Phát triển Đội ngũ nhân sự cho mảng kinh doanh khách sạn của công ty cổ phần xây dựng số 2 quảng ninh

Phát triển Đội ngũ nhân sự cho mảng kinh doanh khách sạn của công ty cổ phần xây dựng số 2 quảng ninh

INTRODUCTION

Rationale

After two years of almost completely freezing due to the impact of the Covid-19 epidemic, Vietnam's tourism industry has shown signs of prosperity when the Government allows tourism to open and many international routes are restored Not only that, in recent years, it can be seen that Vietnam's tourism is developing well in many aspects thanks to the right direction of the Party and State In order to achieve this result of Vietnam's tourism industry, part of the important contribution of hotels must be mentioned The hotel business has ensured economic, social, and security efficiency, contributing to the development of the country's economy According to a report by Savills Vietnam, before the Covid-19 pandemic took place, the average occupancy rate at 3 - 5-star hotels regularly reached 74%, the highest in the past 10 years, with an average room rate of $113/room/night However, with the open-door policy in the market economy that has put the tourism industry in front of a fierce competition, the hotel business is under great pressure from many sides in the market

In order to survive and develop, hotels themselves and hotel managers must find positive solutions to be able to develop their business, increase revenue and profit, maintain their reputation and position in the market

The current context is witnessing rapidly changing environmental factors, along with advances in science and technology This has led to changes in business operations, management methods, perceptions and actions of individuals in the business Accordingly, the company's leaders realize that it is necessary to equip employees with new knowledge and skills to keep up with the change Therefore, developing the workforce becomes more urgent than ever HR are always the top concern and one of the powerful weapons in the business strategy of any business

Quang Ninh Joint Stock Construction Company No 2 is a large enterprise of Quang Ninh province From the initial business line of construction, to now, after more than 50 years of existence and development, the company has diversified its portfolio into many fields, such as manufacturing building materials, repairing of

2 machinery, wholesale of equipment, transportation, hotel services, restaurants In the strategic development orientation of the company, the hotel business is one of the key investment areas due to its potential attractive growth and profitability Faced with the difficulties of the business environment and competitive pressure in the market, the company realizes that it is necessary to have a suitable and effective HR to be able to step by step ahead in the competition of Quang Ninh province in particular and the domestic market in general However, the current staff for the company's hotel business is limited in both quantity and quality This comes from the fact that the company's hotel has just been put into operation, the business operation process is still in the start and test phase, many departments and managers of the company have not really adapted to the new business environment requirements Stemming from that fact and understanding the importance of HRD in the hotel business, I chose to research the topic "Developing human resource for the hotel business of Quang Ninh Joint Stock

Construction Company No 2" as the subject of master's thesis.

Research overview

Human resource management is a field that many scientists as well as administrators are interested in researching There have been many research works on HRM used both at the international and domestic scope

Swanson (2022) provide an up-to-date overview of the human resource development (HRD) as well as the terminology and processes required for HRD research and practice The book provides a basic understanding of the HRD models, processes, and history; critical theoretical and philosophical foundations of the field; learning and performance paradigms; HRD’s role in high-level organizational and systems-level issues; training, development and organization - including examples of best practices along with variations in core thinking, processes, interventions, tools; and much more

Nieves and Quintana (2016) propose that HR practices influence organizational performance through their influence on key mediating variables However, the link between HRM practices and innovation performance has yet to be determined, and little is known about the variables that may mediate this relationship The diverse results of studies in this area seem to suggest that the field of activity can determine specific aspects of this relationship By analyzing data from a single industry, this paper aims to increase understanding of the mediating role of human capital in the relationship between HRM practices and innovation Data from a survey of 109 hotel management companies in Spain shows that, in the hospitality industry, certain HRM practices influence innovation through their influence on HR However, recruitment and selection of HRM practices did not improve the human capital level of the studied firms, although they determined their innovation performance

According to Enz and Siguaw (2000), a landmark study at Cornell University found that a significant number of hotel companies engage in HR innovation activities Some companies have developed a practice package that includes elements such as employee empowerment, interactive training, performance reviews, and guest surveys Illustrating those efforts is Cendant's five-sector diversity initiative, which has encouraged more than 50 entrepreneurs to become franchisees However, many best practices focus on one of five types of HR practices: (1) leadership development, (2) training and knowledge building, (3) employee empowerment, (4) employee recognition and (5) expense management For example, Minneapolis-St Paul Hilton has decided to empower the front desk staff to deal with any issues or authorize any guest requests in their own discretion Leadership development programs are primarily aimed at enabling promotion from within, while training methods and empowerment practices are assessed to improve employee skills Controlling costs or increasing revenue is the goal of champions of cost - practice management The goal of many activities is to improve morale, reduce revenue, increase productivity, and drive guest satisfaction

Murray et al (2017) aims to explore the challenges encountered by the hospitality industry in managing the labor challenges, which it faces presently and in the coming years Although several issues are playing, there are actions that industry members can take both internally and by advocating externally for change This paper draws on insights from three industry members and two academics to explore key areas in which action can be taken to address labor demand challenges in the hospitality workforce The identified action items combine these various types of expertise to provide a holistic frame of action Hospitality industry members can take numerous actions from this analysis, including developing stronger organization cultures that align with employee needs, exerting effort in balancing wage gap issues and maintaining pressure on government partners to provide support for establishing hospitality and tourism, so that it is viewed as a valuable career path This paper increases knowledge in the hospitality field by combining the current HRM theory with observations from industry experts on the needs that exist now and are predicted in the coming years

Yang (2010) has conducted a study that shows that employees are not fully aware of the importance of staff training, hotels can fall into danger if employees do not seriously train Employee training is an essential part of HRM, it is a way for management to understand their employees, to help employees make the best use of their abilities, and a method to help employees become more professional in what they do With the help of HRM, business success is partially guaranteed

In a study on the current status of HRM at 4-star hotels in Ha Long, Vu Thi Hang (2009) pointed out the positive impact of job analysis on the other HRM functions Although this study has the same context as hotel businesses, but with the criterion of choosing a 4-star hotel, which is Heritage Ha Long, Royal Villa, Saigon

Ha Long, Mithrin Ha Long, therefore, issues related to the current status of HRM activities have their own characteristics, reflected in the professionalism of both the

HR and the management process

In another study also on HRM, Le Ngoc Thuy Duong (2010) analyzed a survey to find out the employees' evaluations and thoughts on aspects of HRM at Thai Thien Hotel, Ho Chi Minh City The author learns in this study how to build an interview questionnaire related to the issues of HRM in the hotel

Regarding HR training, Nguyen Thi Tram (2011) talked about the issue of strengthening training and fostering HR at Paramount hotels Specifically, in-depth research on training and retraining programs based on the following contents is identifying training needs, determining training and fostering objectives, selecting appropriate training forms and methods, develop training content and foster personnel, schedule implementation time, career path, determine training funding, implement training and evaluate post-training results Through the research on strengthening training and fostering HR of the hotel, find out the advantages and limitations of this work, and at the same time, based on forecasts and views on enhancing training and retraining HR training of managers and experts to provide solutions to enhance training and foster HR at Paramount hotel

Tran Thi Thu Hien (2019) argued the quality of HR has always received attention in professional fields around the world because of its importance to the development of every business With survey data from interviews with leaders at 3- star hotels in Thua Thien Hue province, this study used the required competency model for tourism workers in ASEAN to assess the quality of tourism HR The object of the research is the quality of the mid-level team - an important linking senior leadership with direct workers The results show that, from the perspective of leaders in 3-star hotels, the capacity of middle management staff is quite good, in terms of knowledge, skills and attitudes, but has not yet reached the leadership's expectations It is worth mentioning that although the management has high expectations for the quality of the staff, the investment in training activities in these units is very limited Therefore, the companies that want to improve the quality of HR, first of all need to have a strategy for training and developing staff in their organizations in the coming time

The research review shows the articles have approached different aspects of HRD, thereby drawing conclusions about the importance and contents of strategy development However, the approach edges are still different, and many contents have not really been clarified with the hotel business For a company operating in the field of construction, just starting to diversify into the hotel business such as Quang Ninh Joint Stock Construction Company No.2, HRD is a suitable research gap and meeting the current urgency.

Research objectives and questions

Understand the functions, tasks and importance of HRD in the hotel business, from which to propose some key solutions to help develop effective HR in the hotel business of the Quang Ninh Joint Stock Construction Company No.2

- Systematize the theoretical basis of the enterprise's HRD

- Analysis of the current situation of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 From there, evaluate the advantages, limitations and causes in the HRD at the company

- Proposing solutions to develop HR for the hotel business of Quang Ninh Construction Joint Stock Company No.2 to 2025, with a vision to 2030

In order to solve the research purposes and tasks, the thesis raises the general question of "how to improve and develop the HR for the hotel business of Quang Ninh

Joint Stock Construction Company No 2?”

Accordingly, the thesis poses the following specific questions:

- What is enterprise HRD? What content is included?

- What is the current situation of Quang Ninh Joint Stock Construction Company No.2 in developing HR for the hotel business? What are the successes, limitations and

7 causes in the development of HR for the hotel business of Quang Ninh Joint Stock Construction Company No 2?

- What solutions can be applied at the company to better develop the HR for the hotel business?

Research object

The object of the study is theory and practice of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2.

Scope of research

In term of content: The thesis focuses on the content of developing HR according to the HRD process including: Identifying HRD needs, planning HRD, arranging and using, treating personnel, and training and developing HR

In term of time: collect, analyze and research data on HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 in the period from

In terms of space: Research at the hotel of Quang Ninh Joint Stock Construction Company No 2, located at No 76 Vuon Dao Street, Bai Chay Ward, Ha Long City, Quang Ninh Province.

