable fashion, by learning knowledge and specialised skills in management of
sustainability.
Significant Leadership: The ability to lead and encourage a team to perfection in sustainable
production while creating a good and cooperative workplace.
Industry Innovation: Being at the centre of innovation in environmentally friendly
manufacturing processes, researching and implementing new technologies and ways to reduce
environmental effect.

25
26
 Chapter 4: Recruitment and Selection Processes

At CLOutdoor, we understand that choosing the right team is not only necessary, but also a
strategic investment. As the new venture is created, we are pursuing the ideal candidates for
CLOutdoor. We work hard to find talent who not only meets the demands of the job, but also
symbolises our core values and abilities. Our goal is clear: to recruit and retain majors to drive
our success. We have our own recruiting perspectives, in which we see our recruiting costs as
an intention to find a valuable stock, so as much as we expend in research looking for recruiters,
we have more possibilities in finding the suitable candidate.

4.2 Recruitment steps and selection plan

4.2.1 The Company’s general Recruitment steps

Recruitment sources
When selecting new employees, the company makes use of numerous recruitment sources to
find to perfect candidate for the concerning job. A few examples of tools/sources the company
makes use of during the recruitment process are:
- Our company website: we post new job positions/offers on our company website to attract
candidates who are potentially interested in fulfilling a certain job (in this case production
employee)

- Use of job boards: the company also makes use of job boards such as LinkedIn, Indeed,
Monster and Glassdoor to reach a substantial pool of all types of candidates and find the most
suitable candidates for the job.

- Use of social media: in addition to the job boards, the company also utilizes social media
platforms such as Instagram, X (twitter) and Facebook to engage and connect with potential
candidates as well as to promote job openings.

- Collaboration with agencies: Lastly, the company collaborates with recruitment/ employment
agencies, mainly on local base, to further seek and potentially discover suitable candidates and
create a more substantial pool of candidates that match with the requirements of our job offer.

Shortlisting
In addition to the above-mentioned recruitment sources, the company makes use of a shortlisting
method aimed at identifying candidates who are most suited for the company’s role. This
process allows us to efficiently filter out candidates who may not align with our requirements,
which saves us valuable time and resources. When conducting this shortlisting method, we
primarily assess candidates based on their alignment with the company’s values and
expectations (outlined in the table below) that are key for the role and also align with our
differentiation business strategy. We carefully examine their application documents like resumes

27
and application letters to create a better understanding of their past experiences, skills and
abilities. This helps us determine if they are a good fit for our company.

4.2.2 Selection Plan Position 1: Logistics Coordinator

4.2.3 Selection Plan Position 2: Administrative Employee

4.2.4 Selection Plan Position 3: Production Employee

Labor market
For the recruitment of the position regarding the production employee, the company will mostly
be targeting local and regional labour markets, because we require production workers to work
on-site. Therefore, by recruiting from the local and regional markets, we can expect that workers
can easily travel to the workplace and overall reduce absence.
Selection procedures
In general, the recruitment and selection process consist of the HR personnel reviewing and
screening the candidates resume, shortlisting the optimal candidates based on the criteria
previously mentioned 4.2.1, undergoing interviews, assessment of skill level and potentially a
background check.
Resume screening
In terms of resume screening, our personnel will assess the candidate on their qualifications,
relevant work experience, skills/values and essentially if the candidate is really qualified in
terms of meeting the responsibilities/ executing the main tasks that can be asked of a production
employee.

28
 Interviews
After identifying the promising candidates through the shortlisting process, we generally invite
them for an interview that will be conducted either in-person or via an online platform such as
Microsoft Teams.

During the interview, our aim is to gain insight into the candidate's suitability for the company’s
position. We primarily inquire about their career aspirations, interest in the role and also explore
their personal backgrounds and interests to have a better understanding of their overall fit within
the team. Furthermore, we ask questions specifically aimed at assessing the candidate's
capabilities to perform the job effectively. These questions aim to uncover the candidate's
specialities, past experience (if applicable) and to see their approach to potential scenarios and
challenges, which offers us valuable information to create an insight into how they would
perform in a production environment. Below, you can find a list with a few example questions,
covering both personal and job-focused aspects:
- Could you tell me a little bit about yourself?
- What motivated you to apply for this production role in our company?
- How do you maintain quality standards in your work?
- Would you say you can easily adapt to a company’s workflow, if so, how come?
- What do you enjoy most about working in production?
- In your opinion, what are the most important qualities for success in a production role?
- How do you streamline production processes to improve efficiency?
- How do you ensure accuracy and precision in your work?
- (if the candidate has previous experience) Can you walk me through your previous experience(s)
working in a production environment?
- (if the candidate has previous experience) Can you give an example of a challenging project you
successfully completed in a production environment?

