INTRODUCTION
Background
Bac Thang Long and Nam Thang Long industrial parks in Hanoi have achieved significant success since their establishment, yet they continue to face challenges related to human resource management.
Prior to the research, in-depth interviews with managers and employees at Bac Thang Long and Nam Thang Long Industrial Parks revealed that while companies are focused on Human Resource Development (HRD), they face significant challenges These challenges include a shortage of high-tech and skilled workers, an unstable workforce, and employees' perceptions of temporary job security Consequently, implementing an effective human resource development program is essential for addressing these issues.
The researcher selected the topic "Human Resource Development (HRD) Practices in Bac Thang Long and Nam Thang Long Industrial Parks: Foundations for a Comprehensive HRD Program for Industrial Parks in Vietnam" to explore innovative HRD strategies This choice was driven by the need for thorough analysis and insights into effective HRD practices within these industrial parks.
Bac Thang Long industrial Park located in Dong Anh district, Hanoi City
Owner: Sumitomo Corp Venture Company (Japan) and Dong Anh Mechanical Company
Nam Thang Long Park located in Tu Liem district, Hanoi city
Owner: Infrastructure Development JSC - Ha Noi Industrial and Trade Association (Vietnam)
The research expected to provide better understandings of human resource resource development in Bac Thang Long and Nam Thang Long industrial Parks where nearly 100 companies operating inside
Specifically, it sought to answer the following questions:
1 What is the profile of respondents in different companies in terms of:
2 What are the human resource development practices of the foreign companies and Vietnam companies in terms of training?
3 Which of the HRD practices were perceived to be acceptable and common among group of respondents?
4 What HRD program can be developed as bases of implementing HRD practices in an industrial park?
The research has the following specific objectives:
- Identify the profile of respondents,
- Examine the role of HRD and their practices in local and foreign companies in terms of training
- Identify the current situation and practices of companies‟ HRD in Bac Thang Long and Nam Thang Long industrial Park in Hanoi City
- Develop a comprehensive HRD program for industrial parks in Vietnam based on HRD practices of Bac Thang Long and Nam Thang Long industrial parks
The researcher hopes that the outcomes of the study will be significant:
To the companies operating in Bac Thang Long and Nam Thang Long industrial Parks
- The research is very significant to managers, because it provides important information to manage effectively
- Analyzing and evaluating the current situation of human resource development in companies
- Through analysis of the real situation of human resource development, a comprehensive HRD program developed for industrial parks in Vietnam
This study aims to provide insights into the current state of human resource development within industrial zones, specifically focusing on Bac Thang Long and Nam Thang Long industrial parks.
This study aims to enhance the researcher's scientific skills and deepen their understanding to better support their work, while also providing an opportunity to apply the knowledge gained from their DBA program in a practical setting.
To the future researcher: This is also a significant reference resource for the future researchers
1.5 The scope and delimitation of the research
- The research was carried out in Bac Thang Long and Nam Thang Long industrial
- The survey was limited to a sample of companies in Bac Thang Long and Nam Thang Long industrial Park in Hanoi with 377 respondents (managers, workers, engineers…)
For a clear understanding of the terms used in the study, the following are operationally and conceptually defined:
- Human resources: It is a term used to describe the individuals who make up the workforce of an organization
Human resource development, often referred to as training and development, is a crucial aspect of human resource management (HRM) focused on enhancing employee skills and knowledge This process involves providing training to new hires and offering opportunities for continuous learning, enabling individuals to acquire new abilities and advance their professional growth.
Training involves acquiring knowledge, skills, and competencies through the teaching of practical and vocational skills Its primary goal is to enhance an individual's capability, capacity, productivity, and overall performance.
- Human resource development practices: Refers to organizational activities practiced at training and ensuring towards the fulfillment of organizational goals
Training needs assessment is a continuous process of collecting data to identify existing training requirements, enabling the development of targeted training programs that align with organizational goals This assessment is crucial for ensuring the effectiveness and success of any training initiative.
Evaluating training is essential for determining the effectiveness of a training program and assessing its overall value This process involves gathering data and information to analyze the training's impact, allowing for necessary adjustments and improvements to the program.
- Human resource development program: The activities of organization on how to get effective training.
Objectives of the Research
The research has the following specific objectives:
- Identify the profile of respondents,
- Examine the role of HRD and their practices in local and foreign companies in terms of training
- Identify the current situation and practices of companies‟ HRD in Bac Thang Long and Nam Thang Long industrial Park in Hanoi City
- Develop a comprehensive HRD program for industrial parks in Vietnam based on HRD practices of Bac Thang Long and Nam Thang Long industrial parks
The researcher hopes that the outcomes of the study will be significant:
To the companies operating in Bac Thang Long and Nam Thang Long industrial Parks
- The research is very significant to managers, because it provides important information to manage effectively
- Analyzing and evaluating the current situation of human resource development in companies
- Through analysis of the real situation of human resource development, a comprehensive HRD program developed for industrial parks in Vietnam
This research aims to provide insights into the state of human resource development within industrial zones, focusing specifically on Bac Thang Long and Nam Thang Long industrial parks.
This study aims to enhance the researcher’s scientific study skills and deepen their understanding to support their work effectively It also serves as a valuable opportunity to apply the knowledge gained from the DBA program in a practical context.
To the future researcher: This is also a significant reference resource for the future researchers
1.5 The scope and delimitation of the research
- The research was carried out in Bac Thang Long and Nam Thang Long industrial
- The survey was limited to a sample of companies in Bac Thang Long and Nam Thang Long industrial Park in Hanoi with 377 respondents (managers, workers, engineers…)
For a clear understanding of the terms used in the study, the following are operationally and conceptually defined:
- Human resources: It is a term used to describe the individuals who make up the workforce of an organization
Human resource development, often referred to as training and development, is a crucial aspect of human resource management (HRM) focused on enhancing employee skills and knowledge It involves providing training to newly hired individuals and offering ongoing opportunities for them to acquire new skills and abilities.