Thesis structure

The thesis has a structure of 5 chapters:

Chapter 2: Theoretical basis human resource development of hotel business Chapter 3: Research methodology and design

Chapter 4: Current situation of developing human resource in the hotel business of Quang Ninh Joint Stock Construction Company No 2

Chapter 5: Solutions of human resource development for the hotel business of Quang Ninh Joint Stock Construction Company No 2 in the period of 2022-2025

THEORETICAL BASIS OF HUMAN RESOURCE DEVELOPMENT

The concept, role and classification of hotel

2.1.1 The concept and role of hotels in tourism activity

The term "hotel" is of French origin, referring to the luxurious houses of lords in the Middle Ages Along with the economic development and modern life, the concept of hotel is more and more perfected and reflects the level of development of the hotel business According to Chon and Maier (2009), a hotel is "a place where anyone can pay to spend the night in a room Each rental bedroom must have at least

2 small rooms (bedroom and bathroom) Each guest room must have a bed, telephone and television In addition to the bedroom service, there can be other services such as: luggage transportation, trade center (with photocopying equipment), restaurant, bar and some entertainment services Hotels can be built near or inside commercial areas, resorts or airports." Bardi (2010) defines "a hotel as a business that typically provides accommodation and services, which may include reservations, suites, personal attendants, public catering and banquet facilities, shops, and boutiques, specialties, housekeeping, concierge or laundry."

The Department of Tourism, National Economics University, in the book

"Explaining tourism and hotel terms" defines a hotel as "an establishment providing accommodation services (with full facilities), ordering catering services, entertainment services and other necessary services for overnight guests and building in tourist destinations" (Nguyen Van Manh and Hoang Thi Lan Huong, 2013)

From the above definitions, it can be understood that a hotel "is an enterprise operating based on the provision of accommodation services, meals and other ancillary services such as entertainment, laundry service, telephone, travel,

9 commerce to meet the dining, resting and entertainment needs of customers in order to earn the desired profit."

2.1.1.2 The role of hotels in tourism activities

According to Barrows et al (2011), hotels mainly generate revenue to local economies directly when tourists visit and spend money at hotels, restaurants and entertainment venues Hotels help boost the economy indirectly as tourists buy retail goods, pharmaceutical items, souvenirs and locally produced crafts Hotels are of great global significance as they provide facilities such as leisure and entertainment, meetings and conferences, as well as business gatherings A hotel is a way for tourists to stay, place, and eat

In business operations, hotels play a number of important roles such as generating income, creating jobs, being a source of foreign exchange earnings, developing infrastructure, promoting peace and stability, increasing government revenue, improve the quality of life of local people, provide recreational facilities Hospitality can be seen as one of the fastest growing sectors in the tourism sector and a major source because accommodation is an important part of the development of any country Tourism and hospitality industry have always gone hand in hand and today there are many hotels on offer that add value and choice to travelers according to their choice in the area The presence of a hotel not only helps to promote tourism of an area merely, but also shows signs of potential for tourism development (Nguyen Quyet Thang, 2013)

Both the tourism and hospitality industries play an important role in supporting each other and meeting each other's requirements This relationship is pivotal and both industries must work in tandem for better prospects Hotels and their efforts in the tourism industry have made a lot of sense in the development This growing wealth has facilitated the creation of jobs, an important source of foreign currency for the country The growth of the tourism industry has a huge impact on the hotel sector due to the increased occupancy rate

The hotel industry has been actively participating in contributing to the economic growth of the country This style has the ability to grow moderately and in turn improve or add a touristic interpretation of any place The hotel and their industry are significantly helping the wealth in the country in relation to the improvement of domestic tourist arrivals Good accommodation options encourage more tourists to travel and spend more money on hotels in the area, small as well as large It puts them in an equal playing field with larger businesses because foreign tourists often have mild feelings for locally produced goods and familiar services, which the startups and micro-entrepreneurs have to offer

In fact, hotels exist in many different forms, with different names, depending on the criteria and perspective of the researcher The hotel classification can be based on a number of popular criteria as follows (Nguyen Quyet Thang, 2013):

According to geographical location, hotels are classified into 5 types: city hotels, resort hotels, suburban hotels, roadside hotels, and airport hotels

- City hotels are built in large city centers, urban centers or densely populated centers to serve guests traveling for public purposes, participating in conferences, seminars, visiting relatives, shopping and visiting culture

- Resort hotels are built in resorts based on natural resources such as beach hotels and mountain resorts Guests come here for the main purpose of relaxation

- Urban hotels are built on the periphery of the city or in urban centers The main market of this hotel is weekend guests, sometimes even business guests with medium or low payment ability

- Roadside hotels are built along national highways to serve guests traveling on national highways using cars and motorbikes

2.1.2.2 Classification by level of service provision

According to the level of service delivery, hotels are classified into 4 categories: luxury hotels, full-service hotels, limited-service hotels, and low-class hotels

- Luxury hotels are hotels with the highest ranking, corresponding to 5-star hotels in Vietnam It is a large-scale hotel, equipped with expensive, luxurious facilities and beautiful decoration Providing the highest level of additional services, especially in-room additional services, outdoor entertainment services, beauty services, meeting rooms There is a very large area of common use area, a large parking lot and sells its products at the highest prices in the region

- A full-service hotel is a hotel corresponding to a 4-star hotel in Vietnam, selling products at the second highest price in the region, usually with a large parking lot, providing in-room dining, and having a restaurant, and providing a limited number of additional outdoor services

- The hotel that provides a limited number of services is a medium-sized hotel, corresponding to a 3-star hotel in Vietnam, selling accommodation products at the third highest price in the region, including the required services are: food service, some additional services such as laundry, information service and some other additional services

- Low-ranked hotels are budget hotels of small scale, equivalent to 1 - 2-star hotels in Vietnam, with low selling prices, these hotels do not necessarily have food service or drink, but there must be some simple additional services that come with the main accommodation service such as: wake-up service in the morning, laundry service, information service

Concept, characteristics and role of hotel human resource

2.2.1 Concept of hotel human resource

HR are the research object of many different sciences, depending on different approaches, there are different conceptions of HR When analyzing and evaluating issues related to HR, Tran Xuan Cau & Mai Quoc Chanh (2012) said HR are

"resource of human, located in each person with intrinsic factors that ensure the ability to create material and spiritual wealth for society From the perspective of HR for an organization/society, HR are expressed in terms of quantity, quality and structure of HR at a given time."

Henry (2017) defines "HR as people resources of organizations (of different sizes, types, functions) capable and potential to participate in the development process of the organization along with the socio-economic development of countries and regions, the world." Mai Thanh Lan and Nguyen Thi Minh Nhan (2016), HR are understood as "all people working in the enterprise are paid, exploited and used effectively to realize the goals of the enterprise."

Thus, it can be seen that HR are an important resource of every organization This resource creates the operational capacity of an organization in general and of each business in particular This resource is created by the people – employees in the organization, business, no matter what position they hold in the organization: managers or employees, indirect or direct workers Accordingly, it can be understood that HR is "a gathering of the workforce in the enterprise organized to take on and perform certain functions and tasks to bring results to the business."

In Vietnam, HR in the hotel business are necessary social workers assigned to produce and supply hotel products and services to meet the needs of customers According to Hayes et al (2009), HR in the hotel business are "all employees employed by a hotel organization." According to Nguyen Thi Thuy Ngan (2021), hotel

HR are "all employees of the hotel, contributing their strength, intelligence and psychological strength, ethics and attitudes to create products and services to provide customers, realizing the common goals of the hotel." Thus, it can be understood that hotel HR are "all HR serving the hotel business, including workers with different expertise, working in all functional parts of the hotel, are responsible for providing accommodation, catering and additional services for guests."

2.2.2 Characteristics of hotel human resource

Following Nguyen Thi Thuy Ngan (2021), HR of each profession have different characteristics and nature of work For hotel HR, the characteristics of the staff are also specific, as follows:

- Hotel HR are non-physical in nature Because the products that the hotel provides are services, the labor in the hotel is also non-physical Specifically, the finished product that hotel HR produce is an invisible product, which cannot be

"owned" or measured normally, but can only be perceived by thinking and senses through experience However, products and services still create added value and bring benefits to customers Therefore, hotel HR play a very important role in the process of producing products and services provided to customers

- Hotel HR is complex in nature Due to the nature of work in hotels, HR often have to interact with many factors of the corporate environment Specifically, in addition to internal relationships between departments in the hotel, the relationship with customers is considered relatively complex, due to the diverse nature of customers in terms of interests, needs, qualifications, psychology In addition, HR in

17 the hotel also use tools, machines requires high understanding and expertise in the use of hotel equipment

- Hotel HR are seasonal Due to the seasonal nature of products and services as well as the dependence on tourist destinations, HR in the hotel business are also seasonal At different times, the demand for customers can increase or decrease, which means that the demand for the number of employees at the hotel also changes Therefore, the hotel needs to supplement high-season labor and have a plan for low- season manpower to ensure the reasonableness between revenue and HR costs

- HR in the hotel have a high proportion of female workers Due to the nature of work in hotels that often require ingenuity, meticulousness and frequent contact with customers, the proportion of female workers in hotels is higher than that of men This also affects the hotel business when hotels need to pay attention to maternity leave as well as the health of women who often cannot handle the heavy work, thereby arranging and arranging appropriate HR, trying to balance the proportion of male and female HR in the hotel

- The hotel HR is highly versatile and specialized The diversity of hotel manpower is reflected in the number of departments and job positions in hotels However, in addition to the diversity of HR, it is also necessary to specialize in each department, specific position, understand knowledge, have enough skills according to the working position, ensure the best service provision In addition, the expertise is also reflected in the knowledge of using tools, chemicals, and machines during the operation and provision of services

- The hotel HR is ready to welcome and serve customers With the hotel business model, the reception is continuous 24/7, regardless of day or night, throughout the year, including holidays Therefore, the HR operating in the hotel always need to be ready to welcome and serve guests This poses a problem for managers about the arrangement of HR as well as reasonable remuneration policies to ensure transparency in the provision of products and services

2.2.3 The role of hotel’s human resource

HR at enterprises in general play a very important role in business activities, especially for specific industries such as the hotel industry, the role of hotel’s HR is special For hotel, they play the role of factor of production, operational and bridge between the factors inside the hotel and customers In addition, HR also play an economic role because HR create added value for the hotel, manifested in increasing the number of consumption and use of products and services, revenue for the hotel At the same time, HR also contribute to creating potential value such as the ability to attract new customers, create loyalty of old customers HR in hotels play a key role in providing products and services HR act as a brand representative of the hotel, thereby collecting opinions and requests from customers (Hoang Van Hai & Vu Thuy Duong,

For customers, hotel’s HR act as product and service providers In the process of using products and services, HR are directly or indirectly providing services and serving customers, so qualifications, skills and experience, which are factors those customers are interested in In addition, for customers, each employee plays the role of providing and recording information, absorbing customer opinions and requests From there, customers can frankly and directly give their feelings about the quality of service or their requirements in order to adjust, change or improve products and services as desired by customers

Development of hotel’s human resource

2.3.1 Concept and content of hotel’s human resource development

2.3.1.1 The concept of hotel’s HRD

HRD has become a widely used term over the past half century According to Harbison and Myers (1964), HRD is "the process of improving the knowledge, skills and capacities of all people in society Economically, it can be described as the accumulation of human capital and effective investment in the development of the economy Politically, HRD prepares people to participate in political processes, especially as citizens in democracy From a social and cultural point of view, HRD helps people lead fuller and richer lives, less bound by tradition In short, the process of HRD opens the door to modernization."

