Tiểu luận Quản trị kinh doanh: Talent Management In Business Case Of Vasc Software And Media Company

UNIVERSITY OF ECONOMICS AND BUSINESSFACUTY OF BUSINESS ADMINISTRATION TALENT MANAGEMENT IN BUSINESS CASE OF VASC SOFTWARE AND MEDIA COMPANY Student’s name: Phuong Pham Thi Lan Student ID

UNIVERSITY OF ECONOMICS AND BUSINESS

FACUTY OF BUSINESS ADMINISTRATION

TALENT MANAGEMENT IN BUSINESS

CASE OF VASC SOFTWARE AND MEDIA COMPANY

Student’s name: Phuong Pham Thi Lan

Student ID: 09050305

Intake: 2009 - 2013

Hanoi — May 2013

First and foremost, I wish to express my sincere thanks to my advisorDr NguyenNgoc Thang - Lecturer in Faculty of Business Administration, who wasthoughtfully guiding me in writing this thesis

Secondly, I would like to thank VASC Software and Media Companyfor theinternship chance in the company I especially thank Mr Vu Hai Tung and Mr.Nguyen Huu Vinhwho were directly mentoring and introducing me the activitiesand strategies of the company, and guiding me in measuring talent management

strategy in VASC Besides, I would like to thank to all the people in otherdepartments of VASC who provided sincere helps through all my internship period.

1 cannot thank them enough for opened working environment they provided

Last but not least, | would like to thank to my friends and my family I am sograteful that they have followed and given me great support during my timeimplementing the research.

StudentPham Thi Lan Phuong

TABLE OF CONTENTS

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ABSTRACT

Instead of conventional interview progress, Google proposes the special recruitment

progress with “Google games” event in some universities to find and keep the best

students Facebook in 2012 was the company with the most wanted workplace, wheretheir employees have a comfortable working environment, places to relax, good mealsevery day, high salary, chance to raise their questions to Mark Zuckerberg everyFriday, etc Those are only two typical examples among many companies all overthe world with great workplace for employees There is reason that those big

corporations spend that much effort on recruiting and building labor policy or working

environment That is to find and retain talent

In last decades when the economy was in recession and the efficiency and productivityhas been significantly taken into account, coming a war of talents between companies

It is not only the war among big companies but among every company that want tosurvive

In Vietnam, it is also an issue for firms to find the way to keep the talents playing the

key roles when the economics is going down Thus the major question business in

Vietnam has to answer is —How to find, retain and develop talents?

This study is to answer the questions and approach the tools for effective research,retention and development of talent in business in Vietnam The paper is based on theresearch conducted in VASC Software and Media Company Through the datacollected, the thesis aims at describing the talent management status at the companyand measuring its efficiency Additionally, this paper also gives somerecommendations over the talent management for the company to improve its talent

management strategy.

In the recent years, global economics has suffered significantly recession in almost all

sectors Companies have realized the importance of talent in the success of

organization as their competitive advantage lies not only in the cost efficiency but also

in the intellectual assets, or intangible assets such as skills, relations and knowledge of

talents In average across all industries, only around twenty to thirty percent of value is

given to tangible assets (Cheese P., Thormas R J, Craig E., 2008), the rest credits to

the intangible assets created by the talented people

While the concern of talent is rising, coming the war of talent between companies.Nowadays, firms have to pay more attention on attracting, retaining and developingthe talented people to work within the company It is not just the obligation of HR

department but the mission of the executives and whole organization

As a matter of fact, in Vietnam, the managers and executives now also see the importance of talent management as development strategy for the company However,firms in Vietnam is facing high rate of job-jumping of employees According to

Deloitte survey, nearly 30% employees are actively working the job market and 49%

are at least considering leaving their current jobs Academic research indicates that44% of these employees will actually act on these turnover intentions On the other

hand, among the executives surveyed, 65% expressed concern about losing high

potential employees and critical talent to competitors in the year following therecession However, only 35% have an updated retention plan in place to keep hold of

talent as the recovery strengthens

Talent is playing significant role in the business Therefore, talent leaving is bad newsfor organization because of not only losing the competitive advantage but also the cost

of recruiting, training and developing new employees overtime Besides, talent who

This research would like to find and analyze the talent management status of business

in Vietnam, try to measure its efficiency and give some recommendation for the talentmanagement strategy in firms in Vietnam over the findings.