Assessment of skills level/offer management

For the position of the production employee, candidates who pass the previous stages are
possibly required to undergo skill-based assessment, such as a simulation to test how efficient
they are with machine operation and technical processes that are part of the job.
If the candidate successfully passes all these stages, the company will run a background check
to help ensure compliance with legal requirements. After this has been assessed the company
will make an offer to officially hire the future employee.

29
4.2.5 Selection Plan Position 4: Production Supervisor

Labor Market
For the recruitment of the position regarding the Production Supervisor, the company will
focus on both local and regional labor markets with an additional emphasis on seeking
candidates with leadership experience or potential. Given the supervisory role requires a
higher level of responsibility and the ability to manage production teams effectively,
candidates with prior leadership roles or supervisory experience in production environments
are preferred. This approach ensures candidates are capable of onsite management and can
actively contribute to reducing absenteeism through effective team leadership.
Selection Procedures
The recruitment and selection process for a Production Supervisor involves key steps designed
to identify candidates with required technical skills and leadership qualities necessary for the
role. This includes HR personnel reviewing and screening resumes for leadership experience,
relevant production knowledge, and evidence of effective team management. Optimal
candidates are shortlisted for further evaluation through interviews, leadership or management
skill assessments, and a unique leadership simulation game.
Resume Screening
During the resume screening phase, HR personnel will focus on identifying candidates with a
strong background in production, including specific experiences that demonstrate leadership
capabilities, problem-solving skills, and the ability to manage and improve production
processes.
Interviews
Selected candidates are invited to interviews conducted either in-person or via the online
platform Microsoft Teams. The interview process aims to assess the candidate's leadership
style, understanding of production processes, and ability to drive team performance. Questions
may include:
-How do you describe your leadership style?
-What strategies do you use to motivate and manage your team?
-Describe a challenging situation you faced in a supervisory role and how you resolved it.
-How do you ensure your team meets production targets while maintaining quality standards
-Describe your experience with implementing process improvements in a production setting.
-How do you handle conflicts within your team?

Leadership Simulation Game

As part of the assessment process, candidates may participate in a leadership simulation game
designed to evaluate their decision-making skills, ability to manage resources effectively, and
lead a team under pressure. The game scenarios are based on real production challenges,
requiring the candidate to allocate resources, respond to unexpected production issues, and

30
 manage team dynamics to achieve set goals within a simulated environment. This interactive
assessment provides valuable insights into the candidate's leadership and problem-solving
capabilities in a dynamic setting.

Assessment of Skills Level/Offer Management

Candidates who excel in both the interview and the leadership simulation game,
demonstrating a strong potential for effective team leadership and a thorough understanding of
production processes, may undergo further evaluation or be directly considered for the
position. Successful candidates will then be subject to a background check, and upon
clearance, an offer will be made to officially hire the new production supervisor.

4.3 Employment Law

4.3.1 Legal Background Checks

In the first place, as we stated in the labour markets of the job vacancies (see page 6&7) We are
seeking to recruit workers either local or regional labor markets. This means workers from the
European Union. This leads to an obligation to ask if recruitants have EU passports and belongs
from the European Union. Furthermore, having a work health insurance is strictly necessary
but this will not be asked because it will be provided by CLOutdoor.

4.3.2 Legislation Against Discrimination in Germany and The Netherlands

In the realm of employment, employers are mandated to uphold the princple of equal treatment.
the Equal Treatment Act and other laws on equal treatment employers are obliged to observe
the principle of equal treatment in the employment field. As a result of this obligation employers
must not discriminate against employees.
The Equal Treatment Act states that it is unlawful to discriminate on the grounds of sex, marital
status, race or nationality, sexual orientation, religion or belief and/or political orientation. Other
laws state that it is also unlawful to discriminate on the ground of age, part time /full time or
fixed term status and disability or chronic illness. (Simmons&Simmons, 2016)
In addition, when in the sollicitation process, the company needs to be mindful of what questions
they ask their applicants. Since, the company falls under the scope of the law, it is necesarry to
avoid questions during the interview that would force the applicant to answer questions
regarding the following topics:
− Pregnancy and family planning
− Political affiliation
− Religious faith
− Sexual orientation
− Membership in trade unions

31
Additionally, the applicants are protected by law and are not obliged to answer any questions
regarding the topics above.

