VNU- UNIVERSITY OF ECONOMICS AND BUSINESSFACULTY OF BUSINESS AND ADMINISTRATION EMPLOYEE TRAINING AND DEVELOPMENT IN SMALL AND MEDIUM-SIZED ENTERPRISES: CASE STUDY OF MINH QUAN LTD.. Foc
Theories of employees training and development in SME:s
Theory of Human Resources Management .- - 55 csc sex 4 1.1.2 Theory of employee training and development ô + << c+ce+ 5 1.1.3 Theory of smal] and medium-sized enterprises 5-5555 5<<+s++ X/ 1.2 Content of employee training and development in SMES
Human resources management (HRM) focuses on effectively managing the workforce within an organization This managerial function aims to align the organization’s requirements with the skills and capabilities of its employees.
Human resources management is a crucial function that involves recruiting, motivating, and retaining employees within an organization It emphasizes the importance of people in achieving business objectives and involves creating management systems that optimize the effective and efficient use of human talent to meet organizational goals.
Human Resource Management (HRM) focuses on the procurement, development, compensation, integration, and maintenance of an organization's personnel to achieve its objectives It involves the planning, organizing, directing, and controlling of various functions to enhance employee performance and contribute to organizational success.
According to Dessler (2008) the policies and practices involved in carrying out the
“people” or human resource aspects of a management position, including recruiting, screening, training, rewarding, and appraising comprises of HRM [1].
Human Resource Management (HRM) involves managing people within organizations through a range of activities, policies, and practices aimed at acquiring, developing, and retaining a skilled workforce The primary goal of HRM is to enhance employee contributions to achieve high productivity and effectiveness while also meeting individual aspirations, such as job challenges and recognition, as well as societal goals like legal compliance and social responsibility.
Effective human resource management is crucial for all managers, as it helps prevent issues such as hiring unsuitable candidates and ensures optimal results through effective personnel management Line managers are responsible for assigning the right individuals to specific roles and providing orientation and training for new hires Meanwhile, human resource managers oversee their teams, coordinate company-wide personnel policies, and support line managers with human resource-related guidance.
Recent shifts in the workplace are driving significant trends in human resource management Historically, HR managers concentrated on transactional tasks like recruitment, termination, and payroll processing However, in today's competitive landscape, employers now expect HR professionals to take on more strategic roles that go beyond these traditional functions.
Human resource management is a crucial responsibility for all managers, particularly in today's diverse workforce As employers navigate challenging economic conditions, human resource managers must effectively demonstrate the value of their strategies and contributions Utilizing evidence-based management is essential for showcasing measurable outcomes and justifying HR initiatives.
1.1.2 Theory of employee training and development
Training and development is a key aspect of human resource management focused on enhancing the performance of individuals and teams within an organization This function aims to improve skills, knowledge, and overall effectiveness, contributing to the organization's success.
Employee development is an educational process focused on enhancing skills, concepts, and attitudes to improve performance Often referred to as "Human Resource Development," "Human Capital Development," or "Learning and Development," this process is primarily considered within the framework of organizational learning rather than personal training and development contexts.
Training and development encompasses three main activities: training, education, and development.
- Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds [3].
- Education: This activity focuses upon the jobs that an individual may potentially hold in the future and is evaluated against those jobs [3].
Development activities within an organization emphasize future-oriented initiatives that the organization or its members may engage in Evaluating these activities can be quite challenging.
In training and development, stakeholders are divided into distinct categories, each with unique roles and motivations Senior managers act as sponsors, while business planners serve as clients Line managers oversee coaching, resources, and performance, and the participants are those who engage in the training processes Human Resource Management staff function as facilitators, and specialists in the field are the providers These diverse groups often have differing agendas, which can lead to conflicts in their objectives and motivations.
Conflicts between employees and their bosses are a significant factor in career consequences, often leading to job turnover According to Dr John Hoover, a workplace relationship expert, the primary reason people leave their jobs is due to conflicts with their supervisors He emphasizes that while it may be tempting to undermine a boss, doing so does not enhance one’s career Therefore, fostering strong relationships with authority figures and embracing diverse perspectives is crucial for long-term success Ultimately, talent and skills cannot compensate for poor relationships with superiors, peers, or customers.