Since it is hard to give recommendation for overall business in every sector, the authorchooses to focus on a case company in Vietnam, VASC Software and MediaCompany With quite large scale andopened working environment of VASC, theresearch would measure the efficiency of talent management in the company, fromwhich give suggestions to improve the talent management strategy of the company

Purpose and research questions

The main purpose of this paper is to describe and suggest the appropriate tools fortalent management strategies specifically in the case of VASC Software and MediaCompany The research aims at answering 2 major questions:

- How effective is talent management in VASC?

- How to attract, retain and develop talent in VASC?

+ How to attract talent for VASC?

+ How to retain talent in VASC?

+ How to develop talent in VASC?

Scope and objectives

The research would mainly be conducted in VASC Software and Media Company Inthis article, the author will state the problem and then discuss the theoreticalframeworkused Next, the paper will describe the research method, its result and

finding Finally, the author will discuss over the talent management efficiency in

VASC and give some recommendations for the company to improve its talent

management strategy.

Methodology

This research is conducted during the internship period at VASC Software and MediaCompany The research is based on qualitative and quantitative method through a survey at the company The survey approaches in two different directions: towardemployees and toward executive in VASC As a result, the data collected would be intwo types: quantitative and qualitative data The quantitative data was obtained from asurvey conducted in VASC while the qualitative data collected from interview with

executive of the company Questionnaires for the survey and questionnaire for theinterview were designed consistently so that the result could be compared to assess theefficiency of talent management in VASC

Delimitations and limitations

- Delimitations: The study confined itself to finding about talent management at

VASC Software and Media Company The study was conducted in Hanoi.

- Limitations: This research was conducted only base in VASC Software and

Media Company with limited scale In addition, the time conducting survey,

collecting data and analyzing data is limited Therefore, analysis and conclusionsmay be subjective and need to be improved.

Outline of the thesis

Besides this introduction part, thethesis is divided into 4 main chapters, excluding

Introduction and References:

o Chapter 1: Theoretical framework

This chapter will provide theoretical framework for the research It includesfundamental concepts about talent management and related motivation theories

o Chapter 2: Research context and methodology

This chapter will describe the context where the research is conducted In addition, itwill also provide detail research method from preparing for collecting data toanalyzing data

o Chapter 3: Research analysis and results

This chapter will give description of data collected, and then show analysis results,from which it gives some further discussion over the talent management strategy inVASC.

© Chapter 4: Findings and discussion

This chapter will answer two research questions by providing assessment about talentmanagement in VASC Media Company Furthermore, it will give some suggestions toimprove the talent management strategies in VASC.

value-added for the organization.

According to Snell, talent management is the implementation of integrated strategies

or systems designed to improve processes for recruiting, developing and retaining

people with the required skills and aptitude to meet current and future organizationalneeds (Snell, 2007)

Since talent creates highly value for the organization, it is important for firms to focusmore on talent retention and development strategy Next parts would give moretheoretical framework related to talent management and tools of talent retentions andtalent development

1.2 Talent management-related theoretical frameworks

1.2.1 Motivation

One of reasons that keep the employees staying at work is motivation For moreformal definition, motivation is the process of arousing and sustaining goal-directedbehavior

In narrow sense, motivation is a process of satisfying the wants and needs ofemployees and inducing, encouraging and helping the employees to perform their

assigned jobs more enthusiastically for the effective achievement of the organizational

goals

In broad sense, motivation is a process of directing or channeling the behaviors of

employees toward task performance.