4.3.3 German Employment Law

In terms of the German labour law, it is stated that the maximum weekly working time for
employees is 48 hours. The regular daily working time may be extended up to 10 hours, given
that on average 8 hours per working day are not exceeded within a reference period of 6 months
or 24 weeks. An uninterrupted rest period of 11 hours after daily work must be guaranteed.
(L&E Global, 2021)
As for salary, remuneration is determined by mutual agreement. The salary is set forth in the
individual employment contract, either concretely or by reference to a collective bargaining
agreement. However, A statutory minimum wage of 12.41 EUR per hour (updated 2024) applies
to all employees in all sectors of business. (L&E Global, 2021)

4.3.4 Dutch Employment Law

As for The Netherlands, there are many laws concerning employment. The legislation of
working hours and working conditions are stated in the “Arbeidstijdenwet”. The amount of
working hours depends upon the sector of industry and the kind of labour performed. In general,
an employee is only allowed to work a maximum of 12 hours per day, for a maximum of 60
hours per week. Over a period of 4 weeks the maximum number of working hours is 55 per
week. Over a period of 16 weeks the maximum number of working hours is 48 hours per week.
(L&E Global, 2021)
In terms of salary, the principle is that the employer and employee are free to agree to the wages
to which an employee shall be entitled. However, the Act on Minimum Wages and Minimum
Holiday Allowances (in Dutch: Wet minimum loon en minimumvakantiebijslag) contains
certain minimum wages and minimum holiday allowances, which are normally adjusted each
year. As most recently, the Dutch minimum wage is estimated at 13,27 EUR per hour (updated
2024). (L&E Global, 2021)

32
Chapter 5: Onboarding Plan

It is crucial to create an effective onboarding plan to understand the adjustment of new

employees to the work environment, their comfort level with assigned tasks, and whether they
have the necessary resources to perform their job effectively. We have established a detailed
onboarding plan. This plan is divided into five periods: first day, first week, first month, first 6-
months, and first year. These periods cover a series of steps to ease the welcoming of new
employees and ensure their successful integration into our company culture.

5.2 The Evolution of Integration: Guiding New Hires

In this section we provide an overview of the various stages of our onboarding plan ranging
from first day up to first year.
First day:
The main objective as a company is to make the new employee a simple insight of how the
company works, making sure the employees don't feel stressed out, anxious or just having a bit
of unconformity. Furthermore, we hope that the employee gets to know the workers from the
company.
This goals can be met by assigning a worker buddy that will oversee being with him during the
first week at CLOutdoor. This buddy will get him to know all his colleagues. We expect our
employees to embrace and welcome their new colleagues. The first impression can make or
break the relationship of the employee with the company this is why is crucial.
First week:
The main objective in the week for us as a company is first of all to don’t make the employee
feel stressed, despite the fact they will be facing a week of continuous learning, we will make
sure that he does not feel overwhelmed, this can be done by showing the stuff with the time
required and the times needed. On top of that, another objective is to teach the employee the
working culture and show him the tasks he will be realizing in the firm. These goals can be met
by providing a summary of the organization's goals, the workplace culture, and employee
expectations, also encourage the new hires to become familiarized with our work culture.
First month:
In the first month at CLOutdoor, we mainly prioritize easing the new employee’s transition into
their new role and check up to see if they feel overloaded and comfortable in their current
working environment. Additionally, we hope to inspire the employee to get more immersed with
our company mission and our values, while also connecting more with new colleagues. Finally,
we aim to provide ongoing guidance, meaning that we want them to feel free to ask questions
and ask for assistance whenever needed.
First 6-months:
During the first 6 months at CLOutdoor, we focus on accelerating employee autonomy. We
achieve this by introducing independent projects under supervision, allowing our employees to
apply their skills while receiving guidance. Regular evaluations ensure progress tracking and
identify areas for development. This approach fosters confidence and self-reliance. Throughout
this period, we prioritize ongoing support, encouraging questions and participation in training.

