ACKNOWLEDGEMENTS Mai Thị Điêp CQ520772 Business English52B NATIONAL ECONOMICS UNIVERSITY FACULTY OF FOREIGN LANGUAGES ENGLISH FOR BUSINESS DEPARTMENT MAI THI DIEP THE STUDY OF HUMAN RESOURCE TRAINING[.]
Rationale of the study
Human resources are the most vital asset for any organization, serving as a key driver of competitive advantage In a rapidly growing economy, intense market competition emphasizes the importance of talented personnel in achieving business success Ultimately, an enterprise’s ability to stand out and succeed is increasingly dependent on its human capital.
Human resources in enterprises contribute to increasing the labor productivity It is also the determinants to increase revenue for businesses, and contribute to the growth and sustainable development of the economy of the country (Vivien Martin,
Human resources are a prerequisite for the success or failure of all sectors in general and Oil and gas companies in particular In Oil and gas companies, operations are complex, machinery need to be monitored and managed daily, hourly as well as the technical parameters It can be explained that operations have to be carried out flexibly, timely, while programmable machinery is hard to undertake To reflect the status of training and developing human resource at the company and to make recommendations to contribute to the further improvement of the human resources training and development in DMC, I would like to carry out a research on the ways to develop human resources at Drilling Mud Joint Stock Corporation (DMC)
Aim of the study
This research focuses on evaluating human resource training and development at Drilling Mud Joint Stock Corporation (DMC) between 2011 and 2013, identifying its strengths and weaknesses Through comprehensive data analysis, the study aims to uncover the underlying causes of the company's training shortcomings and provide insights for improvement.
In parallel with it, I also focused on the effects brought back to at Drilling Mud Joint Stock Corporation (DMC) due to its inappropriate points in its human resource training and development policy in aspects of employees’ motivation From which,
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 outlines the theoretical foundations of human resource training and development, analyzes the current situation at DMC, and proposes strategic measures to enhance the company's HR training and development initiatives for improved organizational performance.
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 implemented by collecting primary and secondary data The primary data is collected through interviewing Mr Phạm Văn Quang- Leader of human of human resource development department The secondary data is collected from internal and external sources such as the company’s database, researches, and articles written by economists and other data from internet Then, in order to perform this Research, I choose the method of analyzing, summarizing and synthesizing materials and books to form the theoretical background Besides, I also use charts, table and factual data for support From the collected information and data, I can assess and analyze the situation to draw conclusion and find out feasible solution to improve the situation of the human resource training and development ofDrilling Mud Joint Stock Corporation (DMC).
INTRODUCTION OF DRILLING MUD JOINT STOCK
The foundation and development history
Drilling Mud Corporation, formerly known as Drilling Mud Company, was established on 8/3/1990 and officially operated under joint stock Company from 18/10/2005 on the basis of privatization of Drilling Mud Company The company’s shares were listed and traded on Hanoi Stock Exchange with code - PVC on 15/11/2007.
Drilling Mud Joint Stock Corporation (DMC), a member of Vietnam National Oil and Gas Group, specializes in supplying chemicals and technical services for both domestic and international markets Their offerings include drilling fluids, processing, chemical cleaning, and environmental remediation, supporting the search, exploration, transportation, and processing of oil and gas Additionally, DMC provides petrochemical products and produces chemical solutions tailored for the oil and gas industry, contributing significantly to the country's economic development.
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
Board of management includes Director and the two Deputy Directors Director receives tasks from General Director from Drilling Mud Joint Stock Corporation and operates generally the whole activity of Drilling Mud Joint Stock Corporation. The two Deputy Directors are in charge of particular tasks They are under direct management of director.