1.2.2 Maslow’s Hierarchy-of-needs theory

A well-known motivation theory is the Hierarchy-of-needs theory developed by Maslow The theory can be summed up by the figure below:

Figure 1.1: Maslow’s Hierarchy-of-needs theory

Maslow’s hierarchy-of-needs theory presents the needs with five levels The lower

levels have to be satisfied before the higher levels then it cans affect people’s

behavior

- Physiological needs: Basic needs such as air, water, food, clothing and shelter In

other words, physiological needs are the needs for existence

- Safety needs: Needs of physical, environmental and emotional safety and

protection, such as job security, financial security, protection from animals,family security, health security, etc

- Social needs: Need for love, affection, care, belongingness, and friendship.

- Esteem needs: Two types: internal esteem needs (self- respect, confidence,

competence, achievement and freedom) and external esteem needs (recognition,power, status, attention and admiration)

- Self-actualization need: This includes the urge to become what you are capable

of becoming It includes the need for growth and self-contentment It also

includes desire for gaining more knowledge, creativity and being aesthetic The

self-actualization needs are never fulfilled As an _ individual growspsychologically, opportunities keep cropping up to continue growing.

According to Maslow, individuals are motivated by unsatisfied needs The five needs are grouped into 2 categories: Higher-order needs and Lower-order needs Thephysiological and the safety needs constituted the lower-order needs These lower-order needs are mainly satisfied externally The social, esteem, and self-actualizationneeds constituted the higher-order needs These higher-order needs are generally satisfied internally.

actualizatin needs are concerned, employees would consider challenges motivatiorwhen they can utilize their skills and competencies.

Limitatior

Since the enployees are distinct, their needs are also not the same Moreover, different individual: may be driven by different needs at same point of time The theory is not

empiricall' supported Besides, the theory is not applicable for artist as even if the

artist’s basic needs are not satisfied, he will still strive for recognition and

achievemeit

1.2.3 Expectancy theory

The expe:tancy theory was proposed by Victor Vroomof Yale School of

Managemmnt in 1964 The theory focuses on outcome, not on the needs like Maslow’s

theory According to Vroom, tendency to perform a particular manner depends on the expectation that the performance will be followed by a definite outcome and on the appeal of tie outcome to the individual.

emer

Figure 1.2: Expectancy theory

There are 3 important terms in this theory:

- Valence: the expected outcome (not the actual satisfaction) that an employee

expects to receive after achieving the goals.

- Expectancy: the faith that better efforts will result in better performance It is

influenced by one’s past experience, self-confidence, the perceived difficulty of

the performance goal, etc

- Instrumentality: the faith that if one perform well, he or she will receive a valid

reward Instrumentality is affected by some factors such as belief in the peoplewho decide who receives what outcome, the simplicity of the process decidingwho gets what outcome, and clarity of relationship between performance and

outcomes.

The expectancy theory states that employee’s motivation is an outcome of how much

an individual wants a reward (Valence), the assessment of the likelihood that the

effort will lead to expected performance (Expectancy) and the belief that theperformance will lead to reward (Instrumentality) Thus, the expectancy theoryconcentrates on the following three relationships:

- Effort-performance relationship: the employee believes that great effort can

leads to good performance

- Performance-reward relationship: the employee believes that getting a good

performance appraisal leads to organizational rewards

- Rewards-personal goals relationship: the attractiveness or appeal of the

potential reward to the individual’s goal

With this view, employee is the one who decide whether to perform well or not at the

job This decision solely depended on the employee’s motivation level which in turn

depends on Expectancy, Valence and Instrumentality

Implications:

From the theory, business can have some strategies to motivate employees to

perform better by setting up the preferred outcomes with the attractive rewards.Organizations should design interesting, dynamic and challenging jobs Additionally,employee’s motivation level should be assessed through various techniques such as

questionnaire, personal interviews, etc so that the company can understand their

expectancy and motivation to create the fair rewards system.