According to the International Labor Organization, HRD is "developing human capacity and using that capacity to achieve effective employment as well as professional satisfaction and personal life" (Le Thi Van, 2019) According to Tran

Xuan Cau &Mai Quoc Chanh (2012), "HRD is the process of increasing the number of

HR and improving the quality of HR, creating an increasingly reasonable HR structure All three aspects of quantity, quality and structure in HRD are closely linked, in which, the most decisive factor of development is the quality of HR must be improved "

With the above approach, it can be seen that hotel HRD is "an increase in quantity, quality improvement and reasonable structural assurance to meet the needs of HR to effectively perform the work and tasks of the hotel." This requires improving the hotel's HR in terms of capacity, mental capacity, personality, and at the same time distributing, using and promoting the most effective HR to develop the hotel's business

HRD in hotels usually includes the overall activities of HRD planning, recruitment, employer placement, training, retraining, learning and organized

20 remuneration conducted within a certain period of time to create a change in the professional behavior of employees

2.3.1.2 Contents of developing hotel’s HR a Developing an annual HR plan

Building a hotel staff plan is the first job but has important implications for the development of HR in general, and hotel personnel in particular If companies do a good job of developing a HR plan, they will ensure enough quantity and structure of hotel personnel In order to developing an annual HR plan to be scientifically based, the hotel needs to be based on current and potential business operating needs, development of the tourism market, the level of competition in the industry Besides, the hotel also needs to ensure the characteristics of the team in terms of quantity, structure and quality Developing a HR plan usually includes (Le Thi Thoa, 2022):

Firstly, planning of the number and structure of hotel HR: on the basis of the strategy, the general development plan of the hotel and the situation of socio-economic development, potential of the tourism industry, the company should forecast the required number of HR according to a reasonable structure The reasonable structure of hotel staff is the structure suitable for the market, services provided and the development scale of the hotel

Secondly, the planning for the quality of HR at the hotel: based on the orientation and overall strategic goals of the hotel, planning quality HR needs to be able to set out the requirements for HR quality in the implementation phase These requirements are reflected in the number of necessary qualified workers to meet the performance of the duties of each position, each expertise undertaken

Through the above two contents, forecasting is required in terms of quantity, structure and quality, i.e., the number of necessary qualified workers to serve the development requirements of the hotel Comparing the above requirements with the results of the assessment of the current staff will build a master plan for the

21 development of the hotel’s HR During the year, the hotel also launched a plan to develop the hotel's long-term and annual staff

Planning directions of developing strategies, mechanisms and policies to manage and implement the development of the hotel's HR This will keep the development of the HR on track and effectively The requirement for hotel HRD is that the hotel HRD strategy must be integrated with the overall strategy of the hotel Therefore, planning directions and strategies for the development of HR are based on the forecasted results of the number and structure, and requirements for the quality of

HR in the planning period At the same time, based on the results of the analysis of the current situation and the analysis of factors affecting the development of the HR hotel Basically, developing a personnel plan consists of the following steps:

Figure 2.1 The process of the hotel’s human resource planning

Source: Tran Ngoc Trinh, 2015 b Recruitment of personnel

Step 1 Environmental analysis, determination of hotel goals and strategies

Step 2 Analyze the current state of HRM to identify the strengths, weaknesses, disadvantages and advantages of the hotel

Step 3 Forecast or define the workload and conduct work analysis

Step 4 Forecasting HRD needs or determining HR needs

Step 5 Analyze the relationship of HR supply and demand, the ability to adjust and set policies, plans and implementation programs to help organizations adapt to new needs and improve the efficiency of HRD

Step 6 Check and evaluate the implementation situation

Recruitment in hotels is the process of finding, attracting and selecting candidates from many different sources based on the requirements of the job to find suitable candidates according to the requirements set At the same time, it is necessary to refer to the labor law and administrative documents related to the recruitment of

HR The goal of hotel recruitment is to recruit employees whose skills, knowledge, competencies and motivations are consistent with the demands of the job and the long- term goals of the hotel Currently, hotels recruit employees from the following two sources (Milkovich & Boudreau, 2005):

- Source of candidates within the hotel

This source of candidates includes full-time employees, part-time employees, through the recommendation of current employees, former employees of the hotel This source is used when the need is for promotion Recruit new employees for part- time employees, referrals of current employees and former employees

The advantage of this candidate source is that employees are challenged with loyalty, serious attitude, honesty, sense of responsibility and less quitting In addition, these employees will be easier and more convenient in performing the job, especially in the first time in a new position of responsibility Create widespread competition among working employees, stimulating them to work more actively and effectively

Disadvantages of this candidate source: Creating a stereotypical, clichéd, uncreative way of working and easy to create cliques, non-cooperation, disunity in hotels

- Sources of recruitment outside the hotel

This source is recruited through channels such as:

+ Internet: This recruitment source is very diverse, rich in the number as well as the composition of candidates

+ Advertising: This form attracts candidates very effectively, especially for large hotels The information is widely disseminated to many people, but the cost of advertising is very high

RESEARCH METHODOLOGY AND DESIGN

Research Methodology

The dissertation uses qualitative and quantitative research methods to analyze, and evaluate the content of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 Accordingly, the thesis proceeds to collect data including primary and secondary data

On secondary data collection: the thesis proceeds to collect, synthesize and process available documents on the theory of HRD in general, HRD in the hotel business in particular from many sources such as books, newspapers, magazines, articles at the library of national universities, library of National Economics University, Google Scholar, Elsevier, Science Direct The thesis also collects financial statements, documents related to hotel’s HR of Quang Ninh Joint Stock Construction Company No.2 in 2022 such as annual reports, shareholder meeting resolutions, HR policies, training

Regarding primary data collection, the dissertation is carried out by the method of observation, sociological investigation using questionnaires, in-depth interviews to collect information

Observation method: Direct and indirect observation at the hotel departments of Quang Ninh Joint Stock Construction Company No.2 during the investigation and survey

Questionnaire method: Questionnaire survey method is a method of written interviews, conducted at the same time with multiple people according to pre-printed questionnaires Respondents responded to their comments by ticking the corresponding boxes according to a convention established by the author

Source: Author Step 1: Prepare a preliminary questionnaire

The goal is to solve the research problem, combined with the studied knowledge system, the author determines the questions necessary to elaborate in the questionnaire These should be collectable questions, the necessary data for the research problem

To complete the questionnaire, this is an extremely important step A questionnaire designed with a "first version" can often encounter errors such as multi- meaning questions, unclear questions, confusing or misleading questions Therefore, the author conducts experimental surveys with a certain number of subjects through collection methods to detect these convex points Besides, consulting with experts with experience in questionnaire design is essential for a good questionnaire

Step 3: Edit and complete the questionnaire

Survey conduct Data processing Fault

After completing step 2, the author will make the necessary adjustments for a good questionnaire This adjustment is made to correct errors that the tester or expert has commented on

After completing the questionnaire, the author conducts a survey At this time, the questionnaire will not be further modified or adjusted to ensure consistency in the data collected The author conducts the survey using a questionnaire in a direct form Accordingly, the author will meet the respondents and ask them to answer the questionnaire This method takes more time and effort, but can be immediately seen with the large number of questionnaires answered and the data source obtained is often more reliable The survey results will be used to analyze and evaluate the current situation of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 in Chapter 4

- Step 5: Process and analyze data Use Microsoft Excel to calculate and analyze the main data collected.

Description of questionnaires and research samples

The survey is divided into two steps:

- In-depth survey and interview with experts:

The thesis conducted an in-depth interview with 3 experts working at Quang Ninh Joint Stock Construction Company No.2 directly related to the hotel business including General Director, Deputy General Director, Head of Hotel Sales Department The purpose of an in-depth interview is to gain more insight, clarify the perspectives, successes and limitations in developing the staff for the hotel business This is the foundation for assessing the current state of this work at the company, and offering the most appropriate solutions

Questioning method: Face-to-face interview according to the interview questionnaire (Appendix 2)

Sample survey of 25 employees Due to the small number of employees for the company's hotel business, to best reflect the research content, the thesis conducted interviews with all employees of 25 people The objective of the survey is to assess employees' perceptions of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2

Survey method: Respond to a paper survey

The questionnaire consists of two parts: the basic information section and the survey information section

Basic information includes: Gender, age, department, position, occupation, professional level

Information on HRD: refers to staff building, recruitment, placement & utilization, training & improvement, personnel remuneration, factors affecting staff development Based on previous studies by Nguyen Quyet Thang (2013), Le Thi Van

(2019), Hoang Van Hai &Vu Thuy Duong (2010), Akinci &Saunders (2015), Tran Ngoc Trinh (2015), Nguyen Van Manh & Hoang Thi Lan Huong (2012), Genỗ (2014), Al-Mustapha & Olugbenga (2016), Sadler-Smith (2021) allow the formation of criteria for evaluating the content of personnel development for the company's hotel business After obtaining the basic outlines, the author conducted further consultations from experts (a lecturer in the tourism industry, two managers at Quang Ninh Joint Stock Construction Company No.2, a HRM specialist), along with the recipients determine themselves in the process of research, to edit and supplement the most appropriate criteria Accordingly, the results of the research questionnaire are shown below

Table 3.1 Categories for evaluating the human resource development for the company's hotel business

1 Planning the HRP for hotel business is clearly directions and implementation

Nguyen Quyet Thang (2013), Le Thi Van (2019), Hoang Van Hai & Vu Thuy Duong (2010), Akinci &