In the field of training and development, typical roles encompass executive and management development, new-employee orientation, professional skills training, technical job training, customer service training, sales and marketing training, and health and safety training Common job titles in this area include vice president of organizational effectiveness, training manager or director, management development specialist, blended-learning designer, training needs analyst, chief learning officer, and individual career development advisor.
Talent development involves transforming an organization and its people through both structured and spontaneous learning to secure a competitive edge Rothwell highlights that this concept may lack a clear definition, akin to many management terms, and proposes that it should focus on the top 10% of employees based on their potential or performance.
1.1.3 Theory of small and medium-sized enterprises
Peterson et al (1986) highlight that the definition of small and medium-sized enterprises (SMEs) employs both quantitative and qualitative measures, which can differ based on geographic location and study objectives Common quantitative criteria include the number of employees and annual turnover, with the European Union typically defining SMEs as firms with up to 250 employees, while the United States includes those with fewer than 500 employees Generally, small firms are classified as having fewer than 50 employees, and micro-enterprises are defined as having a maximum of ten or, in some cases, five workers (OECD 2000c) Additionally, financial assets play a role in SME classification Gunasekaran et al (2000) emphasize that SME definitions should be contextualized within the specific country of operation, as these definitions can vary significantly across different nations.
Types of employee training and development in SMEs
Training and development are interconnected, addressing both current and future needs of individuals and organizations Despite their close relationship, training and development serve distinct purposes, as outlined in Table 1.1 below.
Table 1.1: Difference between training and development
| Training Development Focus | Current Future
Tactical vs Strategic | Tactical Strategic
Success in current | Success in current and future job
Organizations have developed a diverse array of training methods and techniques to meet the varying needs of their personnel Different categories of employees, such as managerial, technical, administrative, skilled, and unskilled, require tailored training approaches It is essential for each organization to select the training methods that best align with its specific training requirements.
Various methods of training may be classified into the following categories: a On-the-job training Methods:
New or inexperienced employees often learn by observing their peers or managers and attempting to imitate their actions These cost-effective training methods minimize disruption since employees continue working while learning on the same machines, adhering to established standards Most importantly, trainees gain valuable experience while earning an income Commonly used methods include on-the-job training and peer mentoring.
Coaching is a personalized training approach that effectively identifies and addresses individual weaknesses It bridges the gap between theoretical knowledge and practical application However, a significant drawback is that it often reinforces existing practices and methodologies.
Mentoring is a training approach aimed at developing a positive attitude among managerial employees This process involves one-on-one interactions led by a senior member within the organization, similar to coaching.
Job rotation is an effective training method that involves moving employees through various related positions This approach not only enhances their understanding of different roles but also helps reduce monotony and fosters relationships among colleagues.
Apprenticeship is a training system designed to develop the skills of a new generation of practitioners in various trades, crafts, and technical fields This method is particularly effective for areas requiring extensive time to achieve proficiency Trainees, known as apprentices, work closely with experienced professionals, gaining hands-on experience under their direct supervision over extended periods.
The goal of this training is to develop well-rounded craftsmen, although it is a costly approach There is no assurance that trained workers will remain with the same organization post-training Apprentices receive compensation based on their apprenticeship agreements.
Off-the-job training methods take place outside the actual work environment, allowing for focused learning without the distractions of job performance Participants receive study materials and benefit from an atmosphere that encourages open expression Key techniques in this training approach enhance the learning experience and foster skill development.
Special courses and lectures remain a well-established and popular method for employee development These educational programs can be created by the company or sourced from management and professional schools By sponsoring their trainees to attend these sessions, companies efficiently disseminate knowledge to a large audience, making it a straightforward approach to enhancing workforce skills.
Conferences and seminars encourage participants to share their thoughts, ideas, and recommendations, fostering a collaborative environment By engaging with individuals from diverse fields and sectors, attendees gain varied perspectives on problems, enhancing their understanding and approach to solutions.