Limitations:

The expectancy theory seems to be idealistic because quite a few individuals

perceive high degree correlation between performance and rewards.On the other

hand, the application of this theory is limited as reward that is not directly correlated

with performance in many organizations It is rather related to other parameters also

such as position, effort, responsibility, education, etc

1.2.4 Two-factor theory

Two-factor theory was proposed in 1959 by Frederick Herzberg, a behavioral scientist.According to Herzberg, there are some job factors that result in satisfaction while thereare other job factors that prevent dissatisfaction As the theory proposed, the opposite

of “Satisfaction” is “No satisfaction” and the opposite of “Dissatisfaction” is “NoDissatisfaction”

As shown in Figure 1.3, Herzberg classified these job factors into two categories,motivators and hygiene factors Thus, two-factors theory is also called the motivator-hygiene theory

Hygiene factors: Hygiene factors refer to job factors which are essential forexistence of motivation at workplace These factors do not lead to positivesatisfaction for long-term but if they are absent at workplace, itwill lead to

dissatisfaction In other words, hygiene factors are those factors which whenreasonable in a job, pacify the employees and do not make them dissatisfied

These factors are extrinsic to work Hygiene factors are also called

asmaintenance factors as they are required to avoid dissatisfaction These factorsdescribe the job environment/scenario The hygiene factors symbolized thephysiological needs which the individuals wanted and expected to be fulfilled.Hygiene factors include:

o Compensation: The pay or salary structure should be appropriate and

reasonable It must be equal and competitive to those in the same industry in the

same domain

© Administrative policies: The administrative policy should be fair and clear,

including flexible working hours, dress code, breaks, vacation, etc

© Other benefits: Employees should be offered health care plans, benefits for the

family members, etc

© Physical working conditions: The working conditions should be safe, clean and

hygienic Equipment should be suitable for employees doing required tasks and

well-maintained

o Interpersonal relations: The relationship between the employees with his peers,

superiors and subordinates should be appropriate and acceptable A goodrelationship at work makes a better workplace

o Job security: It is vital to give employees job security at their job so as to make

them feel belonging to the organization

- Motivational factors: According to Herzberg, the hygiene factors cannot be

regarded as motivators The motivational factors yield positive satisfaction These

factors motivate the employees for a superior performance These factors are

called satisfiers These are factors involved in performing the job Employees

find these factors intrinsically rewarding The motivators symbolized the

psychological needs that were perceived as an additional benefit Motivational

factors include:

© Recognition: employees’ accomplishments should be recognized and

appraised by the superiors and the company

Sense of achievement: The employees must have a sense of achievement.This is a great motivation at work for them to perform better

Growth and promotional opportunities: Employees are motivated by thecareer promotional opportunity as a higher level of challenge to achieve

Responsibility: Employees will feel themselves more engaged to thecompany when they are assigned certain responsibility in their job

Meaningfulness: The work assigned to employees should be meaningful,interesting and challenging for them to perform and to get motivated

Limitations

There are some limitations of the theory:

- The two-factor theory overlooks situational variables

Herzberg assumed a correlation between satisfaction and productivity But the

research conducted by Herzberg stressed upon satisfaction and ignored

productivity

The theory’s reliability is uncertain Analysis has to be made by the raters The

raters may spoil the findings by analyzing same response in different manner

No comprehensive measure of satisfaction was used An employee may find hisjob acceptable despite the fact that he may hate/object part of his job

The two factor theory is not free from bias as it is based on the natural reaction of

employees when they are enquired the sources of satisfaction and dissatisfaction

at work They will blame dissatisfaction on the external factors such as salarystructure, company policies and peer relationship Also, the employees will givecredit to themselves for the satisfaction factor at work

The theory ignores blue-collar workers Despite these limitations, Herzberg’sTwo-Factor theory is acceptable broadly.

While evaluating fairness, employee compares the job input (in terms of contribution)

to outcome (in terms of compensation) and also compares the same with that ofanother peer of equivalent position O/I ratio (output-input ratio) is used to make such

a comparison.