33
Our aim is to build a supportive atmosphere where employees feel encouraged to learn and
make valuable contributions to the team. We want to match their tasks with what they hope to
achieve in their careers, helping them grow professionally

Figure .. : CLOutdoor’s onboarding roadmap

34
Chapter 6: Appraisal System and Ethical Code of Conduct

6.1 Appraisal system

Appraisal System
The appraisal system of CLOutdoor is designed to empower employees to represent our
dedication to quality, sustainability and outdoor inspiration. The primary objective of this
system is to maximize each employee's potential by identifying their strengths and addressing
their deficiencies, ensuring they play an essential role in their department and contribute
effectively to our mission and values of sustainable apparel. (Openstax, 2019)

We are committed to using a structured and effective system that evaluates employees based on
their performance in immediate past and while reflecting on learning points and development
opportunities. We hope that by giving detailed feedback to an employee, it enhances the
performance of that employee and potentially can serve as a motivational factor to boost their
strengths and also improve upon areas of feedback. This practice is of high importance, as
according to research conducted by Indeed (2022), effective feedback plays a significant role in
employee development and performance.

Performance appraisal method

To achieve this objective, we have established a structured system detailing specific
performance appraisal methods. The system components are detailed in figure .. below.

Figure. : Framework of the Performance Appraisal System

35
Establishing Performance Standards
To establish performance standards, we begin by defining clear expectations for our new
employees. This process involves analyzing tasks and responsibilities assigned to the employee
and making sure these tasks align with the company’s mission, vision and values. For example,
performance standards include the number of items produced, meeting targets/deadlines, hours
worked (attendance), compliance with company procedures and customer satisfaction metrics.
We also consider industry standards and our organizational objectives, such as sales growth,
brand recognition, and overall firm performance. These benchmarks provide employees with
clear objectives to strive towards and help measure their contributions effectively.

Communicating performance standards

Once performance standards are set, we precisely communicate them to our new employees
through various communication channels such as the company handbook and intranet portals to
ensure mutual understanding of the objectives and expectations.

Measuring employee performance

Once the information has been communicated successfully and the employee has a clear
understanding of their objectives and begins their working process, we then begin to monitor
their performance and progress. The manager of the concerning department plays a key role in
measuring employee performance by providing regular feedback, tracking how well the
employee does in working towards the company’s objectives and values. When assessing
employee performance, we make use of various methods to collect relevant information. This
includes direct oversight and guidance by managers and colleagues, assessing progress reports,
quality control checks, task performance metrics, and contributions to company projects.
In addition, we also consider feedback from peers and customers and make sure that supervisors
have the tools and channels to directly access data for a thorough evaluation of the employee’s
performance.

Comparing performance standards with set standards

Now that we have an understanding of how employees are performing, we can assess whether
they're aligned with our company's values and goals. We evaluate their performance based on
the established standards (step 1) to gain insight into their strengths and areas for improvement.
This process also allows us to offer guidance and support to employees facing challenges.
However, the comparison isn't just about hitting targets; it's about things like teamwork,
creativity, and customer service. By comparing their performance with what we value as a
company, we can see where they're doing well and where they can improve. By this, we hope
to create a culture where everyone feels comfortable and strives to be motivated to reach
company goals while developing themselves.

36
Discussing Appraisals with employees
After comparing the employee's actual performance with our standards, the company will
schedule regular meetings with each employee to discuss their performance in detail. These
meetings are designed to involve the employee actively in the performance appraisal process.
During these discussions, both the manager and the employee will provide feedback and
guidance to help the employee develop their skills. Together, they will assess the employee's
strengths, areas for skill development, and cultural alignment with the organization. This
collaborative approach ensures that the employee's values and norms resonate with those of
the organization, striving for a culture of mutual understanding and growth.
Along with this, we provide employees with an evaluation sheet, where they can reflect on
their experiences and evaluate themselves in various areas. These areas include work
performance, learning and development, collaboration with the team, maintaining work-life
balance, personal growth, and alignment with personal values. The concept of the evaluation
sheet is illustrated in figure .. below.

Figure.: Evaluation sheet for employees * (maybe this should be moved to one of the appendices in the
final report)

37
Implementing appraisal & review
Following the performance discussions, the company will develop an action plan to further
develop the employee’s strengths, align tasks with their career goals, and address any
performance gaps to ensure personal growth.
These action plans include setting SMART goals that outline growth and development
opportunities, along with creating a timeline for progress monitoring. The goals are strived for
in a collaborative effort between the manager of the particular department along with the
employee, with continuous guidance and support from the entire team. This practice not only
focuses on personal growth but also contributes to employee satisfaction and retention.
Overall, by following these steps, CLOutdoor strives to make the performance appraisal process
a win-win situation for both of us as an organization and also for the employees. By evaluating
our employees, it is great practice to find top performers and for the employees it helps them to
upgrade their skills and performance as they get feedback from their own roles (Pockethrms,
2024)

