ACKNOWLEDGEMENTS Mai Thị Điêp CQ520772 Business English52B Mai Thị Điêp CQ520772 Business English52B NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES ENGLISH FOR BUSINESS DEPARTMENT MAI THI[.]
Rationale of the study
Human resources are the most valuable asset for any company, playing a crucial role in gaining a competitive advantage In a rapidly growing economy, fierce market competition makes a company's success heavily dependent on its human capital Effectively managing and developing human resources is essential for enterprises to maintain a sustainable edge in the competitive landscape.
Human resources play a crucial role in enhancing labor productivity, directly impacting a company's revenue growth Effective management of human capital is essential for business success and economic development Moreover, investing in skilled personnel contributes to the sustainable growth of the national economy (Vivien Martin)
Human resources are essential to the success of all sectors, especially in the complex and technically demanding oil and gas industry Effective management of operations requires continuous monitoring of machinery and precise technical oversight, emphasizing the need for well-trained personnel Flexibility and timeliness are crucial in operational execution, as programmable machinery presents additional challenges To assess and enhance the company's human resource development, this research focuses on evaluating the current training programs at Drilling Mud Joint Stock Corporation (DMC) and providing strategic recommendations for further improvement.
Aim of the study
This research investigates human resource training and development at Drilling Mud Joint Stock Corporation (DMC) from 2011 to 2013, highlighting its strengths and weaknesses Through comprehensive data analysis, the study identifies key factors contributing to the company's drawbacks in HR training and development, providing insights for strategic improvements.
I focused on identifying the negative effects experienced by Drilling Mud Joint Stock Corporation (DMC) as a result of shortcomings in its human resource training and development policy, particularly regarding employee motivation These issues have impacted overall staff engagement and productivity, highlighting the need for strategic improvements in HR practices to foster a more motivated and effective workforce.
I propose some feasible solutions for the company to adjust its human resource training and development policy to increase employees’ training and development as well as revenue in next periods 2014-2016.
This report explores the theoretical foundations of human resource training and development, highlighting the current situation at DMC It also offers strategic measures to enhance the effectiveness of HR training and development programs, aiming to strengthen the company's human capital and support organizational growth.
Scope of the study
The study mainly focuses on the practical situation of training and development atDMC from 2010 to 2013.
Research questions
The research “The study of human resource training and development at Drilling Mud Joint Stock Corporation (DMC)” is implemented to answer these following questions:
• Whether the current training and development meets labor requirements of the company in 2013?
• What are strengths and limitations of human resource training and development? What are reasons of those limitations?
• What should the company do to develop professional human resource?
Methods of the study
This report is based on comprehensive data collection, incorporating both primary and secondary sources Primary data was obtained through an interview with Mr Phảm Văn Quang, head of the Human Resource Development Department, while secondary data was gathered from the company's database, research reports, economist articles, and online resources The research methodology involved analyzing, summarizing, and synthesizing relevant materials and literature to establish a solid theoretical foundation Additionally, charts, tables, and factual data were used to support the analysis By examining this information, the report assesses the current state of human resource training and development at Drilling Mud Joint Stock Corporation (DMC), enabling the identification of feasible solutions to enhance HR development strategies.
INTRODUCTION OF DRILLING MUD JOINT STOCK
The foundation and development history
Drilling Mud Corporation, originally founded as Drilling Mud Company on August 3, 1990, officially transformed into a joint stock company on October 18, 2005, through privatization The company's shares began trading on the Hanoi Stock Exchange under the stock code PVC on November 15, 2007, marking its official entry into the public capital market.
Drilling Mud Joint Stock Corporation (DMC), a member of Vietnam National Oil and Gas Group, specializes in supplying chemicals and technical services for the oil and gas industry Their offerings include drilling fluids, chemical cleaning, environmental remediation, and drilling processing for both domestic and international markets Additionally, DMC provides chemicals essential for oil and gas exploration, transportation, and processing, along with petrochemical products and chemical solutions supporting the national economy.
With the motto to maximize the benefits for customers, DMC has always striven to bring the most valuable products and services to the customer perfectly, confirming the DMC brand.
Through 22 years of development, Drilling Mud Joint Stock Corporation (DMC) has continuously expanded its business activities and provided goods and delivery services to customers in and outside the petroleum industry From only 1 production
- Bentonite drilling oil and gas exploration, according to the standards of the formerSoviet Union, DMC has produced more items; continued market research (mainly oil and gas markets).
Organizational structure
Figure 1.1: Organizational structure of Drilling Mud Joint Stock Corporation
DEPUTY DIRECTOR Board of Management
Department of Accounting and Finance
Department of Administration DEPARTMENT OF SALES
DEPARTMENT OF HUMAN RESOURCE DEVELOPMENT
The Board of Management at Drilling Mud Joint Stock Corporation consists of the Director and two Deputy Directors, with the Director overseeing the company's overall operations The Director reports directly to the General Director and is responsible for implementing strategic tasks across the organization The two Deputy Directors manage specific departments or functions, operating under the direct supervision of the Director to ensure efficient execution of company activities.
