Solutions to improve human resources training at vtc digital company

1 EXECUTIVE SUMMARY Training human resources is very important activities to maintain and improvethe quality of human resources in the development of business services at VTCDigital comp

NATIONAL ECONOMICS UNIVERSITY

NEU BUSINESS SCHOOL

BUSINESS SCHOOL

Solutions to improve human resources

training at VTC Digital Company

Bachelor of Business Adminitration in English (E-BBA) Thesis

Student : SAI THI HUONG LY Class : E - BBA 4A

Student ID: 11122421 Supervisor: Dr TRAN THI MINH HUONG

Hanoi - 2016

This thesis was completed as the very last requirement of Bachelor ofBusiness Administration in English (E-BBA program), Business School, andNational Economics University

Firstly, I would like to express my sincere thanks to all lectures of NEUBusiness School and associates, who have equipped me with a lot of valuableknowledge and skills for my life Especially I am deeply indebted to my supervisor– Dr Tran Thi Minh Huong for her immense practical help during the wholeprocess of my thesis work Thanks for your guidance and knowledge which are ofgreat help for the work

Secondly, I also would like to say thank sincerely to VTC Company forgiving me the permission to commence this thesis in the first place and allowing me

to the gather as many data and information as possible for my thesis Theirfeedbacks and interview answers on my survey are highly appreciated since I find itimportant and necessary for me to complete my work effectively

Finally, I would like to express my appreciation to my family, my classmatesand my friends who always supported and were beside me during my study

Sai Thi Huong LyHanoi, January 2016

TABLE OF CONTENTS

ACKNOWLEDGEMENT

LIST OF FIRGUE

LIST OF TABLE

EXECUTIVE SUMMARY

CHAPTER 1: INTRODUCTION 1

1.1 Rationale 1

1.2 Research objectives 2

1.3 Research questions 2

1.4 Research methodology 3

1.4.1 Research process 3

1.4.2 Data collection 3

1.4.3 Data analysis 4

1.5 Research scope 4

1.5.1 Geographical scope 4

1.5.2 Subject scope 4

1.5.3 Time scope 4

1.6 Research structure 4

CHAPTER 2: THEORETICAL BACKGROUND ON HUMAN RESOURCE TRAINING 5

2.1 Overview of human resource training 5

2.1.1 Concept of human resource training 5

2.1.2 Role of human resource training 7

2.2 Human resource training process 8

2.2.1 Establishing a needs analysis .9

2.2.2 Developing training programs and manuals .11

2.2.3 Deliver the training program .14

2.2.4 Evaluate the training program .15

2.3 Factors affecting human resource training 18

2.3.1 Internal factors 18

2.3.2 External factors 19

CHAPTER 3: HUMAN RESOURCE TRAINING AT VTC DIGITAL 20

3.1 Overview of VTC Digital 20

3.1.1 History of VTC Digital 20

3.1.2 Organizational structure 22

3.1.3 Features of VTC Digital influence the training of human resources .23

3.1.4 Quality of VTC’s Human Resource 30

3.2 Assessment of human resource training at VTC 34

3.2.1 Training needs assessment 34

3.2.2 Training Design: 37

3.2.3 Training Implementation 51

3.2.4 Post-training Evaluation 53

3.3 Assessment of human resources training at VTC 55

3.2.1 Assessment of the factors affecting the training and resource development workforce at the company: 55

3.3.2 Achievement 56

3.2.3 Shortcoming and reasons 57

CHAPTER 4: SOLUTIONS TO IMPROVE HUMAN RESOURCE TRAINING AT VTC 61

4.1 Development orientation of VTC 61

4.2 Solutions to improve human resource training at VTC 65

4.2.1 Improving the training of human resources 65

4.2.2 Improving the quality of HR Department’s Employees 71

4.2.3 Completing the the regulations and policies related to training of company 72

4.2.4 Some other solutions in order to improve the training of human resources in companies VTC Digital 73

CONCLUSION 74

REFERENCES 75

Appendix 1 Survey questionares for employees 76

Appendix 2: Interview questions for managers 79

LIST OF FIRGUE

Figure 1.1: The process of conducting research 3

Figure 2.1: The process of HR trainning 8

Figure 3.1: TV signal receiver/decoder device 21

Figure 3.2: Organizational Chart at VTC Digital 22

Figure 3.3: The percentage of employees by department at VTC Digital 25

Figure 3.4: Statistical descriptive of Age 27

Figure 3.5: Statistical descriptive of Gender 29

Figure 3.6: Educational background of employees at VTC 30

Figure 3.7: Statistical descriptive of english levels 32

Figure 3.8: Training design process at VTC 38

Figure 3.9: Participation Selecting Policy 41

Figure 3.10: Teaching Quality 48

Firgue 3.11: Encourage Trainning Policy 52

Figure 3.12: Training Program Quality 54

Figure 3.13: The results of the employee training company Digital VTC 2014 55

LIST OF TABLE

Table 3.1: Revenue based on packages 23

Table 3.2: The employee’s ages at VTC 26

Table 3.3: The gender of employees at VTC Digital 28

Table 3.4: Educational level of employees by positions at VTC 31

Table 3.5: Computer skills of employees at VTC 33

Table 3.6: Training demand for marketing and sales campaign in 2014 35

Table 3.7: Summing up the situation employees recruitment at VTC 35

Table 3.8: The training needs developing markets in 2014 36

Table 3.9: The training needs of VTC ( 2013-2015) 37

Table 3.10: Mean of employees satisfaction on participation selection policies 40