6.2 Code of Conduct

Code of Conduct Template

CLOoutdoor

38
 Core values and principles
• We expect all individuals within the organisation fosters ecology, flexibility, adaptability, creativity,
autonomy and responsibility. These are the organisations primary values.
Professionalism & Conflict resolution
• We support direct communication and friendly resolution of conflicts.
• Asking management for help if needed or for negotiation is available.
• Employees are guaranteed that senior support will be accessible for resolution of disputes at any time
if issues are unable to be resolved independently.
Respect and inclusion
• We promote an atmosphere of respect for one another in which every person is respected and shown
dignity.
• Any form of disrespectful behavior, including discrimination and harassment, will not be accepted.
Integrity and ethics
• Integrity, honesty, and ethical behaviour are the fundamental values of our company.
• Workers must stick by all laws, rules, and corporate guidelines. They must also avoid conflicts of
interest and, when required, protect confidentiality.
Dress code
• There is no specific uniform, but employees are expected to dress formally.
• This may include shirts, sweaters, tailored pants, and suits.
• The use of sweatshirts, sportswear, or tracksuits in the workplace is not permitted unless expressly
allowed for special circumstances or specific events.
Technology and social media usage
• Use company technology and social media professionally.
• Don't share confidential information without authorization.
• Misuse that reflects negatively on the company or compromises security will result in disciplinary
action.
Health and safety
• All employees are expected to follow safety guidelines and procedures.
• Workers should notify their supervisor or the relevant officials as soon as they become aware of any
hazards, accidents, or dangerous conditions.
Reporting mechanisms
• Workers are asked to report any infractions of this code of conduct as well as any worries they may
have regarding inappropriate behaviours, harassment, discrimination, or safety risks.
• Reporting options involve using the company's anonymous reporting channels, communicating with
human resources, or personally contacting a supervisor.

Chapter 7: Retention Plan and Implementation Plan

7.1 Retention Plan

39
At CTLOoutdoor we focus a lot on reducing employee turnover within a company and
retaining key talent. By retaining talented and experienced employees, we achieve the goal of
avoiding or reducing the costs associated with employee turnover, such as loss of knowledge,
decreased productivity, and the expense of recruiting and training new employees. We focus
this plan on implementing strategies and measures to ensure that employees feel valued,
committed and satisfied in their work, which in turn contributes to job stability, productivity
and the overall success of CTLOoutdoor.

Analysis & its importance

At CTLOoutdoor we focus a lot on reducing employee turnover within a company and

retaining key talent. By retaining talented and experienced employees, we achieve the goal of
avoiding or reducing the costs associated with employee turnover, such as loss of knowledge,
decreased productivity, and the expense of recruiting and training new employees. We focus
this plan on implementing strategies and measures to ensure that employees feel valued,
committed and satisfied in their work, which in turn contributes to job stability, productivity
and the overall success of CTLOoutdoor.

It is essential to carry out an analysis prior to the implementation of retention strategies. This
analysis allows us to obtain a detailed view of various key aspects and approaches. For
example, it allows us to evaluate the current employee turnover rate. If this rate is low and
stable, it may not be necessary to design specific strategies to reduce turnover, which
optimizes our resources and efforts. Likewise, the initial analysis helps us identify the main
causes of staff turnover, which will guide us in selecting the most appropriate strategies to
address them. In our retention plan, we address various strategies that cover different aspects.
For example, if we identify that we have a strong work culture but lack incentives, the
analysis will allow us to determine which strategies are priorities and necessary to implement.
This helps us optimize time and resources by focusing on the most effective and relevant
strategies for our specific needs. Once it is clear how vital it is to do the analysis, the analysis
approach per se will be taught:

- Evaluate the current employee turnover rate.

- Identify the main causes of personnel turnover.
- Analyze employees' perceptions of their work, the work environment, development
opportunities and benefits offered by the company.

Retention Strategies

Culture and Work Environment

Foster a positive company culture that promotes teamwork, recognition and open
communication. We will also conduct periodic work environment surveys to identify areas for
improvement and take corrective measures. We will organize social events, team building
activities and celebrations to strengthen camaraderie and employee morale.

Professional Development & Communication and Participation

40
 We will offer professional development opportunities such as training programmes, skills
development courses and mentoring schemes. In personal development there will be a space
for employees' ideas for improvement. We will hold a meeting every 2 or 3 times a month
where possible ideas that employees may have will be discussed; from improving the current
infrastructure to opening another new factory; To get the same employees to give ideas, it
would be necessary to encourage open and transparent communication between management
and employees so that they collaborate in making decisions and solving problems related to
their work and the operation of the company.

