Personnel ManagementFinal Report

Company: ABS-CBN

Submitted to:Mr. Raymond Paderna

Submitted by:Avisado, Lei Megan

Lastimosa, Areeya Ysabel G.Valera, Cyrus

Villadolid, Martin Alfonso B.

K32

MANPERS FINAL PAPER : ABS-CBNHR Manager: Ms. Ma Fe San Pedro

1. Background of the Company 1.1 Brief HistoryABS-CBN History

James "Jim" Lindenberg, an ex-GI and electronics engineer who, in June 1946, put up a radio equipment assembly company called the Bolinao Electronics Corporation (BEC). After three years in business, Lindenberg realized that growth in the broadcast industry was content, not hardware. Consequently on November 1949, the company shifted to radio broadcasting.

It was a natural evolution. We were making transmitters so decided to go to broadcasting. Why not?"

On November 23, 1949, BEC opened its first radio station, from a rented barn in Little Baguio, San Juan using a wire suspended between two tall mango trees as the radio tower.

Despite its humble beginnings, DZBC became very successful. The radio station was doing so well that by the early 1950s, BEC wanted to take the next step: television. Lindenberg knew he needed a partner for this ambitious endeavor and he wanted Antonio "Tony" Quirino onboard. Tony, the brother of then President Elpidio Quirino, bought into Bolinao in 1951 and renamed it Alto Broadcasting System or ABS (Alto was a contraction of Quirino's first name and Aleli, his wife.

Tony Quirino was the driving force who put the pieces of the TV puzzle together. He was able to do this despite the fact that the country had no TV sets, no shows and no transmitter. Despite the lack of resources he forged ahead and managed to assemble enough capital and equipment for a TV station. He also made arrangements with a Chinese businessman to import 300 TV sets to the Philippines.

By July 1953, the ABS tower was put up in San Juan. ABS began test broadcasts by September of the same year. Three months later, Philippine TV was on its way, second only to Japan in Asia. One of the very first broadcasts was of a party in Tony Quirino's home in San Juan.

In 1955, the Lopez Group ventured into the broadcasting business. Don Eugenio Lopez Sr. established the Chronicle Broadcasting Network and his son, Eugenio "Geny" Lopez Jr., was appointed to manage the business.

After the first broadcast in 1953, ABS was burdened by substantial debt, low marketing penetration and political pressures. The only way to save ABS, according to Jim Lindenberg, was to find someone to buy it. Thus, on February 24, 1957, Tony Quirino sold ABS to Don Eugenio Lopez, Sr., the famed tycoon who then merged it with his Chronicle Broadcasting Network (CBN).

The merged companies would eventually be known as ABS-CBN , the Philippines' largest network. By the mid-1960's, under the leadership of Kapitan Geny, the network was the ruling industry, both in radio and TV.

ABS-CBN dominated the airwaves with DZXL and DZAQ Radyo Patrol but it was in TV that the network truly shined. ABS-CBN was the first in the country to do color TV broadcast, satellite feed and videotape, among other breakthroughs.

In December 1968, ABS-CBN opened its Broadcast Center in Quezon City. It was the most advanced facility of its kind in Asia. TV networks from Japan, Thailand and Australia sent their people to ABS-CBN to be trained. The company truly set the standard for TV in the Philippines and the entire Asia.

Channel 2 had the top TV stars and all the top shows such as: Buhay Artista, An Evening with Pilita, The Nida-Nestor Show, Stop, Look and Listen, Oras ng Ligaya, Tawag ng Tanghalan, Student Canteen, Ariel Con Tina, and Si Tatang Kasi. By the early 1970s, the TV station second to Channel 2 was its sister station, Channel 4. Together, the two stations had over 80% of the TV audience.

We were shut down by Martial Law in 1972. Martial Law brought the network's golden age to a screening halt. At midnight on September 20, 1972, Metrocom troopers entered the compound and shut it down. Geny Lopez was arrested on trumped-up charges and held without a trial for five years.

The network was taken over by presidential crony Roberto Benedicto. With their professional home gone, the ABS-CBN family scattered to other jobs and other networks. The network fell silent for 14 long years.

Even during the years of ABS-CBN hibernation, its dominance was still there, albeit hidden. By and large, the top talents, executives and programmers of the other networks were still ABS-CBN-bred. This included people like Dolphy, Freddie Garcia, Nida Blanca, Johnny Manahan, Vilma Santos, Nora Aunor, and Ading Fernando.

With the People Power Revolution in 1986, the long hibernation of the network ended and the reclamation of ABS-CBN was on the way. The fraudulent results of the 1986 snap elections drove people to revolt against the Marcos government and at 10 AM on February 24, 1986, rebel soldiers attacked and took over the ABS-CBN Broadcast Center. By 1 pm, a crew of former ABS-CBN talents put the station back on air. Director Johnny Manahan put together a panel that told millions how the EDSA drama was unfolding and soon, ABS-CBN was back at the helm of its rightful owners. On March 1, 1986, Geny Lopez came back to Manila after nine years of exile in San Francisco to reclaim and rebuild what had been lost.