Table 3.11: Training programs for general staff and technical staff 2014 42

Table 3.12: Training programs for management employees in 2014 43

Table 3.13: Scale training follow the training methods( 2013-2015) 44

Table 3.14: Mean of employee’s satisfaction on training methods and contents 45

Table 3.15: Statistics of teacher training programs implemented by the company .47 Table 3.16: Mean of employees evaluation on teaching quality 47

Table 3.17: Training funds and the use of funds in the company 49

Table 3.18: The use of funds under the legal training of company training VTC 2014 50

Table 3.19: Mean of employees satisfaction on encourage training policies 51

Table 3.20: Mean of employees evaluation on training program quality 53

1 EXECUTIVE SUMMARY

Training human resources is very important activities to maintain and improvethe quality of human resources in the development of business services at VTCDigital company, is a precondition to economic efficiency in business and creatingconditions apply its technical advances in the management and implementation ofthe business plan At the same time, meet the needs, aspirations and maximizecreativity staff, professional staff make their engagement with the company.Asbusinesses in the service sector, as well as other businesses, VTC Online is facingvery difficult situation in the investment of qualified staff, appropriate for corporatedevelopment VTC stated that, one of the most important prerequisites for growingcompanies, is beyond available resources, companies need to have the humanresources to assume the key position, able to steer and develop company

After a period of practice in company VTC , I noticed one of the factors thatdetermine success in business and production activities of the company is thequality of human resources So along with understanding the general activities, they

go deep into the baseline study for the training of human resources in companies

On the basis of an assessment of the advantages and the problems still exist, theyoffer a number of measures to contribute to improve the training of humanresources in companies

The theme is based on the method of data collection is The data were collected

as the syllabus Employees Management, Human Resource Management is taught inthe university sector in Business Administration, Human Resource Management;documents on employees, human resources management on the Internet, books and the primary information and secondary concerning employees administrationgathered at VTC Digital Company

Methods of analysis, synthesis: study books, professional journals, reports onthe status of human resources Statistical methods and statistical analysis: statistics,detailed analysis based on actual data at VTC Digital company, the policy wasimplemented from 2013 to date, found the limitations so that as a basis for

proposing measures to complete the construction of model solutions to improve thequality of employees resources in the company.

During an internship at the company, the author has found company VTCexist - No clearly defined needs and who need training

- No remuneration policies encourage employees to attend the trainingprogram So not attract many participants training

- Long-term training plan of the company is limited and unclear so often in thepassive when there are volatile changes in production and business

- After the training is still an object of less-skilled employeess, does not meetthe requirements many drawbacks in the process of training employees

Since then, the author has proposed some solutions to improve the quality oftraining of company employees:

   + Improving the identification of needs for training and human resourcedevelopment

   + Training objectives must be built specifically and clearly

   + Improving training programs, diversity training methods develop humanresources

   + Select objects with appropriate training and objectivity

+ Choosing qualified teachers

   + To mobilize additional financial resources for the training program

   + To complete the evaluation of the results and effectiveness of the training

CHAPTER 1 INTRODUCTION

1.1 Rationale

Vietnam officially joins the WTO marks a new development period - theperiod of comprehensive integration into the world economy That has createdopportunities as well as unprecedented challenges for Vietnam enterprises tosurvive and grow in the fiercely competitive market It requires enterprises toVietnam need a dynamic, creative and seize business opportunities andcontinuously improving quality product To achieve that businesses need to promoteall resources, including the need to focus on human resources - the most importantresource in an organization

For although our country is a country with abundant human resources, butmost are not trained, qualified skills are limited So in economies increasingly fiercecompetition, science and technology are making progress every day, every hour;Businessregardless of the career training of a team of human resources with highquality and use of human resources was the most effective way

Training of human resources is very important activities to maintain andimprove the quality of human resources in developing business services companyVTC Digital shares, is conditionaldecisions to economic efficiency in the business,enabling voltage its technical advances in the management and implementation ofthe business plan At the same time, meet the needs, aspirations andmaximizecreativity staff, professional staff, creating the mountbunch of them withcompanies

As well as other businesses, VTC Digital is facing very difficult situation inthe investment of qualified staff, appropriate to the development of company VTCstated that, one of the most important prerequisites for growing companies, isbeyond available resources, companies need to have the human resources to assumethe key position, able to steer companies

In the market economy today, all resources are limited so a company thatwants to create a competitive advantage in the market, the human element of thecompany plays an important role Therefore, all organizations, all focused on thetraining of its human resources in order to improve knowledge and skills foremployees contribute to increase profits and market competition Given the factthat, in time to be practicing at VTC Company i decided to choose the topic “Solutions to improve Human Resources Tranning at VTC Digital Company” Fromthe study of the problems exist in the training of human resources, I wish to proposesome useful solutions aimed at improving the human resource trainning process,creating competitiveness for companies operating in the global economy.