Training involves acquiring knowledge, skills, and competencies through the teaching of practical and vocational skills Its primary goal is to enhance an individual's capability, capacity, productivity, and overall performance.
- Human resource development practices: Refers to organizational activities practiced at training and ensuring towards the fulfillment of organizational goals
Training needs assessment is a continuous process that involves collecting data to identify existing training requirements, ensuring that training programs are effectively designed to help organizations achieve their goals Conducting a thorough needs assessment is essential for the success of any training initiative.
Evaluating training is essential for determining the effectiveness of training programs and assessing their overall value This process involves gathering data and information to analyze the outcomes of the training, enabling the identification of areas for improvement Effective evaluation also includes monitoring and refining the training program to enhance its impact.
- Human resource development program: The activities of organization on how to get effective training.
Definition of terms
For a clear understanding of the terms used in the study, the following are operationally and conceptually defined:
- Human resources: It is a term used to describe the individuals who make up the workforce of an organization
Human resource development, often referred to as training and development, is a crucial aspect of human resource management (HRM) focused on enhancing employee skills and competencies This process involves training employees post-hire and offering opportunities for them to acquire new skills, knowledge, and abilities essential for their professional growth.
Training involves acquiring knowledge, skills, and competencies through the teaching of vocational and practical skills It aims to enhance specific useful competencies with the ultimate goal of improving an individual's capability, capacity, productivity, and performance.
- Human resource development practices: Refers to organizational activities practiced at training and ensuring towards the fulfillment of organizational goals
Training needs assessment is a continuous process of collecting data to identify existing training requirements, ensuring that training programs are aligned with organizational goals This assessment is essential for the effectiveness and success of any training initiative.
Evaluating training is crucial for determining the effectiveness of a training program and assessing its overall value This process involves gathering data to inform decisions, enabling organizations to control and refine their training initiatives for better outcomes.
- Human resource development program: The activities of organization on how to get effective training.
LITERATURE REVIEW AND RELATED STUDIES
Literature Review
Human resource development (HRD) is essential for enhancing worker skills, thereby boosting productivity and global competitiveness Introduced by Len Nadler, HRD encompasses training, education, and development, which are crucial for creating a well-trained, multi-skilled workforce that contributes to an organization's economic success through cost reduction and increased productivity According to Desimone and Harris, HRD integrates training, organization, and career development to enhance individual, group, and organizational effectiveness It focuses on developing key competencies that enable individuals to meet current and future job demands, facilitating change management within organizations and aligning individual capabilities with organizational needs.
Training and development: Training, education and development are main areas in
HRD, which focus on the improvement of the knowledge, skills and abilities of employees in the organization (Nadler and Nadler)
Training is a structured approach aimed at modifying employee behavior to align with organizational objectives According to Naddler's study on Yara, training focuses on enhancing an individual's future job performance and knowledge Essentially, training equips employees with the necessary skills and knowledge to effectively execute their assigned tasks and responsibilities.
Development is activities for learning that is open to employee with new job based on the future development orientation of the organization
However, they are different from their focus, scope, time frame and purpose (Nguyen Van Diem, Nguyen Ngoc Quan, 2004) Figure 2.1 summaries the differences among employee training and development
Training aims to equip employees with specific skills or address performance gaps, while development focuses on the future growth of both the organization and the individual in less defined areas While training incurs costs, education and development serve as valuable investments for long-term success.
Table 2-1: Comparison among training and development
Focus Current job Future job
Scope Individual Individual and Organization
Time frame Short term Long term
Purpose Correct lack of knowledge and skills at present time
Prepare for future work demand and changes and produce a flexible workforce for the organization in the future
Figure 2-1 shows the changing role of training Training is moving from a primary focus on teaching employees specific skills to a broader focus on creating and sharing knowledge
Figure 2-1: Changing role of training
Source: Based on J.J Martocehio and T.T Baldwin, 1997, 1-40
Training has traditionally focused on imparting specific skills and knowledge to employees, a practice that will persist in the future This perspective assumes that business conditions are stable and manageable, allowing companies to foresee and dictate the skills and knowledge their workforce will require moving forward.
Linking training to business needs is essential in today's unpredictable environment, where companies face ongoing competitive challenges As problems arise unexpectedly, training should be provided on an as-needed basis to equip employees with the skills necessary to address specific business issues effectively.
Focus on teaching skills and knowledge Link training to business needs
Use training to create and share knowledge
To gain a competitive advantage, companies should focus on developing intellectual capital, which encompasses cognitive knowledge, advanced skills, system understanding, and self-motivated creativity While training departments have traditionally emphasized cognitive and advanced skills, the true value lies in helping employees comprehend the manufacturing or service processes and the interrelationships among departments This understanding, coupled with motivation for innovation, can significantly enhance the quality of services and products delivered.
Training process consists of three stages: needs assessment, conduct training and training evaluation
Training needs assessment involves evaluating whether training is necessary, identifying who requires it, determining the appropriate content, and establishing the frequency of training sessions.