As shown in Table 1.1, equity theory indicates that employee considers the O/I ratio to

compare and decide their performance at work

Negative Tension state: Equity is perceived when this ratio is equal While this ratio

is unequal, it leads to “equity tension” J.Stacy Adams called this a negative tensionstate which motivates him to do something right to relieve this tension

Referents: The four comparisons an employee can make have been termed as

“referents” according to Goodman The referent chosen is a significant variable in

equity theory These referents are as follows:

- Self-inside: An employee’s experience in a different position inside his present

- Other-ouside: Another employee or employees outside the employee's present

organizaton

An employee night compare himself with his peer within the present job in the current

organization cr with his friend/peer working in some other organization or with thepast jobs helc by him with others An employee’s choice of the referent will beinfluenced by the appeal of the referent and the employee’s knowledge about thereferent

Moderating Variables: The gender, salary, education and the experience level aremoderating variables Individuals with greater and higher education are more

informed Thus, they are likely to compare themselves with the outsiders Males andfemales prefer same sex comparison It has been observed that females are paid typically less than males in comparable jobs and have less salary expectations than male for the same work Thus, a women employee that uses another women employee

as a referent tends to lead to a lower comparative standard Employees with greater

experience know their organization very well and compare themselves with their own

colleagues, while employees with less experience rely on their personal experiences

and knowledge for making comparisons

Choices: The employees who perceive inequity and are under negative tension canmake the following choices:

- Change in input

- Change their outcome

- Choose ¿ different referent

- Quit the ob

- Change s:lf-perception

- Change rerception of others

Implications:

- The theory demonstrates that the individuals are concerned both with their

own rewards and also with what others get in their comparison

- Employees expect a fair and equitable return for their contribution to their

jobs

- Employees decide what their equitable return should be after comparing their

inputs and outcomes with those of their colleagues

- Employees who perceive themselves as being in an inequitable scenario will

attempt to reduce the inequity either by distorting inputs and/or outcomespsychologically, by directly altering inputs and/or outputs, or by quitting theorganization

1.3 Talent retention and its tools

1.3.1 Factors that affect talent retention

There are various factors that affect the talent retention of a company According to

Food, Tourism and Hospitality Industry Skills Advisory Council 2006, four mainfactors that affects the retention of talent in business are job, culture, personal andexternal factors

- Job: as implied in Figure 1.4, employees tend to stay in the job for a

challenging, interesting and meaningful work The job needs to meet their

expectation in term of salary and compensation Further, they want to acquireupgrade skills through training and the career opportunity to develop

themselves Recognition is also an aspect of the job that may affect the

retention of talent

- Culture: employees are attracted and engaged to a company more when it can

create leadership behavior and management style and match their personalvalue with company value

- Pesonal factors: additionally, employees also consider their personal factors to

de:ide to stay or leave the organization Some factors that can be taken into ac:ount are personal commitment with family or friends, influence to health,

ani whether their personal skills and experience age match with the job.

- External factors: there are some other external factors that can influence the

taent retention such as economics climate, whether other job are available for

th:m if they leave, competition in the industry, and community view of the intustry, company and job.

Factors that affect employee retention

smic climate how

Chalergin, interesting Management percerved as Match vith perceal and

M1 reac y other jobs are

Meatals wo competent family Commitments

avaiable

Meets expectations in terms uppertve, eadership and - Competition from other

Geographic location

of salary ad cancivans fy anagement syle INCUSTOES

Confidence na own Past employment

Offers traing to upgrade Meets expectations l

: Ẻ marketable skills and experiences

sulls in th workplace In Lermms of Co-workers :

expenence {goad and bad)

Offers carer develop~ent Prowdes recoptian - Community v ew of

Age (fit with workforce}

©pp< tunities and rewards for good work industry, buuness OD

Good vark can be Guves a sense of security Health (impacts sa and

identified od recogrised aboul the company from the ob)

Status ofhe poutan _

Compuny values mutch with (rrore for mnagement and

persoval valucs

Senir roles}

Adđ:uona' «d tong service

leave and sneranruation

beefits

Figure 1.4: Factors that affect employee retention1.3.2 Tdent retention tools

To retair employees at work, manager need to use appropriate tools to apply the

motivatim theory into talent retention strategy This section will review theory oftalent retntion and its tools regarding of Vaiman and Vance’s finding

Vaiman and Vance (2008) define two classifications of retention tool to suffice employees’ expectation: extrinsic and intrinsic incentives (See Figure 1.4) Extrinsic

incentives includes different sorts of monetary rewards which can satisfy employees*

physiological needs, while intrinsic incentives refer to non-monetary rewards that can

fulfill employees‘ psychological needs

According to Vaiman and Vance, the monetary reward is an essential effective tool to

retain talent Similarly, Maslow’s Hierarchy-of -Needs theory also shows that the

physiological needs (lower order needs) have to be satisfied before concerning withthe higher order needs As a result, the extrinsic retention tools are majorly solving thephysiological needs The business can retain its employees by offering them goodpayment, retirement provisions or stock options for them to acquire their fundamental

needs Besides, company should provide employees good working environment with

modern and appropriate facility so that they have better experience at workplace and

want to stay.

Talent Intrinsic incentive Trainine& Develonment

retention Career onnortunities

tools Emnlover Branding

Cornorate cultureWork-life Balance

Feedhack&Sunervise Mentoring

Job tailoring Joh rotation

Extrinsic incentive Performance-related

Since extrnsic incentive relates to monetary rewards as performance-related payment,

stock optbns, retirement provisions and facilities, intrinsic incentives are retention

tools solvng the psychologicalneeds to satisfy employees’ higher order of needs, for

instance, te needs for recognition, achievement, power or self-development Those are tools fir intrinsic incentive:

- Traning and development

1.4 Talmt development and its tools

In additionto talent retention, the company needs to consider talent development as along term srategy to retain and take advantage of the intellectual resource to maximize

the productivity and cost efficiency Following are some tools of talent developmentdedicated ti Rothwell, WJ, 2001

- Coaching and mentoring: just as the retention tools, coaching and mentoring are

the yrocess to transfer knowledge and skills from more experienced employees

to tke less experienced ones though training course and supervise and givecomnent or advice during their working period This tool can help employees

to develop themselves in working skills and learn more so as to be able toperfưm better

- Specal job assignments: to develop themselves, employees need to take

chall:nging and changing mission The special job assignment can be a

project-base asks that they have to make self-decision on their own tasks, or a totally

diferent task that they have to learn new knowledge to complete the task This

too is effective way to develop their self-development, self-learning skills andadatability to the change and obstacle

Action learning: act learning or learning by doing, is a tools that employeeslean as they work on their task It is also a self-learning tool for employees

Jol rotation: job rotation can be applied within an organization, throughout its

department With this tool, employees can learn new tasks at new position Thisma’ take time but can take advantage of talent resource to have them be able to

do nultiple tasks

Unversity — based programs: finally the university-based programs are

pro;rams that combine with university to build up study and practice programfor tudents, normally the undergraduate at final years Such programs can help

orginization to raise their own talent resource from early period to keep them as

a ke for the next available position in the future

CHAPTER 2: RESEARCH CONTEXT AND METHODOLOGY

2.1 Lesearch context

2.1.1 VASC Software and Media Company

VAS© was founded on March 20", 2000 with the original name “VASC Software Deveopment Company” On August 29", 2003, the company had its new name

“VASC Software and Media Company”, which was a dependent subsidiary of

Vietmm Posts and Telecommunications Group

Currettly, VASC is well-known for its multi-sector business in various fields:

- \alue- added services on telecommunications network

- Multimedia communication

- Software research, development, manufacturing and processing

- ftware export, import and trading

- (Consultancy, design and provision of IT solutions

- Advertising services, market research, public relations (PR)

- \alue added services on broadband Internet

- Irfrastructural build of Digital Video Broadcasting- Terrestrial (DVB- T) TV

network, cable TV, satellite TV and GPS system

- T-ading, installing, and repairing encoders and satellite antenna, decoding

overseas TV programs.

- T/ productions (sports information, entertainment, music, TV game- show)

VASC is the provider of leading value-added services in Vietnam, Interactive

Television service (MyTV) with over 200.000 subscribers in 2010 after only one year

of laurching; Mobile Television service (Mobile TV) for VinaPhone and MobiFonetelecons operators; the biggest VNPT”s online portal (Megafun) for only MegaVnn

subserbers.

h2 2

Besides, VASC is the first and leading enterprise in Vietnam for content provision on

mobile networks with preeminent trademarks such as Dalink, Alofun, LuckyFone In

addition, VASC is famous for its best package software products, namely “VASC

Centralized Knowledge Management” which has been applied by some of the biggestand most complicated e-newspaper editorial offices in Vietnam such as VietNamNet,New Hanoi.

In the future, VASC aims at two targets:

- Adoption of IT application and value added services as a key to shift quickly andstrongly VASC's business strategy to communications, multimedia, television, e-

information and digital contents

- Sustaining the position of a leading and branded ICT enterprise in domestic market

From the period of 2013 — 2020 onwards, VASC is targeted at extending its reach to

regional and international markets based on its qualified personnel, sufficient materialresources, strong brand and prestige

Atter 13 years of establishment, VASC has been a reliable content provider which

greatly contributes to make VNPT become the leading Group in communications,te.evision, value-added services and digital content industry in Vietnam Basing on the

core value “Human is the most valuable asset”, together with the combination of

yeuth’s dynamism, solidarity with technology’s pinnacle to create much ofdiferentiated values; and make use of and combine strengths of VNPT Group and its

business partners to promote the creation of new values for customers, VASC hopes topromote and sustain its present values, develop new values to make a better

contribution to the development of VNPT as well as of service markets

ho G2

2.1.2 Orsanizational structure

VASC his two departments: Management Department and Technology and Business

Units, coitrolled and monitored by the board of director The structure is shown in more detiil as the figure below.

Van phỏng Công ty | Adrwevsiration Office

VASC :urrently has around 550 professional and qualified employees in Hanoi

Headqurrer, Ho Chi Minh City and Central Region Branches All of its employees are dynami creative, engaged and dedicated to the company’s development 95% of VASSCstaffs are university- or higher graduated from either in- country or overseas.

Their av:rage age is under 30 years old.

In the field of value- added and content services where creativity and differentiation

are required to ensure competitive advantages, human resource is the most crucial

factor Realizing the fact, VASC has always considered human resource as a vitalelement and committed to building up a transparent and friendly working environment,

to continuously enriching the company culture for employees to optimize their

capabilities.

VASC’s human resource is professional in their expertise and working ethic VASC’smotto in building our personnel resource is: Creative personnel — Perfect services Byusing VASC’s products and services, customers will enjoy and satisfy with the bestconsultancy, support from our friendly customer-care teams and our most creative,

enthusiastic, experienced specialists

2.2 Methodology

2.2.1 Designing questionnaire

There are two types of research method used at the same time in this research:

qualitative and quantitative method The research approached data in two main

directions: toward the employee and toward the executive The questionnaires aredesigned to be suitable for attendances in each direction Besides, measurement scale

in this research was adjusted in order to be suitable for scale of VASC Company

Thus, there are two separated questionnaires.Questionnaire for employees was used for

a survey within VASC to measure their satisfaction toward the labor policy and motivation at work in VASC Questionnaire for executive was posed to interview the

executives in VASC to get in-deep look at its talent management strategy and the point

of view from the executives about the needs and motivation for their employees atwork.

Questionnaire for employees (Code 1) was designed in Vietnamese, and divided into

three main parts (appendix A):

- Part I: isked participants which department and position they are in.

- Part II was to collect assessment from participants about the labor policy and

other tdent management policy, and their satisfaction level

- Part II included questions about participant’s basic information to classify

particiyants

There were 15 variables in part II This measurement based on a 5-point rating scalewhich corresponding to | = strongly disagree, 2 = somewhat disagree, 3 = neitheragree nor dsagree, 4 = somewhat agree, 5 = strongly agree The 15 variables were

divided into‡ components as follow:

o Motivation

- Good facility

- Fair tonus/promotion

- Remuneration/ insurance policy as regulation

- Othersocial activities out of work

o Engagement

- Feedtack/supervision

- Contrbution to the business activities and decisions

- Desir: to engage to the development of the company

o Self-cevelopment

- Trainng course for employees

- Usefu courses for self-learning

- Usefu career orientation and self-decision

- Work-life balance

o Satisfction

- Satisfction with the assignment and job

- Satisfction with the salary and bonus

- Satisfction with the contribution appreciation from the company

- Satisfection with the opportunity for career development in the company

Questpnnaire for executive (Code 2) was designed in Vietnamese including 15questins divided into 4 mains parts assigned for 4 different components Thisquestimnaire is used to interview the executives to get in-deep view of the talentmanag:ment situation in VASC

The 4 nain parts follow:

*art 1: General information of human resource in VASC and motivation for

mnployees under the point of view from the Executive

low many employees are there in VASC?