1.2 Research objectives

Based on problem statement above, research objectives will be:

 Overall objective: offering complete solutions in training of human

resources at VTC Digital company, giving the company a workforce withprofessional qualifications

 Specific objectives:

 To determine the factors affecting HR training

 Clarifying the rationale system of training of human resources in business

 Analyze and evaluate the status of training of human resources in companiesVTC Digital

 Analyze the cause exists and give some solutions in order to improve thetraining of human resources in the company

1.3 Research questions

Then, research questions will be:

 What are the factors affecting directly HR training at VTC ?

 What is the status of HR training at VTC?

 What are possible solutions to improve HR training at VTC?

as the syllabus Employees Management, Management, Human resource is taught at

Identify research objectives

Data Collection

Analyze the Human Resource training

at VTC

Proposes solutions to improve human resource training at VTC Digital

Company

universities in Management, Business, Human Resource Management; documents

on employees, employees administrationt,t he internet, books

The primary information and the secondary related to human resourcesmanagement in the Company collected VTC Digital :

 Secondary Information: Company’s documents from HR Department andother departments, reports and

 Primary Information: From surveys and interview with Director, VicePresident and head managers of departments

1.4.3 Data analysis

The research methods used in the thesis are:

- Methodology document reasoning through

- Methods to collect, analyze, compare, compare

- Methods inductive, deductive

2) Chapter 2: Theoretical background on human resource training

3) Chapter 3: Human resource training at VTC

4) Chapter 4: Solutions to improve human resource training at VTC

CHAPTER 2 THEORETICAL BACKGROUND ON HUMAN RESOURCE TRAINING

2.1 Overview of human resource training

2.1.1 Concept of human resource training

Human resource management (HRM) has been growing as prominent factor inboth of academic and business levels and it has been becoming one of competitiveadvantage of the firms in current business environment (Mishra and Akman, 2010)

It is accepted that HRM is strategic drivers of the firms due to it helps top managers

to map corporate strategies into business strategies so that successes are ensuredduring implementation process (Decenzo and Robins, 2009; Greengard, 2001) Topmanagers of the firms today also recognizes that adequate attention on HRM willhelp them to unlock hidden values such as higher working efficiency, productivityand customer satisfactions (Ulrich, 1997)

According to Landy (1985), training is defined as the set of activities that help

to improve the employees’ capabilities and performances On the other hand,training plays critical role in shaping the performances of the employees bystrengthening their working attitudes and behaviors to get the jobs done in rightmVors (Patrick, 2000) This context enables the requirement of differentiatingbetween training since these two terms are often used interchangeably (Mathiew,1991; TVonbaum et al., 1991) Some researchers pointed to the fact that training isoften applied in order to improve the skills of the employees in short term while thedevelopment is often applied to improve the employees’ capabilities in long termcontext (Obisi, 1996; Steinmetz &Lawrenc, 1996) In another words, the trainingrefers to set of initiatives that allows the companies to improve currentperformances of their employees but development plays critical roles in improvingfuture performances and progress (Miller, 2006)

In another context, it should be necessary to explore the role of training to theemployees’ satisfaction According to Owens (2006), the training is importantfactor that leads to higher employees’ satisfaction or lower turnover rate Indeed,Melymuka (2000) conducted the survey on the sample of 575 employees who were

working like Information Technology experts and this researcher identified that themost reason for their job distress was lack of training programs as they demanded.Blum and Kaplan (2000) also carried the survey with 271 professionals in MNCsorganization and they found that training was most explanatory factor the led to thejob satisfaction or job dissatisfaction Rowden and Conine (2003) asserted thatmany employees today required the training in order to enrich their workingcapabilities so that they could accomplish assigned tasks at higher quality

Although there were studies to reflect the effectiveness of adequate training tothe employees’ satisfaction, there were also findings that reflected the contrast Forexample, Tansky and Cohen (2001) identified that training was more associatedwith the results of employees’ satisfaction (i.e job turnover rate, and productivity)rather than this factor itself

Understanding of training and training quality in education context can beobtained through satisfaction of trainers or human resource training satisfaction.Swanson and Holton III (2001) stated that human resource training satisfaction wasone part of a wider concept namely employee satisfaction It means that when theemployees feel satisfaction to the firms’ contexts, they will impact and decide astrong performing firm Generally, nothing is more fundamental to generatingfeelings of satisfaction and engagement than providing the employees opportunitiesfor professional development Employee development training programs offer thosedevelopmental opportunities, but many companies don’t have the time, expertise orbudget to coordinate first-class, relevant instruction and learning programs It alsorefers to the fact that the firms can evaluate their training program through howtheir employees feel satisfy with the training program Thus, the definition ofhuman resource training could be explained through the definition of employeesatisfaction Locke (1969, pp137) emphasized employee satisfaction as “pleasurable

or positive emotional state resulting from an appraisal of one’s job or jobexperiences.”