The Department of Administration advises the director on overall operational issues, manages clerical tasks, and handles document typing and communication The Department of Plans provides guidance on planning activities, including monthly and quarterly schedules, machinery procurement, and monitoring manufacturing and equipment usage, while also analyzing the oil and gas market The Department of Accounting and Finance oversees financial management by offering advice on payments, financial activities, and preparing financial statements, aiding the director in assessing the company's financial health and future planning The Department of Human Resource Development manages personnel affairs such as higher education, promotion cases, and policy formulation related to appointments The Department of Safety Engineering ensures worker and engineer safety protocols are maintained Additionally, the Departments of Repairing Equipment and Packing are responsible for manufacturing processes within the factory.
Business performance
Drilling Mud Joint Stock Corporation (DMC) is the only enterprise offering drilling fluid and petroleum chemicals to members of PVN The revenue in 2010 increased
215% In 2010, DMC distributed successfully 24,580 tons of polypropylene (50% productivity of Dung Quat polypropylene factory)
Drilling Mud Joint Stock Corporation (DMC), a smaller enterprise within the Vietnam Oil and Gas Group, has achieved remarkable success over the years, with revenues reaching 3,588 billion VND and pre-tax profits hitting 176 billion VND Additionally, DMC contributed significantly to the state budget by paying 214 billion VND in taxes, demonstrating its strong financial performance and vital role in the industry.
Finance - Accounting Department Drilling Mud Joint Stock Corporation)
Drilling Mud Joint Stock Corporation (DMC) has outlined its 2014 plans, targeting a revenue of 3,500 billion VND and a pre-tax profit of 180 billion VND The company also aims to allocate a budget of 173.5 billion VND, reflecting its strategic financial goals for the year.
A company's financial situation significantly impacts its human resource training and development strategies Firms with strong financial standing can invest more in employee training, development programs, and motivational incentives Conversely, companies facing financial difficulties may delay payments and reduce incentives, potentially affecting employee motivation and growth opportunities.
Drilling Mud Joint Stock Corporation maintains specific financial standards that may impact its training and development policies These financial constraints could pose challenges to investing in employee growth and organizational development, as further discussed in the next chapter.
The situation of human resource at Drilling Mud Joint Stock Corporation
Table 1.1: The number of employees of Drilling Mud Joint Stock Corporation in the period 2011-2013
(Source: Administrative Organizational Department of Drilling Mud Joint Stock
In 2013, the total employees have increased compared to the previous year, in particular a decrease of 15 from 2012 and 40 from 2011
1.4.2 Plan of human resource training and development at DMC
Based on the company's future objectives and development plans, DMC is committed to training and developing human resources to ensure they are fully qualified and capable of performing their roles effectively The company has outlined specific strategic goals to enhance workforce skills, support sustainable growth, and achieve excellent performance These initiatives aim to align human resource development with the company's long-term vision, driving innovation and operational excellence to secure a competitive edge in the industry.
- Performing advanced course management skills, communication skills, encouraging all staff fully to participate in the activities of the company.
To meet increasing demand and enhance operational quality, the company is focused on strengthening training programs, implementing staff retraining initiatives, and recruiting new talent These efforts aim to develop highly qualified human resources, ensuring the company's sustainable growth and improved business performance.
The company is committed to enhancing staff competencies through comprehensive training in sales skills, technical expertise, HR knowledge, and knowledge management By addressing the gaps in employee knowledge, the organization aims to improve overall performance and service quality Additionally, the company plans to expand its operational scale by hiring new staff and strengthening training programs to support sustainable growth.
Figure1 2: Target of training and development program of Drilling Mud Joint
DMC's training and development program aims to transform new employees into motivated and committed team members by upgrading unskilled staff to skilled professionals The program focuses on developing potential managers into competent leaders, ensuring a continuous cycle of growth and excellence within the organization Ultimately, it strives to enhance employee skills, boost motivation, and prepare individuals for leadership roles, reinforcing DMC's commitment to organizational success.
GENERAL THEORY OF HUMAN RESOURCE TRAINING
Definition of human resource
Human resources fundamentally refer to the workforce that comprises an organization, business sector, or economy As defined by Gerhart and Milkovich (1992), human resources are the set of individuals who make up a company's staff Understanding human resources is essential for effective organizational management and development.
Human resources are the best important resources to improve development social economy Human resources depend on the limited, but can define in a local, an industry, a business or an organization.
Human resources broadly refer to the quantity and quality of the population within a specific age group capable of participating in economic activities The size of a country's workforce is determined by the number of active participants in the labor market In Vietnam, labor laws specify the working age as from 15 to 60 years for men and women, shaping the scope of the national workforce and influencing economic development.
55 for women The qualities of human resources are education, professional qualifications and health of workers.
Human resources are essential for the success of a business or organization, serving as active participants in organized labor They represent both the quantity and quality of the workforce, directly impacting the organization's productivity and efficiency By aligning employee efforts with organizational goals, human resources help drive the overall success and growth of the organization, emphasizing the importance of effective management and development of personnel.