Department of administration is responsible for giving advices to director on some issues of general operation, and guarantee clerical work, typing documents, communications, etc Department of plans is in charge of giving advices to director on issues relating to planning: planning for monthly and quarterly schedules; planning for machinery purchase; monitoring process of using machinery and equipment; studying oil and gas market; monitoring the manufacturing process, and so on Department of accounting and finance is responsible for giving advices to director on payment work and other financial issues of the company, and monitor financial activities as well Some particular tasks of this Department are:Recognition, classification, synthesis and analysis of information on the basis of accounting documents; make of periodical financial statements, etc The result of these activities will help director a lot in assessing current financial situation of the company as well as draw up future plans Department of human resource development takes responsibility of all matters related to Higher Education,promotion cases of all officers of the company, framing of Rules and Regulation relating to appointment/policy etc Department of safety engineering is responsible for all matters related to the safety of the workers and engineers Department of repairing equipment and department of packing take responsibility in the manufacturing 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), although a smaller enterprise within Vietnam's Oil and Gas Group, has achieved significant success over the years The company reported impressive financial performance, with revenues reaching 3,588 billion VND and pre-tax profits totaling 176 billion VND Additionally, DMC contributed 214 billion VND to the state budget, demonstrating its vital role in the industry and its strong economic impact.
Finance - Accounting Department Drilling Mud Joint Stock Corporation)
Drilling Mud Joint Stock Corporation (DMC) has announced its 2014 business plan, targeting a revenue of 3,500 billion VND and a pre-tax profit of 180 billion VND The company has allocated a budget of 173.5 billion VND to support its operational and strategic initiatives (Source: Finance - Accounting Department, DMC)
Financial situation also takes an important part in human resource training and development decisions of any company If a company has a good financial standard, it may pay attention to the training and development policies for its employees It also spends more money for incentives to motivate their employees In reverse, if a company is in unhealthy financial standard, they may delay payments and cut down incentives.
As introduced above, Drilling Mud Joint Stock Corporation has certain financial standard This reality may lead to some drawbacks in its training and development policy, which will be discussed more in 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 its future business objectives and development trajectory, DMC has outlined a clear direction and new mission for training and developing human resources to ensure they perform comprehensive and qualified work within the company The strategic goals focus on cultivating a skilled workforce aligned with the company's vision, ultimately enhancing overall performance and achieving key business milestones in the future.
- Performing advanced course management skills, communication skills, encouraging all staff fully to participate in the activities of the company.
- Strengthening the training, retraining and recruiting new staff, creating high- qualified human resources of the company, to meet growing demand and improve the quality of business operations of the company.
- Training and fostering for the lack of knowledge for staffs of the entire company as well as knowledge of sales skills, technical skills, knowledge of Human Resources for the personnel, knowledge management The company will strengthen training and additional staff to expand the scale of operation.
Figure1 2: Target of training and development program of Drilling Mud Joint
The target of training and development program of DMC is to train new employees becoming motivated and committed employees, from unskilled employees to skilled employees, from potential mangers to become competent mangers.
GENERAL THEORY OF HUMAN RESOURCE TRAINING
Definition of human resource
Human resources are generally defined as the set of individuals who make up the workforce of an organization, business sector, or economy (Gerhart & Milkovich, 1992) This broad interpretation emphasizes the importance of people as a vital asset in achieving organizational success Understanding human resources is essential for effective workforce management and strategic planning within any business or industry.
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.
In a broad sense or review in society, human resources are expressed by the quantity and quality of population of specified age and capable employees; they are engaged in economic activities The number of human resources is determined by the number of working participants according to each country In Vietnam, the Ministry of labor law regulations of working age: from 15 to 60 for men and 15 to
55 for women The qualities of human resources are education, professional qualifications and health of workers.
Human resources play a vital role within a business and organization, serving as active participants in organized labor They are essential in determining both the quantity and quality of the workforce, which directly impacts the organization's success By aligning employee efforts with organizational goals, human resources contribute to achieving the company's purpose and maximizing overall benefits Effective management of human resources is crucial for fostering productivity, employee satisfaction, and sustainable growth within the organization.
According to the Human Resource Management curriculum edited by Mr Nguyen Van Diem and Mr Nguyen Ngoc Quan, human resource management in enterprises involves all activities related to attracting, developing, utilizing, evaluating, preserving, and maintaining a high-quality workforce The core function of HR management is the comprehensive management of people within an organization, which encompasses how the organization treats and engages its employees Effective human resource management ensures organizations can optimize their workforce, fosteremployee development, and maintain a productive and motivated work environment.
Definition of training and development
Capital, technology, information and human resource are factors to develop in enterprises In which human factors are the most important factors decided and mount the remaining elements and create success in business (Keenoy, T, 1990) To make the link of the factors together requires the management of human resource. The company must be focused in training and developing human resource and appreciate to promote the entire human factor in the organization.