O.C (2010) stated that human resource training satisfaction was considered asthe benchmark for the effectiveness and usefulness of already offered trainingprograms The German Socio-Economic Panel Study (2011) reported that employee

satisfaction was outcome by further training Along with the finding of GermanSocio-Economic Panel Study (2011), the author paid attention on the findings ofClark and Oswald (1996) of which these author provided the equation to measureemployee satisfaction through training based on four variables namely income,working hour, individual characteristics, and training participation Hence, theauthor sensed that, in accordant with employee satisfaction definition, humanresource training satisfaction was the level of satisfaction of the employees in anorganization towards their received training programs

2.1.2 Role of human resource training

Human resource training plays a very important role in every organization, itcontributes to meet the needs of function of both organization and employees in theorganization Training is to meet the work requirements or in other words, to meetthe needs of existing of each organization Society today is changing quickly,especially with the development of science and technology Therefore, the demandsincreasingly put on the survival of the organization

Especially, today businesses are applying a broad and thorough application ofscience and technology It is the reason that makes the role of training indispensable

in helping organizations to meet that demand

Training is one of the strategic solutions to improve the competitiveness oforganizations in market economies This is inevitable if an organization wants toimprove competitiveness and its position in the market

Today, the application of science and technology are essential requirementsfor the organization, and the application of science and technology in business canonly be implemented if the current human resource is qualified The employeesforce can only be developed through the process of training both in schools andinside organization so that they can meet the arising demands Training helpsimprove productivity, enhance job performance Trained employees can do theirjobs more quickly with more initiatives As a result, training increases bothproductivity and job performance efficiency

Efficiency improvement of work will contribute to reduce the supervision ofthe organization, so as to reduce pressure on employees Both employees and

organizations benefit because employees are more autonomy in their work andorganization has opportunities to reduce manpower in surveillance apparatus andtransfer the redundant to the jobs that require more employees force Trainingenables organizations have the opportunity to enhance their stability and dynamics.The stability of the organization is determined by many factors in which humanresource is the most influential one Because human resource causes other factors tooperate smoothly, the organization can avoid obstacles and create stability.

Training human resources not only enhance the performance of theorganization but also meet the needs of learning, improvement of their employees.This is the inevitable demands of employees to improve their value and position inorganizations as well as in society This leads to improvement of material andspiritual life of the employees in the organization

2.2 Human resource training process

The HR training process is devided to 4 steps

Figure 2.1: The process of HR trainning

Source: HRWale.com

To plan a training program in order to support human resources functions in

an organizational several steps that involves evaluating the need, designing thematerials to support human resource professionals, developing the training program,implementing the program and assessing the impact of the program on departmentaloperational metrics

2.2.1 Establishing a needs analysis.

This step identifies activities to justify an investment for training Thetechniques necessary for the data collection are surveys, observations, interviews,and customer comment cards Several examples of an analysis outlining specifictraining needs are customer dissatisfaction, low morale, low productivity, and highturnover

The objective in establishing a needs analysis is to find out the answers to thefollowing questions:

- “Why” is training needed?

- “What” type of training is needed?

- “When” is the training needed?

- “Where” is the training needed?

- “Who” needs the training? and "Who" will conduct the training?

- “How” will the training be performed?

By determining training needs, an organization can decide what specificknowledge, skills, and attitudes are needed to improve the employee’s performance

in accordance with the company’s standards

The needs analysis is the starting point for all training The primary objective

of all training is to improve individual and organizational performance Establishing

a needs analysis is, and should always be the first step of the training process, toanalyze company's human resources department operations, observe humanresources professionals conducting day-to-day activities and conduct surveys todetermine the type of tasks the HR department employees need the most help indeveloping expertise

2.2.1.1 Establishments identified training needs

a) Job Analysis

Job analysis is the process of collecting the data and evaluate systematicallythe important information related to the specific work of the organization in order toclarify the nature of each job

Job analysis ensures that the result is: the scope of work, the job thuchienstandards, the requirements of the work for the implementation

From the job description we have the full information about the tasks,responsibilities, working conditions and issues related to a specific job Based onthat to determine training needs for employees with particular skill or expertise,legal, economic and social ; educational attitudes to employees can undertaketheir tasks

Since the requirement of work for the implementation, we see the gap betweenthe requirements of the job with the actual ability of the employees, whichidentified the additional skills needed for employees

From the job criteria, we assess the degree of completion of the work of theemployees, see the strengths and weaknesses of them, from which appropriatetraining plan to promote the strengths and limitations of the weakness

b) Human Resource Planning

Human resource planning is the process of evaluating, determining thedemand for human resources to meet the business goals of the organization andconstruction employees plan to meet those needs

Organizations formed on the manpower needs of the business in the future aswell as the ability to provide manpower, to ensure that businesses have thenecessary staff at the time needed to successfully complete the goals of thatbusiness

c) Review work performed

Review job performance evaluation is understood as the systematic andformal work on the implementation of standards dongvoi employee jobperformance has been built and discuss the evaluations with employees

Assessment conducted to know the degree of completion of work of eachemployee, thus training plans to equip themnhung knowledge and skills to helpimprove the job performance of the last ho.Thong assess the work done we cancheck the correctness of the decision of training and development, which giventhere adjust accordingly

2.2.1.2 Identifying training goals

Is determined to achieve the results of the training activities

- The objectives must be clear, specific to improving the efficiency ofproduction and business of enterprises based on the criteria of profitability, sales,marketing, organizational structure but now launched