According to the Human Resource Management curriculum edited by Mr Nguyen Van Diem and Mr Nguyen Ngoc Quan, human resources management in enterprises involves activities such as attracting, developing, utilizing, evaluating, preserving, and maintaining a high-quality workforce The core of human resource management is the comprehensive management of personnel within an organization, focusing on the organization’s treatment and development of its employees to ensure optimal performance and growth.
Definition of training and development
Human resources are the most critical factor for business success, as they determine and enhance other essential elements such as capital, technology, and information (Keenoy, T, 1990) Effective management of human resources is necessary to establish a strong connection between these factors and drive organizational growth Therefore, companies should prioritize training and developing their workforce to maximize human potential and foster overall organizational success.
Training is a vital process of acquiring essential skills and knowledge necessary for specific job roles (Gerhart & Milkovich, 1992) According to human resources management principles, training involves learning activities designed to enable employees to perform their current tasks more effectively Effective training improves employee performance, enhances productivity, and supports organizational success Implementing comprehensive training programs ensures staff are equipped with the relevant competencies to meet job demands efficiently.
Development involves enhancing all aspects of an employee's capabilities Executive development specifically focuses on building the competence and skills necessary for future performance, with an emphasis on achieving long-term organizational goals This strategic approach ensures employees are prepared for future challenges and leadership roles, aligning their growth with the company’s long-term success (Gerhart & Milkovich).
Employee development involves learning opportunities that enable personal growth beyond current job responsibilities, emphasizing activities that support employees' continuous growth and future readiness According to Bernadin, development focuses on activities that foster employees' personal development and forward-looking progress Similarly, Ivancevich highlights that development includes initiatives centered on personal learning to prepare employees for future roles.
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Development for professionals is activities of career development and management development that are implemented by enterprise in order to meet manufacturing requirements and developing orientations.
The necessity of training and developing the human resources
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Training's primary purpose is to induce meaningful change by upgrading existing skills or developing new ones While skill enhancement alone may not fully motivate a workforce, it is a crucial component in achieving an organization’s long-term objectives Effective training programs contribute significantly to building a capable and committed team, supporting organizational growth and success.
Training and developing human resource is all the activities of organizations in order to maintain and improve the quality of human resources in organizations.
Effective training and development of human resources within an organization enhance employees' knowledge, skills, and professional qualifications, leading to improved performance This process encompasses three key activities: training, education, and development Training specifically focuses on activities designed to improve employees' professional skills and competencies relevant to their roles, ensuring they remain competent and capable in their job functions.
Education is a vital process that fosters personal growth and enhances an individual's skills, enabling them to advance beyond their current job It helps individuals develop greater maturity and intelligence, preparing them to take on new roles or careers in the future By acquiring new knowledge and competencies, education empowers people to adapt to changing job markets and transition smoothly into different professions.
Development involves active learning to equip staff with the necessary knowledge and skills for new roles, ensuring they can adapt to organizational changes It prepares employees to meet evolving business needs and supports the organization's future growth Effective development initiatives enable the workforce to effectively take on future responsibilities, fostering long-term organizational success.
Process of human resources training and development
Training is one of the most profitable investments an organization can make.
Effective employee training programs follow a universal four-step process, regardless of industry or business type Developing a successful training plan begins with clear needs assessment to identify skills gaps, followed by designing customized training materials that align with organizational goals Implementing the training involves engaging participants through interactive methods, while evaluation ensures continuous improvement by measuring learning outcomes and effectiveness These four essential steps—needs assessment, design, delivery, and evaluation—are mutually dependent and vital for creating efficient, impactful training programs that drive organizational success.
This step involves identifying activities that justify investing in training, such as analyzing customer comment cards to gather feedback Key indicators for establishing training needs include customer dissatisfaction, low employee morale, decreased productivity, and high turnover rates Conducting this analysis helps organizations pinpoint specific areas where training can effectively improve performance and overall satisfaction.
The objective in establishing a needs analysis is to find out the answers to the followings:
Conducting a thorough training needs analysis is essential for identifying the specific knowledge, skills, and attitudes required to enhance employee performance aligned with company standards Determining the "why," "what," "when," "where," "who," and "how" of training helps organizations design targeted development programs that address actual skill gaps This process serves as the foundation for effective training, with the primary goal of improving both individual and organizational performance Ultimately, establishing a comprehensive needs analysis should always be the first step in any training process to ensure its success and relevance.
STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.
This step focuses on developing clear and concise job descriptions that serve as essential training tools and set the foundation for standardized standards and procedures Once job descriptions are finalized, a comprehensive list of standards and procedures should be created for each responsibility, ensuring consistency and clarity Establishing these guidelines is crucial for effective future training and maintaining operational excellence.