Benefits and Compensation

We will offer performance bonuses, monetary incentives and recognition for outstanding
achievements. Making sure they are competitive and attractive to employees. Achieving job
satisfaction and optimizing productivity to the maximum.

Work-Life Balance

Implement work flexibility policies, such as flexible hours, remote work in occasional cases
and a type of parental leave so that there is a period in which you can take care of the children.
We will also provide support and resources to help employees balance their work and personal
responsibilities.

7.2 Action Plan

With T.Ents setting to expand by opening a new production site in Hamburg, it will have to
carry out a multitude of tasks and responsibilities. Therefore, the company has developed a
detailed and structured action plan with a list of activities that need to be conducted. Presented
below, is a detailed action plan addressing the talent management needs for T.Ents expansion,
structured with a SMART (Specific, Measurable, Achievable, Relevant, Time-Bound)
timeline.

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

Develop a Create SWOT Provide Relevant to 01/01/2024

1 Mission Analysis and information to create a HR &
Statement and generate a the public and mutual - 1 day Management
HR Strategy detailed report company understanding
of strength and departments of the
weaknesses company’s
objectives

41
1.1 Establish a Define job Create job Align with 02/01/2024 HR
team of roles and specification workforce
specialist for responsibilities templates needs - 5 days
job
specifications

2 Investigate Establish Organize Developing 01/02/2024 HR

and define detailed cultural organization
organizational comparison of workshops and success and - During the
culture national and training culture year
workplace amongst the
cultures team.

2.1 Define Clearly Ensure the Ensure that 01/02/2024 HR

organizational articulate the values are the
values values that attainable and organizational - 1 ½
guide the match the values are months
organization’s company’s relevant to
actions and culture and the mission,
decisions goals vision and
objectives of
the company

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

2.2 Promoting Develop a Support Ensure that 01/02/2024 HR

culture and clear plan to employees in the promotion
roadmap promote the embracing the of culture -1½
company’s company’s aligns with months
culture and culture and the
roadmap values. company’s
goals and
contribute to
its success.

2.3 Diversity Develop KPI’s Implement Establish a 01/02/2024 HR

management to assess the sustainable quality and
quality and trainings sustainable -1½
sustainability amongst internal months
of the internal employees that environment
environment, align with the
such as values of the
surveys and company.
sustainable
initiatives.

42
3 HR
Job analysis Assess job Review current Ensure job 15/03/2024
requirements job descriptions
descriptions meet needs - 4 days

3.1 Creating job Develop Tailor job Attract 21/03/2024 HR

descriptions detailed job descriptions to qualified
concerning descriptions each role candidates -5 days
relevant
vacancies

3.2 Ensure job Review Update Ensure 29/03/2024 HR

descriptions established job descriptions if descriptions
match the descriptions needed reflect -3 days
company for alignment company
needs and goals
values

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

3.3 Review job Confirm that Revise the job Support 04/04/2024 HR & Legal
postings to job postings postings and diversity in
ensure adhere to make changes recruitment -3 days
compliance relevant if needed. and ensuring
with legal employment equal
requirements laws and opportunities
and prevent regulations.
any form of
discrimination

3.4 Publish job Promote and Target specific Increase 10/04/2024 HR

vacancies on advertise job industry visibility for
relevant postings relevant job -3 days
platforms platforms opportunities

4 Selection Identify Initiate Evaluate 01/05/2024 HR

process potential candidate candidates
candidates screening suitability - 1 month

4.1 Screening Evaluate Assess skills Filter the 02/05/2024 HR

shortlisting candidates and cultural candidates
qualifications alignment applications - 5 days
and that are most
experiences likely to
match

43
4.2 Talent search Search for Attract Ensure 07/05/2024 HR
qualified candidates production
Section: production with team meets - 1 month
production staff production required
skills and staffing levels
experiences

4.3 Talent search Identify Attract Ensure 07/05/2024 HR

suitable candidates effective
Section: candidates for with leadership for - 1 month
managerial managerial managerial company
roles skills and departments
experiences

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

4.4 Perform Assess the Conduct Determine if 01/05/2024 HR

interviews candidates structured the candidate
after finding skills, interviews is suitable for - 1 to 2 days
potential qualifications the company.
candidates and interest