Nhich positions are they assigned to in each department?

Vhat would be the motivation for employees at VASC (depends on age,narriage status, gender, experience, qualifications, etc.)

Vhat would be their special needs toward the company (working environment,'orporate culture, salary and bonus, etc.)

‘art 2: Talent attraction strategy in VASC: recruitment progress, criteria andirategies to attract talented candidates.

Vhich recruitment formats are used in VASC?

Vhich recruitment channels does the company use to spread the recruitmentinformation?

Vhat are the recruitment criteria for each department, each position? The basis

t build up the criteria?

Vhat are the strategies to attract talented candidates?

Hrt 3: Talent retention strategy in VASC: tools used in retaining talents in

\ASC now, its efficiency and orientation for future

Vhich tools are used in VASC now to retain talent?

Vhich tools are most effective? List in order from most to least effective tools

‘alent management strategy in VASC for the future in long term?

e ParL4: Talent development strategy in VASC: training programs for employees,

project-based or clear-task orientation for employees, strategy for futuredevelopment

- What are the training programs for employees? Describe its participants,

content, format, etc

- Is there any oversea training program for employees? Format, content,

participants, etc

- Are jobs assigned to employees in clear task to follow or project-based task to

self-direct?

- The talent development strategies for the future in long term in VASC?

2.2.2 Sampling and collecting data

Data in this research was collected from both interview with the executive and thesurvey As mentioned above, the two types of data would be used for two types of

research method: quantitative and qualitative method

The quantitative data was collected from the survey within department of VASC This

survey had 15 variables in total divided in 4 major terms According to Hair et al,

(1998), cited in Nguyen Thi Phuong Tram (2008), the sample size should be at least 5respondents per | observed variable Therefore, to get the target at least 5 respondentsper 1 observed variable, the sample size should be of 70 respondents or more To

avoid invalid samples, 85 questionnaires were handed to employees at VASC.Survey

was conducted from April 22" 2013 to April 26" 2013 Questionnaires were handed to

employees at VASC Software and Media Company when they have free time and beready to answer survey questions It took each people about 10 to 15 minutes tocomplete the questionnaire

In addition, the data gathered through interviews with the executive is for qualitative

method Using the interview to collect qualitative data is the way to get the insightfuldata of the case study It is also possible in this technique to ask follow-up questions ifthe respondents don‘t give enough information (Bryman, 2002) The interview was

structured follow a questionnaire formulated adhering to the research questions As a

matter of fact, the predetermined questions may limit the respondents’ perspective.Therefore, the questions were more open-ended up to the interviewees’ responses.Besides, the interview was conducted face-to-face so that it gives the study deeper

information and the overview about talent management strategies in VASC.

Using thesetwo parallel methods, we can compare the two data to measure the

effectiveness of the tools used in talent management in VASC more objectively

2.2.3 Analyzing data plan

There are two types of data collected: the quantitative data collected through surveyand the qualitative data collected through interview

At first, with quantitative data, all survey samples were screened to identify and reject

invalid samples The data then was input as shown in the following table:

Table 2.1: Input data

Label 7 Explanation |

MOTIVATION

1 | MOTIVATION 1 Good facility

†—

2_ | MOTIVATION 2 Fair bonus/promotion

3 | MOTIVATION 3 Remuneration/ insurance policy as regulation

4 | MOTIVATION 4 Other social activities out of work

ENGAGEM ENT

5 | ENGAGEMENT 1 Feedback/supervision

6 | ENGAGEMENT 2 Contribution to the business activities and