Completing the human resource training activity at eland engineering and construction vietnam co , ltd

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING INDUSTRIAL MANAGEMENT COMPLETING THE HUMAN RESOURCE TRAINI

MINISTRY OF EDUCATION AND TRAINING

HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

INDUSTRIAL MANAGEMENT

COMPLETING THE HUMAN RESOURCE

TRAINING ACTIVITY AT ELAND ENGINEERING AND CONSTRUCTION

MINISTRY OF EDUCATION AND TRAINING HCMC UNIVERSITY OF TECHNOLOGY AND EDUCATION

FACULTY FOR HIGH QUALITY TRAINING

GRADUATION THESIS

TOPIC:

COMPLETING THE HUMAN RESOURCE TRAINING

ACTIVITY AT ELAND ENGINEERING AND

CONSTRUCTION VIETNAM CO., LTD

Student : Phạm Lê An Khang Student ID : 17124042

Course : 2015 Major : Industrial Management Instructor : MBA Lê Trường Diễm Trang

Ho Chi Minh City, June 2021

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Ho Chi Minh City, day month year Instructor

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Ho Chi Minh City, day month year

Dissertation Commitee

As a student preparing to come out of school, I have a resounding thank you to all the school board, the lecturers, and the students Because it has all created a healthy learning environment, respecting differences, promoting creativity During my years at the school, I felt that I had absorbed and matured more than in the early days Besides professional knowledge, I have also been conveyed valuable experience by teachers when working, participating in the school's playground as an attendee and the organizers Students always respect each other, friendly, study together following the core values of the university The university also regularly organizes seminars, seminars and talks on various topics and orientations for students, primarily through 2 training sessions

I would also like to thank ELAND GROUP and ELAND E&C VN for receiving permission to practice at the company And thank you for your enthusiastic guidance, facilitating my exposure to practical work, dedicatedly guiding and conveying the experiences accumulated in my career, helping me to recognize and correct shortcomings

And I would like to thank the instructor - Ms Le Truong Diem Trang, and she is the same person who taught me in class From the beginning of choosing the topic until submitting the report, you always answer all my questions At the same time, give advice, point out what research I need for my essay, make sure I don't go in the wrong direction

or off-topic rage Every one of your suggestions is a valuable lesson for you

Finally, I hope that the Ho Chi Minh City University of Technical Education will consistently innovate the curriculum, keep up with the economy's innovation, reach an international level to train more talents to help society We hope that THE ELAND

ACKNOWLEDGEMENT

GROUP and ELAND E&C Viet Nam will thrive further, creating job opportunities for more workers in Viet Nam and globally I hope everyone has a lot of health

Ho Chi Minh City, day month year

Student Phạm Lê An Khang Phạm Lê An Khang

Hình 1.1: Logo Tập đoàn ELANDPhạm Lê An

Khang

Phạm Lê An Khang

ELAND E&C VN Công ty TNHH ELAND EGINERING and

CONSTRUCTION VIENAM

TCM Thanh Cong Textile - Investment - Trading Joint

Stock Company

OSH Occupational Safety and health

TABLE CATEGORY

Table 1.1: Facilities for determining training needs 13

Table 2.1: The company’s business results after more than one year of operation 36

Table 3.1: ELAND's personnel fluctuations since its in establishment 39

Table 3.2: Distribution of labor by department 40

Table 3.3: Training needs of employees at ELAND E&C VN over the Quaters 49

Table 3.4: Number of general training classes in the Second Quater of 2020 50

Table 3.5: Amounts of employees participating in general training courses in 2019, 2020 50

Table 3.6: Current situation of the number of training participants at ELAND E&C VN 59

Table 3.7: Cost of General Training 2020 60

Table 3.8: Estimating cost of advanced training course for ELANDers 61

Table 3.9: Occupational safety Training Results in 2019, 2020 65

FIGURE CATEGORY

Figure 1.1: The process of Planned Training 11

Figure 1.2: CIPP Evaluation Model 19

Figure 2.1: Logo ELAND GROUP 25

Figure 2.2: ELAND Group's areas of operation 26

Figure 2.3: Logo of ELAND E&C VN 28

Figure 2.4: History of ELAND E&C VN as of 2015 28

Figure 2.5: Business partners of ELAND E&C VN 29

Figure 2.6: Organizational chart of ELAND E&C VN Co., Ltd 31

Figure 2.7: Certificate of construction capacity of ELAND E&C VN - 16/1/2020 32

Figure 2.8: Panoramic view of MOHO furniture store 33

Figure 2.9: TC Tower Office Project 34

Figure 2.10: Savimex Office Project 34

Figure 2.11: Shinhan Bank Construction Project In Can ThoBranch 35

Figure 2.12: HEGARDEN Brand Logo 35

Figure 2.13 Chart of Revenue, Cost, Profit Fluctuations over 3 quarters of 2020 37