STEP 3: DELIVERING THE TRAINING PROGRAM
This step involves designing and delivering the training program, ensuring effective instruction After selecting your trainers, choosing the appropriate training method is crucial; popular options include one-on-one coaching, on-the-job training, group sessions, seminars, and workshops Implementing the right training technique enhances learning outcomes and employee development.
Before presenting a training session, make sure you have a thorough understanding of the following characteristics of an effective trainer The trainer should have:
- A desire to teach the subject being taught.
- A working knowledge of the subject being taught.
- An ability to motivate participants to “want” to learn.
- A dynamic appearance and good posture.
- A strong passion for their topic.
- A strong compassion towards their participants.
- Appropriate audio/visual equipment to enhance the training session.
For a training program to succeed, a trainer must ensure a controlled environment, effective planning, and the use of diverse training methods Strong communication skills are essential to engage participants and facilitate learning Encouraging active trainee participation further enhances the overall effectiveness and success of the training session.
STEP 4: EVALUATING THE TRAINING PROGRAM
This step is crucial for assessing the effectiveness and profitability of your training program Key evaluation methods include conducting pre- and post-training surveys, analyzing customer comment cards for feedback, and performing a comprehensive cost-benefit analysis to compare expenses against returns Additionally, improvements in customer satisfaction and increased profits serve as vital indicators of the program's success.
An effective evaluation system is essential because assessing training programs is the most crucial step in the training process This evaluation determines the overall effectiveness of the training, providing insights into its success and areas for improvement Implementing a thorough assessment helps ensure that training objectives are met and maximizes return on investment.
Evaluating a training program offers several key benefits, including providing valuable feedback on trainer performance to facilitate continuous improvement It also helps assess the cost-effectiveness of the training, ensuring resources are well invested Additionally, program evaluations serve as an efficient method to measure the overall effectiveness of the training for both employees and the organization, supporting data-driven decision-making.
Evaluating the effectiveness of training programs is a critical step in the development process Without proper evaluation, trainers lack a true understanding of how successful the training has been Incorporating comprehensive assessment methods ensures you can measure learning outcomes and identify areas for improvement Consider implementing evaluation techniques after each training session to gauge participant progress and overall program impact Doing so will provide valuable insights and significantly enhance the success of your training initiatives.
The increasing need for employee training is driven by ongoing business growth and the emergence of new job opportunities Effective training enhances customer satisfaction, boosts employee morale and productivity, and helps reduce turnover amid a highly competitive economic landscape For training initiatives to succeed, they must have strong support from top management as well as middle and supervisory levels A collaborative, organization-wide effort is essential to fully implement and benefit from training programs.
ANLALYSIS HUMAN RESOURCE TRAINING AND
The training and development scale of the company in few years .17 3.2 Analyzing training and developing needs for the human resources of
The company has made completeness and regular developing human resource to improve the quality of human resources.
Table 3.1: Human resource scale of Drilling Mud Joint Stock Corporation
(Source: Drilling Mud Joint Stock Corporation Personnel administration)
Drilling Mud Joint Stock Corporation (DMC) annually conducts comprehensive training and development programs to improve and upgrade the qualifications of all employees In 2013, the company experienced an increase in professional personnel, reflecting its commitment to staff growth, despite a decrease of 32 employees compared to 2012.
Since 2011, our ongoing training and development activities have significantly enhanced staff capacities within the company The reduction in staff attending regular training sessions has also led to a substantial decrease in the training and development budget for DMC, reflecting a more efficient allocation of resources.
Each year, DMC conducts a two-phase recruitment process, conducted at the end of each calendar year and the conclusion of the academic year, to attract graduate students from the university across the country This recruitment effort has significantly expanded DMC’s team, allowing the company to implement new training programs that uphold its rules and regulations Notably, in 2013, the company hired 27 new staff members, providing comprehensive training to ensure they are aligned with DMC’s standards (Source: Drilling Mud Joint Stock Corporation)
Each year, DMC has a certain amount of staff to improve due to many training and development policies of the company.
3.2 Analyzing training and developing needs for the human resources of professionals at Drilling Mud Joint Stock Corporation (DMC)
DMC is using the following systematic approach to identify training and developing needs for employees:
(1) Identify suitable types and quantity for training and development need,
(2) Identify needed job performance skills,
(3) Identify training and development objectives
As the company enters a stable growth phase, its power production is rapidly increasing, leading to higher demand for qualified employees However, the company currently faces a shortage of skilled workers, particularly technical professionals, which poses a challenge to sustaining this growth.
Table 3.2: Labor structure of Drilling Mud Joint Stock Corporation (DMC) in the period 2011 – 2013
(Source: Drilling Mud Joint Stock Corporation (DMC) Personnel administration)
Recruitment efforts have historically prioritized male workers, as they are considered better adapted to the demanding working conditions typical of the gas and oil industry This gender-focused approach aligns with the company's job requirements, emphasizing the belief that male employees are more suitable for the physical and technical demands of the role.
The company is dedicated to recruiting young workers to ensure long-term human resource quality Professionals under 45 years old demonstrate greater ability to acquire knowledge, adapt to new technologies, and have more favorable time conditions compared to other age groups However, the number of professionals under 30 remains relatively low, accounting for only 19.35%, highlighting a need to attract more young talent to meet future workforce demands.