Vestibule schools are specialized training programs offered by large organizations to prepare employees for actual shop experience by simulating real shop conditions These schools, managed by the personnel department, focus on instruction rather than production output They are particularly beneficial when the training demands surpass the capabilities of line supervisors, allowing for more effective skill development The primary advantage of vestibule schools lies in their ability to provide specialized training tailored to the specific needs of the workforce.
Case studies offer trainees the opportunity to examine and discuss real-world workplace challenges, enhancing their analytical and problem-solving abilities They serve as practical examples of theoretical concepts, fostering a deeper understanding of the material Additionally, case studies promote teamwork, as groups collaborate to navigate and interpret the complexities of each case.
Internet-Based Training — Distance learning methods include traditional paper-and- pencil correspondence courses, as well as tele-training, videoconferencing, and Internet-based classes.
Employee development prioritizes formal education, job experiences, assessment centers, and mentoring and coaching programs These initiatives are designed to enhance competencies that will contribute to the organization’s future success By focusing on both the employee's current role and preparing them for future positions, these learning programs ensure a forward-thinking approach to workforce development.
Formal education encompasses university degree programs and corporate universities, where learning is facilitated through lectures delivered by business experts and senior executives, both from within the organization and externally.
Responsibility in training and developing employees
Employee development is the strategic enhancement of professional skills through targeted training and guided experiences These programs not only promote career growth but also foster personal development, equipping employees with essential skills such as effective conflict management that can benefit all aspects of their lives For employee development initiatives to succeed, it is crucial for employees to actively engage and take personal responsibility in leveraging the opportunities offered by their employers.
1.2.3.1 Responsibility of entrepreneur in training and developing employees
Ensure that employees are well-informed about training activities by utilizing various communication methods, such as bulletin boards, staff meetings, and the distribution of relevant memoranda from Department Heads and other internal communications.
Investing in job-specific training enhances employee productivity and performance Organizations should allocate paid time for employees to attend relevant classes, cover associated fees from departmental budgets, and ensure they have sufficient time away from immediate responsibilities to foster effective learning.
Encouraging training for career advancement is essential, even when opportunities do not directly relate to an employee's current duties Supporting these activities can significantly contribute to an employee's growth plan Consider exploring flexible arrangements that allow for the use of both paid and personal time to facilitate participation in these valuable training opportunities.
Foster a culture of continuous learning by encouraging employees to develop their skills and maintain a positive attitude towards career advancement Emphasize the importance of professional growth as a fundamental aspect of the organization's environment.
1.2.3.2 Responsibility of employees in implementing training and development programs
Employees should proactively communicate their career ambitions and desire for advancement to management To gain management's attention, they must demonstrate exceptional performance both individually and as part of a team.
Positive attitudes are essential for employees engaging in development programs, as entitlement or complacency can impede professional growth When given additional responsibilities, employees should perceive them as opportunities for learning rather than burdens Furthermore, it is crucial for employees to actively participate in training sessions and maximize their benefits, rather than viewing them as a waste of time.
Employee development programs often require individuals to take initiative in their personal time For instance, while employers may provide college tuition reimbursement, it is the employees' responsibility to dedicate hours to studying and pursuing their degrees Similarly, when employers sponsor attendance at seminars and workshops, employees must prioritize learning and networking over leisure activities during these events.
Factors affecting to employee training and development in SMEs
Training and development encompass various activities aimed at enhancing the skills and knowledge of managers and employees, occurring over both short and extended periods These activities may or may not be associated with formal qualifications (Kitching & Blackburn, 2002) To analyze the diverse aspects of training and development in small and medium-sized enterprises (SMEs), a cumulative training intensity index was developed, incorporating eight related variables: formal and informal training, team-based work, job rotation, educational assistance, performance-based pay, quality circles, total quality management (TQM) practices, and experiential learning.
This article explores the key factors that affect the intensity of training and development practices in manufacturing SMEs These factors are categorized into background variables, such as the firm's age, size, control nature, employment changes, and business sector, as well as organizational variables, which include the level of organizational support for training and the owner/manager's attitude towards providing training.