- The objectives given to serve for the evaluation process of trainingdevelopment of human resources

- Must be attached directly to the training needs

- From the identified objectives of the business, the training officer will nowdiscuss, consider and develop training programs as well as the selection ofappropriate training methods for all types employees in the enterprise

2.2.2 Developing training programs and manuals.

This step establishes the development of current job descriptions and standards

and procedures, designing training program by listing learning objectives andcreating a content outline, validate assumptions by reviewing design ideas withmembers of the HR organization and obtain sponsorship from executive leadership

to ensure program aligns with strategic goals Job descriptions should be clear andconcise and may serve as a major training tool for the identification of guidelines.Once the job description is completed, a complete list of standards and proceduresshould be established from each responsibility outlined in the job description Thiswill standardize the necessary guidelines for any future training

2.2.2.1 Selecting objects to training

Selection of trainees are selected for training specific person, based on:

- Look at the needs and motivations of employees trained

- Effects of training for employees

- Job prospects for each person

        The selection of people for training to ensure proper training to people whoneed training, that is to choose the right person ability and aspiration to study toavoid training the wrong audience, causing loss of time and unnecessary costs

In doing so, enterprises need to study and determine the needs of the employees,analyze the effects of training and development for employees as well as theircareer prospects based on the personnel file and the job performance of theemployee to perform select suitable trainees

2.2.2.2 Develop training programs and selecting training methods

 Develop training programs

The training program is a system which consists of courses and lessons need

to be taught, to see the knowledge and skills that should be taught and teach howlong On that basis, choose the appropriate training methods Training programsmust be built very particular about: the number of courses, the courses will beprovided in the program, some lessons, lessons of each course, the cost per subject,per information, the means necessary for programs such as: curriculum, materials,equipment,

The training program is built on the basis of training needs and training

objectives were identified Then business will be based on the specific situation onthe financial capacity, the facilities to select training methods accordingly.

 Selecting training methods

Training methods have a lot of different ways and each method has its ownpros and cons, to suit each type of object in each condition, the specificcircumstances Therefore, enterprises should choose the method that best suitstraining programs to provide the highest efficiency for businesses

2.2.2.3 Selection of teachers for training

May be based on programs and training methods to select teachers from manydifferent sources accordingly The power to choose teachers can be:

• Power in Organizations: Includes those who qualified, skilled professionals

or managers directly This source has the advantage of cost savings, the teachersand learners have understood each other, and police training programs with morerealistic Restrict the ability to communicate is not high, interrupted the work ofteachers

• Sources of external organizations: Including the teachers in the centers,training organizations, universities, colleges The advantage of this source ishighly specialized, able to impart good knowledge, a number of plans to choose.The downside is the high cost, many school teachers and when not reallyunderstand each other in the matter, educators sometimes knowledge is not realistic

So after selection by the teacher, the training, the training and guidance for them tounderstand the object and aim of training is extremely necessary, ensure that theyperform their tasks better

2.2.2.4 Estimated cost of training

The actual cost for the training and development of human resources in theenterprise, including financial costs and opportunity costs.Financial costs are realcosts that businesses have to pay for the program

Training includes: the cost of teaching and learning facilities, costs fortraining, costs for learners, course management costs

Group the opportunity costs include benefits overlooked when investing in the

training and when employees go to school However, the opportunity cost isdifficult to determine and calculate the relative So now usually only calculated forthe financial costs.

Estimated cost of training is of great significance for the training anddevelopment of human resources so that funding can build to suit the businesssituation of enterprises

2.2.3 Deliver the training program.

This step is responsible for the instruction and delivery of the trainingprogram, to develop training materials including presentations, classdepartmentexercises and study guides, prepare a list of references and resources Publish these

to a company intranet page and communicate its availability through newsletter orsocial media technology After that professionals must create a list of industryInternet links of tip and techniques

Once you have designated your trainers, the training technique must bedecided One-on-one training, on-the-job training, group training, seminars, andworkshops are the most popular methods

Before presenting a training session, make sure you have a thoroughunderstanding of the following characteristics of an effective trainer The trainershould have:

- A desire to teach the subject being taught

- A working knowledge of the subject being taught

- 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 be successful, the trainer should be conscious ofseveral essential elements, including a controlled environment, good planning, theuse of various training methods, good communication skills, and traineeparticipation

2.2.4 Evaluate the training program.

The last step is to execute training program by communicating its availability

to all employees in HR department to ensure compliance to company policies andprocedures as well state, federal and local regulations Develop the trainingmandatory for new employees and provide seminars on specific changes for moreexperienced employees Last step is to evaluate training program effectivenessthrough performing follow-up interviews, surveys, focus groups and operationalanalysis

Companies get competitive advantage from training Training program helpremove performance deficiencies in employee, making employees stay long,minimized accidents, and fulfills future employee needs