Training is a vital process of acquiring the skills and knowledge necessary to excel in a specific job (Gerhart & Milkovich, 1992) According to human resources management principles, training involves learning activities designed to enhance employees' ability to perform their current roles more effectively Effective training strategies improve workforce performance, boost productivity, and contribute to organizational success.
Development involves enhancing all aspects of an employee's capabilities, equipping them for future roles Executive development specifically focuses on building the competencies and skills necessary for sustained future performance It is oriented towards long-term goals, ensuring employees are prepared for future challenges and opportunities (Gerhart & Milkovich).
1992) Bernadin [96, p.230] assumed that development describes learning opportunities that help employees to grow up and develop; these opportunities are not within the limit of employee’s current job This concept emphasizes activities to support employee’s personal developing process and implies forward the future. With the same opinion, the author Ivancevich [115, p.141] said that development includes activities concentrating on personal learning and development process in order to prepare employees in the future
Professionals are someone prepared the particular knowledge and skills necessary to perform the role of that profession In some cultures, the term describes a particular social stratum of well-educated workers who enjoy considerable work autonomy and who are commonly engaged in creative and intellectually challenging work Professionals in Oil and Gas Company are well-educated workers, who use a minimum of physical exertion, not performing manual labor at their jobs.
Training for professionals is training activities of needed skills and occupation that is appropriate with facility and technique conditions of business and is implemented by its enterprise to have suitable professional workforce
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
Effective Human Resource training and development are essential for driving organizational growth by enhancing the skills and knowledge of HR professionals When HR training is professional and appropriate, it optimizes organizational performance; however, poor training can lead to bureaucratic obstacles that hinder progress HR development should be focused on facilitating organizational growth rather than enforcing unnecessary formalities, making it the foundation for a productive and forward-moving organization Providing necessary knowledge and skills to HR personnel ensures they can support the organization’s objectives and adapt to changing business needs.
HR professionals are very important for the organization They need continuous upgrade of their skills and attitudes Training them to bring them on par with the organization's goals and in tune with the industry trends is necessary, since well- equipped HR professionals are the means to ensuring optimal performance from the organization's employees.
The singular function of training is to produce change It is the upgrading of a person’s skill or the addition of a new skill, which in turn can bring about the and of itself cannot motivate a work force However, it is an integral part of what is needed to accomplish the long-term goals of the agency.
Training and developing human resource is all the activities of organizations in order to maintain and improve the quality of human resources in organizations.
Training and developing human resource in the organization has provided knowledge, skill; improve the professional qualifications in the treatment process for the staffs of the company Implementation of training and developing human resource that is made three activities: Training, Education and Development. Training includes all activities aimed to improve professional skill or skills of an individual for the job of the organization.
Education includes activities to progress and improve the maturity, the cleverly of an individual in a certain direction that beyond the current job, or help them learn a new job so they can transfer to this new job in the future.
Development involves active learning to equip staff with the necessary knowledge and skills for new roles It prepares employees to meet the evolving needs of the organization and ensures they are capable of supporting future organizational growth Effective development strategies enable the organization to adapt to change and stay competitive in a dynamic environment.
Process of human resources training and development
Training is one of the most profitable investments an organization can make.
No matter what business or industry you are in the steps for an effective training process, they are the same and may be adapted anywhere If you have ever thought about developing a training program within your organization consider the following four basic training steps You will find that all four of these steps are mutually necessary for any training program to be effective and efficient.
This step involves identifying activities that justify investment in training, using tools such as customer comment cards to gather valuable insights Key indicators prompting targeted training include customer dissatisfaction, low employee morale, decreased productivity, and high turnover rates Conducting a thorough analysis of these factors helps organizations pinpoint specific training needs, ensuring that investments are effectively aligned with improving overall performance and customer satisfaction.
The objective in establishing a needs analysis is to find out the answers to the followings:
- “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 specific knowledge, 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.
STEP 2: DEVELOPING TRAINING PROGRAMS AND MANUALS.
Developing clear and concise job descriptions is essential for establishing current standards and procedures, serving as a key training tool Once completed, comprehensive standards and procedures should be created for each responsibility outlined in the job description, ensuring consistency and clarity This process helps standardize guidelines, facilitating effective training and future reference.
STEP 3: DELIVERING THE TRAINING PROGRAM
This step involves designing and delivering the training program effectively After selecting your trainers, it is essential to choose the appropriate training method, such as one-on-one coaching, on-the-job training, group sessions, seminars, or workshops Selecting the right training technique ensures engaging and impactful learning experiences for participants.
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 be successful, the trainer should be conscious of several essential elements, including a controlled environment, good planning, and the use of various training methods, good communication skills, and trainee participation.
STEP 4: EVALUATING THE TRAINING PROGRAM
Evaluating the effectiveness and profitability of your training program is essential, using methods such as pre- and post-surveys, customer comment cards, and comprehensive cost/benefit analyses that compare expenses with returns Monitoring improvements in customer satisfaction and increased profits further demonstrates the success of your training efforts, ensuring continuous program improvement and business growth.
The reason for an evaluation system is simple The evaluations of training programs are without a doubt the most important step in the training process It is this step that will indicate the effectiveness of both the training as well as the trainer.
There are several obvious benefits for evaluating a training program First, evaluations will provide feedback on the trainer’s performance, allowing them to improve themselves for future programs Second, evaluations will indicate its cost- effectiveness Third, evaluations are an efficient way to determine the overall effectiveness of the training program for the employees as well as the organization.
The evaluation process after training is essential for measuring the program’s effectiveness Without proper assessment, trainers lack true insight into whether the training objectives were achieved Implementing an evaluation ensures that you can accurately gauge the success of your training initiatives Remember this step the next time you assess your training programs, and you’ll be surprised by the valuable insights gained.
The need for training your employees has never been greater As business and industry continues to grow, more jobs will become created and available. Customer demands, employee morale, employee productivity, and employee turnover as well as the current economic realities of a highly competitive workforce are just some of the reasons for establishing and implementing training in an organization To be successful, all training must receive support from the top management as well as from the middle and supervisory levels of management It is a team effort and must be implemented by all members of the organization to be fully successful.
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 held many training and developing programs, provide and additionally enhance qualification for all employees in the company In 2013, number of professionals has increased compared to the previous year, in particular a decrease of 32 from 2012 and 65 from
Since 2011, the company's ongoing training and development activities have significantly enhanced staff capabilities Additionally, the reduction in training-related staffing expenditures has led to a notable decrease in overall training and development funding for DMC.
DMC conducts biannual recruitment campaigns, one at the end of each calendar year and another at the conclusion of each academic year, to onboard graduate students from universities nationwide These recruitment efforts have significantly expanded DMC's workforce and are complemented by comprehensive training programs that familiarize new staff with company rules and regulations Notably, in 2013, DMC recruited 27 new employees, implementing specialized training for all of them to ensure they are well-prepared for their roles (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 is in a stable stage of development, its power production is expanding rapidly, leading to a rising demand for qualified employees However, the company faces a shortage of skilled personnel, especially specialized technical professionals, which poses challenges to sustaining growth and operational efficiency.
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)
In the recruitment process, priority was given to male workers, as they are considered better adapted to the working conditions typical of a gas and oil company This approach aligns with the company's assessment that male employees possess advantages in handling the demanding environment, making the staffing structure more suitable for its operational needs.
The company focuses on recruiting young professionals under 45 to ensure long-term human resource quality, as this group tends to have greater ability to learn new knowledge and technologies and benefit from favorable time conditions However, the number of professionals under 30 remains relatively low, accounting for only 19.35%, indicating a need to attract more young talent to strengthen the workforce.
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 and objectives, the company uses apprenticeship training method and career development method The technical department is responsible for training and development task, in particular, the technical department will build up training programs for each title and subject examinations Apprenticeship training method has some certain advantages It can be used for a large number of training employees (286 employees) and provides more basis and systematical theory In addition, for complex features of gas and oil job and student internships influences on manufacturing process, so company focuses on apprenticeship training Apprenticeship training program starts by learning theory first, then apprentices practice a particular trade, and they last a long period of time in which the apprentice works with the senior skilled worker at the factory To the middle and high – level professionals, company applies career development method With this method, company sends employees to domestic companies and foreign companies, particularly China, to learn new skills. Employees will move to higher job responsibilities, making a career change within the company
Method of sending to foreign companies is highly appreciated because employees can approach new technology from advanced country However,apprenticeship training method saves more cost and time that is suitable for company’s financial conditions and physical facilities in training and developing the human resource of professionals Both two methods are equivalent to each other about practicality (ability of applying knowledge, skills to real job) as well as the understandable level.
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, demonstrating consistent relative growth In 2011, 153 participants received training, which rose significantly to 286 participants in 2013 This growth highlights the organization's ongoing commitment to employee development and skills enhancement.
In 2011, there were 96 participants in the company's training programs, demonstrating a strong focus on human resource development The significant increase in employee participation in 2012 highlights the company's commitment to investing in training and fostering professional growth This emphasis on employee development underscores the company's recognition of the vital role training plays in driving overall organizational success and long-term growth.
In training modes, nearly 50% of the focus is on new equipment and new software technology training Given that the company's primary activities are in oil and gas manufacturing and trading—a specialized industry—emphasizing new equipment and software training is essential to help employees become familiar with advanced factory technology Additionally, all new employees participate in annual training sessions dedicated to new equipment and software to ensure continuous skill development and operational efficiency.
Regular safety and professional technical training are conducted for employees, with an increasing number of professionals being sent for development Despite the rise in training participation, the overall engagement rate remains limited, particularly in safety and technical training programs Therefore, the company should prioritize these training areas to enhance employees' technical skills and ensure alignment with current technological standards, fostering a safer and more skilled workforce.
Each year, the company conducts career advancement training for eligible professionals, although participation remains relatively modest, accounting for approximately 54% of the total workforce involved in human resource development initiatives The limited number of eligible employees over the past three years has been a key factor restricting overall participation, as only a small group qualifies for the contest However, in 2013, the number of eligible employees is expected to rise by 33, primarily due to an increase in staff at grades 3/7 to 4/7 and 1/5 to 2/5 who possess at least three years of experience or more.
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 shows those on the total number of professionals participating in training each year, moderately good and good rate are higher than the average rate Although moderately good and good rate increased from 2011 to
2013, there was a gradual decrease in proportion In particular, 82, 35% of professionals is at moderately good and good level in 2011, in 2012 this proportion decreased to 82, 11% and in 2013 this proportion increased to 88, 46% of the total participants
As a whole, there are no participants having weak results This is a very good training results, the company should take measures to promote in the future Besides company also need to have appropriate policies to limit the proportion of participants with average results, so participants after training actually grow in addition, teaching methods need to be improved to enhance the excitement, the ability of acquiring for participants The assessment of training results also needs to be improved in order to truly reflect the actual learning outcomes of participants, avoiding the chasing achievements status.
Table 3.5: Career raising training results
2 Number of passed and raised career participants
3 Proportion of passed and raised career participants
(Source: Administrative Organizational Department of Drilling Mud Joint Stock
The number of eligible employees for annual career raising training is low despite the slight increase over three years There are 15 participations in 2011, 19 participations in 2012 and 33 participations in 2013 The reason is that most participants are at young age and have not enough experience to participate career raising training.
Between 2011 and 2013, a consistent 100% pass and advancement rate in career training demonstrates the company's strong commitment to employee development The organization regularly offers two training courses annually, ensuring employees have ample opportunity to review and practice skills, which contributes to both quantitative and qualitative human resource growth despite operational challenges like cuts and delays Leadership plays a key role in identifying training needs aligned with each development stage, creating targeted programs that drive meaningful progress These training initiatives, carefully planned and approved by managers, emphasize the company's recognition of human resources as its most valuable asset The company employs a mix of on-the-job and off-the-job training methods, fostering systematic learning opportunities, including overseas programs for high-potential employees Transparent budgeting for each course facilitates thorough review, evaluation, and informed decision-making regarding training investments.
Human resources training and development have responded swiftly to urgent needs and real production demands, ensuring comprehensive employee participation across the company This proactive approach has significantly enhanced the quality of human resources, leading to a consistent increase in the number of highly skilled employees over the years.
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 development plan To ensure sustainable and effective human resources development, it is essential for the company to establish comprehensive long-term human resource development strategies These strategies will serve as a foundation for creating specific short-term plans, enabling the company to carry out human resource development activities reliably and progressively over time.
Effective management training is hindered by employees' limited capacity to develop comprehensive training development plans While the company provides and implements training plans, issues such as inadequate inspection, poor schedule management, and superficial training quality undermine overall effectiveness Enhancing employee capabilities in planning and ensuring rigorous oversight can significantly improve the quality and impact of management training programs.
The performance appraisal process remains incomplete due to the absence of a dedicated department responsible for evaluations Currently, performance assessments are primarily based on the subjective judgments of managers and leaders, which may impact the accuracy and fairness of appraisals Implementing a structured and independent appraisal system could enhance objectivity and overall effectiveness.
The capacity of planners and human resource development professionals is limited by a lack of professional activities, which hinders their ability to stay updated with new planning, implementation, monitoring, and evaluation methods This gap restricts the effectiveness and efficiency of development initiatives, emphasizing the need for ongoing training and exposure to innovative practices in the field.
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 for staff development This absence can hinder employee engagement and limit creativity within DMC To enhance workforce skill sets and foster innovation, it is essential to establish a formal and comprehensive training procedure specifically designed for DMC staff in the coming years.
4.1.1 Clearly define the training and developing needs.
Properly identifying training needs is essential for companies to reduce training costs and prevent wasted time and labor resources on unnecessary courses Focusing on relevant training allows staff to adapt to ongoing technological advancements, ensuring the workforce stays current and competitive Prioritizing continuous skill development enables businesses to maintain a strategic edge in both domestic and international markets, fostering sustained growth and market leadership.
To ensure high-quality training and development, dedicated HR personnel must collaborate with departmental heads to thoroughly assess the company's training needs This assessment should be aligned with organizational analysis, company goals, and development strategies to allocate appropriate resources and secure leadership support Additionally, training needs should be connected to job analysis and personal analysis to effectively identify skill gaps and development opportunities.
To effectively assess training needs, the HR department must understand the company's development plan, including its long-term goals and growth strategies Identifying the organization's training strategies is essential to align learning initiatives with business objectives Additionally, clearly defined training objectives help ensure that employee development efforts support overall company success and address specific skill gaps.
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
Causes of existing gaps in employee’s performance can be lacking of knowledge and skills; for example, employees do not know how to perform, do not have the knowledge to perform Besides, employees dissatisfy with the opportunities in the organization, such as lacking of motivations, unreasonable job; therefore, employees have the knowledge and skills but have not finished the work well.
Step 4: Provide options to solve problems
HR department provides solutions based on detected causes, such as:
Effective employee development involves implementing off-job training, providing constructive feedback, increasing practical exercises, and offering on-the-job training to enhance skills Simplifying tasks and offering ongoing support help improve job performance, while strategies like job rotation can diversify experience If training efforts remain ineffective, terminating labor contracts may be necessary to prioritize organizational growth and efficiency.
- 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
- Evaluate the training and development needs based on: its importance for the development of the company (organizational goals, quality of service ), target subjects (reality and restrictions), the job description and the urgency of training needs for business operations
- 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 department should account the effect of these solutions on the following aspects: costs, benefits, and the availability of resources to choose the best solution / highest economic efficiency Then write a report on training needs.
4.1.2 Improving the training and development activity design
Human resource development planning in DMC is currently established by the HR department using traditional methods, which lack scientific rigor To effectively enhance HR initiatives, the company must innovate both the content and methods of HR development planning Embracing modern approaches will enable DMC to implement its human resource strategies more effectively and align with best practices in talent management.
The planning should be tabulated that containing 9 columns: order number;name of the training program, specific developments; training / development objects; number of participants; expected time of implementation; course length;methods of training and development, funding and implementation responsibilities
Following the table, clearly define the training and development goals for each course and program to ensure targeted skill enhancement Clearly outline the reasons for selecting specific training methods and development programs to align with organizational objectives Additionally, detail the lecturers and other resources required to effectively implement the training plan, facilitating successful execution and measurable results Incorporating these elements enhances clarity, ensures alignment with strategic goals, and optimizes the overall effectiveness of the training and development initiatives.
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.