2013 This is the most appropriate age for the job, the age of intelligence,sophistication, logic and especially acumen, flexibility.
3.3 Analyzing the training and development methods at Drilling Mud Joint Stock Corporation (DMC)
Based on training and development needs, the company implements apprenticeship and career development methods, with the technical department responsible for designing tailored training programs Apprenticeship training offers advantages such as training large numbers of employees (286 workers) while providing a comprehensive, systematic theoretical foundation This method is particularly suitable for complex oil and gas job requirements and student internships that impact manufacturing processes The apprenticeship program begins with theoretical learning followed by hands-on practice, involving long-term collaboration with senior skilled workers on-site For middle and high-level professionals, the company adopts the career development approach, facilitating employee rotations to domestic and foreign companies, especially China, to acquire new skills and prepare for higher responsibilities and career advancement within the organization.
Sending employees to foreign companies is highly valued as it enables staff to access the latest technology from advanced countries, fostering innovation and skill development Conversely, apprenticeship training offers a cost-effective and time-efficient solution, making it suitable for companies with limited financial resources and training facilities Both methods are equally effective in terms of practicality, such as applying knowledge and skills to real job scenarios, and they provide comparable levels of understanding and competency.
Analyzing the implementation practice of training and development program
As designed training and development program, company implemented training and developing activities to improve the professional human resources.
Table 3.3: Human resource development scale in the period 2011-2013
New equipment, new software technology training
(Source: Administrative Organizational Department of Drilling Mud Joint Stock
The number of trained and developed employees has steadily increased over the years, reflecting consistent growth in training initiatives In 2011, 153 participants received training, which grew significantly to 286 in 2013, representing a substantial increase of 133 participants This upward trend highlights the organization’s ongoing commitment to employee development and capacity building.
In 2011, 96 participants took part in the company's training programs, demonstrating a strong commitment to employee development The increase in trainee numbers compared to 2012 highlights the company's additional focus on human resources training This growth reflects the company's recognition of training and development as vital drivers of organizational success and long-term growth.
In training programs, nearly 50% of sessions focus on new equipment and software technology, highlighting their importance for employee competency As the company's core activities involve oil and gas manufacturing and trading, specialized training on new equipment and software is essential to ensure staff are proficient and familiar with the operational tools Additionally, all employees, including new hires, participate in annual training sessions to stay updated on the latest equipment and software advancements crucial for optimal performance.
Regular safety training and professional/technical development programs are essential for employee growth Over the years, the number of trained professionals has steadily increased, reflecting the company’s commitment to skill enhancement However, participation rates remain limited, particularly in safety and technical training sessions To ensure employees' technical skills align with current technological standards, the company must prioritize boosting engagement in these critical training programs.
The company annually conducts career advancement training for eligible professionals, although participation remains relatively modest, averaging 11 employees and representing 54% of the total trainees involved in the company's human resource development programs This limited participation is primarily due to the company's three years of operation, which restricts the number of eligible candidates However, in 2013, the number of eligible employees is expected to increase by 33, largely comprising Grade 3/7 to Grade 4/7 and Grade 1/5 to Grade 2/5 employees with at least three years of experience This growth is aligned with the company's ongoing focus on developing qualified personnel for career progression.
Evaluating the efficiency of training and developing program at Drilling Mud
Quantity and quality of training and development results to meet manufacturing requirements of company are shown in the table 5 and 6 below:
Table 3.4: Training results of employees
Quantity % Quantity % Quantity % Trained professionals 153 100 190 100 286 100
(Source: Administrative Organizational Department of Drilling Mud Joint Stock
The table above highlights the annual number of professionals participating in training programs, with the moderately good and good ratings consistently exceeding the average success rate Notably, both the moderately good and good rates experienced an upward trend from 2011 onward, indicating an improvement in training outcomes over the years.
Between 2011 and 2013, the proportion of professionals at a moderate to high skill level initially declined and then increased In 2011, 82.35% of professionals were at a moderately good or good level, but this decreased to 82.11% in 2012 By 2013, the percentage rose significantly to 88.46%, indicating a notable improvement in professional skills over the period.
Overall, all participants achieved strong results, highlighting the effectiveness of the training program To further enhance success, the company should implement measures to promote continuous development and establish policies that limit the proportion of participants with average outcomes, ensuring participant growth post-training Improving teaching methods to increase engagement and enhance participants' learning ability is essential for sustainable progress Additionally, refining the assessment process will provide a more accurate reflection of actual learning outcomes, preventing the focus on superficial achievements.
Table 3.5: Career raising training results
2 Number of passed and raised career participants 15 19 33
3 Proportion of passed and raised career participants
(Source: Administrative Organizational Department of Drilling Mud Joint Stock
Despite a slight increase over three years, the number of eligible employees participating in annual career development training remains low, with 15 participants in 2011, 19 in 2012, and 33 in 2013 The primary reason is that most potential participants are young and lack sufficient experience to engage in career advancement programs To improve participation rates, companies should consider targeting a broader age range and providing tailored training opportunities for early-career employees.