There are three levels of needs assessment: organizational analysis, task analysis and individual analysis (Janice A Miller, SPHR and Diana M Osinski, SPHR, 2002):
- Organizational analysis looks at the effectiveness of the organization and determines where training is needed and under what conditions it will be conducted The organizational analysis should identify:
+ State of the economy and the impact on operating costs
+ Changing work force demographics and the need to address cultural or language barriers
+ Increasing global/world market places
+ Political trends such as sexual harassment and workplace violence
+ Organizational goals (how effective is the organization in meetings its goals), resources available (money, facilities; materials on hand and current, available expertise within the organization)
+ Climate and support for training (top management support, employee willingness to participate, and responsibility for outcomes)
The information needed to conduct an organizational analysis can be obtained from a variety of sources including:
+ Organizational goals and objectives, mission statements, strategic plans
+ Staffing inventory, succession planning, long and short term staffing needs
A comprehensive skills inventory should assess both existing capabilities and future requirements, while also evaluating key organizational climate indices such as labor-management relationships, grievance trends, turnover rates, absenteeism, and employee suggestions Additionally, monitoring productivity levels, accident rates, short-term sickness, employee behavior observations, attitude surveys, and customer complaints is essential for fostering a positive work environment and addressing potential issues effectively.
+ Analysis of efficiency indices: costs of labor, costs of materials, quality of products, equipment utilization, production rates, costs of distribution, waste, down time, late deliveries, repairs
+ Changes in equipment, technology or automation
+ Plans for reorganization or job restructuring
Task analysis gathers essential information about a specific job or a set of jobs, focusing on the knowledge, skills, attitudes, and abilities required for optimal performance Various sources can be utilized to collect data for an effective task analysis.
A job description is a detailed narrative outlining the primary activities and working conditions associated with a specific role If a current and accurate job description is unavailable, it is essential to utilize job analysis techniques to create one.
+ Performance standards - Objectives of the tasks of the job and the standards by which they will be judged This is needed to identify performance discrepancies
+ Observe the job/sample the work
+ Job inventory questionnaire - Evaluate tasks in terms of importance and time spent performing
+ Review literature about the job - Research the "best practices" from other companies, review professional journals
+ Ask questions about the job - Of the incumbents, of the supervisor, of upper management
+ Analysis of operating problems - Down time, waste, repairs, late deliveries, quality control
- Individual analysis analyzes how well the individual employee is doing the job and determines which employees need training and what kind
Sources of information available for an individual analysis include:
+ Performance evaluation - Identifies weaknesses and areas of improvement
+ Performance problems - Productivity, absenteeism or tardiness, accidents, grievances, waste, product quality, down time, repairs, equipment utilization, customer complaints
+ Observation - Observe both behavior and the results of the behavior
+ Work samples - Observe products generated
+ Interviews - Talk to manager, supervisor and employee Ask employee about what he/she believes he/she needs to learn
+ Questionnaires - Written form of the interview, tests, must measure job-related qualities such as job knowledge and skills
+ Attitude surveys - Measures morale, motivation, satisfaction
Noe indicated the causes and outcomes resulting from needs assessment
Figure 2-2: The needs assessment process
Needs assessment typically involves organization analysis, individual analysis and task analysis
Choosing and implementing effective training methods is crucial for meeting both individual and organizational needs The selection of these methods depends on various factors, including the trainer's abilities, the number of trainees, and their specific training requirements There are numerous training and development approaches available, such as on-the-job training, off-the-job training, classroom instruction, coaching, and mentoring In Vietnam, companies commonly utilize methods like skills training, product training, technical training, and behavioral development exercises to enhance employee performance and growth.
Coaching is a collaborative process that occurs between individuals, either in a professional setting or outside of it This practice enables individuals to apply newly acquired knowledge and skills to real-life situations, ultimately leading to tangible results.
In what do they need training?
What trainees need to learn?
Effective training frequency between managers and subordinates is crucial for addressing undesirable behaviors Kinlaw describes coaching as a collaborative dialogue that fosters superior performance, commitment to improvement, and strong relationships Similarly, DeSimone and Harris emphasize that coaching encourages employees to take responsibility for their performance, helping them achieve and maintain excellence while partnering with the organization to meet its goals.
The benefits of coaching is that the individual will be able to improve their work performance and skill set by receiving one-on-one training to develop career prospects
- On the job training (OJT):
On-the-job training (OJT) involves training employees while they perform their actual job duties, typically guided by a professional trainer or an experienced colleague This hands-on approach is often complemented by formal classroom instruction, making it an effective method for onboarding newly hired employees or helping transferred or promoted staff acclimate to their new roles.
On-the-job training offers a cost-effective solution for businesses, eliminating the need for external instructors or programs, as it is integrated into regular work shifts This approach reduces expenses related to transportation for new employees, who can learn directly in their work environment Additionally, there is no requirement for extra equipment, as trainees utilize the same tools they will use in their roles, enhancing their learning experience.
Review of Related Studies
The study conducted by Sandra Miller Byrne, Ph.D., highlights the importance of Human Resource Development in enhancing the performance of small manufacturing companies It identifies key enablers and barriers to providing holistic technical assistance, revealing four interrelated constructs known as the Connectivity Circle These constructs interact in a synergistic manner, significantly influencing the likelihood of achieving a high-performance workplace The research underscores that effective intervention models can lead to comprehensive service delivery, ultimately fostering high-performance work practices in small manufacturers.
The article by Vilmante Kumpikaite and Algimantas Sakalas from Kaunas University of Technology introduces a model for evaluating human resource development systems This model is grounded in qualitative criteria derived from a comprehensive analysis of scientific literature and empirical research It emphasizes the comparison between formal human resource development data and employee perceptions, aligning with the organization's stance on human resource development Additionally, the model identifies developmental needs and rewards based on merit, while also outlining the functions of the human development system and the evaluation of human resource development activities.
Statistics of Singapore Institute of Human Resource Management (2006)
Regarding the investment in training and development for human resources is between 4%- 8% of enterprises‟ wage fund This is the level of investment only for work-based training courses
The Human Resources Training and Development Plan at Petro Vietnam Construction Joint Stock Corporation (PVC) for the years 2012-2016 focuses on enhancing recruitment, training, and needs assessment processes This research evaluates the current training practices at PVC and proposes targeted solutions, including specific training topics and methodologies Additionally, it outlines a comprehensive training and development strategy aimed at improving employee skills and competencies during the specified period.
Conceptual Framework
For a better understanding, a conceptual model was used to guide the researcher in conducting this study
The initial frame presents the demographic profile of respondents, detailing their age, gender, and educational background by company Additionally, it captures their perceptions regarding human resource development practices, focusing on aspects such as human function, orientation, training and development, and management development.
The second frame, which is the process, indicates the data gathering, evaluation through questionnaire checklist and analysis and interpretation of data
The third frame, which is the output, indicates the determined perception of the employees on the human resource development in Bac Thang Long and Nam Thang Long industrial Parks
Profile of the respondents in terms of:
Perception of respondents on Human
Resources development implemented by the company
- Analysis and interpretation of data
- Recommending some solutions to improve human resource development
-A comprehensive HRD Program for industrial park in Vietnam
RESEARCH METHODOLOGY
Research Design
This study employs a descriptive method and a top-down approach, utilizing both quantitative and qualitative analytical tools to assess the perceptions of respondents from Bac Thang Long and Nam Thang Long industrial parks.
The descriptive method, as outlined by Manuel and Medel, entails the thorough description, analysis, and interpretation of current phenomena, emphasizing the existing conditions and behaviors of individuals, groups, or objects in the present context.
The research is carried out in companies in Bac Thang Long and Nam Thang Long industrial Parks located in Hanoi City
In order to do this research, the researcher used the descriptive method to get data which includes:
Primary data was gathered through questionnaires distributed to 377 participants, including directors, vice directors, engineers, specialists, technicians, workers, and office staff, from six companies—three based in Japan and three in Vietnam—located in Bac Thang Long.
- Personal interview: The researcher interviewed the specialists of personnel Departments, managers of companies regarding the HMD practices in Bac Thang Long and Nam Thang Long industrial Parks
3.4 Population, Sample and sampling technique
The researcher uses the formula of Slovin (Sevilla, et al/, 1998) to calculate the real quantity of respondents: n = N / (1 + Ne 2 ) with e = 0.05 as margin for error and 95% realibility
The researcher chose 3 foreign companies in Bac Thang Long industrial Park and 3 Viet Nam companies in Nam Thang Long industrial Park with 6039 people including 186 managers and 5853 employees
Applying the Slovin‟s formula to get the number of representatives, a total of 377 people were taken as respondents as shown on the following table:
Table 3.1: Distribution of the respondents
The following table shows the breakdown of respondents from the different units of companies:
Table 3.2: Description of the Respondents
Leaders of specialized departments/ sections
The management team comprised directors, vice directors, unit heads, and vice heads of units, while the workforce included workers, engineers, specialists, technicians, and office staff These employees are currently engaged in six companies located within the Bac Thang Long and Nam Thang Long industrial parks.
The survey questionnaires were the main used to gather data
To meet the research objects, the questionnaire is designed into two sections:
- Section A: it was designed to get the information as: Age, gender, education level, occupation…
Section B was designed to gather information for the research, focusing on human resource functions such as orientation, training and development, and management development Data analysis and evaluation were conducted using percentage rates To assess the evaluation levels and opinions of respondents, the researcher employed a Likert scale ranging from 1 to 5.
3.6 Procedure for conducting the survey
In the actual conduct of the research, the researcher followed the following procedures:
The questionnaire checklist served as the primary tool for data collection in the research, with the researcher consulting his adviser and experts for guidance during its design and development.
The researcher obtained approval from managers of six companies in Bac Thang Long and Nam Thang Long industrial parks to conduct a study among their employees Additionally, unstructured interviews were carried out during the distribution and collection of the questionnaire checklist.
The analysis was mainly based on the outputs of data processing and the information collected from the questionnaires survey
This study used statistical methods to process data analysis as presented in the following table:
Items Statistical Treatment Source of data
Profile of respondents Percentage Survey
Perception of respondents on purpose of training program
Perception of respondents on training program
Percentage and Weighted mean Survey
Perception of respondents on training needs
Percentage and Weighted mean Survey
Perception of respondents on training methods
Percentage and Weighted mean Survey
Perception of respondents on training content
Percentage and Weighted mean Survey
Perception of respondents on training time
Perception of respondents on training budget
Perception of respondents on training evaluation
Percentage and Weighted mean Survey
Data collection method
In order to do this research, the researcher used the descriptive method to get data which includes:
Primary data was gathered through questionnaires distributed to 377 respondents, including directors, vice directors, engineers, specialists, technicians, workers, and office staff These participants were employed at six companies, comprising three from Japan and three from Vietnam, located in Bac Thang Long.
- Personal interview: The researcher interviewed the specialists of personnel Departments, managers of companies regarding the HMD practices in Bac Thang Long and Nam Thang Long industrial Parks.
Population, Sample and Sampling Technique
The researcher uses the formula of Slovin (Sevilla, et al/, 1998) to calculate the real quantity of respondents: n = N / (1 + Ne 2 ) with e = 0.05 as margin for error and 95% realibility
The researcher chose 3 foreign companies in Bac Thang Long industrial Park and 3 Viet Nam companies in Nam Thang Long industrial Park with 6039 people including 186 managers and 5853 employees
Applying the Slovin‟s formula to get the number of representatives, a total of 377 people were taken as respondents as shown on the following table:
Table 3.1: Distribution of the respondents
The following table shows the breakdown of respondents from the different units of companies:
Table 3.2: Description of the Respondents
Leaders of specialized departments/ sections
The management team comprised directors, vice directors, unit heads, and vice heads of units, while the workforce included workers, engineers, specialists, technicians, and office staff, all actively employed across six companies located in the Bac Thang Long and Nam Thang Long industrial parks.
Research Instrument
The survey questionnaires were the main used to gather data
To meet the research objects, the questionnaire is designed into two sections:
- Section A: it was designed to get the information as: Age, gender, education level, occupation…
Section B was designed to gather essential information for the research, focusing on human resource functions such as orientation, training and development, and management development Data analysis and evaluation were conducted using percentage rates To assess the evaluation levels and opinions of respondents, the researcher employed a Likert scale ranging from 1 to 5, as detailed below.
3.6 Procedure for conducting the survey
In the actual conduct of the research, the researcher followed the following procedures:
The questionnaire checklist served as the primary tool for data collection in the research, with the researcher consulting his adviser and experts for guidance during its design and development.
The researcher obtained approval from managers of six companies in Bac Thang Long and Nam Thang Long industrial parks to conduct a study among their employees Additionally, unstructured interviews were carried out during the distribution and collection of the questionnaire checklist.
The analysis was mainly based on the outputs of data processing and the information collected from the questionnaires survey
This study used statistical methods to process data analysis as presented in the following table:
Items Statistical Treatment Source of data
Profile of respondents Percentage Survey
Perception of respondents on purpose of training program
Perception of respondents on training program
Percentage and Weighted mean Survey
Perception of respondents on training needs
Percentage and Weighted mean Survey
Perception of respondents on training methods
Percentage and Weighted mean Survey
Perception of respondents on training content
Percentage and Weighted mean Survey
Perception of respondents on training time
Perception of respondents on training budget
Perception of respondents on training evaluation
Percentage and Weighted mean Survey
Statistical Treatment
This study used statistical methods to process data analysis as presented in the following table:
Items Statistical Treatment Source of data
Profile of respondents Percentage Survey
Perception of respondents on purpose of training program
Perception of respondents on training program
Percentage and Weighted mean Survey
Perception of respondents on training needs
Percentage and Weighted mean Survey
Perception of respondents on training methods
Percentage and Weighted mean Survey
Perception of respondents on training content
Percentage and Weighted mean Survey
Perception of respondents on training time
Perception of respondents on training budget
Perception of respondents on training evaluation
Percentage and Weighted mean Survey
PRESENTATION, ANALYSIS AND INTERPRETATION OF DATA
Comprehensive HRD Program
The first task is to gather details about the individual‟s need:
- Reasons for wanting to be trained
- Personal requirements with regards training
To gather individual information as mentioned above, the training manager should create an individual training needs assessment form
The following is an example of job description:
Table 4.8: Sample of job description
Full Name Position Department/ section Working shift
2 Basic responsibilities: (what responsibilities are you expecting to do?):
3 Description of job (How do you describe this work to a new employee?):
4 Minimum requirement (What requirements will you need to succeed in basic responsibilities?):
Identifying employee improvement needs begins with understanding individual aspirations Managers and supervisors must assess each employee's capabilities in relation to job tasks and personal requirements to determine the necessary training.
To effectively assess training needs, companies must focus on their future plans, particularly in relation to industrial parks and the evolving production and operating strategies highlighted in Chapter 4 Training initiatives should prioritize two key objectives: enhancing employee performance and fostering organizational development.
As analyzed in Chapter 4, in currently industries Parks the trainees who should be prioritized as following:
After assessing the training needs derived from employee demands and company objectives, managers develop training content based on survey results from companies in Bac Thang Long and Nam Thang Long Parks The training should prioritize specific areas to effectively address these identified needs.
Training should focus on the subjects as analysis in Chapter 4:
- Training on how to work in team;
Training should focus on the subjects as analysis in Chapter 4:
Determining the appropriate training budget is crucial for maximizing benefits A survey of company managers indicates that training budgets should range from 5% to 8% of the company's wage fund This recommendation aligns with the 2006 statistics from the Singapore Institute of Human Resource Management, which suggest that investment in training typically falls between 4% and 8% of an enterprise's wage fund.
In industrial parks, various training methods are employed, but only a select few prove to be both suitable and effective for companies operating in these environments Managers from surveyed companies recommend the following currently effective training methods to enhance workforce performance and productivity.
Training duration in industrial parks is primarily determined by the training objectives and content Ideally, training should last between 3 to 6 months, with a secondary option of 1 month to less than 3 months, as analyzed in Chapter 4.
Frequency of training: depending on the reasons why need training (change technologies, production plans, employee‟s demands…)
Training evaluations should be conducted both during and after the training process to ensure effectiveness The training manager must establish a timetable for these evaluations while developing the training program During the training, it is essential to compare the trainees' newly acquired skills with the targeted goals, focusing on knowledge improvement and enhancements in quality and productivity Post-training evaluations should assess the current quality and productivity of trainees against their performance after training The primary goal of these evaluations is to adjust the training program to meet its objectives, as many programs fail to meet expectations due to delayed assessments To effectively evaluate training outcomes, the training manager should implement evaluation tests to identify areas for improvement.
The following is an example form of test analysis:
Table 4.9 Sample of evaluation test
After setting the training program, the training program should be approved by the leader in company
Table 4.10 SUMMARY OF COMPREHENSIVE HRD PROGRAM FOR INDUSTRIAL
- Gather individual by using job description
- Basing on production plan and technology changes
- Training how to work in team
4 Training methods - On the job training
6 Frequency of training Depending on the reasons why need training (change technologies, production plans, employee‟s demands…)
7 Evaluation of training - Conduct the evaluation during the process and after training
- Using test analysis to evaluate training
SUMMARY, CONCLUSIONS AND RECOMMENDATIONS
Recommendation
Every company should establish a dedicated human resource department to effectively implement all aspects of human resource management To develop a successful human resource development program, it is essential to not only focus on core HRD activities but also ensure that related functions such as recruitment and selection, job design, compensation, and performance appraisal are executed effectively.
Many surveyed companies allocate limited budgets for training and development, which often falls outside the control of the human resource department As a result, this lack of funding makes it challenging for HR to proactively implement effective training and development programs.
The training budget should be managed by the immediate supervisor and specifically allocated for educational purposes, aligning with the company's strategic plans and collaboration with other departments It is essential for the company to prioritize human resource development while ensuring that training programs effectively address employee performance needs and contribute to overall business success.
- Selecting learners for training programs
The HR department plays a crucial role in identifying employees who require training to enhance their current job performance, distinguishing them from those who are being prepared for future advancement through education and development.
Many companies in industrial parks utilize cost-effective job-related training methods To select the most suitable training approach, it is essential first to identify the desired learning outcomes Following this, companies should evaluate how well the training method promotes learning and the transfer of skills, alongside considerations of development costs and overall effectiveness.
Training content for managers is a crucial aspect of Human Resource Development (HRD) that should be intentional, long-term, and aligned with the organization's strategic goals Effective management development programs must begin with a thorough needs analysis to identify the skills required for managerial success Currently, there is an urgent need to focus on soft skills and regularly updated training topics, as many managers are lacking in these essential areas.
To optimize training and development investments, organizations should conduct annual surveys to assess employees' job-related needs, identifying skill gaps and areas for improvement.
Evaluation of training and development is needed It can be evaluated base on cost-
Training evaluation should serve as a diagnostic tool rather than a means to justify the need for more training or undermine the current program's efforts Its primary purpose is to clarify the connection between training investments and the anticipated outcomes, benefiting all stakeholders involved.
In Vietnam, many companies neglect to evaluate their training programs, leading to suboptimal effectiveness Regular assessments during and after training are essential for identifying shortcomings and improving outcomes By implementing evaluation tests, companies can analyze results and make timely adjustments, ensuring that training initiatives achieve their maximum potential.
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6 Hoang Viet Khang, 2010 Development and Human Resource Development in Vietnam Ministry of Planning and Investment
7 Vo Xuan Tien, 2010 A number of issues on the Training and Development of human resource Journal of science and technology No 5(40)
This survey aims to examine Human Resource Development (HRD) practices in Bac Thang Long and Nam Thang Long industrial parks Your participation in completing this questionnaire is greatly appreciated, as your feedback is crucial Rest assured, your responses will remain strictly confidential Thank you for your valuable contribution.
1 Which of the following age category are you?
4 Your position in your company is:
2 Unit head (vice head of unit)
I PART I (FOR MANAGERS AND EMPLOYEES)
1 Does your company provide training program:
- For new employees? 1 Yes 2 No
- For existing employees? 1 Yes 2 No
2 Training and development are perceived by your company to:
1 Improve the employee’s performance in their job, thus improving the performance of the company,
2 Allow employees to achieve promotion and follow a chosen career path, thus leading to job satisfaction
3 Allow employees to acquire professional and further education qualifications (long- term training)
4 Develop an organization in order to adapt with changes
3 What type of employees usually received training?
4 The determination of training needs is based on:
2 Strategy of the board of director
3 Production and operation plan (Market, product expansions…)
5 What subjects for employees need to focus on?
1 Training how to work in a team
6 What are methods of training used?
5 Self-study (using manual, videotapes)
7 Is the valuation of training conducted in your company?
If yes, is the valuation of training efficient in your company?
Very low Low Medium High Very high
Please tick the box which corresponds to your answer The scale below gives you the range of your answer
1 What type of employees should be received training?
2 The determination of training needs to be based on:
Q2 Strategy of the board of director
Q3 Production and operation plan (market, product expansions…)
3 What are methods of training should be used in your company?
Q1 On -the job -training ( job instruction training)
4 A training course takes time of:
5 What are criteria used to evaluate training effectiveness:
Q1 Satisfaction of trainees to training program, trainers, facility for training
Q2 Knowledge and skills achievement after training
6 Ratio of company‟s wage fund for training and development should be given:
7 Management development program in your company is designed to develop potential executive/ managers for the future which need focus on:
Age structure of management group
The survey results reveal that the age group of 30 to 40 years old represents the majority, accounting for 57% of respondents, while those under 30 make up 18%.
The survey revealed that the majority of respondents, 40 individuals, fall within the 30 to 40 age range, indicating a youthful demographic that, despite lacking experience, possesses significant energy and potential for growth The second largest group consists of those aged 41 to 50, with 6 respondents accounting for 15%, while the least represented group is individuals aged 51 to 60, making up 10% of the total.
Education levels of management group
High school University Master degree Doctoral degree Other
In the terms of education this is the most positive result from this group 34 out of
40 respondents got Bachelor degrees accounting for 85% This is not amazing, because one of the requirements applied for management position is to have Bachelor degree There are
6 respondents who owned master degree accounting for 15% and no one has doctoral degree yet
In conclusion, the management group has a strong background in education and in the favorable conditions for training and development
Employees play a crucial role in determining product quality and productivity, making their training and development essential Analyzing the workforce involves examining factors such as gender, age, and education to enhance overall performance.
Gender structures of employees
Of the 330 respondents, 181 are male, representing 55% of the total, while 149 are female, making up 45% This indicates a slightly lower female ratio compared to males Notably, women predominantly work in the electricity and electronics sector, whereas a higher number of men are employed in mechanics and metallurgy fields.
Age structure of employees
The pie chart reveals that a significant majority of employees, 61%, are aged 30 and below, with 201 out of 330 respondents falling into this category The second largest group is comprised of individuals aged 31 to 40, representing 19% or 62 respondents Following this, the age range of 41 to 50 includes 13% of respondents, totaling 43 individuals, while the smallest group, those aged 51 to 60, consists of just 7 respondents This data highlights a predominantly young workforce in companies, indicating a strong need for training and a willingness to learn among these employees.
Education levels of employees
University Master degree Doctoral dgree
The education qualifications of the respondents reveal a significant trend, with 64% (211 out of 330) holding vocational degrees, while 22% (72 out of 330) possess high school diplomas.
31 out of 330 respondents who have bachelor degrees accounting for 9% and no one has doctoral degree
In conclusion, employees in companies possess a solid educational foundation, but the low percentage of those with bachelor's and master's degrees highlights a need for additional training and development Nonetheless, in today's rapidly evolving business landscape, a strong educational background alone does not ensure workplace success.
The survey analysis aimed to assess the current state of training and development across various companies, highlighting managers' perspectives on these crucial aspects.
A recent survey revealed that approximately two-thirds of companies offer training programs for new employees Notably, 94.6% of respondents from foreign companies indicated that they provide training for existing employees, compared to 66.1% of respondents from Vietnamese companies This indicates that both foreign and Vietnamese companies prioritize training and development, albeit with varying levels of commitment.
The purpose of training and development of both types of companies was presented by below Charts:
Purpose of training program in Vietnam companies
Ot her Achieving promot ion
Acquiring prof essionan and educat ional qualif icat ion
Purpose of training program in foreign companies
A cquiring pro fessio nan and educatio nal qualificatio n
Impro ving emplo yee's perfo rmance
As the above result seen the purposes of training of both are quite similar,
Improving employee performance is the top priority for 91% of foreign companies and 96% of Vietnamese companies, highlighting a strong commitment to job performance and knowledge enhancement among employees and managers in both sectors The second priority is the development of the organization to adapt to changes, with 75% of foreign respondents and 73% of Vietnamese respondents emphasizing its importance Acquiring professional and educational qualifications ranks third, with similar percentages of 45% for foreign companies and 46% for Vietnamese companies Notably, there is a difference in the interest in promotion opportunities, indicating that employees and managers in Vietnamese companies are particularly focused on future advancement.
In summary, employees from both types of companies recognize that "employee performance" is crucial, as effective training enhances productivity and improves product quality, ultimately providing a competitive advantage.
The difference is that there are more respondents in Vietnam companies interested in achieving promotion they may be inspired by the better environment
Selecting the appropriate trainees is crucial, followed by developing tailored knowledge, skills, and methods for different employee categories The charts below illustrate the findings from a survey conducted by the author in two types of companies located in Bac Thang Long and Nam Thang Long industrial parks.
Trainees of training program in Vietnam companies
Trainees of training program in foreign companies
Engeneers Workers Of f ice staf f
A recent survey in Vietnam revealed that the majority of training programs (85%) are directed towards management, while only 51% of workers directly involved in production receive training This discrepancy suggests that companies may be undermining their competitiveness by neglecting to invest in the development of frontline employees As the market evolves rapidly and demands higher product quality, it is crucial to prioritize training for production workers Managers indicated a lack of funding for training and often opt to hire pre-trained employees to cut costs However, with constant market changes, it is essential for all workers to receive comprehensive training to adapt effectively.
A recent survey of foreign companies revealed that a significant majority of training is allocated to workers (75%) and technical staff such as engineers and specialists (81% and 77%, respectively), who play a direct role in product production and enhancing company productivity In contrast, training for managers is comparatively lower, with only 52% receiving medium-level training.
When selecting trainees, a notable distinction exists between Vietnamese and foreign companies Foreign firms prioritize training for employees directly involved in production, emphasizing the importance of product quality and productivity In contrast, Vietnamese companies tend to focus more on training managers, often due to limited training budgets for workers.
To determine the most effective groups of trainees for prioritization in training programs, a survey was conducted to gather managers' opinions, and the findings are summarized in the following table.
Table 4.1.Trainees of training program
The survey results revealed that the group of workers is the top priority, with a weighted mean of 4.20, followed closely by engineers at 4.12 and specialists at 4.10 Managers ranked fourth with a mean of 3.7, while officers received the lowest rating Most managers emphasized the importance of focusing on workers who directly produce products, indicating a need for training for engineers, technicians, and specialists after addressing the needs of the workers.
In conclusion, trainees were accepted by both types of companies are workers, specialists- technicians and managers
Training needs assessment is essential for the success of training and development initiatives To identify these needs, companies survey employees, consider the management board's long-term plans, and evaluate production, business plans, and technological changes The survey results are illustrated in the accompanying chart.
Training needs assessment in Vietnam companies
Lo ng - term plan o f management B o ard
Training needs assessment in foreign companies
Lo ng - term plan o f management
The pro ductio n plan Techno lo gy changes
The training needs assessment reveals that 91% of respondents base their training requirements on production and business plans To meet customer demands, companies must evaluate whether to expand or streamline their production processes and invest in modern machinery and technology If a company aims to expand its market reach, it is essential to provide training that ensures employees can produce high-quality products that align with customer expectations in terms of quality and design.
In the electronic and telecommunication industry, technology plays a crucial role, impacting operations significantly A survey revealed that 62% of foreign companies and 56% of Vietnamese companies recognize the necessity of adapting to technological changes To thrive in this evolving business landscape, most companies acknowledge the importance of training and developing their human resources.
The demand of employees was given the percentage with 57% for foreign companies and 66% for Vietnam companies
The researcher also carried out a survey on managers‟ opinion about training needs assessment The result is presented as below table:
Q2 Long - term strategy of the board of director
The findings indicate that the production and operation plan is the top priority, achieving a weighted mean of 4.35, followed closely by technology changes at 4.12, reflecting a strong consensus on their importance The demand for employees ranks third with a weighted mean of 3.82, indicating a moderate level of agreement Conversely, the long-term strategy of the board of directors received the lowest rating.
In conclusion, production plan, technology change and the demand of employee were perceived to be based on for training need assessment
There is variety of training methods but what methods are suitable for industrial parks The below Charts would present the training methods practicing in surveyed companies:
Chart 4.13 Training methods in foreign companies
On-the-jo b training (jo b instructio n training)
Co aching Co mputer aided instructio n
Jo b ro tatio n Self-study
Chart 4.14 The training methods in Vietnam companies
On-the-jo b training (jo b instructio n training)
Co aching Co mputer aided instructio n
Jo b ro tatio n Self-study
The survey results revealed that on-the-job training and coaching are the most commonly utilized training methods, with 91% of companies employing them—64%
An interview with a human resource specialist from Matsuo Company Vietnam highlighted that new employees typically receive guidance from experienced colleagues for a period of 3 to 6 months Additionally, the management organizes conferences, seminars, and short courses to equip employees with essential knowledge and skills.
The researcher surveyed on managers‟ opinion about the methods of training and
The results indicate that on-the-job training and coaching methods are the most effective training approaches in industrial parks, with weighted means of 4.57 and 4.22, respectively Self-study also received a favorable response, achieving a weighted mean of 3.65, as some managers believe employees should take partial responsibility for their own learning, although adequate learning equipment is necessary for this method Job rotation received a low rating due to employees feeling temporary in their roles, while the computer-aided instruction method was rated uncertain, with a weighted mean of 2.62.
In conclusion, methods of training were accepted including: on the job training, coaching and self – study
Time for a training course is very important, so that in order to determine training time needed:
The results indicated that the preferred duration for taking the medication is between 3 to 6 months, receiving strong support with a weighted mean of 4.47 In contrast, the 1 to 3 months duration also garnered agreement, reflected in a weighted mean of 3.67 However, the 6 to 9 months timeframe was rated as "uncertain," with a weighted mean of 2.85, while the remaining options did not receive any agreement.
In conclusion, duration of 3 months to 6 months was optimally accepted, the 1 month to 3 months duration was also accepted for training time
The content of training bases on trainees, purposes of training The result of survey indicated that training content as following:
Chart 4.15 Training content for employees in foreign companies
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Training how to w ork in a team
Chart 4.16 Training content for employees in Vietnam companies
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Training how to w ork in a team
The training content structures of the surveyed companies show a strong emphasis on technical skills, with a notable consensus among employees prioritizing performance improvement English language training and computer application skills are also highly valued, particularly in the electronics sector where English is the primary instruction language However, there is a significant disparity in team collaboration training, with 83% of foreign companies prioritizing it compared to only 56% in Vietnamese companies Other training subjects received less attention, with most indicators falling below 50%, highlighting the areas where employee training needs to be enhanced in the future.
All surveyed companies agree that their future largely depends on effective management, leading them to implement training programs for managers A key consideration is determining which subjects should be prioritized in these programs The following table outlines the essential topics that should be emphasized in the Human Resource Development (HRD) initiatives.
Table 4.5 Training content for managers
According to the result of the survey, leadership and management skills development was the most the most urgent subject for management programs with weighted mean of 4.85 (Q 10)
In surveyed companies, foreign language proficiency ranks as the second most valuable skill for managers, with a weighted mean of 4.75 Following closely is computer application skills, which hold a weighted mean of 4.32 Together, these competencies appear to be essential minimum requirements for all managerial employees in today's workforce.
The survey revealed that knowledge in business legal issues (weighted mean 4.25), human resource management (weighted mean 3.75), and financial management (weighted mean 3.70) are deemed essential for managers, with respondents generally agreeing on their importance Conversely, marketing management was identified as the least prioritized subject for management development programs.
Survey results reveal that managers significantly lack essential soft skills, including management abilities, foreign language proficiency, and computer application skills Additionally, there is a need for regular updates on critical subjects such as business legal issues and financial management Other areas, such as general management knowledge and marketing management, are currently not prioritized.
In summary, employee training should emphasize technical skills, teamwork, computer application proficiency, and English language development Conversely, managerial training must prioritize management and leadership abilities, foreign language skills, and advanced computer application knowledge.
Training and development play a crucial role in cultivating a skilled workforce Interviews with managers reveal that while all surveyed companies allocate a budget for training, two Vietnamese companies invest less than 5% of their wage fund annually, whereas a foreign company allocates exactly 5% Despite these investments, many companies face challenges in determining the appropriate training budget and calculating the return on investment A survey conducted among managers highlights varying opinions on the annual budget allocation for training and development relative to the wage fund, as illustrated in the accompanying table.
The survey results indicate that a significant majority of managers from both types of companies strongly support allocating 5% to 8% of their budget for training, achieving a weighted mean of 4.62 In contrast, the budget allocations of 9% to 12% and 1% to 4% received "not sure" responses, with weighted means of 3.12 and 2.70, respectively Additionally, two categories showed disagreement regarding budget allocation, with low weighted means of 2.30 and 2.02.
In conclusion, according to the result of survey, 5% to 8% company‟s wage fund was accepted
The evaluation of effectiveness of training is very important, because, it is to see if training program is able to meet the expected targets