On September 15, 1986, ABS-CBN TV went back on air. Cash was low and resources stretched to the limit. By late 1986, the network was faltering, ranking last among the five stations and suffering heavy losses. Geny Lopez conceded that drastic measures had to be taken. He then brought in programming whiz and ABS-CBN veteran Freddie Garcia and set him loose to work his magic touch.

ABS-CBN was able to break new ground with news. TV Patrol went on air on March 2, 1987 and soon, the 6 PM news show anchored by Noli de Castro was pulling more than half the evening audience. By September 1987, ABS-CBN TV had gone from dead last in the ratings to number two in total audience share. By early 1988, the then highest-rating shows were from ABS-CBN; The Sharon Cuneta Show, Loveli-Ness, and Palibhasa Lalake.

In 1988, Geny Lopez decided to take a risk by shifting ABS-CBN to broadcasting via satellite. By doing so, the country would be able to watch the same program simultaneously. Geny Lopez knew that satellite broadcasting was not cheap, but it was a risk he was willing to take. The satellite broadcasts were a resounding success and this further strengthened the network's hold on the top spot. By 1990, ABS-CBN had recovered and had become an integral part of Filipino viewers' lives.

From 1987 to 1992, ABS-CBN News and Current Affairs had made it reputation by providing news and information to the Filipino people through TV Patrol, The World Tonight, Magandang Gabi Bayan, and PEP Talk. These shows were made and aired with relatively small resources. For the first 5 or 6 years after 1986, ABS-CBN made those profits on a shoestring budget, with old and bulky equipment. On December 23, 1992, ABS-CBN launched Home Along Da Riles. At this time soaps such as Mara Clara, Mula sa Puso and Esperanza were born. In time, the new teleserye strategy spawned more hits like Pangako sa 'Yo, Kay Tagal Ka Nang Hinintay, Marina, Sa Dulo ng Walang Hanggan, and Basta't Kasama Kita. From 1986 to 1996, ABS-CBN assembled all the elements of a great news division: cadre of star anchors, large corps of trained reporters, hit shows, cutting-edge technology, news-gathering capability all over the archipelago, and much more.

On June 28, 1999, Geny Lopez passed away from cancer, but his vision continues to animate the network he left behind. In 2000, of the top 20 programs, the first 19 belonged to ABS-CBN. In 2001, the network took a firm hold of the game show market with the innovative "Game Ka Na Ba?"

After enjoying a period of success, the company found itself confronted with a new obstacle. Due to the decline in airtime revenues and increased costs, ABS-CBN reported a net loss for the first quarter of 2005 -- a first in the network's history. To regain profitability, the management implemented a recovery plan involving a review of core and non-core processes (including manpower complement) in an effort to determine the optimum resources needed to support the business.

Having streamlined the functions within the organization and having introduced new shows in 2005 (such as the phenomenal reality -- TV Pinoy Big Brother), ABS-CBN began to rebuild its strength in primetime and to close the gap with its leading competitor. The company was slowly recovering from the net loss it experienced in 2005.

And for a network that was trying to get back up on its feet, nothing could prepare it for the tragedy that struck the following year. On February 4, 2006, an unexpected stampede broke out at the Ultra stadium in Pasig City where thousands gathered to participate in the first anniversary of Wowowee. Hundreds of people were injured and 71 lives were lost from the devastating incident.

Inspired to continue the dreams of the lives lost in the accident, 71 Dreams Foundation was created, with Fr. Carmelo "Tito" Caluag as officer-in-charge for rehabilitation. Even after the dawn of the new millennium, ABS-CBN's dominance remained, with hits like Home Along Da Riles, Pangako Sa 'Yo, Maalala Mo Kaya, Magandang Gabi Bayan, Game KNB? and many others. ABS-CBN is truly the national network, with transmissions reaching 97% of all households in the country.

In March 2008, Ms. Charo Santos-Concio became the fifth president of ABS-CBN and the first woman to hold this position.

1.2 Organizational Structure

The Human Resource Manager of ABS-CBN, miss Ma. Fe San Pedro, acknowledges that they do follow a certain organizational structure in their company, but was disheartened to say that they cannot provide the researchers the following information.

1.3 List and Description of Products/Services

The Company is primarily involved in television and radio broadcasting, as well as in the production of television and radio programming for domestic and international audiences and other related businesses. ABS-CBN produces a wide variety of engaging, world-class entertainment programs in multiple genres and balanced, credible news programs that are aired on free-to-air television. The Company is also one of the leading radio broadcasters, operating eighteen radio stations throughout the key cities of the Philippines. ABS-CBN provides news and entertainment programming for nine channels on cable TV and operates the country’s largest cable TV service provider. The Company also owns the leading cinema and music production and distribution outfits in the country, It brings its content to worldwide audiences via cable, satellite, online and mobile.