From 2011 to 2013, the high success rate of career advancement participants reaching 100% demonstrates the company's strong commitment to employee development The company consistently organizes two dedicated training courses annually, allowing employees time to review and practice Despite challenges such as budget cuts and production delays, DMC prioritized both the quantity and quality of human resource development, with notable achievements in training efforts Training needs are strategically identified based on leadership directives, aligned with the company's growth stages Leadership actively oversees the development of tailored training programs, ensuring human resource development remains focused and competitive The training development plan undergoes a thorough review and approval process by managers, reflecting the company's emphasis on its human resources as a key asset Training methods encompass both on-the-job and off-the-job approaches, providing systematic learning opportunities Additionally, the company offers overseas training programs for capable employees, with transparent budgeting for each course to facilitate effective review, evaluation, and selection.
Our human resources training and development programs have swiftly responded to urgent industry needs, ensuring comprehensive coverage for all employees across the company These initiatives have significantly enhanced the quality of our workforce, leading to a consistent increase in the number of highly skilled employees over the years This ongoing development underscores our commitment to building a capable and competitive team.
Evaluating limitations in human resources training and development at
Besides the achievements mentioned above, there are some limitations in human resources training development that need to be remedied in the next period:
The company currently lacks a formal human resource development policy and strategy, despite having a human development component within its HR plan To ensure sustainable and effective human resource development, the company must establish comprehensive long-term strategies These strategies will provide a clear framework for consistent growth and stability, enabling the creation of targeted short-term plans that align with overall organizational goals.
The company's management training and development initiatives are constrained by employees' limited ability to create effective training plans Although the company provides and implements training programs, the processes surrounding inspection, schedule management, and training quality lack thoroughness and appear superficial This hampers the overall effectiveness of management activity development within the organization.
The performance appraisal process is incomplete due to the absence of a dedicated department responsible for evaluation Consequently, performance assessments are primarily based on the subjective judgments of managers and leaders, which may impact objectivity and fairness in the appraisal process.
The capacity of planners and human resource development employees is limited due to a lack of professional activities and minimal engagement with new planning, implementation, monitoring, and evaluation methods.
Secondly, the fund for development activities was invested but was still small and weak.
Thirdly, information quality for development activities is not high; infrastructure for information gathering activities is limited.
Lastly, training quality of Vietnam education is still insufficient Even if engineers that are specialized in technique, they still have to be retrained to meet the requirements of job.
RECOMMENDATIONS TO HUMAN RESOURCE
Improving training and development management activities in company
Drilling Mud Joint Stock Corporation currently lacks a dedicated training procedure, relying solely on existing company policies, which may hinder staff engagement and innovation To enhance employee development and boost organizational performance, it is essential to establish a comprehensive training procedure tailored for DMC staff in the upcoming years Implementing a structured training framework will improve staff motivation, foster creativity, and ensure continuous skill development aligned with the company's growth objectives.
4.1.1 Clearly define the training and developing needs.
Properly identifying training needs helps companies reduce training costs by avoiding unnecessary time and labor spent on ineffective courses It is essential to focus on training that equips staff to adapt to continuous technological advancements, ensuring they stay current and competitive Addressing these needs allows businesses to shift from outdated practices and gain a competitive edge in both domestic and international markets.
To ensure high-quality training and development, specialized HR personnel must collaborate with department heads to accurately assess the company's training needs This assessment should align with organizational analysis, strategic goals, and development strategies while securing leadership and managerial support Additionally, needs evaluation must be connected to thorough job and personal analyses to ensure targeted and effective employee development initiatives.
To effectively assess training needs, the HR department must first understand the company's development plan, including its strategic goals and growth initiatives Identifying the company's objectives helps align training strategies with overall business needs Additionally, clearly defining training objectives ensures that employee development efforts are targeted and measurable, supporting the organization’s long-term success.
Step 2: Determine the distance of performance results
Clearly identify gaps in the performance results will determine who complete work well, who do not fulfill Standard performance results - the actual performance results = gap on the performance result.
Step 3: Detect cause of the gap or opportunity
Gaps in employee performance often stem from a lack of knowledge and skills, such as employees not knowing how to perform their tasks effectively Additionally, dissatisfaction with organizational opportunities, including low motivation and unreasonable workload, can also impact performance As a result, employees may possess the necessary skills but still struggle to complete their work successfully.
Step 4: Provide options to solve problems
HR department provides solutions based on detected causes, such as:
Effective employee development combines off-job training, ongoing feedback, increased practice opportunities, and on-the-job training to enhance skills Simplifying tasks and providing support help employees perform more efficiently, while strategies like job rotation can broaden experience If training proves ineffective, terminating labor contracts may be necessary to maintain overall productivity and organizational growth.