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ANALYSIS REALITY OF EMPLOYEE TRAINING AND
Contribution of SMEs to Vietnam’s economic growth ô- 33
Small and Medium Enterprises (SMEs) are vital to the national economy, accounting for approximately 85% of the corporate workforce as of 2004 They play a crucial role in generating employment and are instrumental in poverty alleviation, particularly in rural areas, while also helping to bridge development gaps between urban and rural regions Additionally, SMEs enhance labor market flexibility and have significantly contributed to mitigating the economic shocks experienced during the transition from a centrally planned economy to a market-oriented one, especially following the collapse of the socialist bloc in Eastern Europe.
Small and medium-sized enterprises (SMEs) significantly contribute to economic growth, accounting for 39% of GDP in 2006 However, recent trends in their GDP proportion are difficult to ascertain due to inadequate statistical data Compared to state-owned enterprises (SOEs), which represent over 50% of total investment, SMEs contribute only 32% Furthermore, SMEs exhibit limited capabilities in exports and technology.
Characteristics and conditions affecting the employee training and
development in SMEs in Vietnam
Small and medium-sized enterprises (SMEs) often face challenges in operation, business expansion, and human resource development due to their limited capital and workforce Financial constraints hinder their ability to organize effective training programs, and the small number of employees makes it difficult to have dedicated human resources executives However, SMEs benefit from their compact size, allowing for quick adaptability to market demands The close-knit nature of small teams fosters better understanding and communication among employees, creating a conducive environment for on-the-job training and collaboration.
The technological capabilities of SMEs in Vietnam remain significantly underdeveloped, with many enterprises relying on outdated production methods that are decades, if not centuries, behind those of developed nations This reliance on obsolete technology contributes to low productivity levels among small-sized enterprises.
"Most local enterprises are using obsolete technology compared to the world average of 3 to 4 generations Many SMEs still use the old equipment that other counties have eliminated "[30].
Outdated machinery and technology have led SMEs to struggle with poor competitiveness, low labor productivity, and subpar product quality These issues contribute significantly to labor and environmental pollution, negatively impacting worker health and increasing accident rates As a result, SMEs find it challenging to attract skilled workers and face difficulties in employee training and development.
3.2.2.1 Qualifications and competence of employees
Educational level of business owners of all private sector businesses is much lower than state enterprises, joint-stock companies with State capital.
The educational attainment of entrepreneurs and SME managers often falls short of the demands of economic integration While a higher level of education among business owners does not necessarily correlate with enhanced business capabilities, many individuals with engineering degrees are transitioning into entrepreneurship.
G3 nN businesses often lack experience in management and administration, highlighting a significant need for training among business owners This deficiency in entrepreneurial knowledge adversely impacts employee training and development within SMEs, as many owners do not recognize the importance of these activities or show a lack of interest in fostering their employees' growth.
The capacity of the business owners, managers is weak.
Most managers and business owners gain their expertise through hands-on experience and learning from partners and colleagues, while only a small percentage receive formal training from accredited business administration or economic management programs.
"Business owners make their self-assessment that their capability is weak in management skills, market forecasts skills, international trade and export experience.
Business owners often struggle with foreign language proficiency and the effective use of information technology applications, which are crucial for success Managers acknowledge that their management skills fall short of meeting the demands necessary for enterprise growth.
The limited capabilities of business owners and managers in SMEs contribute to delays in technological innovation, a lack of strategic planning, and poor corporate governance, ultimately leading to decreased business efficiency This situation highlights the urgent need for effective training and development programs tailored to meet the specific needs of these leaders in small and medium enterprises.
Qualifications and competence of staffs
Many researchers agree that the educational attainment of employees in small and medium-sized enterprises (SMEs) is generally lower than in larger businesses due to the specific technological requirements of SMEs A significant number of workers in these firms are untrained, leading to a lack of independent thinking, creativity, and essential skills such as computer proficiency and foreign language abilities This skills gap puts SMEs at a competitive disadvantage, highlighting the need for tailored training and development programs to enhance employee capabilities and overall organizational performance.