2 Company managers are aware of and interested in HR plan

3 HR plan is built separatelyand reasonably

Nguyen Quyet Thang (2013), Hoang Van Hai & Vu Thuy Duong (2010), Akinci & Saunders (2015)

4 The recruitment for hotel business is good, setting the criteria and process

5 The recruitment source of the hotel is diverse, effective and suitable

Nguyen Quyet Thang (2013), Akinci & Saunders (2015), Tran Ngoc Trinh

6 The company has HR communication to help employees update information related to the hotel regularly and effectively

7 The criterias of the HR selection and the regulation of recruitment process are scientific, professional and reasonable

III Background and use of personnel

8 The arrangement and using of the hotel's HR in accordance with the capacity, strength and expertise

Nguyen Quyet Thang (2013), Tran Ngoc Trinh (2015)

9 The company ensures the workload’s Nguyen Quyet Thang (2013), Le Thi

42 arrangement in the peak season is not overloaded

10 The policy of HR rotation in the hotel creates the most comfortable conditions for HR

11 Regulations on people who have been trainned is reasonable

Sadler-Smith (2021), Nguyen Quyet Thang (2013), Le Thi Van (2019), with the author's correction

12 Appropriate regulations on training content, practical and complete training content

Sadler-Smith (2021), Nguyen Quyet Thang (2013), Le Thi Van (2019), with the author's correction

13 Subjects of HR training of the hotel are suitable and diverse

14 Methods and forms of training and enhancing HR appropriately and effectively

Sadler-Smith (2021), Nguyen Quyet Thang (2013), Le Thi Van (2019)

15 Allocating and using HR training costs reasonably and effectively

16 Salary policies, principles of salary allocation based on capacity and work efficiency of the hotel reasonably and fairly

Hoang Van Hai & Vu Thuy Duong

(2010), Akinci & Saunders (2015), with the author's adjustment

17 Insurance policies, bonuses, allowances of hotels are suitable, creating motivation for employees

Nguyen Quyet Thang (2013), Le Thi Van (2019), Hoang Van Hai & Vu Thuy Duong (2010), Akinci &Saunders

18 Non-financial remuneration through the hotel's working environment performs well, reasonably, and motivates employees

Nguyen Quyet Thang (2013), Le Thi Van (2019), Hoang Van Hai & Vu Thuy Duong (2010), Akinci &

VI Factors affecting staff development

19 Hotel business development strategy Nguyen Van Manh & Hoang Thi Lan

Huong (2012), Genỗ (2014), Al- Mustapha & Olugbenga (2016)

20 Financial capability Genỗ (2014), Al-Mustapha &

21 Administrator capacity Genỗ (2014), Al-Mustapha &

22 Marketing communication activities Research-based self-development

23 Local economic factors Genỗ (2014), Al-Mustapha &

24 Competition in the tourism and hospitality market

25 The development of the labor market Genỗ (2014), Al-Mustapha &

26 The development of science and technology

27 Legal and political environment Genỗ (2014), Al-Mustapha &

28 Social – cultural factors Genỗ (2014), David (2015)

Research data and scales

Primary data: through the survey results, the author conducts statistics, analyzes data to show the advantages, limitations and causes of HRD for the company's hotel business

Secondary data: Based on the source collected from the business report 2019 -

2021, personnel report 2022 On that basis, data comparison has been conducted between periods and years to draw out normative issues, inadequacies, limitations, and unreasonable conditions with the current situation of developing the HR in hotel business of Quang Ninh Joint Stock Construction Company No.2.

Research model

The steps for data processing are as follows:

- Step 1: Learn and read the collected materials

- Step 2: Synthesize, evaluate and classify collected data and documents

- Step 3: Apply evaluation methods to analyze the collected data as well as the data to evaluate the conclusion of the topic, using the help of computers and some word and excel software

For example, from the data collected from the company such as financial statements, income statements over the years and other data related to the hotel business, the thesis proceeds to process and classify the data, divided by the types applied in chapter 4 or from such data, use the feature of excel software to make correlation comparison tables b Descriptive statistical methods

Stemming from the purpose of research, the dissertation chose to use descriptive statistical methods for his dissertation Descriptive statistics are used to describe the basic characteristics of data collected from empirical research in different ways c Analysis and synthesis methods

Analytical methods are methods of delving and dissecting the details of the object of study The synthesis method is a systematic process, it is the opposite of the analytical process, but it supports the analytical process to generalize the problem from various angles

Through specific criteria to assess the current situation of HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2 The author analyzed the process, gave explanations, as well as gave different reasons to have an overview of the development of the company's hotel staff From there, draw comments and give appropriate solutions and recommendations

CURRENT SITUATION OF HUMAN RESOURCE DEVELOPMENT

Introduction of Quang Ninh Joint Stock Construction Company No 2

The company was established under the certificate of business registration and tax registration of Joint Stock Company No 5700480216 issued by the Department of Planning and Investment of Quang Ninh province on October 13, 2009 with the name of Quang Ninh Joint Stock Construction Company No.2

Name: Quang Ninh Joint Stock Construction Company No.2

Address: 76 Dao Garden - Bai Chay - Ha Long City - Quang Ninh Province Phone: 0333.846302 - Fax: 0333.847465

Account: 44510000000215 at Bai Chay Transaction Office - BIDV Quang Ninh Tax code: 5700480216

Business license: No 0106000737 issued by Quang Ninh Department of Planning and Investment on October 14, 1996

Quang Ninh Joint Stock Construction Company No.2 was formerly known as Construction Company No 2 Quang Ninh - Quang Ninh Construction Department was born in 1970, with a history of more than 40 years along with the ups and downs, efforts of many generations to make the company more and more sustainable

46 development today The charter capital of the company at the time of 2021 is 28,000,000,000 VND, divided into 2,800,000 shares, par value of 10,000 VND

Quang Ninh Joint Stock Construction Company No.2 has been operating under the share model since 08/12/2003 up to now, production and business have always maintained a stable and developed position, the targets have met and exceeded the set plan, bringing high economic efficiency Capital is preserved and developed, the quality of product works is increasingly improved, creating a reputation for customers and partners Many construction works have been highly appreciated by Party A and the unit The industry develops, the life of employees is always stable and improved, ensuring the payment of income to shareholders and contributing fully to the State

Over the years of construction and growth, the company has successfully performed and completed the tasks assigned by the Provincial People's Committee and the Department, creating for society a lot of large quality projects that are meaningful for socio-economic development Over the past 50 years, at the same time as performing the assigned tasks, the company has also constantly developed in terms of quality as well as scale of operation, construction capacity to ensure reputation in the market Therefore, over the past 50 years, the company has been awarded certificates of merit and labor medals by superiors of the Ministry of Construction, many rotating emulation flags, many certificates of merit and certificates of merit from the Provincial People's Committee and the Construction Industry These recorded results have contributed to creating a lot of prestige for the company and it is a very valuable source of encouragement for the board of directors as well as the employees of the whole company

After more than 50 years of construction and growth with the advantage of a long time, the Company has made outstanding developments through many ups and downs from the subsidy period to the market economy with strong competition, especially the strong competition in the field of basic construction, The company has affirmed its position in the construction industry The targets of production and business are always exceeded by the company, preserving and growing capital,

47 producing and doing business effectively The company not only ensures the life of employees with an average salary of 6,200,000 VND/person/month, but also contributes to the well implementation of the national program to create jobs for thousands of seasonal contract workers, and at the same time adopt policies to encourage labor, motivate employees, and ensure democracy and fairness

The highest reward in the past 50 years is the absolute reputation with customers that the company has worked hard to build, the trust of all levels as well as the Party and the State for the company and especially the enthusiasm to continue working and devote their best to the development and growth of the company Good efficiency opens the paths to successfully realize the industrialization and modernization of the country and successfully implement the process of economic integration of the country into the economy of the region and the world

Currently, Quang Ninh Joint Stock Construction Company No.2 has created its foothold for future development orientation, always exploring creativity, actively absorbing new knowledge and technology Knowledge and experience all for the purpose of creating products and services that best meet the needs of customers Quang Ninh Joint Stock Construction Company No.2 is reaching the goal of

"professionalism – efficiency – reliability" step by step firmly building the company to become a strong enterprise With the strategic vision of "sustainable development on the basis of knowledge power and humanity, reaching out to the global market, enriching shareholders, making efforts to contribute to the community and maximizing talents and creativity for each member", the company is operating in the main areas including:

- Construction of civil, industrial, water supply and drainage work, water berths, irrigation, interior decoration of works

- Construction of transport works, urban transport, power lines and substations, leveling

- Technical infrastructure business and home business

- Production and trading of goods supplies, construction materials, warehouses, ports

- Office for rent, house, hall, meeting room

- Freight and tourist transportation services

Quang Ninh Joint Stock Construction Company No.2 is an equitized enterprise with 51% State capital, with a medium size in that form, the characteristic of the construction industry is that the area operates everywhere both in the province and outside the province, dispersed in many regions

Figure 4.1 Structure of Quang Ninh Joint Stock Construction Company No.2

Source: Company website The General Meeting of Shareholders is the highest authority of the company The General Meeting of Shareholders elects the Board of Directors of the company The Board of Directors is the highest management level between the two general meetings of shareholders, is responsible for managing and organizing the

49 implementation of resolutions of the general meeting of shareholders in the same period, has full rights on behalf of the company, on behalf of shareholders to decide all issues related to the purpose, interests of the company, except for matters within the competence of the General Meeting of Shareholders specified in the Company's Charter

The Supervisory Board is elected by the General Meeting of Shareholders and is responsible to shareholders and the law for the results of the work of the Supervisory Board with the Company

The organization of the Management Apparatus of the company includes: Chairman of the Board of Directors, General Director, three Deputy General Directors and one Chief Accountant appointed by the Board of Directors, which is the organizing agency that manages all daily production and business activities of the company according to the objectives, strategic orientations and plans approved by the Board of Directors and the General Meeting of Shareholders

- General Director: responsible for all production activities of the company is the legal representative of the company before the law and the person with the highest decision-making power in the company Working next to the General Director there is the Deputy General Director

Current situation of developing human resource in hotel of Quang Ninh Joint

4.2.1 Setting an annual recruitment and utilization plan

Personnel planning is the process of systematically considering the needs of the staff for the hotel, from which to develop a plan how to ensure the goal of "right person, right job, right place, right time" Interview results of Deputy Director Nguyen

Van Nhan and Head of Hotel Sales Department Do Minh Kien show that human

56 resource development planning plays an important role, having the effect of guiding the development and coordination of forces amount to effectively carry out activities in the development of personnel

With the new hotel business being operated from mid-April 2022, the company's recruitment and use plan for the segment should be recruited and used for the segment This is still being built and completed Awareness is required to develop sufficient quantity, quality as well as HR structure as a decisive factor in position, brand The sustainable development of the company's hotel, the Board of Directors together with the managers have been paying attention to the construction staff plan for the hotel business This is reflected in the survey results, when the average review score for this content is 3.26, which is quite good

Figure 4.3 The responsiveness of HR planning for the company's hotel business

The results of in-depth interviews with managers at the company show that currently the HR planning for the hotel business is still in the documents regulating the general HR of the whole company This makes it easier for members of the Board of Directors to control personnel fluctuations, but do not really understand the needs The

Planning the HRP for hotel business is clearly directions and implementation.