- Building strategic planning, organizational restructuring,implementing performance management, encouraging spirit and matter, building effective team
Step 5: Determine the importance and priority order for the training and development needs
Evaluating training and development needs is essential for the company's growth, aligning with organizational goals such as improving service quality and operational efficiency It involves identifying target subjects by considering current realities and restrictions, ensuring training is relevant and practical Additionally, analyzing job descriptions helps pinpoint specific skill gaps, while assessing the urgency of training needs ensures timely interventions that support seamless business operations This comprehensive approach enables companies to strategically develop their workforce, driving sustainable success.
- A training and development need is seen as important as it has a big impact and if not implemented, it causes substantial consequences Meanwhile urgent training needs require immediate implementation
- Sort priority order of identified needs
Step 6: Choose the best solution
HR departments must carefully evaluate the impact of various solutions on costs, benefits, and resource availability to identify the most economically efficient option This analysis ensures optimal decision-making by balancing financial considerations with organizational needs Following this assessment, it is essential to prepare a comprehensive report detailing training requirements to support the implementation of the selected solution and enhance overall workforce capabilities.
4.1.2 Improving the training and development activity design
Human resource development planning in DMC is currently developed and executed by the HR department using traditional methods, which lack scientific rigor To enhance effectiveness, the company must innovate both the content and methods of HR development planning Adopting modern, data-driven approaches will enable DMC to implement human resource strategies more efficiently and effectively, ensuring better alignment with organizational goals.
Effective training planning requires a comprehensive table with nine essential columns: order number, training program name, specific development objectives, target participants, expected implementation timeline, course duration, methods of training and development, funding sources, and responsible parties for implementation This structured approach ensures clarity and organization, facilitating successful training delivery Incorporating these key elements optimizes resource allocation and enhances training effectiveness, ultimately supporting organizational growth and employee development.
The article emphasizes the importance of clearly defining training and development goals for each course and program to ensure targeted skill enhancement It highlights the necessity of establishing specific objectives for training initiatives, aligning them with organizational needs The selection of appropriate training methods is crucial; reasons for choosing particular approaches should be based on their effectiveness and relevance to learner needs The article also underscores the role of qualified lecturers and the use of diverse resources—such as technological tools and educational materials—in successfully executing training plans Overall, a comprehensive plan includes setting clear goals, selecting suitable methodologies, and leveraging skilled instructors and resources to achieve optimal training outcomes.
Choosing training and development methods should be based on:
- Training and development objectives: Each training and development objective will have the suitable training and development method
- Training and development subjects: Depending on qualification and the perception of training / development subject to choose suitable training and development method.
Allocating an adequate budget significantly influences the implementation of training and development strategies With sufficient funds, companies should invest in high-quality training content by inviting industry experts or sending employees and leaders to attend specialized courses Conversely, limited budgets necessitate leveraging on-the-job training methods, utilizing existing resources within the organization to effectively develop employee skills.
Lecturers and instructors play a crucial role in determining the effectiveness of training methods Companies may struggle to implement on-the-job training if they lack skilled employees or direct supervisors who can serve as tutors Additionally, when products or services are highly unique, organizations face challenges in selecting suitable external lecturers to deliver effective training.
4.1.3 Improving the organization and implementation of training and development
Implementing the training plan is a crucial next step after designing it, requiring flexible training methods to adapt to various circumstances Ensuring the training activities are effectively carried out depends on selecting appropriate and adaptable training methodologies Flexibility in training approaches helps create optimal conditions for successful implementation and enhances overall development outcomes.
Division in charge of training and development needs to coordinate with the calendar and location (if sending employees other places) and create necessary conditions for them to train effectively.
This department should identify and select organizations and individuals offering training and development services to ensure the most suitable training providers are contracted Additionally, it must collaborate with lecturers to develop training programs aligned with specified learning objectives, ensuring effective and targeted skill enhancement.
Time and location must be scrutinized to the employee’s ability of fully attending in the class; infrastructure and training facilities have been fully utilized, lecturer’s time has been ensured
- Time and location must be scrutinized to the employee’s ability of fully attending in the class; infrastructure and training facilities have been fully utilized, lecturer’s time has been ensured
Training location must be at somewhere that has relatively ideal conditions such as convenient transportation, healthy environment, quiet, full of wind and light etc
Improving the performance appraisal
It means management by objectives and the performance is rated against the achievement of objectives stated by the management MBO process goes as under:
- Establish goals and desired outcomes for each subordinate
- Comparison of actual goals with goals attained by the employee
- Establish new goals and new strategies for goals not achieved in previous year.
Employee potential appraisals focus on assessing future performance rather than past achievements, utilizing in-depth interviews, psychological tests, supervisor discussions, and review of other evaluations These assessments emphasize employees' emotional, intellectual, motivational, and personal traits that influence their performance Although this approach can be time-consuming and costly, it is especially valuable for identifying high-potential young employees The effectiveness of these appraisals largely depends on the expertise and skill of the psychologists conducting the evaluations.