To summarize, human resource management conducts training to improve theperformance of employees through a learning process by which employees developspecific skill and gain knowledge to do better and generate profit Training involvesall activities from new employee orientation to leadership training for seasonedemployees Hamblin stated that training is necessary to acquire useful response onthe outcome of training program and to evaluate the value of the training with suchfeedback (1974) Previously, training programs were criticized because they did notprovide proper feedback of training Some organizations have limited number ofmanagers who are given training to develop skill on particular area and evaluatorsare not employed to judge performance of employees trained in specific skill When

an employee who undertakes training program, he is confident and motivated to usehis talent through these program then training programs are functional fororganization as well as the employees Training is necessary for job success It canlead to higher production, fewer mistakes, greater job satisfaction and lowerturnover These benefits accrue to both the trainee and the organization, if managersunderstand the principles behind the training process Training has vital role in theoverall triumph of an organization

Holton et al (2000) denoted that the employees in an organization would bemore satisfied with the training through proper teaching and learning activities The

reason of this relationship was reflected through the fact that training was design tohelp the employees to shape up their competencies in their daily workings Hence,the employees were more likely satisfy with the training programs if they perceivethat the training program was designed and delivered in such a way that maximizesthe trainee’s ability to transfer the training to the job (Holton, 1996; 2005).

The methods for evaluating training programs include:

2.2.4.1 Reviewed by reaction of students

Students as a person directly involved in the training will form a number ofcomments, attitudes and opinions about the course of human resource development.These reactions can be considered as a basis for evaluating the effectiveness oftraining They have an interest in training programs not? training content haspractically no? All this information can be collected based on direct interviewsurvey or questionnaire However this method encountered obstacles that oftenbring answers of individual subjectivity

2.2.4.2 Assessed learning outcomes

Can evaluate training programs through the knowledge that students acquired

by organizing tests for students after each course The assessment results shownthrough scores that students achieve.However this result does not ensure thatstudents will apply what they have learned into practice later work

2.2.4.3 Reviewed by acts of employees

The purpose of the training is to enhance the ability to perform the work ofemployees The knowledge and skills that students have been through the trainingcan be applied to actual work or not It is important criterion in the evaluation oftraining effectiveness The evaluator should observe the changing behavior ofemployees after training (shift work attitude, skill proficiency in operations, theability to solve problems ), analyze the substitution This change, to see if it is due

to be trained or not

2.2.4.4 Review the results of the work

Review the process of training and development through the work results arecommon assessment methods Through the results of the work can evaluate the

process of training and development can achieve the objectives and outcomes setout earlier or not Analysis results can work comparable benefits cost money fortraining and development

2.2.4.5 Evaluate the effectiveness of training

The essence of effective evaluation is to compare the results obtained aftertraining with training costs to determine the economic efficiency of the technicalemployees or professional staff Wants to assess the economic efficiency of trainingrequired data and documentation necessary for training costs and the benefitsobtained from their educational training methods, each type of training

To assess the criteria required The evaluation criteria can be appliedseparately for the technical training of employees as well as for the training ofprofessional personnel, for each course (short term, long term) for each trainingmethod The following criteria commonly used to evaluate the effectiveness oftraining:

 Cost per 1 person / course

Can the cost of training a technical employees training method of formalschooling, or the next business class or training methods at the workplace Likewisealso the cost of training a professional staff

The cost of training a technical employees including teacher's salaries (theoryand practice); management costs; infrastructure costs Costs trained technicalemployees is different because depending on the length of the course; trainingmethods and training quality Assume the same time, the quality of training isequivalent training method that has lower cost means higher economic efficiency

 Product quality or the quality of work completed after training

Product quality or the quality of work completed after training more often thanbefore to participate in training Effective training can be determined by comparingthem

2.3 Factors affecting human resource training

2.3.1 Internal factors

2.3.1.1 Objectives and strategy of the company:

In certain stages, production and business strategy is concretized by the HRstrategy consistent with the production plan Based on human resource planning,training plan development of human resources will be deployed to meet the needsand fulfill the objectives set out

2.3.1.2 Current workforce of the enterprise:

Accurately assess the real power and potential of the employees force nowsignificant cuadoanh enormous for training plan Based on comparative basis withthe current situation of human resource requirements setting from which to see thedifference between the ability of employees to meet the requirements of the job and,

in terms of quantity, quality and structure If the quality of employees can not meetthe demand for training is extremely necessary

2.3.1.3 The views of administrators:

Depending on the perspective and his leadership style, managers can makestrategic staffing and training plans differ in the various business organizations Ifadministrators appreciate the work of employees in the enterprise, the administratorwill have to decide, plan training made to suit the requirements of the job with theultimate goal is to win the high performance in business

2.3.1.4 Funding for training

Financial strength of businesses stronger the investment funds for moretraining, training development as conditional implemented effectively However,limited financial resources make it difficult in choosing the method of training, thetrainees, the training courses will be charged at cost to which many if not efficient

2.3.1.5 Facilities, techniques and technologies:

 Conditions infrastructure and technology huge influence to the training ofhuman resources in the enterprise Because the condition facilities and technologiesensure the training carried out effectively

2.3.2 External factors

2.3.2.1 Economic environment, politics:

Economic environment, political influence on training of human resources ofthe enterprise As the economy developed, stable political environment, theemployees often have large training needs and the training was not significantlyaffected

2.3.2.2.The development of science, technology:

Science as modern technology advanced, proficiency requirements ofemployees must be raised in order to master the operation, process technologygeneration while performing viec.Vi now need to equip , updates the latestknowledge, progress for our workforce to enable them to adapt to new productiontechnology, to meet the requirements of the job

2.3.2.3 Market and competitors:

Broad market, goods sold, sales increased, profits increased gradually since itwill determine the funding source deductions on training funds Today in the marketeconomy, the competition took place in all sectors

2.3.2.4 State's policy on training

This factor also impacts on the training to develop human resources The state'spolicy could hinder or create favorable conditions for the training of humanresources development in enterprises

CHAPTER 3 HUMAN RESOURCE TRAINING AT VTC DIGITAL

3.1 Overview of VTC Digital

3.1.1 History of VTC Digital

Vietnam Television Service Company (VTC Digital) is a subsidiary of VTCMultimedia Corporation which headquarters is located in Hanoi City The companywas formed through the merger of Center of Digital Television (CDT),Telecommunication and Television Services Company Limited – VTC and theSouthern branch of VTC Corporation by VTC Corporation’s decision No 117/QĐ-VTC on 20th March, 2013 The company has over 120 employees, 1 head officeand 2 main representative offices in the Central and South of Vietnam along with 10show department national wide

The company is providing three services:

 Pay television service (accounting for 80% of revenue): Main customersinclude individuals or households who own at least 1 television with thedemand for pay television

 Broadcast service (15% of revenue): Main customers are local televisionstations and other media companies who want to buy channels/air timeprovided by VTC Digital

 Vietnam Media Hub (VMH) (5% of revenue): Main customers are localtelevision and media companies, which have demand on content storage andsharing

Vietnam Television Service Company provide PayTV service over satellitetransmission To watch TV channel aired by VTC Digital, customer need to buy 01receiver and all required accessory and pay monthly subscription free

TV signal receiver/decoder device

Figure 3.1: TV signal receiver/decoder device

Source : VTC Digital

Product Price: at the start time on year 2009, receiver device was priced at

$180, but now it is only $55 This is considered reasonable for most of consumers

Distribution Channel: the company distributes this devices through a

network of distributors and agents (electronic stores/super markets) and throughshowdepartment located in major cities in Vietnam

Monthly Fee: At this time, VTC Digital provide 4 packages of TV channels

with different subscription fee for each packages and customer can choose one ormore package:

 HD Package: $5/month

 SD Package: $3/month

 HTV Package: $1/month

 VTC Cab Package: $1.5/month

VTC Digital’s Major Resources

As the direct subsidiary of VTC Corporation, VTC Digital has inherited anumber of benefits from the parent company such as:

VTC has strong experiences: 25 years of deploying and distributing TV and radioequipment 10 years in the television services business

 VTC pioneered in digital television in Vietnam: the digital terrestrialtelevision was deployed in 2000 And the deployment of digital satellite TVwas completed in 2008.

 VTC has a system of modern equipment and devices along with strong workforce of passionate, innovative employees

 VTC has a strong marketing and communication force whom ability andinfluences have been proved

 VTC has a nationwide distribution network

 VTC has professional and 24/7 warranty and customer services

 VTC is one of the organizations specifically assigned by the Government inthe mission to digitize terrestrial television system in Vietnam until 2020

 VTC has a diversified product portfolio, which makes it different from otherpay TV providers VTC Digital can benefit from this by offering a number ofvalue- added services to make its products range more competitive

3.1.2 Organizational structure

Figure 3.2: Organizational Chart at VTC Digital

Source: VTC Report HR Department

3.1.2.1 Business performance

Director

Deputy Director Deputy Director

HR

Department Internal Control

Department Customer

Service Department

Accounting Department

Business Department Television

Department

The revenue mainly came from 2 areas: Pay TV and Broadcast (VMH) ofwhich Pay TV is supported to the main business Pay TV, which accounts for 80%

of revenue, takes money through the sale of signal receivers and fee fromindividuals and households The rest 20% comes from Broadcast and VMH service

Table 3.1: Revenue based on packages

Source: VTC Report Report

Because of the characteristics of products and services that are offered byVTC Digital, in this research I only focus on analyzing and building businessstrategy for pay TV service, which generates 80% of revenue for the company Due

to Pay TV service has its own accounting and management unit and also because itsmarket is very different

3.1.3 Features of VTC Digital influence the training of human resources.

3.1.3.1 Size and structure of VTC’s Human resource

Size and structure of VTC’s HRM is evaluated through dimensions, includingoperation department, HRM structure by age and by gender

3.1.3.1.1 Human resource structure by operation department

The functions of departments and teams at VTC are stated below:

Board of Director: who is set to have the highest responsibility in the

company's business whether the main function of the director is to ensure thecompany can meet the business development goals

Human resource and administration department: This department is

responsible for managing the employees force as well as the preparation of plans torecruit more staff This division also provides administrative services such as

workspace and equipped with computers and machinery to work for employees toensure they can complete their assigned tasks.

Internal control and compliance department: This department establish and

support setting professional management tool for all the activities of individuals,departments across the enterprises division, guide the bases as the basis for buildingmaterials for service management operator activities across the enterprise, assesscompliance, honesty and correctness in the management of the operating activities

of the business

Accounting department: This department is one of the most important unit in

the company whether it takes the responsibilities of managing tellers’ activities,post-monitor, and information technology (IT) It means that this department has tosynchronize cash flow of company with head quarter on daily basis as well astimely reporting the current business of the company to Director

Business and planning department: This department is responsible for the

strategic development Develop business production company in each stage,analyzing and evaluating results of the implementation plan monthly, quarterly andannually On that basis, the draft final report planned quarterly, annual, drawnstrengths, weakness, find cause to promote the strengths and overcome weaknesses

Television Department: This department consists of the main curator of

television, film photography, as materials and broadcasting of television programsand also responsible manager to install cable TV customers This is the mainresponsible directly for the company's products

Customer Services Department: This apartment assume the role of listening

to the customer's product, collect customer information and then developingcustomer training to facilitate the management and care

Figure 3.3: The percentage of employees by department at VTC Digital

Source: Author’s research ( 2015)

As shown in the figure above, the highest number of employees is belonged toTelevision Department (34%), because it is the major department of companywhich is responsibility directly to company products The business and planningdepartment takes the second positions in the number of employees ( 26%) and bothcustomer services and internal control are the departments that have lowest number

of emloyees (8%)

3.1.3.1.2 Human resource structure distributed by age

Currently, the company has 120 employees with distribution by age as follow:

Table 3.2: The employee’s ages at VTC

Department

<25 years old

25-30 years old

30-35 years old

35-40 years old

40-45 years old

45-50 years old

>=50 years old

Figure 3.4: Statistical descriptive of Age

Source: Author’s survey

As shown in the table above, most of the employees at the company have age

in the group of 25-30 years old and 30-35 years old In more detail, there are both

33 employees in the group of 25-30 years old and 30-35 years old In my opinion,almost employees in VTC company are young and mature, therefore they havesharp minds easily grasp the rapidly changing trends of digital television industry.Regarding the company's board of directors, with two people in the age range 40-45year old and only one adult over 50 years old can see that the company directorsare not too old and full experience and knowledges to run the company

 Effect of employees structure by age to training of human resources:

until retirement age.

- Difficulties:

Young employees often lack practical experience To ensure quality work,the company needs a special attention to the training, development and retraining ofknowledge to employees.With less employees structure in ages 40-50, the Companywill encounter difficulty in choosing the employees have qualifications andpractical experience to train young workforce in only sure method tutoring job atthe company

3.1.3.1.3 Human resource structure distributed by gender

The human resources structure, then, is distributed by gender with portions ofmale and female are stated in the table below:

Table 3.3: The gender of employees at VTC Digital

Source: Author’s Research 2015

As we can see, the difference between male and female gender in companies isnegligible in total summary However, in each department there has clear varies ingender For example, in Television department because of the nature of job required

to travel a lot and spent much time so that the male employees are more thanfemale However, for administrative work female employees can do much betterthan male and therefore, in other departments the number of female employees arehigher than male

Figure 3.5: Statistical descriptive of Gender

Source: Author’s survey

 Effect of employees structure by gender to training of human resources:

- Disadvantages:

With the employees structure when the ratio of female employees in largecompanies account for a difficult point for the training of human resources of thecompany VTC Digital, because women often have staff take care of householdchores so they do not have much time for learning Male employees can join better

training, quickly acquire knowledge faster than female employees.

3.1.4 Quality of VTC’s Human Resource

3.1.4.1 Qualification level

Qualification level of the employees at VTC is accessed through educationalbackground of employees Generally, Vietnam education system classifieseducational level into PhD, Master, Bachelor, Diploma, and below In the casestudy of VTC, the distribution of education level of employees is stated in the figurebelow:

Figure 3.6: Educational background of employees at VTC

Source: Author’s Research

The chart shows the educational background of employees at VTC As we cansee the percentages of employees who have bachelor degree take the first point,which is 69% The number of employees who have PhD degrees is lowest with 2%.Diploma and Master are both over 10% Through this we can see, in general thecompany's employees are trained through university and some managers who havegraduated master's and doctorate That may indicate that the company's very strong

with knowledge, only a few a few employees do not have a university degree butnot majority.

The table below summarizes about the educational level of employees bypositions at VTC

Table 3.4: Educational level of employees by positions at VTC

Source: Author’s research

The table above illustrates that almost employees of VTC have bachelor,especially in accounting and business and planning departments, these positonsrequire a high level of knowledge and experience For Televison Apartment,although there is department which has the highest number of employees but manybachelor Because of the nature of this department’s job require experiences ofdigital, real life lessons and social network instead of high level skills and academic

3.1.4.2 Foreign language level

Nowaday, the importance of learning foreign language is increasedsignificantly In an enterprise environment, the most common language and themost important is obviously English Furthermore, high-quality work requires theability to understand and communicate in English Therefore, companies can easilyexpand to other countries and these companies often use the graduated students withEnglish skills along with basic learning outcomes as required

Understanding the importance of learning foreign language, headquarter hasbeen requiring the employees to complete certain level of foreign language

The chart below shows English levels of VTC employees