Figure 3.1: Pie chart that shows personnel structure in departments 41

Figure 3.2: Chart of personnel gender structure at the company in ELAND 42

Figure 3.3: Age structure chart at ELAND E&C VN 43

Figure 3.4: Chart of education structure of personnel 45

Figure 3.5 Current training process of ELAND E&C VN 47

Figure 3.6: Trainees training program 53

Figure 3.7: Overview training program images for new employees 54

Figure 3.8: Illustration of how to write professional business emails 55

Figure 3.9: A traning of presentation skills 56

Figure 3.10: Illustration of Vocabulary Sharing cover template 56

Figure 3.11: Business Manners training for staff and trainees 57

Figure 3.12: About the SRA, some of the best SRA Articles and books of the week 57

Figure 3.13: Image from Human Resources project 58

Figure 3.14: Survey after a training session 63

Figure 3.15: ELANDers post-training survey results 64

Figure 4.1: Career Path at ELAND E&C VN 70

Figure 4.2: Training process proposed at ELAND E&C VN 73

Figure 4.3: Subjects selected to train at ELAND E&C VN 76

Figure 4.4: Assess current Human resources status before training 79

Figure 4.5: Overview of the Human resources status survey 82

Figure 4.6: Initial Human resource assessment chart 83

Figure 4.7: Pie charts shows the structure of survey participants 84

Figure 4.8: Human resources assessment chart after survey 85

Figure 4.9: MS Office Skills Assessment Table 85

Figure 4.10: Line Charts shows the skills of employees at each level of HR Dept and Marketing Dept 87

TABLE OF CONTENTS

FEEDBACK FROM INSTRUCTOR i

FEEDBACK FROM THE COMMITTEE ii

ACKNOWLEDGEMENT iii

ABBREVIATIONS v

TABLE CATEGORY vi

FIGURE CATEGORY vii

TABLE OF CONTENTS ix

INTRODUCTION 1

1 Problem Statements reason 1

2 Research aims 2

3 Research objectives and Scope 2

4 Research Methods 2

5 Structure of chapters of the essay 3

CHAPTER 1.THEORETICAL BASIS OF TRAINING HUMAN RESOUCRE IN THE ENTERPRISE 4

1.1 Human Resources 4

1.1.1 Notions of Human Resource 4

1.1.2 The role of Human Resources 5

1.2 Human Resource Training 6

1.2.2 The concept of Human Resources Training 6

1.2.2 Objectives of Training Human Resource 7

1.2.3 The role of training human resource 7

1.3 Training Methods 9

1.3.1 On-the-job Training 9

1.3.2 Off-the-job training 10

1.4 Human Resource Training Process 11

1.4.1 Identify training needs 12

1.4.2 Identify training goals 14

1.4.3 Selection of training subjects 14

1.4.4 Developing training programs 15

1.4.5 Estimated training costs 16

1.4.6 Selection of training teachers 17

1.4.7 Implementation organization 17

1.4.8 Evaluation of training effectiveness 18

1.4.9 Arrange and Use of Post-training 21

1.5 Factors affecting the Training Process 21

1.5.1 Internal environment of the business 21

1.5.2 External Environment of the bussiness 23

1.5.3 Factors belonging to the employees themselves 24

CHAPTER 2 OVERVIEW OF ELAND GROUP AND ELAND ENGINEERING AND CONSTRUCTION VIETNAM CO., LTD 25

2.1 Overview of E-Land Group 25

2.2 Overview of ELAND Engineering and Construction Vietnam Co., Ltd 27

2.2.1 The introduction of ELAND Engineering and Construction Vietnam Co., Ltd 27

2.2.2 The establishment and development process of ELAND Engineering and Construction Vietnam Co., Ltd 28

2.2.3 Operational fields of ELAND Engineering and Construction Vietnam……….30

2.2.4 Organizational Structure of the company 31

2.2.5 Operating Results ELAND Engineering & Constructions Vietnam 32

2.2.6 Development Orientation of ELAND E&C VN 38

CHAPTER 3 CURRENT SITUATION OF TRAINING PROCESS AT ELAND

E&C VIETNAM CO., LTD 39

3.1 Human Resource situation of ELAND E&C VN from 2019 to December 2020……… 39

3.2 Labour characteristics of ELAND E&C VN by gender, age, education level………42

3.2.1 Labour structure by Gender 42

3.2.2 Labour structure by Age 43

3.2.3 Labour structure according to professional qualifications 45

3.3 Current situation of Human Resource Training at ELAND E&C VN in the period of 2019 up to Septeber 2020 46

3.3.1 Training orientation of ELAND GROUP 46

3.3.2 Human Resource Training Program of ELAND E&C VN 47

3.4 Comments and Evaluation on training and human resource development at the company 65

3.4.1 Advantage 65

3.4.2 Disadvantage 67

CHAPTER 4 SOLUTIONS TO COMPLETE THE TRAINING OF HUMAN RESOURCES AT ELAND E&C VIETNAM CO., LTD 68

4.1 Development orientation of ELAND E&C VN in the future 68

4.1.1 The objective of training human resources of the company in the upcoming time 68

4.1.2 Human Resource Strategy 69

4.1.3 Career Path at ELAND E&C VN 70

4.2 Solutions to complete the training process at ELAND E&C VN 71

4.2.1 Employee’s Ability 71

4.2.2 Training process at ELAND E&C VN 73

CONCLUSION 90

REFERENCES MATERIAL 91

APPENDIX 92

INTRODUCTION

1 Problem Statements reason

Over the years, industrialization and modernization of the country have been one

of the main concerns of the state In addition, administrative reform is also an important issue The state always sets out the implementation directions, aiming to build a modern administrative system, innovate, and achieve high efficiency Therefore, in recent years,

we can see that the "Office Administration Industry" is increasingly showing its firm foothold in teaching to train a team with professional qualifications and qualities to meet the essential needs of today's society

The demand for human resources, incredibly qualified human resources, is also increasing As a result, enterprises have to pay more and more attention to building a solid human resources team, selecting the right people and the correct positions for the company Furthermore, the stability in the business will help save time and training costs , reduce errors, create harmony, trust and solidarity internally In addition, employees will consider this work as an ideal environment for personal development, professional capacity and want to stick with the business for a long time

This study aims to understand and evaluate the current status of employee training at ELAND E&C VN At the same time, to find out the factors affecting this satisfaction, through processing and statistical analysis of the data collected during the research process, the research results are expected to provide giving business managers more insight into factors that can bring innovation in training methods for employees Furthermore, it helps managers have appropriate orientations and policies in training and employing employees to retain the right employees that managers expect them to

stick with for a long time

“ COMPLETING THE HUMAN RESOURCE TRAINING ACTIVITY AT

ELAND ENGINEERING AND CONSTRUCTION VIETNAM CO., LTD.”

2 Research aims

The topic focuses on researching, understanding the organizational structure, human resources situation and grasping the principles and order in human resource management at ELAND E&C VN Co., Ltd Based on the fact that the management makes comments, evaluations and recommendations to improve the management of human resources at the company

3 Research objectives and Scope

4 Research Methods

4.1 Method of studying reasoning

- The theory uses methods of analyzing, synthesizing, comparing and generalizing documents to build instrument concepts and reasoning frameworks for the topic

- Researching documents, analyzing and synthesizing documents and regulations

on human resource training at enterprises

4.2 Methods of collecting information

Methods of statistical - analysis:

The essay uses data from the human resources department, Finance and Accounting department of ELAND E&C VN Co., Ltd In addition to documents provided directly from ELAND E&C VN Co., Ltd., there are also documents from books, the internet and opinions in seminars

All documents synthesized and analyzed to determine the achievements and limitations that remain in human resources training at ELAND E & E & E&C VN Co., Ltd

Methods of socio socio-investigation:

Purpose: The author collects information to study the situation and evaluate the training of human resources at ELAND E&C VN Co., Ltd and proposes a solution to complete training and human development at the company

The subjects of the investigation include all employees currently working at ELAND E&C VN Co., Ltd The investigation period is from September 1, 2020, to April 30, 2021

In-depth interview method:

Target groups: Managers, managers at ELAND E & E&C VN Co., Ltd

Interview tool: Ask questions about the training of human resources in the current organization to improve the quality of human resources training in the company The entire interview well documented for writing essays

Methods of investigation by questionnaire:

T arget groups: The entire board of directors, heads of departments, employees working at ELAND E&c VN Co., Ltd are related to the research subjects to do the graduation thesis

Investigation method: Give survey form to all board of directors, heads of

departments and employees working at ELAND E&C VN Co., Ltd

The investigation vouchers are collected, aggregated, processed and analyzed to obtain data for the essay

5 Structure of chapters of the essay

The layout of the report consists of 4 chapters:

Chapter 1: Theoretical Basis Of Training Human Resoucre In The Enterprise Chapter 2: Overview Of Eland Group And Eland Engineering And Construction

Vietnam Co., Ltd

Chapter 3: Current Situation Of Personel Development Management At Eland

E&C Vietnam Co., Ltd

Chapter 4: Solutions To Complete The Training Of Human Resources At Eland

E&C Vietnam Co., Ltd

CHAPTER 1 THEORETICAL BASIS OF TRAINING

HUMAN RESOUCRE IN THE ENTERPRISE 1.1 Human Resources

1.1.1 Notions of Human Resource

Unlike other resources such as material resources, financial resources, technological resources, Etc., Human Resources are significant resources; it determines the success of an organization In the process of existence as well as the development of human resources, it is not only affected by natural fluctuations (birth, death, Etc,) and mechanical fluctuations (migration) but also influenced by the system of laws: laws of supply and demand, competition rules, Etc

"Human resources" is a concept formed in researching and considering people as

a resource, which is the motivation of development: Research works in the world, and the country recently refers to the concept of human resources from different angles

"Human resources are the entire professional process that people accumulate, it highly appreciated for its potential to bring income in the future Like material resources,

human resources are the result of past investments to bring in future income." (David

Begg, 2009)

Human resources are the overall labour potential of an organization, a locality, a country in the form of the organic unity of social capacity (Physical, intellectual, personality) and social dynamicity of people belonging to those groups, thanks to the unity that human resources turn into human capital to meet the development requirements

In a new approach, human resources have a broad content that includes the constituent elements of quantity, knowledge, ability to recognize and absorb knowledge, social dynamicity, creativity, historical and cultural traditions

Thereby, considering different angles, there may be different human resources concepts, but these concepts all agreed on the primary content: human resources are a source of labour for society Human beings as the constituents of the production force hold the leading position, being the essential resource and endless resources of development can not be considered merely from a quantity or quality perspective but a

synthesis of both the number of backs and quality; not only the working-age population but also the human generations with the potentials and strengths in natural renovation and social renovation

Therefore, it can be defined: Human resources are the overall quantity and

quality of people with the total criteria of mental strength, fitness and moral and spiritual qualities that create the capacity that people and society themselves have been and will mobilize into the creative labour process for social development and progress

1.1.2 The role of Human Resources

Human resources are the most crucial resource in the organization

Simply put, human resources include all those who have been working in organizations and businesses in all different positions For any organization, human resources are also the most necessary and vital resource, which plays a decisive role in the profitability and development of the company In particular, to do this well, the head

of the organization must create motivation for employees and bring people together

Human resources are the motivation for development

As mentioned above, the business's development will be decided by many different resources It is people who change the nature of labour from manual to mechanical and intellectual work Especially in the current period – when science and technology have become a natural part of the production force, people are the driving factor and motivation of development Without human resources to create modern labour materials, use, exploit and put them into labour activities, those other resources are also inanimate materials

Human resources determine the success of the organization

The role of human resources stops at providing and using other labour materials for the organization and determines the success of the enterprise organization There is not one organization that only has a leader working and can still achieve Adequate and reasonable management, exploitation and use of the country's resources make a significant contribution in promoting the socio -economic development of each country In those resources, human resources are the resources that determine the existence and development of the country

Therefore, training and constantly improving the quality of human resources is the top concern of society

Human resources are a valuable source of "internal resources" if knowing how to exploit and promote well is essential to create other resources

To constantly satisfy the increasingly improved physical and mental needs in terms of quantity and quality in the condition that additional resources are limited, people must increasingly promote their physical and mental abilities for the continuous development of society The socio-economy result is indispensable for skilled workers, highly skilled technical scientists, dynamic, resourceful leaders with resized vision

1.2 Human Resource Training

1.2.2 The concept of Human Resources Training

According to "From the point of Vietnamese encyclopedic", Training is a process that affects a person, making them understand and master knowledge, skills and techniques in a system that prepares him or her to adapt to life and is capable of receiving

a specific division of labour, contributing to the development of society, the maintenance and development of human civilization

“Training is understood as a process of purposeful and organized operation to form and develop in a system of knowledge, skills, professional skills and attitudes of employees to build a basic personality for each individual Creating conditions for them

to participate in skilled labour in social life.” (Ho Ngoc Dai, 1991)

Thus, Training is transforming human perceptions and behaviours through learning in a system, intending to learn professional experience and professional skills, improve personal capacity, and meet the actual needs of organizations and society Only when the training process turned into a cycle of self-training in a positive and self-self-autonomous way will the training result Depending on the nature of preparation for life and workers, it classified as Training, including professional Training and vocational Training

The principle of human resource Training includes the guides: people are competent to develop, each has its value, the interests of employees and the interests of the organization can combine, human resource development and employee training is a significantly profitable investment Etc, Humans are fully capable of growing Therefore,

everyone in an organization can produce and try to grow as the growth of business regularly Everyone has their values Thus, each person is a specific person, different from others and can contribute initiatives

1.2.2 Objectives of Training Human Resource

Social Objectives

Training express a very human view of workers' rights, enhancing the position and values of workers, focusing on the development of qualifications, improving the skills of but cells in society Besides, it also harmoniously solves the relationship of interests between organizations, businesses and employees

Objectives of the organization

The organization's goal is to provide personnel for each department to achieve its own goals and tasks following the organization's overall objectives To achieve the objectives, the organization needs to meet the criteria for measuring the performance of the enterprise, such as Total profit, profitability, profit per unit of products (services); fixed time limit for a capital refund; working capital rotation; labour productivity; average income

Personal Objectives

This is a fundamental goal because meeting the personal purposes of employees will encourage them to make the best efforts to complete the work, which will lead to the organization's success Employees need stable jobs; properly assess the capacity and the exemplary contribution; to be treated fairly; have prospects in work and

income; safety at work

1.2.3 The role of training human resource

For businesses

Training is considered a fundamental factor to meet the objectives and

strategies of the organization The quality of human resources becomes the most

critical competitive advantage of businesses It helps companies solve organizational problems, prepare the next team of managers and professionals and enable enterprises

to adapt in time to the change of society The process of training human resources brings the following benefits:

• Improving in productivity, quality and work efficiency

• Reducing supervision because when workers trained and fully equipped with the necessary professional knowledge, they can supervise themselves

• Increasing solidarity in labour

• Achieving requirements in human resources planning

• Reducing occupational accidents

• Increasing dynamic, ensure the operation of the business even without critical people due to having reserve training sources instead

• Promoting the competitive advantage for the company

For employees

The training of human resources brings many benefits to the organization and helps employees update new knowledge and skills and successfully apply technological and technical changes Thanks to the training, employees avoid waste in the development process of organizations and society And it also contributes to satisfying the development needs of workers, such as:

• Create a connection between employees and businesses

• Create professionalism in employees

• Create adapting between employees and current and future jobs

• Meet the needs, personal learning and development aspirations of employee

• Give employees a new way of seeing and thinking in their work

For society

The training of workers' capacity have a tremendous impact on socio-economic development Training human resources helps people's awareness and knowledge in society increase It is the basis of strength, the source of success of developed countries The development of human resources is not only important for businesses but also society, this is the positive factor driving the economy to develop

Job instruction training

That is a standard method used to teach most manufacturing workers and even some management jobs The training process begins with the introduction and

explanation of the teacher's objectives of the work and meticulous instruction,

following each step on observing, exchanging, learning, and trying until proficient under the strict guidance and guidance of the teacher

Apprenticeship-style training

The training program begins with theoretical learning in the classroom after

students brought to work under the guidance of skilled workers for a few years,

which is carried out in the profession to be studied until mastering all the skills of the job - this method used to teach a complete confession to workers

Coaching and Advising

This method is often used for managers and supervisors to learn the knowledge and skills necessary for quick work and work for the future through tutoring and better managers' command There are three ways to attach:

• Accompanied by the direct leader

• Accompanied by an advisor

• Tutored by a more experienced manager

Rotation and transfer of work

Rotation and transfer of work is a method of transferring managers from one job to another to provide them with experience working in many other fields in the organization; It can be rotated and transferred in 3 ways:

• Transfer training subjects to receive manager positions in another part of the organization but still with the same functions and powers

• Managers are sent to take up new positions outside of their field of expertise

• Managers are arranged to rotate jobs within a professional profession

1.3.2 Off-the-job training

Off-the-job training is a training method in which the person separated from the implementation of practical work These methods include:

Organize external training

For relatively complex occupations or specific jobs, tutoring does not meet both quality and quantity needs Businesses can organize training classes with learning facilities and equipment In these options, the training program consists of two parts: theory and practice The theoretical part focused on engineers and technicians in charge This method helps students learn more effectively

Send to formal schools

Enterprises can also send workers to vocational schools or managers organized

by ministries, branches or centrally run In this method, the student will be equipped with relatively full of theoretical and practical knowledge However, this method takes

a lot of time and funding for training

 Lectures, conferences or seminars

Lectures or meetings held at a business or an external conference can be controlled separately or in combination with other training programs During

the discussions, students will discuss each topic under the guidance of the team

leader and thereby learn the necessary experience knowledge

 Training in processing dispatches and papers

There is a type of exercise in which the manager receives a series of documents, memos, reports, reports, instructions from superiors and other information that a manager can receive upon arrival at work and quick and proper processing This method helps managers learn how to make quick decisions in their daily work

 Laboratory-style training

This method includes learning meetings that use situational exercises, translation, computer simulations, management games or problem-solving

activities There is a modern way of training today to help students solve world situations

real- Programmization-style training, with the help of a computer

This is the current skills training method that many overseas companies are using widely In this method, the training programs are pre-written on the computer's floppy disk; the student follows only the instructions of the

computer

1.4 Human Resource Training Process

Figure 1.1: The process of Planned Training

(Source: Armstrong Michael, 1995)

Based on Armstrong Micheal's training process (1995) and his research, the process of training and developing human resources is divided into the following steps:

1.4.1 Identify training needs

The need for training is the gap between what is desired in terms of aspects and attitudes of managers and employees in the business

Identifying training needs is collecting and analyzing information to clarify the need to improve the performance of work and determine whether current training is a solution to improve work efficiency and development ability with each specific staff

Training needs analysis is a system-based process that defines and quantities goals; Quan requires and determines priorities for decisions in the field of training

The training needs of each employee are different due to their basic knowledge, potential and ambition for development Therefore, training activities must be directed towards the program's design to meet the requirements of each subject The need for training determines the training method, without any agenda or procedures suitable for all conditions Training programs are selected based on re-reconciliation of the wishes

of individuals with the objectives of the enterprise, in which business efficiency is given

as a decisive influence

Foundation for determining training needs:

Analysis of objectives, plans, strategies, indicators of organizational efficiency of enterprises:

Analysis of organizational efficiency indicators includes analysing

organizational criteria such as productivity, quality of work performance, transfer rate, labor discipline

The objectives and strategies of the business tell the development orientation of the business Human resource planning is the process of identifying the organisation's

human resources needs in a system to serve the goals of the organization

Work analysis

Job analysis is to study the work in detail to clarify the tasks, responsibilities and requirements of knowledge, skills and experience for the person performing the work and then conduct appropriate training programs In this case, using the job

description table and the request for the person performing is very useful Using the form to analyse a job:

• Listing key tasks

• Determine the frequency of performing tasks and responsibility

• How standards for the task

• How to respond conditions of the work

• What necessary skills and knowledge to teach employees

The determination of training needs can be carried out through the classical method of assessing needs, such as work analysis:

Table 1.1: Facilities for determining training needs

Reasons for training Context of training needs Ultimate Result

Law

Lack of basicskills

Perform the next task

New technology

Customer requirements

Higher performance

standards

New jobs, new products

- What do workers need to train?

Organizational analysis There is a need for priority training

The support and support of managers and colleagues

- Where does the organization's strategy go, what is the goal?

Resources for training:

Budget, time, expertise, qualifications

- Human analysis Personal characteristics:

knowledge, skills and attitude

Result: influence, productivity, quality

- Task analysis Select work for analysis Pronpron list of tasks Confirm the list of tasks Identify knowledge, Attitude, skills necessar for the successful implementation of each task

(Source: Quản trị nhân sự - MBA Nguyễn Hữu Thân)

Analysis of the performance of work:

It is a thorough study of the implementation of the work to build the optimal work process as well as to train and train employees to perform the work This analysis focuses

on the personal abilities and characteristics of employees, which are used to determine who can take over the job and what knowledge and skills they lack, thereby determining what knowledge and skills to focus on

1.4.2 Identify training goals

It is the determination of the results expected to be achieved after the program

is implemented Requirements when defining training objectives:

• Must come from needs

• Objectives must be clear, specific, serviceable for the evaluation—the content of the target

• Specific skills to be trained and qualifications acquired after training

• Number and structure of trainees

1.4.3 Selection of training subjects

The training object is a list of trainees who need to be trained in that training program To identify the department as well as the thing to be trained, the person who develops the training program needs to discuss with the leaders of the department,

heads of departments to know the current status of the job, job prospects training needs

of employees and must be based on standards such as job performance evaluation results, job analysis and annual training performance monitoring test results to determine Who should train who, in what department, and what form of training…

Identifying the proper training subjects to ensure training the right people to teach, fitting with their abilities and aspirations, avoiding the confusion that wastes time and money:

- The workers are in need Training needs

- Employees are sent to participate in training due to the need of the business

- The workers can absorb

Workforce training plans should also be budgeted for, commitment to training timelines, and shaping ways to measure and evaluate the workforce training process All projects before being implemented need the organization's approval and close leadership control

To choose the proper training object, it is based on training needs and must be able to assess the quality of the existing workforce Subjects selected to participate in training must ensure the following factors: The training must be the right person, the right job, must provide fair, effective and timely for employees and for the job To do

so, before selecting subjects, it is necessary to study the needs and aspirations of each employee, whether their motives for learning are legitimate or not or can enterprises satisfy; at the same time can be based on the results of work analysis activities (including

3 copies: Job description, requirements of the job for the performer and standard copy

of the job)

1.4.4 Developing training programs

The training program is a system of subjects and lessons to be taught, showing what knowledge, skills need to be taught and taught In how long On that basis, choose the appropriate training method

The individuals participating in the training have varying degrees of professional experience and understanding Therefore, the content of a specific training program is required to be tied to training objectives, training subjects Before the training course, there is often a need to investigate and survey the needs of the trainees to ensure the

training program is appropriate because the training program is too difficult or to cricket can be ineffective The training program must be explicitly built in terms of: the number

of subjects, the individual issues to be provided in the program, the number of hours, the period of each issue, the cost for each subject, each period, the facilities needed equipment for the program such as: textbooks, documents, equipment,…

The training program is built based on training needs and identified training objectives Then businesses will base on the specific situation of financial capacity, facilities to choose appropriate training methods

1.4.5 Estimated training costs

Training costs include financial costs and opportunity costs, in which:

• Financial Costs

Costs for teachers: salaries, wages, allowances for trainers

- Costs for learners: tuition fees, allowances, other training costs (travel, meals, accommodation )

- Costs for teaching and learning facilities: classrooms, computers, projectors, stationery , printing documents

- Costs for the program manager and other costs: salaries, wages for managers, management costs

Financial expenses per capita for each Student are calculated:

due to having to participate in training, other opportunities that businesses or individuals ignore during the training

Currently, often the funding for training is taken from the investment and development fund of the enterprise, also from other sources of financing, the budget for training needs to be reasonably planned, should not be too tight but should not be wasted too much , estimate the cost of training is a reasonable way will help businesses get better training results

1.4.6 Selection of training teachers

Depending on the production and business situation, the training subjects, and the training needs, this force is chosen so that it is suitable for the issues Enterprises can choose teachers according to the following two options:

Option 1: Inside the business

Select skilled workers, managers with experience in the business to participate in teaching This plan is both cost-effective and provides students with skills to perform jobs close to the business's reality However, this option has limitations such as: it isn't easy to update new information and knowledge while it may affect the work that the person is chosen as a teacher to undertake

Option 2: Outside the business

Selection of a teacher from an external training institution (lecturers of universities, training companies, training centres ) Under this plan, it is possible to provide up-to-date knowledge, information, and keep up with the profession's advancement However, this option has the disadvantage of low implementation capacity, not close to the business and often high cost

1.4.7 Implementation organization

After developing a human resource training plan, it is essential to organize the implementation of this plan As analyzed above, training needs to be based on what managers want their employees to know, for practical training requires efforts from both sides, employees must be determined to improve their ability to do Jobs and managers have to create time and budget conditions for employees to enhance their ability to work and to control their application of knowledge learned to their jobs

The person in charge of training should coordinate with the functional departments/departments to select the right people to be trained, announce the training schedule and create the necessary conditions for them to participate in training effectively To perform the exercise at work effectively, this department must also combine with other departments in the enterprise to find managers, staff with experience and willingness to train staff training In the case of an Off-the-job training course, they need to help the director find organizations and individuals that provide training services

to choose the most suitable provider and sign the contract Next, It is necessary to coordinate with teachers/instructors in developing training programs with appropriate learning goals When the course takes place, it is essential to ensure logistics conditions for the classroom, teaching equipment, table and chairs layout by the teaching method, snacks between lessons

1.4.8 Evaluation of training effectiveness

Like other activities in the enterprise, training activities should also be assessed

to consider what the results are obtained and draw lessons for the next time Here are the questions that the organizer conducting the training should understand:

• Did the implementation activities meet the set goals?

• What have the staff learned from the training program?

• What issues in the training program need to be improved, supplemented or changed?

• What changes (in terms of content, methods, as well as costs) need to be made in the training plan and future development?

On the other hand, evaluating the results of training activities also helps to answer questions that business leaders want to know about training benefits

Specifically:

• Did the staff make any changes in their work?

• Are problems with pre-training performance resolved?

• Are the costs and efforts spent on training worthy and justified?

• What are the end results for the business?

There are many methods to evaluate the effectiveness of training In this thesis, the author uses the "CIPP Evaluation model" model

Figure 1.2: CIPP Evaluation Model

Source: Stufflebean, 1983

In 1983, Stufflebean established the CIPP evaluation model to help assessors in collecting the information they need to make promote inclusion about the assessment The CIPP evaluation model enables teachers to take an active role in the assessment process and comprehend the key material in order to make informed judgments For the participants enrolled, each training program has a fundamental value The program's objectives, plans, actions, and outcomes will be the focus of the evaluation model The four components mentioned above will lead to 4 different stages of inspection, including:

Context is assessing whether or not training program's standards were achieved during implementation and after completion Analyze, on the other hand, whether the training project's objectives has resulted in values that really are adequate for the current

educational context and social needs Are the training program's objectives matching the learners' expectations and requirements? When the training program is over, are the training objectives clear, responsive, and attainable?

Input assessme will be examined from two perspectives: program content and

technical infrastructure and supporting equipment for the delivery of training programs

- Determine if the content of the training program is suitable by determining if the training program achieves the objectives; Does the material satisfy the requirements of learners?

- The classroom has all of the necessary equipment to help the teaching and learning process Audio and video equipment, libraries, and instructional materials are all examples of equipment that can be kept

Process evaluation include: The level of student engagement in the training

program, the teaching-learning approach, and the degree of student engagement in research activities

- Level of learner involvement in the training program: do students actively participate in the internship process? Are students actively engaged in classroom activities?

- What teaching-learning approach is employed? Is the teaching technique appropriate for each module's content? Is group learning carried out efficiently? Has the learner been properly evaluated during his or her time in the program?

- Do the students take part in research activities or not? Is it encouraging for students to do scientific research? Have the learners' research abilities improved

as a result of the training?

Output evaluation (Product) include: Comprehensive evaluation of the

program; Trainee capability after entering the program; The program's first impressions

- A comprehensive review of the lecturer's teaching process, including the learner's happiness with the program, if the program meets the needs of learners,

if the programme can increase learners' comprehension, and if the system can improve learners' attitude

- Learners' minimal capacity: Learners must acquire the required skills and knowledge to fulfill the labor market's minimal criteria

- The program's overall impression: The student found the training program to be beneficial

Qualitative and quantitative evaluations are included in the CIPP assessment paradigm This evaluation model's strength is that it provides a basic and easy-to-use instrument to assist assessors in obtaining crucial responses The CIPP assessment methodology aids

in decision-making about the training program in order to guarantee that it is implemented successfully and of the best possible quality

1.4.9 Arrange and Use of Post-training

The results of the post-training assessment will be used to assess the effectiveness

of the trainees There is the basis for the enterprise to appoint higher-level positions or rotate students to work in other departments and departments after being trained

Enterprises can carry out the rotation of the workforce between departments if there is a need for human resources It is necessary to recruit more external human resources, helping to minimize the recruitment costs of the business

The placement and use of post-training human resources play an essential role in encouraging workers to study enthusiastically Self-consciously improve their qualifications and skills At the same time, reasonably using employees will contribute

to improving the efficiency of the business

1.5 Factors affecting the Training Process

1.5.1 Internal environment of the business

Views of senior leaders:

Some organizations and managers are very interested in training human resources, considering this as a strategy in developing and competing with other organizations and enterprises But there are also cases, for some reason, the administrator has not been interested Considering this issue, the training of human resources in that organization will be carried out inactively, with low quality and training efficiency, which can affect the overall performance of enterprises

Business line

This factor significantly affects the training of human resources of enterprises Operating in the manufacturing industry where modern equipment and technological

processes are advanced, these factors only come into play when workers know how to use it Therefore, knowledge must equip workers to use these machines and equipment most effectively and ensure safety

Equipment technology factors:

Nowadays, enterprises are increasingly investing and focusing on equipment technology to serve production and business activities that bring the highest profit for themselves, requiring employees to be equipped with new knowledge and skills to meet that change The change in technology processes of enterprises has a significant influence on the training of human resources of the company Mainly for enterprises with a specific nature of activities specializing in construction, technological processes are very complicated