Company managers are aware of and interested in HR plan.

HR plan is built separately and reasonably.

57 required structure of the hotel business The survey results showed that the rating score for this criterion was only 1.89, which was very low

The current head of the hotel department is based on the general business plan and plan of the whole company, the plan assigned to the hotel through the general meeting of shareholders, thereby developing a plan or proposing to the company a recruitment and employment plan for each specific department on the principle of ensuring efficiency business of the hotel, the interests of the employees

On the basis of organizational analysis, consider the rationalization of personnel development in relation to common development goals and currently resources of the company, the Board of Directors will approve the contents of recruitment and use During the development of the HR plan, the company also receives consultations from external experts, on aspects such as recruitment, department, people, and how to operate most effectively

Peace Hotel Ha Long belongs to Quang Ninh Joint Stock Construction Company No.2, so the recruitment of labor for the hotel is directed and organized by the company in accordance with the general regulations of the company Based on the actual situation and the forecasting needs of the hotel's HR approved by the sales manager, develops plans, organizes selection and dispatch to each department of the hotel, to achieve the goal of improving quality and developing personnel

Currently, for key departments, the company conducts recruitment 3 months before operation, for employees about 1 month before operation In recruitment, the selection of workers is carried out according to the method of face-to-face interviews The head of the hotel sales department along with the Board of Directors is also gradually completing the job description, to serve as a basis for recruiting the right people, right on the principle of fairness and equality with all applicants However, in the process of operation, the implementation of the criteria according to the job description is quite limited

The company prioritizes recruiting young workers with vocational training or practical experience suitable for each professional position of the hotel In addition, the company also has policies to prioritize candidates with good foreign language proficiency, personal appearance and aspirations of candidates Depending on the job position, the priority for each criterion is different For example, with the receptionist position, appearance and foreign language ability are the top two priority criteria in labor recruitment, but for chamber staff, appearance and foreign language ability are not as important as the candidate's professional expertise

The recruitment process at the above hotel is carried out according to the following basic 7-step process:

Figure 4.4 The company's hotel recruitment process

After the company announces the recruitment, the candidates will submit the application for the vacancy Depending on the job position, candidates who have passed in the prequalification round must go through one or two rounds of interviews before being checked at a medical facility Candidates must go through 2 rounds of interviews The 1st interview is conducted by the HR department, the 2nd interview is conducted by the head/deputy of the department to be recruited For some job positions that do not require too many professional skills such as janitors, security guards or in case the candidate is a student who has undergone an internship at the hotel, is highly appreciated for professional capacity, professional attitude then the hotel only interviewed 1 round In addition to interviews, hotels also allow candidates

Test, multiple choice Physical examination

59 to take multiple-choice tests Candidates applying for management positions will attend the 3rd round of interviews directly interviewed by the General Director

After being received, the company proceeds to sign the contract in two forms (short-term contract, long-term contract) This is the time for employees to get used to the assigned work in the new environment and also how to terminate the contract in accordance with the terms of the contract On the other hand, for the company, it is time to monitor and learn about the skills, abilities, qualities and aptitudes of employees to have grounds for the official selection of employees or termination of the contract in case of failure to meet the job requirements and terms specified in the contract

The next time means that after a period of working, the old contract expires if it is considered that the employee is capable and wishes to continue working and sticking with the hotel, the company will sign a long-term contract (indefinite-term contract) This selection method is superior and progressive, helping to improve the quality of the labor force in the hotel, reducing the cost of retraining the labor force

Recently, with the above recruitment process and form, the company has recruited 17 new employees to the positions of receptionist, chamber, house goods, services, engineering – landscape Specifically: 3 receptionists, 5 rooms, 3 restaurants,

4 services, and 2 landscaping techniques The interview results showed that most of them thought that the current recruitment work of the company was quite good, building clear criteria and ensure the quality of HR

Figure 4.5 The responsiveness of recruitment for the company's hotel

4.2.2 Arrangement and use of personnel

After many years of operating under the model of a joint stock enterprise, the Board of Directors and shareholders always appreciate the efficiency in business activities Therefore, with the hotel business, the arrangement and use of personnel is always closely followed by company managers

In order to ensure the hotel operates effectively, the company has developed a business plan, according to which the entire staff of the hotel is reviewed, planning the use of personnel In the structure of hotel business operation, the Head of Hotel Sales is the general manager, responsible to the deputy director of the company in charge of the hotel's performance and directs the reception department, chamber department, restaurant department, service department, marketing, security, engineering - landscape

In departments, labor is arranged in association with each specific function and task under the supervision of the Head of Hotel Sales Department, heads of departments Employees are assigned according to work with a clear timetable, reasonable shifts for each different field Specifically, the reception department, the

The recruitment for hotel business is good, setting the criteria and process.

The recruitment source of the hotel is diverse, effective and suitable

The company has HR communication to help employees update information related to the hotel regularly and effectively.

The criterias of the HR selection and the regulation of recruitment process are scientific, professional and reasonable.

Business environmental factors affecting the human resource development for the

4.3.1.1 The recovery of tourism industry of Quang Ninh province

The Covid-19 pandemic has had a widespread impact on the entire domestic and international economy, affecting all industries and business sectors joint The tourism industry is one of the industries heavily affected by epidemic prevention policies, social distancing and tourism demand decreased from domestic and foreign customers By 2022, after conducting vaccination on a large scale, Quang Ninh province, along with all provinces and cities in the country, will move from a "Zero Covid" policy to “living with Covid”, which is gradually restoring the regional economy, in which the tourism industry is one of the industries with the fastest recovery

From 10/2021, Quang Ninh province has restored intra-provincial tourism activities according to a solid step-by-step roadmap, ensuring a safe tourism environment according to 3 criteria: safe tourists, safe journeys and safe destinations The province has developed and promulgated procedures for welcoming and serving tourists, scoring risk levels in each locality to ensure appropriate epidemic prevention and control measures; promulgate a set of criteria for evaluating safety in the prevention and control of the Covid-19 epidemic for tourism activities in the province; organize training for medical and tourism staff in epidemic conditions

In Ha Long City, the tourism center of the province, after 2 years of being affected by the Covid-19 epidemic, the tourism industry has quickly recovered strongly If in 2019 the city welcomed 11.9 million visitors (international visitors are 4.3 million), by 2020 it will only welcome 5.7 million visitors, in 2021 it will be 1.6 million visitors This has significantly affected the social life as well as local tourism service businesses However, only from the beginning of the year to 23/5, the city has welcomed the same number of visitors as the whole year 2021, tourism revenue reached over VND 2,6 trillion

Not only Ha Long City, in other localities in the province, the tourism industry also has impressive growth As in Co To, the number of visitors to the locality in the first 6 months of the year was estimated at 82,000, an increase of 2.5 times over the same period In Binh Lieu, the bright spot of Eastern tourism, the number of visitors in

69 the first 6 months of the year has reached over 29,200 people, nearly doubling compared to the set scenario and 3 times higher than the same period in 2021

The strong tourism recovery of localities has led to impressive growth of the whole tourism industry in the first 6 months of the year According to statistics of the Department of Tourism, the total number of tourists to Quang Ninh reached about 5.5 million visitors Total revenue from tourists reached over VND 12,100 billion Thus, the number of visitors as well as tourism revenue both more than doubled compared to the same period in 2021 The above impressive figures show that both tourists and tourism service businesses are ready to return, continuing to recover growth

4.3.1.2 Competition in the tourism and hotel business market in Ha Long city

Along with the revival of tourism in Quang Ninh province, competition in hotel business in the area is also becoming stronger and fiercer than before With the characteristics of being the tourism center of the province, Ha Long city currently has over 800 tourist accommodation establishments, including about 70 hotels rated from

2 to 5 stars, ready to provide safe services to tourists Currently, in the same service supply segment as the company's Peace Hotel Ha Long, there are currently 6 5-star hotels and 23 4-star hotels Many large corporations have come to Ha Long to invest in building a high-class 5-star hotel system, such as Muong Thanh Hotel, Wyndham Legend Halong, Vinpearl Resort & Spa Ha Long… These hotels are designed with over 250 spacious luxury rooms, with private balconies or panoramic windows Each room is elegantly and delicately designed with a full range of equipment At the hotels, there are also diverse and rich services, such as: Four-season swimming pool, children's play area, spa services, massage, gym with fresh space close to nature and a team of professionally trained service staff to bring satisfaction to visitors

In addition, the rapid growth of Airbnb and hotel apartments is posing significant challenges to the traditional hotel business The Airbnb online booking system that allows tourists to rent people's homes has quickly penetrated and reached a rapid growth rate in recent years According to Savills Hotels, if there were only about

1,200 rooms in 2015, in 2019 there were a total of 36,319 rooms across the Airbnb system in Vietnam

The rapid growth of hotels in the area in both quantity and quality shows that hotels are trying to upgrade their supply capacity Its services, attracting customers, thereby increasing the level of competition in the industry This strongly affects the requirement to develop the staff for the hotel segment of Quang Ninh Joint Stock Construction Company No.2, to cope with competitive pressures in the industry