Building on their core strength in content creation While everything around them changes – the technology, the production process, the medium used to access their content – their core ability to create quality content that touch, inspire and empower their viewers must remain constant. We will continue building on our core strength of content creation.

Anytime, anywhere, in any device or medium As their audiences demand greater control over how and when they will consume their content, they ensure their continued relevance by distributing their content in the widest array of platforms that technology will allow. Their audiences will be able to reach them anytime at any place in any medium.

The list of products is as follows:

Free TV and Radio

Digital TV ( Yey, Cinemo, Videoke Ch)

Cable Channels ( Balls, Lifestyle, CinemaOne, Myx, Jeepney, ANC,

Teleradyo, Hero)

Magazines (Metro brands, Food, Barbie, Working Mom, Vault, Chalk,

Star Studio)

Movies (Star Cinema Films, SkyLight, Video,)

Music – (MOR 101.1 and regional FM stations), Star Records, Music

Servicing, Star Songs

Licensing

Online and Apps (e.g. iwantv, pasahero)

Cargo (Global)

Remittance (Global's EMPI)

Communication (ABS Mobile/ Global)

Cable Distribution (Sky)

Broadband (Sky)

Voice Services (Sky)

Home Shopping (ACJO)

Edutainment Center (Kidzania by 2015)

Events ( Concerts, Mall Shows, etc)

2. Key Human Resource Management Policies

2.1 Fair Employment Practices 2.1.1 Equal Employment Opportunity

Equal employment opportunities are provided by the company through, first by looking for internal talents for promotion before tapping external talents. Regarding external applicants, they hire on the basis of competencies that are directly relevant to the position available.

2.1.2 Sexual Harassment

The company wilfully adheres to the Republic Act on Sexual Harassment and provide the proper administrative and juridical proceedings regarding the matter.

2.2 Recruitment 2.2.1 Sourcing of Applicants

The company source their applicants through various methods. Through job portals, executive search, social media, trad media, job fairs, school partnerships, referrals, etc. They stated, all are necessary depending on the position that is vacant.

2.2.2 Screening & Selection ProcessThe screening and selection process of their applicants first undergo different tests focusing on their general knowledge of the industry and proper work ethics. After the test, they undergo a series of interviews, and when they pass, the applicants are finally screened through job simulation. Example would be, for graphic designers for the special effects of movies, teleseryes, and et cetera, they are given a task that they have to accomplish.

2.3 Training & Development 2.3.1 Training Methods

Note: The training function is under the ABS-CBN University.

ABS-CBN adapts a 70/20/10 learning and development philosophy wherein learning is not only to the classroom. It is a combination of 70 %

experiential activities (e.g. leading a project) , 20% relationship/ partnering activities (e.g. job shadowing, coaching and mentoring sessions) and 10 % classroom and e-learning training.

2.3.2 Performance Appraisal System

The company follows Management By Objectives (MBO) and other General Competencies as their performance appraisal system.

2.3.3 Career Development

ABS-CBN supports the employee’s individual development plans from two processes –

1) The Performance Management Cycle, and

2) Succession Planning which is supported by its Succession Planning Program

2.4 Compensation Administration 2.4.1 Salary/Wage Structure

The company bases their salaries and wages based on their rank and competencies. Meaning, by rank, the higher your position is the higher you pay, and competencies, is based on the individuals performance and contributions to the company.

2.4.2 Supplementary Compensation

Miss San Pedro, acknowledges they the company do provides supplementary compensation, like performance bonuses, 13th month pays, and other allowances. Examples of allowances include, transportation and living allowances.

2.5 Occupational Safety & Health

The company institutes a comprehensive health and safety standards as prescribed by law and in addition they provide health and insurance coverage for all their employees. They also have health and wellness programs year round.

2.6 Labour Relations 2.6.1 Employee Discipline

The company mainly provided that employees discipline is instilled by following the company’s values and through their code of conduct. The researchers, sadly, were not able to acquire a copy of the companies hand book.

2.6.2 Grievance Management

There is an established standard process for grievances. ABS-CBN also espouses open communication across all levels.

2.6.3 Union-Management Relations

Miss San Pedro reported to the researchers that the company has a long and good standing relationship with their unions and provided no further comment regarding the matter.

3. Strategic Role of the Human Resource Department

Human Resource & Organizational Development is a strategic partner of the line. They contribute to and support corporate strategies and integrate HR Initiatives with business plans. Among the strategic activities are talent management, learning and development, providing the right metrics and analytics, performance management, etc.

Conclusion: