Incredible achievement in CJ CGV’s human resources - The goal of CGV Vietnam is to be a typical company model to contribute to the stop development of the film industry, bringing the high
Introduction company
An overview of CJ CGV
- Business registration certificate: 0303675393, registered for the first time on July
31, 2008, registered for the fifth change on October 14, 2015, issued by the Department of Planning and Investment of Ho Chi Minh City.
● Ho Chi Minh office: 2nd floor, Rivera Park Saigon - No 7/28 Thanh Thai, Ward
14, District 10, City Ho Chi Minh.
● Hanoi Office: 8th Floor, CDC Building, 25-27 Le Dai Hanh Street, Hai Ba Trung District, Hanoi.
- Working hours: 8:00 - 22:00 (All days including New Year).
“Becoming a role model company for continuous development of the film industry in Vietnam.”
“CJ CGV has created a unique concept of transforming former multiplexes into
“Cultureplex”, where customers not only enjoy the movie, but also have access to diverse entertainment experiences.”
CJ CGV Vietnam is committed to maintaining a professional and transparent business model, fostering a fair working environment for its partners The company is dedicated to enhancing the Vietnamese film industry by collaborating with potential customers, filmmakers, and reputable business partners, while also contributing positively to society.
- Industries: Movies, Videos, and Sound.
- Cinema clusters: 84 clusters distributed around Vietnam.
● Thien Nam Hoa Service and Trading Joint Stock Company.
● MM Mega Market Vietnam Company.
● Lotteria - Fast food restaurant chain.
- Advertising communication strategy partner: Reputable newspaper sites and magazines such as 24h, Vnexpress, Look magazines, Heritage magazine, etc.
- Long – term partner: LG Electronics Vietnam Co., Ltd (LG).
- Competitors: Lotte cinema, Galaxy cinema, etc.
- Email support: hoidap@cgv.vn
Logo
- On the logo, CGV is abbreviated from 3 letters that begin with the words: Cultural, Great and Vital.
The CGV logo features vibrant colors that convey a modern and youthful aesthetic, effectively appealing to young potential customers Its unique design not only enhances brand recognition but also establishes a distinct identity for the cinema.
- The CGV logo uses a fairly simple symbol of the brand name and a bloomingflower.
- The CGV logo is designed with three closely linked letters, symbolizing the rows of seats at the cinema.
The flower in the CGV logo symbolizes a vibrant and fresh movie experience, evoking feelings of joy and love that resonate with the essence of cinema entertainment.
- The CGV logo uses an attractive red-orange color, symbolizing the passion and enthusiasm of the company, contributing to making it stand out on all its backgrounds.
Special cinema rooms
CJ CGV pays attention to bringing new and different movie viewing spaces to bring different movie viewing experiences to customers during the development process.
- Goldclass: Use business class seats included Theaters usually have fewer seats and are smaller than conventional theaters.
- SweetBox: Double seats, private and discreet, wide and comfortable seats.
- Premium: Using high-quality leather seats, which can be moved at will.
- IMAX: The theater uses IMAX technology with a maximum screen and double projectors to increase screen brightness.
- Starium: Maximum projection screen, using RBG Laser projector system and Dolby Atmos sound system.
- Dolby Atmos: The theater uses a Dolby Atmos sound system with 64 different independent speakers, including in the ceiling.
- ScreenX: The theater uses 28 projectors, with a projection angle of up to 270 degrees extending from the main screen to the sides of the wall
- Cine&Forest: Jungle-inspired theater, using bean bag chairs and beds.
- Cine&Suite: Luxury cinema using leather seats.
- Cine&Living Room: Cinema inspired by living room, using sofa.
Types of theaters not available in Vietnam Cine de Chef, SoundX, SphereX, 4DX: Screen.
Milestones
For over a decade, CJ CGV has been a trailblazer in Vietnam's cinema landscape, uniquely investing in facilities across both major cities and remote provinces like Dak Lak and Binh Dinh This commitment not only brings Vietnamese films to wider audiences but also ensures a genuine cinematic experience for viewers in these areas.
- In 2013: CJ officially converted the MegaStar brand in Vietnam into CGV. Accordingly, since January 15, 2014, all MegaStar cinemas in Vietnam have been renamed to CGV.
- 4/6/2016 Mr Dong Won Kwak - General Director of CJ CGV Vietnam Company was honored to receive an Investment Certificate from The Chairman of Hanoi People's Committee.
- In 2017: CGV Vietnam earned nearly 2,800 billion VND.
In December 2018, CGV expanded its cinema network to 71 theaters, featuring a total of 418 screens equipped with advanced movie projection technologies, including IMAX, Dolby Atmos, 4DX, STARIUM LASER, and SCREENX The theaters also offer premium services such as the GOLD CLASS screening room, L'AMOUR bed projection room, and SWEETBOX love chair, enhancing the overall viewing experience for moviegoers.
- 29/03/2019: LG Electronics Vietnam Co., Ltd (LG) and CJ CGV Vietnam Co., Ltd(CGV) signed a comprehensive cooperation agreement to become a long-term strategic partner.
HR data
Wage
While CGV may not offer the highest salaries, it provides a professional work environment that fosters the development of valuable job skills For students seeking practical experience, CGV represents an excellent opportunity to enhance their employability.
- For the position of cinema supervisor, CGV pays you: from 7,000,000 - 10,000,000 VND.
- For a ticket officer, the salary received over time is:
● 4 hour shift basic salary: 3,500,000 million VND.
● 6 hour shift basic salary: 4,800,000 million VND.
● 8 hour shift basic salary: 6,800,000 million VND.
● 10 hour shift basic salary: 8,200,000 million VND.
● 12 hour shift basic salary: 10,500,000 million VND.
- For those who choose to work as a seasonal or part-time ticket officer, the salary is calculated at about 30,000 VND/hour
- For CGV ticket sales staff, the recruiting CGV theater offers a salary for each shift that is:
● 4 hour shift basic salary: 3,500,000 million VND.
● 8 hour shift basic salary: 6,000,000 million VND.
● 10 hour shift basic salary: 7,500,000 million VND.
● 12 hour shift basic salary: 9,000,000 million VND.
- For the position of CGV cinema room technician, the salary is from 6,000,000 to 8,000,000 VND
● Multiplying salary according to the holiday regime, Tet.
● 4 days 1 month off 1 day / 1 month.
● Get insurance according to the company's policy.
2.3 Incredible achievement in CJ CGV’s human resources
CGV Vietnam aims to be a leading model in the film industry, dedicated to the continuous development of high-quality cinematic experiences and cultural services that meet international standards for Vietnamese audiences To achieve this vision, CGV plans to expand its cinema network across Vietnam and enhance existing theaters to align with higher international benchmarks in the near future.
- Together with the above plan and the long-term development orientation, CGV has invested and applied HR software to solve human resource management issues and increase management efficiency.
Incredible achievement in CJ CGV’s human resources
CGV Vietnam aims to be a leading model in the film industry, dedicated to enhancing the quality of cinematic experiences and cultural services for Vietnamese audiences according to international standards To achieve this, CGV plans to expand its cinema network across Vietnam and upgrade its existing theaters to meet higher international benchmarks in the near future.
- Together with the above plan and the long-term development orientation, CGV has invested and applied HR software to solve human resource management issues and increase management efficiency
Picture 2: Launching ceremony human management software project. (Source: https://vnresource.vn/he-thong-rap-cgv-trien-khai-hrm-pro/ )
CGV carefully evaluated various suppliers for human resource software and ultimately selected VnResource as the ideal solution for managing over 4,000 employees This decision was influenced by the promising development potential of the HRM Pro software and the expertise of the VnResource team.
- On the future path, CGV will become more sustainable, continue to achieve the goal and plan to contribute to the development of Vietnam and the global film industry
- VnResource is proud to be one of the assistants who work closely with CGV to build a strong staff to conquer this goal.
HR policies
Theory: Human resource management policy
Human resource management policy encompasses a comprehensive set of ideological views, objectives, and strategies aimed at effectively developing and utilizing a nation's human resources It is essential to examine the roles of individuals, particularly civil servants, who not only perform official duties but also engage in various political, economic, and social activities Beyond economic factors, critical elements influencing civil servants include the prestige, skills, attitudes, and service styles of leadership, particularly among those serving the public Additionally, personnel policies, operational mechanisms, working conditions, and office culture play significant roles in shaping the effectiveness of human resource management.
The development of human resource management policy in CJ CGV Vietnam
The training policies for human resources in Vietnam's film industry are improving, thanks to support from the state and enterprises However, to keep pace with the industry's rapid growth, there is an urgent need to develop a skilled team of young screenwriters, directors, producers, and actors.
Mr Sim Joon Beom, General Director of CJ CGV Vietnam, emphasizes that the growth of the Vietnamese cinema industry hinges on three key factors: enhancing film infrastructure, investing in human resources, and diversifying film genres.
CJ CGV is making significant investments in Vietnam across three key areas: expanding its cinema network in various provinces, importing films, and optimizing local resources As the owner of a vast cinema system, CJ CGV plays a crucial role in enabling Vietnamese filmmakers to showcase their films in high-quality theaters, thereby enhancing audience engagement and accessibility.
In 2017, Vietnam's film market is projected to generate approximately 3,200 billion VND, attracting around 45 million moviegoers, marking a significant rise from the 2,800 billion VND and 38 million viewers in 2016 However, Vietnam's average of just 7 movie screens per 1 million people lags behind other countries, such as China with 23 screens, Japan with 26, and the United States with 126.
CGV actively supports aspiring screenwriters and filmmakers through initiatives like the "Toto Filmmaking Class" and "Talented Screenwriter" contests By offering meaningful activities and practical awards, CGV is nurturing the dreams of thousands of Vietnamese film talents.
The training of staff working at CGV's cinema systems is also heavily invested.
In 2015, CGV launched CGV University training centers in Hanoi and Ho Chi Minh City to enhance the skills of its internal staff These centers focus on specialized training in line with international standards, significantly contributing to the overall quality of service within the film industry.
Recruitment process of CJ CGV
Step 1: Prioritize posting on the official website and Fanpage.
CGV will not go through an intermediary to recruit employees, from the stage of receiving documents to interviewing, it is done by the recruitment department of CGV.
Avoid scams in facebook groups (usually will be charged upfront and CGV does not do this)
Candidates will have two solutions to send their resumes to CGV's recruitment department.
To apply for a position at CGV, submit your application online by sending your CV in PDF format to cgvtalent@cj.net Ensure the email subject follows this format: “[NAME] - Application recruiting [POSITION] - [WORKING PLACE]”.
To apply for a job at a cinema, you have the option to submit your application directly at the nearest location or at the specific theater where you wish to work.
Step 3: Send email or call for an interview
Once the application submission period concludes, the recruitment team at CGV will review the application documents and identify the most suitable candidates for the available positions.
Step 4: Candidates participate in the interview
Through the interview, CGV has the opportunity to evaluate candidates directly, select suitable candidates for the positions being recruited.
Question 1: Which of the following is the main goal of human resource management?
A Ensure a sufficient number of workers with appropriate qualifications and skills.
B Assign the right person, to the right job, and at the right time.
D Ensure sufficient quantity and quality of employees with the right job arrangement, at the right time in order to achieve the enterprise's goals.
Question 2: In the enterprise, there should be unity in the development of human resource management strategy and business strategy of the enterprise What role do human resource management policies and strategies play in the overall strategy of the enterprise?
A Closely linked, interacting with each other.
Question 3: Which of the following areas is considered to have the most important role in creating the business philosophy of the business organization?
Question 4: Business organizations operating in the current volatile environment, deeply influenced by the process of economic globalization and integration in the world, are the content and properties of human resource management? force?
Question 5: The role of the human resources department with other departments and departments is:
A Control all human resource activities throughout the company.
B Formulating policies, consulting, providing human resource services and inspecting human resource activities throughout the company.
C Lead and control all HR activities in the company.
Job analysis
Theory
Job analysis is the procedure through which you determine the duties of the company’s positions and the characteristics of the people who hire for them.
Job analysis produces information for writing job descriptions (a list of what job entails) and job (or person) specifications (what kind of people to hire for the job).
4.1.1 The uses of Job Analysis
Job analysis is important because it supports all human resource management activities.
Effective recruiting and selection decisions hinge on understanding the specific duties of a job and the essential human characteristics needed to fulfill those responsibilities This clarity enables managers to make informed choices about the types of candidates to recruit and hire, ensuring a better fit for the role.
EEO compliance is essential, as job analysis plays a vital role in validating key human resources practices and ensuring legal adherence It is important to remember that federal laws require careful attention to all aspects related to employees.
Performance appraisal is enhanced through job analysis, which allows for a comparison between an employee's actual performance and their designated duties and performance standards This process aids managers in evaluating candidates more effectively.
- Compensation: Compensation often depends on the job’s required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.
- Training: The job description lists the job’s specific duties and requisite skills - thus pinpointing what training the job requires.
There are six steps in doing a job analysis:
Step 1: Decide how you will use the information.
A good place to start is by reviewing materials that describe the work performed on the job Such materials include:
● Position descriptions and classification standards.
Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.
Understanding the current perception of a role from both internal and external perspectives is essential; therefore, it is crucial to gather and analyze all relevant information regarding job functions.
When analyzing a job, the manager typically chooses a specific sample of positions to examine It is crucial to inform employees in advance about the analysis process and clarify what is expected from them.
Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job.
Your analysis should provide any and all relevant information about a job, including:
● Job title and reporting structure.
● Hours per week and location of the job, including flexibility.
● Specific tasks completed in a typical workday (including their importance and complexities).
● Nature of task operation (activities required to carry out the tasks).
● Tools and equipment required to perform the tasks.
● Knowledge, skills, and abilities that are required, and how essential each one is to perform tasks at a sufficient level.
● Other desired personal attributes (physical demands, social skills, behaviors, etc.)
● Hazards and risks involved in performing the tasks.
● Current pay rate and benefits.
● Reasons for exit; both voluntary and non-voluntary.
Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.
This will help confirm that the information is factually correct and complete and help to gain their acceptance.
Step 6: Develop a job description and job specification.
A job description: A list of duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis.
A job specification: Summarizes the personal qualities, traits, skills, and background required for getting the job done.
4.1.3 Methods to collect job analysis information.
To effectively gather job analysis information, various methods can be employed to meet the specific requirements and duties of a position Six fundamental approaches include conducting interviews, utilizing questionnaires, observing job performance, maintaining diaries or logs, and applying quantitative techniques These methods provide valuable insights into the roles and responsibilities associated with different jobs.
- The interview: Job analysis interviews range from completely unstructured interviews to highly structured ones.
- Questionnaires: Filling out questionnaires to describe employees job-related duties and responsibilities (such as making questionnaires on google form).
- Observation: Direct observation is especially useful when jobs consist mainly of observable physical activities - assembly-line employees and accounting clerks are examples
Encouraging employees to maintain a daily diary or log of their activities can enhance productivity and accountability in the workplace By systematically recording each task along with the time spent, employees gain insights into their work patterns, enabling better time management and prioritization This practice not only fosters transparency but also helps identify areas for improvement, ultimately contributing to overall organizational efficiency.
- Quantitative techniques: Qualitative methods like interviews and questionnaires are not always suitable The company can use “The position questionnaire” (PAQ
A questionnaire designed to gather quantifiable data on job duties and responsibilities, often referred to as "The Department of Labor approach," provides quantitative ratings for various positions This method ensures a systematic evaluation of job roles, enhancing the understanding of their requirements and contributions within the workplace.
Practice about JA
4.2.1 CJ CGV Vietnam organized chart.
Picture 4: The organized chart of CJ CGV Vietnam.
CJ CGV structure is divided into 2 units: Office and Operation.
● Answer messages and receive phone calls via hotline number.
● Answer customer inquiries via email, facebook, etc
● Prepare administrative documents, contracts for company activities.
● Prepare personnel plans for cinema clusters at the request of superiors.
● Prepare monthly financial statements, monitor financial fluctuations, ensure savings and profitable business.
● Check the implementation of the financial plan, allocate money such as salary, bonus.
● Provide finance for the company's business activities
● Analyze movies, then write PR articles about the content At the same time, put up programs to promote the image of the theater cluster and the films in progress.
● Perform film inspection, film quality.
● Work directly with the Cinema Censorship Center on movie content.
● Update visits at cgv's official websites such as facebook, website.
● Answer customer inquiries via email, facebook, etc
● Responsible for decisions on recruitment, addition, transfer and coordination of personnel at the cinema complex.
The report to the CEO should provide a comprehensive overview of the cinema cluster's performance, detailing revenue, profit margins, and human resources while also highlighting any shortcomings This thorough analysis will enable the CEO to effectively review and understand the current operational situation of the cinema cluster under their management.
● Coordinate with the assistant theater manager to ensure work performance.
● Responsible for the food hygiene and safety at the cinema complex assigned to the management support.
● Enforce company policies and sanctions, ensure an efficient and friendly working environment for employees.
● Coordinate with the theater director to develop relationships at work, between departments in the theater, between theater staff and customers.
● Train new programs and processes for employees Provide development comments as well as employee progress reviews. Report on the capacity and effectiveness of training to theater directors.
● Check goods at the end of the day.
● Control cash well at the cinema complex and make sure all invoices and vouchers are correct at the end of the day or at the end of shifts.
● Monthly report to theater director.
● Check the projector, sound quality, film quality before the show.
● Check and allocate a reasonable movie showtime.
● Manage and use vehicles, machines, equipment and materials.
● Monitoring, monitoring and timely detection of technical problems.
● Manage and supervise the daily operation of the cinema to achieve the set business results each month/quarter/year.
● Operate and control the projector system, manage the equipment at the theater and ensure fire safety, food hygiene and safety.
4.2.2 Choose 1 position related to your major, find JD, JS about position, and career path.
Based on the organized chart above, our group decided to choose the “Monitor the lobby” position.
● Monitor the daily operation of the cinema Perform checklist checks and report on service standards at theater
● Resolve customer complaints and inquiries about services/products/regulations at cluster Respond to customers in a timely and effective manner to resolve problems
● Monitor and control goods in the warehouse, control operating costs, ensure general hygiene in accordance with food hygiene and safety regulations
● Recruit and train personnel to ensure service quality standards, arrange staff work schedules to ensure efficient operation of the theater, monitor and reconcile monthly shift tables.
● Implement marketing programs to drive sales
● Support to operate the projector system, check the equipment at the theater and ensure fire safety
● College/University degree (preferably majoring in restaurant, hotel, tourism management…).
● Able to work 8h/day shift (2-3 evenings/week ending around 12pm) and work on weekends, holidays and New Year.
● Experience in supervising operations of services at restaurants/hotels/coffee chains, fast food
● Skilled in building and managing employees.
● Proactive, enthusiastic and responsible at work.
● Able to communicate in English and use office computers.
Have an opportunity to become a leader at
Question 1: What is “job description”?
A The procedure through which you determine the duties of the company’s positions and the characteristics of the people who hire for them.
B The procedure for determining the duties and skill requirements of a job and the kind of person who should hire for it.
C A list of duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis.
Question 2: What factors affect the recruitment process?
A Not affected by any factors.
Question 3: What is “job analysis”?
A The procedure through which you determine the duties of the company’s positions and the duties of the company’s positions who hire for them.
B A list of duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis.
C A list of a job’s “human requirements” such as education, skills, personality, and so on - another product of job analysis.
D A list of stuff that you need to buy for weekends
Question 4: Who is responsible for most recruiting activities?
D Chairman of the Board of Directors.
Question 5: Who is responsible for the candidate's professional interview?
D Director of expertise in the industry in which the applicant is registered.
Question 6: What is the reason for the constant change in the internal supply of labor in an enterprise?
A Enterprises can recruit new workers.
B Former employees can leave the enterprise and resign.
C Retired or laid off workers.
D The company hires new employees, or the employees quit, get fired or retire.
Question 7: Which analytical method is understood as the study of human resource needs in previous years to forecast human resource needs in the next period?
HR planning
Theory
Workforce planning is the strategic process of determining the necessary positions within a company and how to effectively fill them Its primary goal is to identify and bridge the gaps between the current workforce and future employment needs This essential planning should occur before the recruitment and selection phases to ensure a well-prepared workforce.
- First, towers Watson reviews the client’’s business plan and workforce data ( for instance, on how sales influence staffing levels)
- Second, they identify what positions the firm will have to fill and potential workforce gaps
- Third, they develop a workforce strategic plan
- Finally, they implement the changes (for instance, new recruiting and training programs), and use various metrics to monitor the process
Towers Watson clients can use its special “MAPS” software to facilitate the workforce planning process
Workforce planning encompasses all future roles within an organization, ranging from maintenance clerks to CEOs Nonetheless, many companies refer to the strategy of filling executive positions specifically as succession planning.
Effective workforce planning should be integrated with a company's strategic and business planning processes It is essential to recognize that employment planning is not an isolated activity; rather, it influences and is influenced by other human resources initiatives Decisions about staffing not only shape the workforce but also have significant implications for broader HR strategies.
5.1.2 Forecasting Personnel Needs (Labor Demand)
Forecasting personnel needs, also known as labor demand planning, is a crucial strategy for organizations to prepare for potential employee shortages This proactive approach helps companies identify the necessity for new departments, branches, or senior professionals, ultimately driving growth and enhancing overall development Consequently, an effective labor demand plan is essential for the long-term success and sustainability of any business.
5.1.2.1 Types of Forecasting Personnel Needs (Labor Demand). The future labor demand guideline should be started with estimating what the demand will be for your products and services due to the guarantee for the strategic goals and for changes in its turnover rate and productivity Basically, the future labor demand guideline is divided into 2 parts according to the present situation of a company: Short term and Long term.
Managers will monitor daily sales trends to identify current customer preferences and adjust staffing plans accordingly, ensuring that the team is well-prepared to meet short-term demands effectively.
To effectively anticipate future workforce needs, managers should closely monitor industry publications and economic forecasts This proactive approach enables them to accurately predict demand and make informed decisions regarding hiring and layoffs, ensuring that the organization remains agile and responsive to market changes.
5.1.2.2 The tools for Forecasting Personnel Needs (Labor Demand). There are four basic tools to establish and predict personnel needs: trend analysis, ratio analysis, the scatter plot and managerial judgment.
- Trend analysis: this tool is a study of a firm’s past employment needs over a period of years to predict future needs (Briefly, comparing the number of employees change with a specific time).
Ratio analysis is an effective forecasting technique used to determine staffing requirements by examining the relationship between sales volume and the necessary number of employees This method involves comparing the number of employees needed against the total revenue generated by the unit, providing valuable insights for workforce planning.
- Scatter plot: this tool is a graphical tool used to help identify the relationship between two variables
The chairman plans to expand the brand by opening five new coffee shops to enhance visibility and boost revenue To ensure smooth operations, he aims to forecast the staffing needs for each location.
The human director analyzes the correlation between the number of coffee shops and the required staffing levels, ultimately presenting these findings to the chairman.
Managerial judgment serves as a crucial tool for timely adjustments to forecasts, acknowledging that trends, ratios, and relationships may not remain consistent in the future This inherent uncertainty makes it challenging to accurately predict future needs.
Replacement chart, forecast techniques, relationship, labor demand and supply, policies
A personnel replacement chart serves as an essential succession planning tool, illustrating the current performance and promotability of internal candidates for key positions within an organization This chart defines specific competencies for each role and categorizes employees based on their qualifications, effectively identifying potential replacements Regular updates to the replacement charts are crucial, especially in response to shifts in economic conditions or changes in company activities.
● Who are the most qualified candidates for a job vacancy?
● In comparison to another employee, what are the advantages of picking a certain individual for the current position?
And employees are classified as:
● Employees who would be ready for the upcoming promotions if given extra training.
● Employees who are performing sufficiently but need encouragement and improvement.
● Employees who are unfit for full-time work and must be replaced.
At ABC School, the student council is tasked with selecting a new vice student president following the recent transfer of the previous officeholder In response to this change, they will create a personnel replacement chart to streamline the transition and ensure effective leadership continuity.
Picture 5: The personnel replacement chart of the ABC school
● Triangle: symbol for present performance.
● Square: symbol for promotion potential.
(Source:MBASkool - https://www.mbaskool.com/business-concepts/human- resources-hr-terms/8525-replacement-charts-.html)
● The student will consider Dean – the candidate According to the given diagram:
● Overall: Dean is good at multi - point
● Details: Dean is perfectly suitable for the vice student affairs
Dean is a well-connected companion for vice postgraduate studies, but he needs to prioritize his health by exercising more frequently The diagram indicates that his current fitness level may not be adequate for the demanding role of vice environmental affairs, which requires a vibrant and energetic presence to handle the responsibilities effectively.
Financial analysts utilize four primary forecasting methods to estimate future revenues, expenses, and capital costs for businesses This article highlights the four key techniques: straight-line forecasting, moving average, simple linear regression, and multiple linear regression, among the various quantitative budget forecasting tools commonly employed.
Picture 6: Four main types of forecasting methods that financial analysts use to predict future revenues, expenses, and capital costs for a business.
A high-quality forecast features the following characteristics:
● ACCURATE : The right forecast is accurate enough to help you make good decisions about plans and how a company can allocate resources.
● TIMELY : A good forecast gives you information when needed so that you can respond quickly to changing market conditions.
● CLEAR AND UNDERSTANDABLE : You can explain how you reached your conclusions and recommendations to ensure clarity among colleagues who use the forecast information in their daily work activities
● RELEVANT : A good forecast reflects an organization's situation and needs and focuses on what's likely to happen in the industry or market segment over the next 12 months
Forecasting involves more than just analyzing numerical data; it also requires considering qualitative factors that impact performance By leveraging the insights and expertise of industry professionals, qualitative forecasting provides a more comprehensive approach to predicting outcomes, moving beyond reliance on historical statistics.
Forecasting methods, while often criticized for their subjectivity compared to quantitative approaches, offer valuable insights by considering factors that historical data alone cannot predict.
Here are nine sales forecasting methods to consider:
The intuitive method empowers sales representatives to inform sales managers, business administrators, and stakeholders about the likelihood of closing specific sales deals By sharing their insights on the estimated value of each deal and the anticipated timeframe for closure, sales reps provide valuable input, especially for new products lacking historical data to support projections.
The lead-driven method integrates various sales forecasting techniques, such as sales cycles, opportunities, and historical data, with input from the sales team It focuses on assigning value to each lead based on the likelihood of closing a sale To enhance the accuracy of sales predictions and profit forecasts, this approach necessitates collaboration and data sharing among sales, marketing, and finance teams.
The historical method involves analyzing data from previous years to forecast current sales trends, assuming that sales will match or exceed past performance Utilizing this historical data as a benchmark is often more effective, as it accounts for the unpredictability of long-term buyer interest and demand consistency.
The opportunity stage method focuses on forecasting the likelihood of closing sales at various stages of the sales process By determining reporting frequency, sales teams can make informed predictions about potential deals based on their proximity to closure However, this approach may lack accuracy compared to other methods due to its dependence on probabilities and forecasts.
The length of the sales cycle method predicts sales outcomes based on the duration it takes to close each individual sales opportunity This approach necessitates precise tracking of the timeline from the initiation of the sales process with a client to the finalization of the sale By utilizing objective data, it enables more reliable forecasting of sales performance.
The pipeline method evaluates the likelihood of closing each deal in the sales process, providing a more accurate forecast based on data However, it may involve a lengthy review process depending on the sales team's size and the number of stages in the business process If this approach aligns with your business needs, consider investing in automated software to enhance efficiency and allow your team to concentrate on other important tasks.
Qualitative demand forecasting leverages insights from industry experts, allowing businesses to collect valuable feedback on labor, budgeting, and emerging trends By convening a panel of specialists, companies can gain a deeper understanding of market dynamics, while incorporating client and customer perspectives through focus groups and surveys enhances the forecasting process.
Quantitative demand forecasting utilizes historical business data, encompassing inventory, sales, services, and labor This method emphasizes numerical data to inform decision-making processes.
The multivariable sales analysis forecasting method delivers precise insights by integrating various factors with predictive analytics, such as sales cycle duration, opportunity success rates, and the forecasting accuracy of sales representatives This approach is often adopted by businesses with substantial budgets, as they can invest in the required analytic software for effective implementation.
Case study
In response to a decreased workload, Thang Loi Company has made the decision to downsize its workforce by 40 employees from a total of 350, which includes two members from the human resources department The company is now faced with determining which employees will be let go and establishing policies to support those who remain with the organization.
● Sometimes he is sick and absent
● In charge of labor standards.
● Graduated from a university in Eastern Europe in labor economics.
● 6 years of experience, in charge of training work.
● The quality of the work depends on the mood.
● Responsible for recruiting and handling complaints.
● Worked for 25 years, from 1 clerk and gradually promoted.
● Not wanting to retire early, wife or sick, 3 daughters have graduated from college.
● Working 3.5 years, in charge of salary.
● Wife-to-be has a high income and has her own house.
● There is merit in building a new payroll system, stimulating employees very well.
● In charge of clerical and record keeping.
● Daughter of the district president.
In the recent restructuring of the HR department, Thanh Tra and Mr Huy were let go, with Thanh Tra being a less experienced employee and Mr Huy, despite his years of experience, not delivering high results due to his inspiration-based work approach Mr Duy will take over the clerical and record-keeping responsibilities, while Kim Phuong will be responsible for training Both Mr Duy and Kim Phuong will receive salary increases, and Kim Phuong will be promoted to deputy manager, filling the position previously held by Mr Huy.
Recruitment
Theory: The basic recruitment process
Picture 7: Stages to make recruitment plan
(Source: https://blog.vnresource.vn/cong-viec-cua-chuyen-vien-tuyen-dung-va-quy-trinh-tuyen- dung-chuan/?fbclid=IwAR3HQoGySZjiX- vFLbBpjCEGLSkpkcqiBa3XbC4o1Otjff_ooM5_xNU_Oy0 )
Picture 8: Stages of implementing recruitment plan
(Source: https://blog.vnresource.vn/cong-viec-cua-chuyen-vien-tuyen-dung-va-quy-trinh-tuyen- dung-chuan/?fbclid=IwAR3HQoGySZjiX- vFLbBpjCEGLSkpkcqiBa3XbC4o1Otjff_ooM5_xNU_Oy0 )
3/ Accepting new employees, evaluating probation
Picture 9: Stages of final process
(Source: https://blog.vnresource.vn/cong-viec-cua-chuyen-vien-tuyen-dung-va-quy-trinh-tuyen- dung-chuan/?fbclid=IwAR3HQoGySZjiX- vFLbBpjCEGLSkpkcqiBa3XbC4o1Otjff_ooM5_xNU_Oy0 )
- Understanding of the field of recruitment in particular and the field of human resources in general, knowledgeable about labor law.
- Knowledge of communication and marketing
- Have psychological knowledge (personality, psychology, suitability of the candidate)
- Good organization, management, coordination, and problem-solving skills.
- Good planning and proactive in work
- Proficient in using computers: word, excel, PowerPoint, outlook
- Enthusiastic in work, with a high sense of responsibility.
- Work well in a high-pressure environment
Picture 10: The diagram of the basic recruiting process
(Source: https://blog.vnresource.vn/cong-viec-cua-chuyen-vien-tuyen-dung-va-quy-trinh-tuyen- dung-chuan/?fbclid=IwAR3HQoGySZjiX- vFLbBpjCEGLSkpkcqiBa3XbC4o1Otjff_ooM5_xNU_Oy0 )
According to the diagram above, the recruitment process needs the following documents:
+ Test, score form for the test
+ Form for evaluation of probation
CJ CGV recruitment process
The recruitment process for CGV Vietnam can vary depending on the specific position and location, but generally includes the following steps:
Step 1: Post a job advertisement/post.
CGV Vietnam posts job openings on their website or various job boards.
Step 2: Candidates submit application form
Applicants submit their resumes and cover letters through the website or email. There are 2 ways to apply CV box:
- Apply directly at the cluster or theater you want to apply for.
- Apply online via email or CGV or through the intermediary job posting page.
The HR team reviews the applications to determine if candidates meet the basic qualifications for the position.
Depending on the position, applicants may be required to complete assessments such as personality tests, skills tests, or case studies.
Qualified candidates will be invited for an interview with a hiring manager or a panel of interviewers This could be a phone or in-person interview.
Candidates will be interviewed directly at any cluster or theater that has sent their
CV If you are in Hanoi, you will be interviewed at CGV Vincom Ba Trieu.
Candidates who have passed the previous stages will undergo a background check including criminal history and employment verification.
Cgv's recruitment sources
In CGV, we have 2 recruitment sources:
CGV may post job openings on their website that are only available to current employees.
CGV Vietnam posts job openings on popular job boards, such as CareerBuilder, VietnamWorks, and
Talk to internal manager or HR representative
They may be aware of internal job opportunities or know who to contact to
Social Media, The Internet CGV Vietnam shares job postings on their social media accounts, including Facebook and Instagram
Let your colleagues know that you're interested in exploring internal job opportunities and ask if they have any leads or can introduce you to someone who does.
Referrals CGV Vietnam encourages employees to refer qualified candidates for open positions
Attending company events can be a great way to network with other employees and learn about new job opportunities.
Recruitment Agencies CGV Vietnam may engage with recruitment agencies to help them find suitable candidates for specialized roles
Join internal social media groups
Many companies have internal social media groups where employees can connect and share information about job opportunities.
University recruitment CGV Vietnam may attend job fairs or hold events at universities to recruit fresh graduates or interns
This way has both benefits and drawbacks Need to be careful.
Employee Referral Programs CGV Vietnam provides incentives for current employees who refer successful hires through an employee referral program.
Recruitment link : https://www.cgv.vn/default/careers
Recruitment on Facebook : CJ CGV Careers https://www.facebook.com/CJCGVVietnamCareers/
Recruitment on Linkedin: https://www.linkedin.com/company/cjcgvvietnam/
Recruiting through the Internet in 2 options :
- Send mail: cgvtalent@cj.net ghi rõ tiêu đề "[TÊN] - Ứng tuyển [VỊ TRÍ] – [NƠI LÀM VIỆC]".
● Ha Noi and Northern provinces: https://docs.google.com/forms/d/e/1FAIpQLSfcaNHBKgdCVfaHBGN- 52r4yWQ0_vl9i5OK5OBzCcjR59crog/viewform
● The central provinces https://docs.google.com/forms/d/e/1FAIpQLSfFy-
2dy7abN9dDG4_RMk11tRlFjYqx5G6DHtQg-xmJGr1rgA/viewform
● Ho Chi Minh city and eastern regions: https://docs.google.com/forms/d/e/1FAIpQLSfFy-
2dy7abN9dDG4_RMk11tRlFjYqx5G6DHtQg-xmJGr1rgA/viewform
● Mekong areas: https://docs.google.com/forms/d/e/1FAIpQLSfq7FB3BWY0MFUscDDMH8Hnp TaU61q6_OUoILAEDSmemSjgXA/viewform
6.3.2 Recruitment process from Social Media, The Internet in part time position for students
CGV’s recruitment note to helps students get scammed as follows :
- Interviews only at cinemas, other interview addresses not to CGV
- CGV will contact via phone number and email and do not charge recruitment fee in any form
- If you doubt the interview address and are asked to pay the recruitment fee, immediately stop applying for your own safety
Post recruitment information on internet :
- Group job search for students (StudentJob.vn)
Picture 11: The recruitment process from Social Media, The Internet in part time positions for students.
● University/College/Intermediate students (from 18-22 years old)
● Able to work late shift (Male: after 02:00 am, Female: after 00:00)
● Able to work on weekends, holidays, Tet,
● Register for information directly through the application link.
● Apply directly at the counter (at the theater cluster you want to work)
● Send your CV with a photo to email: cgvtalent@cj.net
● Specify [Name] - Apply for [position] - [workplace]
● Interview skills and qualities related to the position
● Summary of working position, salary,
● Results of application after 3-5 days from the date of telephone interview.
Stage 3: Announce job acceptance, start training
● Exchange 2-month probationary salary, official salary
● Join "CJ CGV Group Introduction Class" and work training
Stage 4: Become a full-time employee
● Sign contract and official salary
● Receive preferential policies of official employees
Selection
Theory
7.1.1 The basics of testing and selecting employees
Selection is a crucial phase in the recruitment process, aimed at identifying the most suitable candidate from a pool of applicants To ensure effective selection, tests must possess two essential characteristics: reliability and validity.
Reliability is a selection tool’s first requirement and refers to its consistency
Validity is a test that measures what you think it’s supposed to be measuring.
Show the scores of a person when takes 2 alternate forms of the test or when takes the same test on different occasions.
Show the accuracy of a test, a interview, etc,
There are also methods to select candidate
- Physical Ability test: show the standard health of the candidates.
- Cognitive Ability test: a part of Intelligence test, show the aptitude for the job.
- Work sample: this method is popular in employees selection due to its flexibility and help the examiners can judge the ability to improvise when meeting a tough situation
- Honesty tests and Drug test
Picture 12: Some methods to select employees.
(Source: https://assignmentpoint.com/concept-of-employee-selection-test/ )
Testing is only a part of an employee’s selection process Other tools may include background investigations and references checks, pre employment information services, honesty testing, and substance abuse screening.
Conducting thorough background investigations is essential for companies to make informed hiring decisions By examining candidates' criminal records, driving history, credit reports, legal eligibility, educational qualifications, employment history, military service, identification, and licensing verification, HR departments can ensure they select the most suitable personnel This careful vetting process not only minimizes hiring mistakes but also supports the company's long-term growth and success.
The way of selecting employees at CJ CGV Vietnam
Following the assessment of existing human resources and the establishment of a recruitment plan, the employee selection process will be guided by job description criteria, salary benchmarks, and quality standards for each branch's staffing needs This selection program may extend beyond one month due to the emphasis on candidate quality, and all selected candidates will undergo a probationary period lasting one month.
Step 1: Filter the form based on recruitment requirements.
Step 2: Human resources department receives information of selected candidates to contact and announce interview time.
Step 3: Go to the interview round, continue to select new employees in the probationary month.
- Employee selection is very important because of its benefits except
A Personnel selection procedure helps get qualified workers.
B Getting qualified workers helps to reduce costs.
D Inept hiring has legal consequences.
- How many steps to validate an employee selection test?
D There are no steps at all, just ask the staff.
- What is the first thing to do in the first step of validating an employee selection test?
A Specific human traits and skills that are required for a job.
C Relating your test scores and criteria.
D Analyzing the job and writing JD and JS.
- The differences between “situational test” and “video-based simulation”?
A “situational test”: are free to handle/answer the given situation at will.
“video-based simulation”: The answer has been predetermined, so it is not flexible in the way of thinking and creativity.
B “situational test”: The answer has been predetermined, so it is not flexible in the way of thinking and creativity.
“video-based simulation”: are free to handle/answer the given situation at will.
- What activities of human resource management help employees adapt to the organization?
Onboarding
Theory
8.1.1 The importance of orientation/onboarding
Selecting the right employees does not ensure effective performance, as even high-potential individuals require clear guidance on their roles and responsibilities Orientation and training programs are designed to provide this essential knowledge, but it is often the supervisor who plays a crucial role in daily training and orientation Consequently, it is vital for every manager to master the skills necessary for effectively orienting and training their employees.
8.1.2 The purpose of employee orientation/onboarding
Employee orientation, or onboarding, is essential for equipping new hires with crucial information, such as computer passwords and company policies, while fostering emotional engagement with the organization Managers aim to achieve four key objectives during this process: first, to ensure that new employees feel welcomed and integrated into the team; second, to provide them with the necessary tools and information to perform their roles effectively; third, to help them gain a comprehensive understanding of the organization; and finally, to begin socializing them into the company culture and practices.
The onboarding/orientation process of CJ CGV Vietnam
- Ensure each cinema's standard operating procedures (SOPs) are properly followed by not only providing but also tailoring operating instructions and procedures to the most effective.
- Update/review daily and monthly performance reports and compare with team goals.
- Assist all cinemas and crews with the paperwork involved in the operations department.
- Collect, store and track supporting documents such as contracts, agreements and other payment documents.
- Collaborate with the accounting team to process payments.
Training and developing
Theory
Training involves teaching practical and vocational skills relevant to a specific field, enabling learners to systematically acquire and master the knowledge needed for particular professions Unlike education, which encompasses a broader scope, training typically occurs at a later stage in a person's development Various types of training exist, including basic and intensive training, professional and vocational training, retraining, distance learning, and self-training, all designed to prepare individuals for the workforce and help them adapt to life’s demands.
9.1.1 The ADDIE Five - Step training process.
● Identify specific needs for training.
There are 3 approaches to assessing training needs:
+ Organizational-level analysis: Includes the following analysis
● The support and support of leaders, managers, and colleagues
● The success of training programs depends decisively on the determination of the supreme leadership
+ Analysis at the implementation level:
● Identify the knowledge, skills, and attitudes necessary for the job.
● Evaluate the performance of the individual
● Assessment of personal characteristics: knowledge, competencies, and attitudes
+ Training needs assessment techniques: One can use many methods to assess training needs Methods can be:Phỏng vấn, phiếu điều tra
● Check and analyze the team's problems
● Analyze reports or notes, analyze work, and evaluate work results
The essence of this stage is to plan and develop the training program, including the following steps:
Combine the 3 elements of success: design, dissemination, and logistics.
When planning the general development of the training process, the contents include:
● Identify training needs and objects.
● The name of the training program.
● The objectives of the training program
● The specific content of the training program.
● Order of instruction and instructional materials.
● Forms, and methods of training.
● Who performs the training, time, and cost.
Step 3: Develop the mining process
● Learn basic skills or basic knowledge
● Learn from experience or learn from book reasoning
● Classify the trained knowledge (basic, basic, technical, in-depth, unique of the enterprise ).
● Feedback: reverse information informs students of their results.
● Practice: aimed at improving a reflex work habit.
● Relevance: articulating the meaning of the training process to students.
● Participation: speaks to the active participation of students in the training process
The number of trainees as well as the ability of the trainees should also be considered in the design of the training program.
These are the issues: finances, teaching staff, timing, or facilities that can indicate whether the training program can be implemented on-site or select external capabilities.
Training methods or techniques suitable for teaching different training contents. Forms of training
● Training methods suitable for receiving information include lectures, presentations, films, videos as well as instructional programs in which information can be presented either on printed paper or a computer.
Effective skills training can be achieved through various job-specific methods, including job-guided training—often referred to as Speaking, Instruction, Doing, and Review techniques Additionally, preliminary vocational training and video tutorials serve as valuable resources to enhance learning and skill development.
● Training to change communication skills and attitudes
● Methods tailored to the communication skills and attitude change training program include conferences, discussions, role plays, behavior building, and sensitivity coaching.
● Coaching decision-making and problem-solving abilities:
● Suitable methods include methods of analysis, solving situations, and business games.
The goal of learning and training is to change the Knowledge, Behavior, and Attitudes of learners.
At each goal and level, there are appropriate methods Classification of forms of training
Implementing the training process needs to find the appropriate forms and methods to optimize the training process Many forms of training are divided according to various criteria:
Various training and development methods exist, each with unique names, yet they often share similar training content This article emphasizes methods that are applicable in Vietnam both now and in the future.
Group 1: Training managers and professionals:
Group 2: Using training of direct production workers or professional staff:
Step 5: Evaluation of the training program
The most important criterion in evaluating the training program is whether the employee's performance has changed in the desired direction.
Therefore, it is necessary to compare the performance of employees before and after training to determine whether the training program meets the training objectives.
The review can go into such specific issues as follows::
● Those changed behaviors affect organizational results
● Do students have a better feeling about the organization or work
● Learning needs of future learners
9.1.2 Types of training: on-the-job training, apprenticeship training, lectures, programmed learning, team training, virtual classroom.
On-the-job training (OJT) is a practical approach where individuals learn their roles by performing the actual tasks associated with the job It is essential for every employee, from entry-level positions to executives, to undergo OJT upon joining a company In numerous organizations, OJT serves as the primary form of training provided to new hires.
Is a process by which people become skilled workers, usually through a combination of formal learning and long-term on-the-job training, of- ten under the tutelage of a master craftsperson
Lecturing is an efficient method for conveying information to large groups of trainees, particularly when the sales force must familiarize themselves with a new product's features To ensure an effective presentation, it is essential to follow specific guidelines for delivering a successful lecture.
Programmed learning is an organized approach to teaching job skills that involves presenting learners with questions or facts This method allows individuals to respond and receive immediate feedback on the accuracy of their answers, enhancing the learning experience and reinforcing knowledge retention.
Effective teamwork often requires intentional training, as it does not always develop organically Companies invest significant time in training new employees to enhance their listening skills and foster cooperation This training encompasses technical, interpersonal, and team management aspects For example, management promotes cross-training among team members to facilitate flexible assignments Additionally, addressing interpersonal challenges is crucial, leading to training that focuses on essential skills such as active listening, conflict resolution, and negotiation.
The innovative teaching method leverages specialized collaboration software, allowing remote learners to engage in real-time audio and visual discussions using their PCs or laptops This approach facilitates written communication and enhances learning through dynamic content, such as PowerPoint presentations.
The training program of CJ CGV Vietnam
Successful candidates will participate in a comprehensive theoretical training session conducted by the company, held in a spacious room equipped with a large-scale presentation This setup is designed to effectively communicate essential information about the roles and responsibilities that candidates will undertake throughout their careers.
The working period will be 2 months with a salary lower than the official salary to best assess the working ability of the recruited employee.
After 2 months of work, the employee who meets the needs assigned by the management will officially sign the contract and be an official employee of the company.
The 2-month probationary process for successful candidates is as follows:
Cinema staff is divided into 3 positions:
Staff at all 3 counters must ensure:
● Ensure the security of the theater area
Staff at all 3 counters must ensure:
● Inform the Board of Management and Usher the Leader
● Coordinate usher to find the cause
● Quickly find the cause of the fire alarm
+ Fake fire: notify and apologize to customers
+ Real fire: evacuate customers to the nearest emergency exit
The position of 3 counters will be rotated for each individual during the 2 months of probation, to ensure good completion, the probationary staff must be at least good at
Excellent Nhan is proficient in all 3 counters The above results are honestly monitored and evaluated by management, especially the HR manager;
In addition, at the counters, there are other duties and regulations These rules will continue when a probationary employee becomes a full member of CGV.
Performance management and appraisal
Theory
Candidates often overreact regarding their performance, ratings, and final results when reporting to their supervisors As a result, supervisors must conduct a survey or appraisal process to accurately assess the candidates' performance and make informed decisions.
The performance appraisal means evaluating/measuring the final result/outcomes that a person can take after completing the task This process has 3 steps:
Step 1: Setting work standards and defining the employees’ goals
This will base on the duties in the JD and using the SMART goals
Step 2: Assessing the employee’s actual performance relative to those standards. There are 2 phenomenon happened:
● If the actual performance is better than the standards: supervisors have to plan the way to encourage and give rewards for candidates.
When actual performance falls short of established standards, supervisors must devise strategies to enhance performance and implement policies that motivate candidates to give their utmost effort.
Step 3: Providing feedback to the employee with the arm of helping the candidates to eliminate performance deficiencies or to continue to perform above par.
Performance appraisal has three basic functions:
(1) Providing adequate feedback to each person on his or her performance.
(2) Serving as a basis for modifying or changing behavior toward more effective working habits.
(3) Providing data to managers with which they may judge future job assignments.
Performance management involves communicating an employee's progress and addressing career obstacles, while performance appraisal provides an objective evaluation of their performance along with constructive feedback.
Establishing an effective performance management system requires significant effort, but the advantages are substantial A well-implemented system helps document employee development and pinpoint strengths and areas for improvement, enabling managers to make data-driven decisions regarding employee objectives Additionally, it streamlines the evaluation process, ensuring fairness and consistency in one-on-one meetings for all employees.
Performance management serves as a foundation for effective training practices, enabling managers to enhance employee performance through proactive coaching and support By discussing past performance and fostering positive conversations about improvement, managers can keep employees engaged and motivated This heightened engagement not only boosts productivity but also enhances team morale, leading to greater overall contributions from employees.
- 5 Phases of a contemporary performance management cycle:
Picture 13: 5 Phases of a contemporary performance management cycle(Source: https://upraise.io/blog/everything-you-need-to-know-about-performance- management/ )
The continuous performance management cycle fosters ongoing developmental discussions and feedback, allowing managers and employees to align individual performance with the organization's culture, business goals, and strategy This process can be divided into five distinct stages.
The planning stage of the performance cycle involves collaboration between a manager and an employee to assess the employee's current role and performance This process identifies areas for improvement and establishes clear performance expectations and achievable targets By engaging employees in the planning phase, they gain a better understanding of organizational goals and the importance of their contributions A valuable tool during this stage is the implementation of SMART goals—Specific, Measurable, Achievable, Relevant, and Time-Bound—which enables employees to structure their objectives, monitor progress, and work towards clear milestones, ensuring the attainability of their goals.
The second stage of the performance management cycle focuses on enhancing an employee's existing skills while fostering the development of new knowledge and abilities This is accomplished through targeted training, challenging assignments, and improved work processes By investing in employee development, organizations can boost performance and help staff adapt to workplace changes Additionally, this stage emphasizes the importance of continuous support and ensuring that employees have access to the necessary tools and systems to meet performance expectations effectively.
The third stage of the cycle emphasizes the importance of regularly monitoring employee performance and offering continuous feedback, along with essential tools to help them reach their goals This ongoing evaluation allows for timely identification of any issues or challenges, enabling proactive solutions to support employee success.
The reviewing stage of the performance management cycle focuses on assessing employee or group performance against the predetermined goals and standards established during the planning phase Various tools, including 360° feedback, self-assessments, and competence-based evaluations, can be utilized for this purpose This review process analyzes both tangible and intangible results, helping to identify areas for improvement as the cycle transitions back to the planning stage.
To conclude the cycle, it's essential to reward employees once all objectives are achieved By recognizing their contributions, managers not only show appreciation but also provide incentives that enhance motivation and engagement Various methods exist for acknowledging strong performance, ranging from informal recognition to structured reward and recognition programs.
Performance appraisal in CJ CGV Vietnam
Like other businesses, CGV Vietnam also has ways to evaluate employees based on the results and working process of employees.
Example for location: Field Operations Senior Trainer
The supervisor will evaluate an employee based on job requirement/standard These requirements/standards are:
● Identify and assess future and current training needs through job analysis, career paths, annual performance appraisals and consultation with line managers of cinema operation in 4 main functional tasks.
● Draw an overall or individualized training and development plan that addresses needs and expectations for newly joined members of cinema operation.
Collaborating closely with head office functional leaders and development teams, the focus is on transforming business objectives into effective training and development solutions This ensures that training materials remain current, relevant, and aligned with CGV policies and standards.
● Maintain a keen understanding of training trends, developments and best practices under monitoring training budget & revised.
● Administer tests after the completion of training courses to determine the effectiveness of training strategies.
● Communicating with management, trainers and team members to ensure that all needs are met.
● Setting up executive or leadership development programs for lower-level employees
● Resolving any specific problems and tailoring training programs as necessary such as but not limited to SOP preparation, cinema training material …
● Monthly closing tasks performance properly to ensure the accuracy of data and stock ending.
● Performing assigned duties from Line Manager.
Managers can assess and rank candidates based on various requirements and standards, utilizing feedback from co-workers, supervisors, and customers to gain a comprehensive understanding of each candidate's performance.