4.3.1.3 Development of the labor market

International economic integration has been promoting economic growth, creating more jobs, and the structure of employment has also changed from the agricultural sector to industry and services In this context, the development of the labor market as an objective factor affects the development of HR at the hotel, because every company wants to compete for good personnel to attract quality and quantity labor suitable for the business context The easy transition of work and the value of workers from one hotel to another, where there are working conditions better remuneration, has made hotels pay more attention to the content of personnel development, avoiding the bleeding of talent into competitors The current reality shows that the trend of moving workers is becoming more and more common, and is a big problem out for hotels

4.3.1.4 Development of science and technology

Characteristics of the tourism hotel business, human factors are difficult to replace, products are created and used simultaneously, not produced before and warehousing, humans directly create products, not machines But in the process of operation, employees in the hotel must use management and support software such as Opera, Smile to provide translate for customers, coordinate with relevant departments quickly and efficiently Receptionists, room or restaurant staff in the process of providing services need to make proficient use of the section soft to check available rooms, clean rooms, customer information, reservations, pre-order, payment for

71 guests In the past, when customers ordered at a restaurant, staff could write on paper and notify the cook, the cashier would enter data into the machine and charge But such manual recording will be time-consuming and does not guarantee accuracy, with soft stools, employees will receive orders from customers directly on the system via devices such as tablets, smartphones, information will be recorded and respected by cashier At the same time, the quantity of food and goods in the warehouse will be deducted corresponding to the dishes ordered by customers Customers stay at the hotel for many days, use services at restaurants, bars, swimming pools, massage at the hotel, there will be no payment for each use of the service, but the department only needs to enter the information on the system, when paying for check-out, the receptionist will pay all the guest services used during the guest's stay in one time: quickly, conveniently, reducing waiting time, relevant departments capture information, coordinate smoothly to provide high-quality, comprehensive and high- quality services to customers In addition, it also provides managers with tools to control inputs, outputs, and costs an effective and accurate Therefore, it is necessary to develop a staff, improve the quality to use and apply at work, meet the work requirements

The political environment in Quang Ninh province is stable Agencies and departments all recognize that tourism is an important field in the province's economic development, so they are always interested in the development of the province and hotel and travel enterprises, which can promote the image of the province to customers and other units

Therefore, the implementation of business procedures and laws is guided and implemented quickly and neatly Peace Hotel Ha Long is assured in planning and organizing the implementation of the company's business strategies, not being caused difficulties In particular, there are always policies such as organizing tourism professional training, printing free leaflets, under the coordination with the Vietnam National Administration of Tourism and the Department of Culture, Sports and

Tourism helps the hotel save many costs such as training costs, marketing costs This makes it easier for the hotel to develop its staff

4.3.2.1 Hotel business development strategy of the company

In the annual shareholder meetings in the last 3 years, from 2020, shareholders and the board of directors have a high consensus on the direction of developing hotel business Accordingly, the Board of Directors has learned about how to operate and operate the hotel from management, rules, regulations and learn about competitor in the market This helps the company to provide the contents of hotel business operations in the company's overall development strategy These contents have supported decisions about developing hotel staff as well as devoting the most appropriate resources of the company for the current hotel segment This is reflected in the process of setting up the hotel, design consulting, adjusting the use of the hotel

Conclusion on the human resource development for hotel business of Quang Ninh

Along with the development of tourism in Quang Ninh province, the hotel business is also developing favorably, according to which the needs of guests the goods of accommodation, dining and entertainment services are increasingly diverse and enhanced Therefore, developing the staff for the hotel business becomes an important issue for any business New to the hotel business, the staff is still thin, but the company also has some success in development HR, specifically:

First, the company and the hotel business department are aware of the importance of HR planning Some of the HR policies offered by the company are in line with the development trend of Quang Ninh tourism industry and the current competitive context The staff is mostly young workers (under 30 years old account for nearly 80%), dynamic, enthusiastic at work, healthy well Department heads are relatively exemplary, at the forefront of all hotel activities

Secondly, the company has a clear interest in training and developing HR for the hotel business, which is reflected in the orientations in building a scientific and reasonable training process In addition to professional knowledge, the company has also gradually implemented soft skills training courses for both current and new employees The company also has policies to encourage people to actively self-study and exchange experiences to successfully complete the assigned tasks

Thirdly, the company is completing the content and method of assessing the level of work performance of the staff in the hotel From there, it serves as a standard for personnel adjustments in the hotel such as promotion, promotion, transfer, dismissal

Fourth, all personnel in the hotel receive the right assignment and arrange the right people for the right job Thereby, creating opportunities to promote the working ability and dedication of employees to hotel business

Fifth, the company pays attention to the lives of employees, fully implements the policy regimes in accordance with the Law and has things such as favorable conditions for employee agreed upon in the Collective Labor Agreement The employees are entitled to the specific contract according to the labor law, job guarantee, working time, rest, not imposed, if any working overtime in accordance with the labor code, entitled to holidays, Tet, and year-end bonuses

In addition to certain successes, the hotel's HRD also has limitations, such as:

The HR plan for the hotel has not been separated from the company's general staffing plan Accordingly, regulations and policies on recruitment, training and remuneration for hotel’s HR are still the same as the mechanism for employee groups which causing difficulties in implementation This has also resulted in the current staffing structure plan lacking calculation, scientific basis, and being highly passive with volatility of the hotel business environment

The recruitment process of the hotel is not really scientific, objective, there is also a priority for familiar people in the company This leads to some recruited personnel who do not meet the goals and requirements of the job The company has not diversified recruitment forms, focusing only on recruitment forms through acquaintances and applicants of direct diagram

The quality of the company's personnel is not really high, the qualifications and skills are modest Specifically, about knowledge, although graduating from university, the knowledge associated with work such as market knowledge is limited In terms of skills, the same situation occurs, especially teamwork skills and in-depth skills in operating and trading customers in hotel The level of foreign languages, namely English of some staff at the hotel is not high, only good communicative English, there are no certificates or qualifications such as TOEIC, IELTS The number of personnel who can be added in Chinese language is very small, not meeting the needs of serving the market foreign visitors Some departments in the hotel, personnel are rotated so skills and experience are not really suitable, requiring the hotel will take additional costs and time for training

HR training and improvement activities have not brought high efficiency The company has not developed a methodical and detailed training plan

The remuneration regime of hotel such as salary and bonus has not really promoted its role because the limited bonus has not had a strong stimulating effect on the spirit of employees at the hotel

The company's limitations come from the following main reasons:

Firstly, the new hotel came into operation (15/4/2022 just put into operation), the initial investment cost is relatively large, so the cost of salary, allowance, training fees are being used economically, there is also a difference compared to other hotels in the area In addition, the hotel's non-financial remuneration policy currently has no investment to create novelty compared to other competitors, has not met the expectations of HR

Secondly, the company has not built a professional seasonal workforce Due to seasonal manpower, it is often of uneven quality, making the hotel afraid to use it In fact, if the hotel has an investment in a training program for seasonal workers, as well as a different treatment policy for this HR compared to other hotels, the attracting seasonal HR will promote efficiency, ensuring HR at peak times

Thirdly, the hotel has just come into operation, so it has not promoted communication about HRD policies at the hotel, causing many skill workers do not know the uniqueness and newness of hotel’s HRD policies or do not feel confident in choosing hotel to work

Fourth, the company's managers are still trying to build and perfect the system of HRD policies applied at the hotel, so there is no real focus on the depth and diversity in the content of training and HRD programs, there is no program specialized training, leading to low results

Fifth, the hotel business market currently in the area has many competitors, and they are also trying to attract and recruit for their positions in the hotel It makes the company's attraction and recruitment face many difficulties, along with must retain competent employees

CHAPTER 5 SOLUTIONS OF HUMAN RESOURCE DEVELOPMENT FOR

THE HOTEL BUSINESS OF QUANG NINH JOINT STOCK

CONSTRUCTION COMPANY NO.2 IN PERIOD 2022-2025

Forecasting the potential of the tourism industry and the development orientation

5.1.1 Situation and trends of tourism development

After a long period of being heavily affected by the Covid-19 pandemic, the tourism and hospitality business is showing a strong recovery, with a very positive growth rate It is forecasted that by 2023, the number of tourists will reach about 1.5 - 1.6 billion, in 2030 about 1.8 billion, and Southeast Asia will become the 4th largest international tourist attraction in the world with 187 million Tourism trends in the world are changing towards new values established on the basis of traditional cultural values (uniqueness, originality), natural values (pristineness, wildness), creative values and high technology (modernity, comfort) such as sustainable tourism, green tourism, responsible tourism, tourism associated with poverty alleviation, tourism towards the source, towards nature are the outstanding trends At the same time, the quality of the environment has become an important factor constituting the value of tourism enjoyment Also, according to predictions of the World Tourism Organization, by

2030, tourists traveling for the purpose of sightseeing, resort and entertainment account for 54% of the total number of international tourists; for the purpose of visiting, health and religion accounted for about 31%; with work and occupational purposes accounting for 15%

With regulations to facilitate tourism business such as entry and exit conditions, visa exemption, implementation of the Domestic Tourism Promotion Program, promulgation of policies to stimulate demand to attract visitors, The Vietnam National Administration of Tourism predicts that there will be about 5 million international visitors, 60 million domestic visitors, total revenue from tourism reached about VND 400,000 billion The General Department continues to implement the communication campaign "Live fully in Vietnam" synchronously on specialized pages to promote

Vietnam tourism for international visitors including vietnam.travel website, social networking sites Facebook, Tik Tok, Instagram, Youtube and Pinterest; international media channels as well as through Vietnamese representative agencies abroad , coordinate with localities and enterprises in implementing tourism promotion activities to key and potential markets; strengthen cooperation with a network of 94 Vietnamese representative agencies abroad as an information bridge, support tourism promotion, create motivation for the tourism industry to recover

In this context, Quang Ninh is one of the provinces with outstanding advantages in terms of rich and unique tourism resources, in which Ha Long Bay has twice been recognized by UNESCO as a world natural heritage by aesthetic value (in 1994), geomorphological value (in 2000) and recognized by New Open World as one of the 7 Natural Wonders of Nature New World Course (2012) Quang Ninh aims to restore all tourism activities and products in the province, without limiting the type, scale and scope of tourism activities in conditions of safe adaptation to the epidemic In particular, the province synchronously and strongly implements communication campaigns, promotion of domestic and foreign tourism; diversifying and developing new tourism products, developing types and activities of night economy It is expected that many large-scale tourism stimulus events will be held widely, associated with major tourism, cultural and sports events

In the last 6 months of 2022, Quang Ninh has set a target to attract about 5 million tourists, revenue from tourism reaches VND 10,000 billion Accordingly, the province will continue to promote propaganda and promotion on internet platforms and social networks; implement the contents of the digital transformation plan At the same time, strengthen inspection and review of conditions for accommodation business activities of newly operating accommodation establishments; proactively process feedback, recommendations and support visitors through the travel hotline In addition, advising on the implementation of activities to stimulate tourism demand in Quang Ninh in 2022 associated with the prevention of the Covid-19 epidemic under the direction of the Provincial People's Committee; formulate the Project on

79 restoration of Quang Ninh tourism industry in 2025, orientation to 2030 The Department will also coordinate with departments, agencies, localities and organizations of Quang Ninh Tourism Association in the state management of tourism, ensuring a healthy tourism business environment; support enterprises to recover business activities, adapt flexibly in the new situation; coordinate to improve administrative procedures in the most favorable way

5.1.2 Development strategy orientation of Quang Ninh Joint Stock Construction Company No.2 in the period of 2022-2025

The Board of Directors determined that construction and installation have remained the traditional business line of the company for more than 50 years since its establishment In the context of production and business facing many difficulties today, the forecast for 2022 the company also still faces many disadvantages due to competition which painting in the harsh market economy, and new company hotels put into operation Based on the ability to find jobs and the recovery of the tourism industry, the company has determined the development orientation in the coming period:

Table 5.1 Goals of the company in the period of 2022 – 2025

Total production and business value 57,6 110,4

Depreciation of instruments and instruments 2,41 1,038 Profit before tax after depreciation deduction -1,025 1,007

Average income of employees (VND million /person/month) 6,8 9,2

To achieve these goals, the company has proposed implementation directions:

- Inheriting and promoting the achievements over the years, the Board of Directors is determined to make efforts for the common goal of building Quang Ninh Joint Stock Construction Company No.2 and developing sustainably, actively looking for jobs to increase revenue

- The Board of Directors needs to promptly adjust the rules and regulations of the company to suit the new situation, so that it is both well managed and stimulated to be produced, encouraging the working spirit of employees and employees to share with the company in difficult times like today

- New thinking, finding more effective ways to manage the company and continue to review the business management fees, minimizing the fees to increase profits

- Further promote the advantages of the company such as assets, capital, brand to drive production and business, develop sustainable companies

- Researching the hotel business market, this is a new field that needs to thrive in the tourism segment to bring profit and ensure financial security, not depending solely on construction and installation

- It is necessary to raise and consider the role of individuals in management leadership to improve the capacity of the company to take effective measures and solutions to leaders and managers who do not fulfill their tasks or affect the development of the company

- Pay more attention to the organization and arrangement of departments and units to suit the production and business conditions as well as the management and operation of the company Research to improve the professional capacity of each specific officer to be placed in suitable unit positions to promote the working capacity

81 of each individual, thereby leading to the reduction of the management apparatus as well as the restructuring of subordinate units

- It is necessary to strictly implement the reporting regimes of the departments every month, the reporting data must be complete and accurate in such a way as to properly reflect the company's business results, and at the same time help leaders to receive information from which to take appropriate and timely direction measures

With its own hotel business, the company offers the main development orientations:

- Exploiting the advantages of the company's location, infrastructure, material and technical resources, natural tourism resources and the humanities of Ha Long - The new natural wonder of the world to give the company a new look is to build an image and product brand commensurate with the prime location on the shore of Ha Long Bay Strive to put the company's hotel in the top 10 hotels of Quang Ninh tourism industry by 2025

Solutions for developing human resource

5.2.1 Focus on strategic planning and personnel development plan

Hotel business is governed by many factors inside as well as outside the hotel All fluctuations in the business environment have a certain impact on the operation of the hotel Planning strategic and HRD aims to formally identify immediate and long- term HR needs are considered the most effective methods to minimize the risks associated with HR in hotels

Planning strategic and HRD need to be carried out in detail to each job position, in all departments in the hotel The hotel of Quang Ninh Joint Stock Construction Company No.2 needs to pay attention and plan HR based on the actual operation of the hotel The company needs to set the strategy and the plan, as well as needs to be evenly detailed in all departments, including the parts that don't often come into direct contact with customers such as kitchen, laundry, business…, forecasting the demand for the quantity and quality of HR adapted to any changes in business HR plans need to be regularly adjusted to suit each time and actual circumstances of the business environment, avoiding rigid or unrealistic plan implementation that wastes effort and money In case of failure to be proactive in budget to implement personnel plans, the hotel needs to properly balance the allocated funds and the actual needs of the hotel to come up with the most effective personnel plans Hotels need to properly balance the allocated funds and the actual needs of the hotel to come up with the most effective personnel plans In addition, the hotel needs to develop contingency plans for personnel in case of epidemics such as COVID 19, dengue fever During these periods, the hotel needs to take advantage of the absence period, implement training plans, improve skills and professional expertise for employees

Based on the current situation of the hotel's HR, the thesis proposes that the size of personnel should be increased according to the following structure:

Table 5.2 Expected personnel structure by division in the hotel

*Assuming that by 2025, the hotel has no change in organizational structure

Due to the characteristics of hotel products are mainly service and are only carried out directly by the waiters in the hotel The working time again depends on the consumption time of the guest, usually lasts 24/24 hours a day On the other hand, each department has different professional expertise, so the specialization is quite high Therefore, the hotel must use a large amount of labor to create quality products that meet the diverse needs of visitors It is expected that the total number of workers needs to increase from at least 25 to 41 in 2022, as illustrated in table 5.2

Regarding the quality of HR, the company needs to ensure that it meets the national standards TCVN 4931 - 2009 Hotels - Rated Regulations on standards of professional qualifications and foreign languages for employees in 4-star hotels are as follows:

- Manager: Graduated from a tourism university, if graduating from a university in another major, you must pass a training class on tourism accommodation management, security and safety against fires, environmental protection and food hygiene and safety 4 years of experience in the profession Fluency in a foreign language

- Heads of departments: Have vocational college certificates or certificates from the Vietnam Tourism Certification Board (VTCB) Three years of experience in the profession Fluency in one foreign language (head of reception and head of departments directly dealing with guests who are fluent in one foreign language and communicate well in another) Good use of office computers

- Service staff: 70% have vocational certificates or certificates VTCB 30% through professional training Can use office computers

- Direct guest service staff: Fluent in a foreign language

- Receptionist: Fluent in one foreign language and good communication in another; good use of office computers

Table 5.3 Expected quality of the company's personnel until 2025

Unable to communicate in a foreign language 20 48.8 4 8.3

Based on the above standards and the characteristics of the hotel business, employees are required to be trained in professional skills and foreign languages; have

85 vocational skills and experience; have good health, resilient endurance to withstand work pressure Therefore, in terms of labor quality, the company needs to focus on selecting and employing employees according to the following criteria: Professional qualifications, foreign language proficiency, gender, age in accordance with the requirements and characteristics of each type of work of the hotel class

In terms of professional qualifications, from the first day of putting the hotel into operation to make a good impression on visitors, the company needs to recruit a number of employees with professional qualifications corresponding to specific departments, in Table5.3

5.2.2 Interested in recruitment to create input of quality personnel

The recruitment process is an important step to help the hotel make the right decisions when using HR Selection decisions are critical to the hotel's business strategy Because if the recruitment is good, it will help the hotel have the right professional skills, meet the development requirements of the hotel not only now but also for the future, and also reduce costs such as: not having to recruit many times, not retraining and thus, avoid risky losses during the employer process To achieve this, the recruitment process must also ensure a scientific process and take sequential steps

In addition, the development and identification of key factors for the recruitment process must also be paid special attention such as:

The recruitment criteria used by the hotel are based on an analysis of the job description The hotel of Quang Ninh Joint Stock Construction Company No.2 needs to promote the study and modification of the contents of the job description to suit the characteristics and characteristics of employees in the hotel The hotel of Quang Ninh Joint Stock Construction Company No.2 needs to refer to the experience of analyzing work from other hotels to build and put into use the job description instead of the general regulations on functions and tasks according to each department, avoiding overlap in work, extrusion, evasion of responsibility between employees in the same

86 department or between other departments The effectiveness of recruitment criteria depends greatly on the accuracy and suitability of the hotel job description Therefore, hotels should consider building job descriptions and make reasonable adjustments, when necessary, in accordance with business goals

Screening rates have an impact on financial costs, applicants' psychology, and job applicants' expectations Therefore, hotels should also determine for their hotels reasonable screening rates Because of the fact, the hotel surveyed has also not determined a reasonable screening rate for the recruitment process

During the recruitment process, organizations will have difficulty attracting highly qualified people in fiercely competitive markets In such cases, the hotel must provide attractive stimuli to recruit people who fit the job requirements with the goal of recruiting people who fit the requirements of the job and ensuring they will work long-term in the organization Therefore, the hotel should pay attention to the form of attracting candidates through a number of important factors such as: the image of the organization, high salary and bonuses, the capacity of the staff responsible for recruitment

Identify sources and recruitment methods

The hotel prioritizes internal recruitment sources, recruiting this source has the advantages of giving employees psychological opportunities to advance in higher positions, so they are more attached to the hotel, work more actively recruiting from this source also helps the hotel save costs However, with a large number of employees, concentrated in many different departments, if you only select candidates from internal sources, you will not be able to take advantage of good external candidates, especially candidates in departments that need professional skills such as: chamber, tables, bars, kitchens Therefore, in order to recruit a sufficient number and quality of workers into the missing job positions, hotels need to consider and choose

87 which job positions should be taken from inside the organization, which job positions should be taken from outside the organization and with it the appropriate recruitment method

In summary, in order for the recruitment process to be more effective, the hotel should pay more attention to the recruitment content based on the above key factors to ensure reasonable HR in both quantity and quality, thereby contributing to the achievement of the overall business goals of the hotel, help hotels improve their competitive position, survive and stand firm in the market

5.2.3 Strengthen training and retraining of existing tourism personnel in hotels

Some recommendations

5.3.1 For the Ministries of Culture, Sports and Tourism, the Ministry of Education and Training, the Ministry of Labor, War Invalids and Social Affairs, the Vietnam National Administration of Tourism and the General Department of Vocational Training

The relevant ministries mentioned above strengthen the implementation and promote the state management of tourism HRD: Develop and perfect policies, mechanisms and concretize legal documents on the detection, fostering, training and use of tourism HR for localities to implement in the direction of creating a favorable environment strongly socialize HRD and implement the state-managed market mechanism for HRD; well implement financial policies on HR training and retraining Building and developing a tourism labor market information system to serve, capture demand, forecast and connect the supply of tourism HR Administrative reform in tourism HRD management with specific and clear assignment and decentralization, clearly defining the responsibilities and interests of the participants in tourism HRD; continue to reform administrative procedures; and renew inspection and inspection of tourism HR training and retraining

Re-planning the system of training and vocational training institutions and research establishments on tourism at all levels of training and vocational training and renewing training contents, programs and methods: Applying a unified national standard system on material and technical foundations of training institutions, research facilities on tourism (approaching international standards, especially ASEAN standards) Plan the system of training and vocational training institutions and tourism research establishments in accordance with the requirements for the development of the tourism industry Renew the contents of programs and methods of training, vocational training and research of local tourism training and research institutions

Adopt policies and financial mechanisms to build a contingent of highly qualified teachers and lecturers: Detect, train and use highly qualified teachers and

96 lecturers capable of linking training and scientific research with the practice of tourism Quang Ninh province needs to take measures to attract highly skilled workers, artisans, good managers, such as high remuneration (household registration, land grant, housing, salary ) to have more tourism trainers

Investment in the construction of material and technical facilities for tourism HRD: Invest in the construction of new tourism training institutions according to the plan Upgrade and modernize existing training institutions to ensure standards Quang Ninh College of Culture, Arts and Tourism must urgently build in all aspects according to national standards, from material and technical facilities to teachers, from developing programs and curricula to tourism training and vocational training activities, to serve as the core in training and linking vocational training institutions and fostering centers Tourism professions of localities and enterprises of the whole Mekong Delta and strive after 2022 to become a high-quality tourism HR training institution with key occupations for the whole region Strengthening international cooperation to develop tourism HR: Bringing tourism HRD training contents into local multilateral and bilateral cooperation commitments, focusing on training and fostering tourism lecturers and students; exchange of internships; develop and provide programs and curricula; construction of material and technical facilities Innovation strongly attracts foreign investment sources to serve the development of HR in the tourism industry Adopt policies and mechanisms to create favorable conditions to increase the attraction of good experts who are foreigners, overseas Vietnamese, Vietnamese working in localities in the country and people of their localities working in other localities in the country for the development of tourism HR of their localities Create conditions for local tourism training and vocational training institutions and tourism research establishments, regardless of the type of retirement facilities, to expand cooperation with foreign countries in order to improve training and research capacity on tourism HRD

Mobilizing capital sources for HRD in the tourism industry: Increasing the State budget (central and local budgets) Rapidly increase the resources of the

97 enterprise sector (economic sectors), especially in the development of the tourism vocational training system in order to train HR in accordance with the needs of enterprises Implement tuition fee policies to meet the needs of quality assurance training and are suitable for learners' abilities; more effective use of tuition tools in regulating the size and structure of training professions Expand and thrive on training credits for poor students and children in policy families Expand international cooperation and effectively use ODA, FDI and aid from foreign organizations and individuals to develop tourism HR training Mobilizing the resources of social organizations for the development of HR training in the tourism industry

5.3.2 For functional facilities of Quang Ninh Province

In order to favorably develop tourism and hotel business, the authorities of Quang Ninh province need to continue to create favorable conditions for businesses First of all, the province needs to continue implementing appropriate stimulus packages, in order to soon restore the local tourism and service industry Agencies of Quang Ninh province also need to be more proactive in working with Quang Ninh Tourism Association to remove difficulties for businesses; organize many programs and events to stimulate tourism demand; put some new and unique tourism products into operation

The amendments and supplements that have been promulgated are the key to supporting stimulus and attracting tourists, especially the domestic visitor market to Quang Ninh Along with that, creating a strong motivation for businesses to implement discount programs, stimulating preferential demand Thanks to these policies, businesses are more confident to invest and deploy new tourism services as soon as the epidemic is controlled

The province also needs to study the digital transformation model for the tourism industry to enhance competitiveness with countries in the region and the world, focusing on strengthening coordination to soon complete the information technology application project to improve operational efficiency in Quang Ninh

98 tourism industry to put into use In addition, it is necessary to improve the capacity of managers in the field of tourism, strengthen the legality of approved tourism planning projects, especially the implementation of the planning

It is necessary to use the funding for tourism HR training most effectively, and the province also creates funds for the training of tourism and hotel HR Coordinate with institutes, schools and training institutions to regularly organize intensive refresher training classes Strengthen inspections to ensure that tourism workers meet the prescribed professional standards Enlist support from tourism organizations as well as tourism HRD projects of tourism organizations and ministries as well as international organizations and projects in HR training and tourism awareness raising

5.3.3 For tourism training and vocational training institutions

Upgrading the quality of tourism professional training institutions, paying special attention to the development of facilities and teaching staff and tourism training and vocational training programs to develop training programs suitable to the needs of each specific region

Promote the linkage in training and development of tourism HR between training institutions of Quang Ninh and other training institutions of Hanoi and Hai Phong Increase the opening of short-term training courses suitable to the nature of tourism development in each specific region

To improve and improve the capacity of the teaching staff, pay special attention to the teaching staff

Develop and update training programs according to regional and international standards

Coordinate with employers, grasp the requirements of enterprises for HR in the industry, thereby being able to adjust the training program in accordance with the development trend of tourism in the region as well as internationally

Limitations of research

The dissertation has achieved certain results, but there are still some limitations such as:

Firstly, the thesis has identified the criteria for evaluating the process of developing HR in the hotel business, but the thesis has not clarified the relationship between the development of the staff and the business results that the hotel achieves in practice This may lead to some of the solutions offered in the article not being objectively verified

Second, compare the survey results of the dissertation with previous studies to show similarities and differences in staff development for the hospitality business

Thirdly, the factors affecting the development of the company's HR are still many and diverse that the thesis has not mentioned and clarified This may reduce the level of persuasiveness to the statements presented in the dissertation

Fourth, the research object of the dissertation is a division within the company, with the way the organization is still subject to much of the coercion and domination of senior management in the company that is not really separate in business This makes it difficult to delineate the contents of staff development

In the last two years, Quang Ninh Joint Stock Construction Company No.2 has faced many difficulties in business activities Facing these pressures, the company has actively diversified its business, expanding into the hotel business Having just been put into operation since mid-April, the company still has a lot of work to complete and develop HR are one of the important elements that make up the hotel business, but the current team of the hotel it's pretty thin Therefore, the important task of the company is to develop this resource soon

The thesis with the topic "Development of HR for the hotel business of Quang Ninh Joint Stock Construction Company No.2 " focuses on research on HRD for the hotel business of a company In this dissertation, the author selectively systematized, there is a certain development of the theory of HR and the development of personnel for the hotel These are the main premises as the basis and foundation for analyzing, assessing the situation and proposing solutions to develop the workforce for the hotel business of Quang Ninh Joint Stock Construction Company No.2 On the basis of the actual survey, the thesis conducted an analysis of the current situation of the labor force and the development of the labor force at Quang Ninh Joint Stock Construction Company No.2

Based on the current situation as well as the goals of the Company and the development trend of tourism, the thesis has proposed 5 key solutions to promote the development of the workforce to meet the requirements and requirements in the development process of the company These five solutions include: Focusing on strategic planning and staff development plans, paying attention to recruitment to create inputs of quality personnel, enhancing training and fostering existing tourism personnel in hotels, completing the use of HR, enhancing material and spiritual remuneration for the staff in the hotel

The project was implemented with the desire to contribute a part to the development of Quang Ninh Joint Stock Construction Company No.2 to help the

101 company quickly operate hotel business effectively Despite a lot of efforts and dedication, but the thesis also has limitations and shortcomings, the author is looking forward to receiving sincere comments from teachers, colleagues and interested people to improve the text and be more practical

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Survey on the current situation of HRD for the hotel business of Quang Ninh

Joint Stock Construction Company No.2

Aiming to learn about the current of HR as well as the HRD for the hotel business of Quang Ninh Joint Stock Construction Company No.2, please answer the survey questions below The information obtained is for research purposes only, not used to evaluate individual participants who respond to the questionnaire.

6 How long have you been in hospitality field?

Please give your opinion on the current situation of the HRD for the hotel business of the company by answering the questions below according to the following rating:

1 – Very poor; 2 – Poor; 3 – Normal; 4 – Good, 5 – Very good

1 Planning the HRP for hotel business is clearly directions and implementation

2 Company managers are aware of and interested in HR plan

3 HR plan is built separately and reasonably

4 The recruitment for hotel business is good, setting the criteria and process

5 The recruitment source of the hotel is diverse, effective and suitable

6 The company has HR communication to help employees update information related to the hotel regularly and effectively

7 The criterias of the HR selection and the regulation of recruitment process are scientific, professional and reasonable

8 The arrangement and using of the hotel's HR in

107 accordance with the capacity, strength and expertise

9 The company ensures the workload’s arrangement in the peak season is not overloaded

10 The policy of HR rotation in the hotel creates the most comfortable conditions for HR

11 Regulations on people who have been trainned is reasonable

12 Appropriate regulations on training content, practical and complete training content

13 Subjects of HR training of the hotel are suitable and diverse

14 Methods and forms of training and enhancing HR appropriately and effectively

15 Allocating and using HR training costs reasonably and effectively

16 Salary policies, principles of salary allocation based on capacity and work efficiency of the hotel reasonably and fairly

17 Insurance policies, bonuses, allowances of hotels are suitable, creating motivation for employees

18 Non-financial remuneration through the hotel's working environment performs well, reasonably, and motivates employees

24 Competition in the tourism and hospitality market

25 The development of the labor market

26 The development of science and technology

Thank you for your comments!