4.5 Assess the Evaluate if the Assess skills Select 04/05/2024 HR &
candidates candidate and cultural candidate that Management
during and performance is alignment fit - 7 days
after the fitting for performance
interviews concerning and cultural
department wise

4.6 Reject Decline Notify Close the 12/05/2024 HR

unsuitable applications candidates positions for
candidates from about the unsuitable - 2 days
candidates that decision candidates
resulted as
unsuitable

4.7 Offer Extend job Negotiate Confirm 15/05/2024 HR

management offers to the terms and acceptance
selected conditions from chosen - 1 to 2 days
candidates candidates

4.8 Select the best Choose the Finalize the Close 18/05/2024 HR
candidate most suitable selection recruitment
candidate for process process - 1 to 2 days
the job

44
4.9 Sign a job Finalize the Confirm Finalize 20/05/2024 Management
contract employment contract and employment
agreements term and arrangements - 1 to 2 days
conditions

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

5 Law Review hiring Ensure legal Prevent legal 22/05/2024 Legal

compliance laws and compliance issues and
check with hiring liabilities - 3 days
regulations regulations

5.1 Legal & Verify Review Ensure 26/05/2024 Legal

background candidate criminal integrity of
checks backgrounds records and the candidate - 2 days
employment
history

5.2 Laws against Review anti- Adjust hiring Ensure fair 29/05/2024 Legal
discrimination discrimination practices to and equal
laws legal standards treatment of - 3 days
if needed candidates

5.3 Dutch & Review and Adapt policies Ensure 02/06/2024 Legal
German understand to law adherence to
employment employment standards if the Dutch and - 3 days
law laws of both needed German
countries employment
laws

6 Onboarding Develop a Help new hires Ensure 06/06/2024 HR

plan well-structured fit into the smooth
onboarding company integration of - 1 year
plan new hires

45
6.1 Pre-boarding Provide Inform new Engage with 07/06/2024 HR
information hires about the new hires
about the company’s before their - 1 day
company culture and start date
values

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

6.2
First day Welcome new Introduce new Establish 01/06/2024 HR
employees on hires to the good and
their first day team and show positive first -1 day
them their impressions
workspace and make
employees
feel at ease

6.3 Arrange Getting to Obtain new Expand the 01/06/2024 HR

meetings know information network of
between the experienced from the new hire - 1 day
new hire and people in the employees and build
experienced work field relationships
employees

6.4 Setting goals Define Discuss career Align 01/06/2024 HR

and objectives expectations path employee
and opportunities efforts with - 1 day
performance the
objectives company’s
mission and
vision

6.5 First week Schedule Introduce new Ensure 01/06/2024 HR

training hires to job guidance and
sessions and responsibilities support for - 1 week
determine the new hires
fitting and make
workload sure they
have a fitting
starting
workload

46
Number Specific Measurable Achievable Relevant Time- Department
of Action Action Action Action Bound
Chapters Action

6.6 Getting Encourage a Introduce the Help the new 01/06/2024 HR

acquainted participating new hire to the hires feel
with the work in company company’s included and - 1 week
culture meetings code of at ease
conduct and
norms

6.7 Provide a Assign Suggest ways Encourage 01/06/2024 HR

small look example tasks to make use of involvement
into tasks and give their skills - 1 week
context

6.8 First month Create Review Support 01/06/2024 HR

feedback progress and ongoing
session and challenges development - 1 month
performance
checks

6.9 Evaluate the Assess the Identify strong Ensure 01/06/2024 HR

employee’s employee’s points and alignment
performance progress and areas of with company - 1 month
and position performance improvement standards and
within the values
company

6.10 First 6- Monitor Recognize Support 01/06/2024 HR

months progress achievements ongoing
regular and and offer development - 6 months
check on guidance on and
employee’s career integration
career goals development

47
Number Specific Measurable Achievable Relevant Time- Department
of Action Action Action Action Bound
Chapters Action

6.11 Gather Collect Address any Improve 01/06/2024 HR

feedback opinions and concerns, customer
from the insights from challenges and interactions - 6 months
employee and the employee suggestions the and
hold regular and aiming for employees satisfaction,
meetings the employee might have create a
to become deeper
fully aware of understanding
their tasks and of company
the company's values and
mission and assign tasks
values with more
responsibility

7 Appraisal Establish Communicate Create a clear 01-07-2024 HR

system performance performance understanding
standards standards of tasks and -Ongoing
expectations

7.1 Measure Monitor Providing Measure the 01-07-2024 HR &

employee progress regular employees Management
performance towards feedback and performance - 7 days
company’s peer and give fair
objectives evaluations and
constructive
feedback for
future
opportunities