An assessment center focuses on observing candidates' behaviors through a series of exercises such as in-basket tasks, work groups, computer simulations, and role-playing, which mimic actual job requirements It evaluates key attributes including assertiveness, persuasive and communication skills, planning and organizational abilities, self-confidence, resistance to stress, energy levels, decision-making, sensitivity to others' feelings, administrative skills, creativity, and mental alertness When well-designed, assessment centers provide more accurate predictions of future job performance and career progression compared to other evaluation methods They are valued for their high reliability, content validity, and predictive power, ensuring the right candidates are selected or promoted, and clearly establishing criteria for employment decisions.
In today's fast-paced technological advancements, individuals must adapt their needs to stay aligned with global trends, while enterprises play a crucial role in supporting self-improvement and organizational success Drilling Mud Joint Stock Corporation continuously enhances its capabilities across various sectors to meet the increasing global demands, focusing on comprehensive human resource training and development to drive sustainable growth.
Drilling Mud Joint Stock Corporation boasts a youthful, skilled, and highly qualified workforce, positioning it for continued growth To keep pace with technological advancements and industry trends, the company prioritizes ongoing training and development programs By implementing strategic human resource development policies, Drilling Mud Corporation aims to enhance employee skills, maximize their potential, and drive sustainable growth.
During my internship at Drilling Mud Joint Stock Corporation, I analyzed the company's training and development policies, employee satisfaction, motivation, and performance from 2011 to 2013 This research aimed to evaluate the strengths and weaknesses of their training initiatives and their impact on employee effectiveness and overall business efficiency Based on the real operations of the company, I recommended practical measures to enhance training and development practices from 2014 to 2016, focusing on performance appraisal and management activities Implementing these feasible suggestions can help the company improve employee development, boost productivity, and increase turnover in the upcoming period.
ThS Nguyễn Vâm Điền và PGS.TS Nguyễn Ngọc Quân, từ trường Đại học Kinh tế Quốc dân, đã biên soạn "Giáo trình Quản trị nhân lực" vào năm 2005, dưới sự xuất bản của Nhà xuất bản Lao động xã hội tại Hà Nội, cung cấp kiến thức chuyên sâu về quản trị nhân sự cho sinh viên và nhà quản lý.
2 Nguyễn Hữu Thân (2004) Quản trị nhân sự, 424, NXB Thống kê, Hà Nội
1 Tổng công ty dung dịch khoan và hóa phẩm dầu khí- CTCP, Báo cáo công tác tuyển dụng và đào tạo nhân lực (2011 – 2013), Hà Nội.
2 Tổng công ty dung dịch khoan và hóa phẩm dầu khí- CTCP, Báo cáo thường niên
1 Robert L.Mathis- John H.Jackson (2010), Human Resource Management, South- Western Cengage Learning
2 Susan E.Jackson, Ranadall S.Schuler, Steve Wener (2008), managing human resources, Cengage Learning
3 Vivien Martin (2006), Managing Projects in Human Resources, Training and Development, Kogan Page Publishers
4 Keenoy, T, 1990, quoted from Redman T, Wilkinson A, 2001, ContemporaryHuman Resource Management, Prentice Hall.
5 Porter L.W, Bigley G.A, Steers R.M, 2003, Motivation and Work Behavior, Seventh Edition, McGraw-Hill
6 Mondy R Wayne, Robert M Noe, Shane R Premeaux (1999) Human Resources Management, Prentice-Hall Publisher, London.
7 Gerhart, B., Milkovich, G T., & Murray, B (1992) Pay, performance, and participation, Cornell University, School of Industrial and Labor Relations, Center for Advanced Human Resource Studies.
8 Joseph Cardinal Bernardin (1986) Training and development.
9 John Ivancevich (2009) Human Resources Management, Irwin/McGraw-Hill.
1 URL: http://www.dmc.com.vn/
2 URL: http://www.luanvannhansu.net/
3 URL: http://www.studymode.com/
4 URL: http://www.tailieu.vn/
For Mr Phạm Văn Quang, Head of Department of Human resource Development
1 In your opinion as the Head of Department of human resource development, what are the reasons leading to some shortcomings in the company’s training and development policy?
2 Whether the current training and development meets labor requirements of the company in 2014?
3 What are strengths and limitations of human resource training and development?
4 On behalf of an employee in Drilling Mud Joint Stock Corporation, what further benefits and services do you want to receive from company? For Ms Nguyễn Thị Hà, Officer of Department of human resource development
5 How many training method does the company apply for the employees?
6 On behalf of an employee in Drilling Mud Joint Stock Corporation, what further benefits and services do you want to receive from company?
II The results of interview
1 In your opinion as the Head of Department of human resource development, what are the reasons leading to some shortcomings in the company’s training and development policy?
Mr Văn highlights that the capacity of planners and human resource development employees is limited due to a lack of professional activities and minimal exposure to new planning, monitoring, and evaluation methods Additionally, development funding remains insufficient and underfunded, hindering progress Furthermore, the quality of information related to development activities is subpar, compounded by inadequate infrastructure for data collection and information gathering.