Financial capacity of the business:

The financial resources invested in the training of human resources are essential

It directly affects the quality of movement as well as the scale of human resource training To be able to invest in equipment and facilities for teaching or to develop the number and quality of teachers and students depends a lot on each organization's financial conditions and each individual Therefore, human resource training activities can only carry out gas with stable and suitable funding for it

The capacity of the specialized department on the training of human resources

The ability of full-time staff in training also has a significant impact on enterprises' exercise of human resources They not only have sufficient professional qualifications but also have all the necessary knowledge (such as knowledge of social sciences or behaviours) to serve their work

Characteristics of human resources of the company

The workers in the organization are the subjects of training The organization should base on the characteristics of human resources in the organization (such as scale, structure, quality) to appropriately carry out training

Worker Qualifications: Will the current workforce quality study show who needs training? What training?

Labour structure by age, gender:

If enterprises have a younger labour structure in terms of age, the training demand will likely be higher than the other enterprises It comes from the psychological characteristics of the older the worker, the lower the need for learning Gender also affects the training needs of an enterprise

Leadership team

The leadership team significantly affects the management of human resources in

an enterprise expressed through development thinking, vision, understanding, communication style, through the application of incentive tools to influence the behaviour of employees

The leadership of an enterprise must have the necessary capacity and qualities of the leader; So, it is essential to know how to choose appropriate management methods, appropriate incentives to create motivation to work and improve production and business efficiency

Organizational structure

The organizational structure of an enterprise regulates the way Human resources are managed at that enterprise However, even if they design an optimal organizational structure without knowing how to recruit the right people, give them the task and power

to perform their work or do not stimulate or activating them to work, they do not achieve the goals When an organizational structure changes, increases or decreases its rank, expands or narrows functions, increases powers, or narrows forces Human resource management must also change

1.5.2 External Environment of the bussiness

Legal environment: affecting the training of human resources of the enterprise,

but all enterprise activities are limited by the legal framework prescribed by the State, all activities of the enterprise must ensure not to be illegal

The economic and political environment also affect the training of human

resources As the economy develops and the political climate stabilizes, workers often have significant training needs, and activity is not affected much

The progress of science and technology: the more advanced modern science and

technology, the higher the level of workers must be raised to master the manipulations and processes of technology when performing work Competition in science and

technology is one of the survival issues of enterprises before competitors in the same development environment

The market of the enterprise: the broad market, the goods sell a lot, the revenue

increases, the profit increases from which it will determine the funding deducted from the human resource training fund On the other part, market demand volatility entails a rapid change of the structure of products and services, which requires more training activities—competitors of the business

1.5.3 Factors belonging to the employees themselves

Ability of workers

There is a factor that has a significant influence on the success of the training It

is necessary to consider carefully to avoid costs, effort and time without any effect

"Individuals participate in training with different experiences, different levels of understanding of materials and different innate intellectual and physical abilities Therefore, the program designer must make sure that his training requirements are consistent with the students' abilities Because training programs that are too difficult or

too easy can be inefficient." (Vu Trong Hung, 2002)

If an employee is judged to need training, but the possibility is not there, it should not be trained, but other orientations should be more appropriate

Readiness for training

Another factor is the readiness of workers, i.e when considering workers' ability;

we also need to consider some more factors that they are ready for training or not

"Perhaps the most important motivation that students need is the desire to change their

behaviour and results at work." (Vu Trong Hung, 2002)

For example, if a person is pregnant, they are willing to go to training or if they spend time with their family, children we need to learn carefully to have the best training effect

CHAPTER 2 OVERVIEW OF ELAND GROUP AND ELAND ENGINEERING AND CONSTRUCTION VIETNAM CO., LTD.

2.1 Overview of E-Land Group

The E-Land Group is a South Korean corporation founded in the 1980s in the United Kingdom by founder Park Sung So E-LAND Group trades in various fields from fashion, food and beverage both the engineering and construction sectors, with the main markets being Asia (dominated by China), Europe and the United States

(Source: Company Official Website)

Subsidiaries of the ELAND Group include:

K-Swiss Eland Construction Belife

E-Land System E-Land Park And some other bussiness E-Land World E-Land Cruise

E-Land Retail LEADON

Figure 2.1: Logo ELAND GROUP

It can say that the formation and development process of THE E-LAND GROUP is a long and rare way for a company to proliferate To achieve such success is because ELAND Group and its subsidiaries and branches all follow four business and management philosophies set out, and this is also the value that the group aims to:

• "Sharing" – Our goal is to work for the community that serves

society

• "Development" - The workplace is also a school in life

• "Honesty" - The path of sustainable development is the path to the right despite being a very long one

• "Dedication" – Customer satisfaction is the best way to promote

your brand

As of 2018, The E-Land Group operates in 6 areas:

Figure 2.2: ELAND Group's areas of operation

(Source: Company Official Website)

• International Fashion: There are more than 150 brands, and there

are 13000 stores Among them are more than 100 global fashion brands such as K Swiss, Palladium, GUESS KIDS, COLE HAAN, NEW BALANCE