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

48
7.2 Compare Assess Check on set Identify 01-07-2024 HR
performance whether they targets and strengths and
with the set are falling benchmarks set areas for -7 days
standards short, keeping for a improvement
track or are determined
exceeding the period of time
set standards

7.3 Discuss and Schedule Provide Discuss 01-07-2024 HR

implement regular guidance to cultural
appraisals meetings help the alignment, -7 days
employee employee’s
develop their feedback
skill levels. from and
values

8 Ethical code Establish core Communicate Ensure 01-06-2024 HR

of conduct values and expectations to adherence to
principles employee’s ethical - 4 days
principles and
values

8.1 Define rules Develop Ensure Maintain a 01-06-2024 HR

and policies procedures compliance to positive and
within the and policies these rules ethical - 4 days
company amongst the working
team environment
01-09-2024
9 Retention Develop a Analyze Identify key HR &
plan structured retention data factors -15 days Management
retention plan and trends influencing
employee
retention and
turnover

Number Specific Measurable Achievable Relevant Time- Department

of Action Action Action Action Bound
Chapters Action

49
9.1 Conduct Collect Identify main Improve 01/09/2024 HR
interviews for feedback from satisfaction employee
job employees on drivers and retention and - 15 days
satisfaction their job spot areas satisfaction
engagement where the
and overall company can
satisfaction improve on to
create more
happiness for
the employee

9.2 Create a Compile the Analyze Develop 01/09/2024 HR &

statistical retention data similar patterns initiatives to Management
overview and feedback improve - Ongoing
employee throughout
retention and the year
keep the key
employees.

Table.. : Action Plan

50
51
Conclusion

To conclude, a well-formulated structure, guided by the work of the human resources department, allows
the establishment of a new line of business. As seen previously, good management of cultural diversity
(and the differences that may arise from it) is considered essential for the prosperity of the new business
plan and its previously established strategy to achieve it. The human resources department must prevent
and impede possible interruptions that arise during this process as a result of these cultural differences.
Furthermore, the strategic decision to establish CLOutdoor near Hamburg demonstrates the company's
foresight and commitment to leveraging regional advantages. With this strategic location, CLOutdoor
can access skilled labour, efficient logistics, and proximity to key markets, providing a strong foundation
for success.
Finally, if the HR department follows through on its plan as set, CLOutdoor has great opportunities to
successfully start production in Germany.

52
53
Reference List

Needs to be APA, if we put all our references here, we can make a big list in the end

https://openstax.org/books/organizational-behavior/pages/8-1-performance-appraisal-systems
https://www.indeed.com/career-advice/career-development/feedback-improves-performance
https://occy.com/blog/the-5-most-wanted-employee-benefits-in-the-manufacturing-industry/
https://www.simmons-simmons.com/en/publications/ck0apmqv8nial0b3642th9ka2/05-discrimination-
and-harassment-in-the-netherlands
https://pwwl.de/wp-content/uploads/2021/05/LEG-Employment-Law-Overview-2021-
2022_Germany.pdf
https://www.dutchlabourlaw.nl/images/publicaties/LEG_MEMO_Netherlands_21.9.20_compressed%
202021-2022.pdf

54
Appendices

Appendix A

Hofstede's cultural dimensions:

Power distance: This dimension refers to what extend the low- status people expect and accept the
fact that the power is unequally distributed within the society or organization. Power distance reflects
the level of stress in a society once this society faced the unknown future (Hofstede, 2011)

Individualism/collectivism: This dimension refers to the integration between individual and primary
groups (Hofstede, 2011).

Uncertainty Avoidance: This dimension refers to dealing with uncertainty and ambiguity. High
uncertainty avoidance means preference for structured situations; therefore, iresults in strong
regulation of behavioral codes, laws, and rules, as well as in accepting dogmatism, that is, a belief in
absolute truth (Hofstede, 2011).

Motivation towards Achievement and success: This dimension reflects the division of emotional
roles between women and men (Hofstede, 2011).

Long term orientation/short term orientation: Long-term orientation is expressed in valuing

perseverance and thrift, ordering relationships by status, and experiencing “shame ». Short-term
orientation is expressed in valuing the past or presence; focus on tradition, consumption, and
generosity; and focus on “face saving” and high national pride (Hofstede, 2011).

Indulgence/restraint: It is reflected in attitudes toward gratification or controlling human needs

related to enjoying life (Hofstede, 2011)

55