- Fund: Fund will greatly affect the way in implementing training and development methods If budget is ample, company should invest in developing training content, such as inviting experts or sending employees or leaders to attend high quality courses If the budget is limited, company should use on - job training methods, using the available resources within the company to implement.
- Lecturer: Lecturers or instructors greatly affect to selection on training methods It is difficult for company to apply the on - job training method if the direct superior or skilled employees cannot afford to tutor On the other hand, if the product or service is quite unique, the enterprise will have difficulty in selecting the external lecturers.
4.1.3 Improving the organization and implementation of training and development
Effective implementation of a training plan is crucial after designing the training and development strategy It is essential to utilize flexible training methods to adapt to various conditions and ensure successful delivery of training activities Proper execution ensures that training objectives are met and employees gain the necessary skills and knowledge.
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 seek organizations and individuals providing training and development services to choose the most appropriate training unit and contracting Next this department needs to coordinate with lecturers in building training program that is appropriate with learning objectives.
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.
These appraisals are more directed to assess employees’ potential for future performance rather than the past one It is done in the form of in-depth interviews, psychological tests, and discussion with supervisors and review of other evaluations It is more focused on employees emotional, intellectual, and motivational and other personal characteristics affecting his performance This approach is slow and costly and may be useful for bright young members who may have considerable potential However quality of these appraisals largely depends upon the skills of psychologists who perform the evaluation.
It is more focused on observation of behaviors across a series of select exercises or work samples Assesses are requested to participate in in-basket exercises, work groups, computer simulations, role playing and other similar activities which require same attributes for successful performance in actual job.The characteristics assessed in assessment center can be assertiveness, persuasive ability, communicating ability, planning and organizational ability, and self- confidence, resistance to stress, energy level, decision making, and sensitivity to feelings, administrative ability, creativity and mental alertness Well-conducted assessment center can achieve better forecasts of future performance and progress than other methods of appraisals Also reliability, content validity and predictive ability are said to be high in assessment centers The tests also make sure that the wrong people are not hired or promoted Finally it clearly defines the criteria for selection and promotion.
Today the rapid development of science and technology requires people to change their needs to match the trend, enterprises help people achieve self- improvement process, and devote themselves fully to the operation of the organization And Drilling Mud Joint Stock Corporation also constantly improves themselves in every field to meet the growing demand in the world including the human resource training and development.
Drilling Mud Joint Stock Corporation, despite its youthful, capable, and highly qualified workforce, recognizes the importance of ongoing training and development to keep pace with advancements in science and technology The company is committed to implementing strategic growth plans that enhance human resource quality and foster the full potential of all employees, ensuring continuous improvement and innovation.
During my internship at Drilling Mud Joint Stock Corporation, I have studied the training and development policy of the company, its employees’ satisfaction and motivation and its performance during the period 2011- 2013 From which, I have conducted this research in order to analyze Drilling Mud Joint Stock Corporation’s training and development policy, its strong points and shortcomings, as well as its effects on employees’ effectiveness at work and business efficiency of the company From real situation of Drilling Mud Joint Stock Corporation, I have suggested some recommendation in order to improve its c training and development policy in next period 2014 – 2016 They are recommendations on aspects of performance appraisal, training and development management activities They are all doable measures I do hope that the company could use these suggestions in next period and gain some good results in training and developing employees as well as raise its turnover.
ThS Nguyễn Vâm Điền và PGS.TS Nguyễn Ngọc Quân của trường Đại học Kinh Tế Quốc Dân đã biên soạn giáo trình "Quản trị nhân lực" năm 2005, xuất bản bởi Nhà xuất bản Lao động Xã hội tại Hà Nội Nội dung của giáo trình nhằm cung cấp kiến thức toàn diện về quản trị nhân lực, giúp người đọc hiểu rõ các nguyên tắc và thực tiễn trong quản lý nguồn nhân lực doanh nghiệp Đây là tài liệu hữu ích cho sinh viên và các nhà quản lý muốn nâng cao kỹ năng quản trị nhân sự trong môi trường kinh doanh hiện đại.
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 staff is limited due to insufficient professional activities and limited exposure to innovative planning, monitoring, and evaluation methods He also notes that the funding allocated for development activities is modest and underfunded, restricting progress Additionally, the quality of information used for development activities is inadequate, compounded by weak infrastructure for data collection and information gathering.