3.2.2.2 Income and benefits of employees in SMEs
The GDP per employee in small and medium-sized enterprises (SMEs) is lower compared to the overall business sector Most businesses do not rely on the state-issued minimum wage as their primary wage determinant Instead, wages are established through direct negotiations, taking into account the financial capacity of the business and the salary levels of comparable firms This indicates that the minimum wage has limited applicability and minimal impact on wage determination.
# GDP/employee in businesses" sector GDP/employee in SMEs
Figure 3.3: GDP/employee in SMEs and businesses’ sector
(Source: General Statistics Office of Vietnam)
Benefits of employees in SMEs:
Under labor law, employees in small and medium-sized enterprises (SMEs) are entitled to social benefits such as health insurance, social security, and compensation for labor accidents, as well as sickness and maternity payments However, in practice, these employees often receive fewer benefits than mandated by the state Additionally, many SMEs lack clear policies regarding employee benefits, leading to the provision of benefits in an informal manner.
Due to low income levels in the private sector, worker interests tend to be diminished, leading to a high rate of labor turnover in small and medium-sized enterprises.
High employee turnover poses significant challenges for businesses aiming to develop a skilled workforce When trained employees can easily move to competitors, it becomes essential for small and medium-sized enterprises (SMEs) to implement effective strategies to attract and retain talent.
Low income restricts the capacity to invest in additional training for employees Consequently, small and medium-sized enterprises (SMEs) must adopt effective strategies for training and developing their workforce to enhance employee qualifications.
3.3 Employee training and development reality in SMEs in Vietnam
3.3.1 Forms of training and developing employees in SMEs in Vietnam
3.3.1.1 Forms of training in SMEs in Vietnam
According to the author's synthesis, Training on job is suitable for SMEs as they are inexpensive and easy to implement
Implementing orientation programs is essential for helping new employees understand company rules and expectations However, many organizations lack a standardized approach to these programs, resulting in inconsistent preparation and execution Often, managers introduce new hires to existing staff without a dedicated process or specialized personnel to facilitate the orientation, which can hinder the effectiveness of the onboarding experience.
EMPLOYEE TRAINING AND DEVELOPMENT IN MINH QUAN
Developing the course and implement training in Minh Quan Company 52 4.2.4 Evaluate the courses effectiveness in Minh Quan Company
Contents of the training program:
Minh Quan Company offers well-structured training programs that cater to various employee needs, ensuring a comprehensive approach to skill development and knowledge enhancement The company's training initiatives include labor regulation education for all employees, skill improvement programs for office staff, and specialized communication and sales training for sales personnel These diverse training options reflect Minh Quan's commitment to fostering a skilled and knowledgeable workforce.
Table 4.2: Training content for managers of the company through the years
(Sources: administration and HR Dep’t)
Table 4.3: Training content for workers of the company through the years
4 Machinery and equipment operation techniques |
(Sources: administration and HR Dep’t)
Through statistical tables of training content for employees of companies in period
From 2012 to 2014, Minh Quan Company developed detailed and specific training programs tailored to employee needs By analyzing job descriptions and conducting surveys to identify skill gaps, the company effectively crafted relevant training content This approach highlights Minh Quan Company's commitment to enhancing employee skills through well-structured training initiatives.
The company's training program is well-structured and aims to enhance efficiency by addressing its comprehensive content However, it primarily focuses on achieving annual goals through short courses, lacking a long-term strategy for improving production quality in the future.
Training methods in the company:
Minh Quan Company currently has used a lot of different training methods to conduct training for employees, such as On-the-Job Training, Apprenticeship Training, Job Instruction Training
Induction training for new employees includes general knowledge and skill development through conferences and seminars The company also implements its own coaching and job instruction methods Instructors are chosen from the company's officials and staff based on established selection criteria.
Depending on the training programs that companies offer training funds accordingly avoid waste and ineffectiveness Funding sources in training activities to be raised from the following principal sources:
Minh Quan Companies allocates a portion of its profits to fund employee training and development initiatives Each year, the company strategically plans to utilize these funds to enhance the skills and knowledge of its workforce.
Employees are willing to invest in their professional development, recognizing that spending money on learning opportunities enhances their skills This proactive approach not only fosters personal growth but also opens doors for career advancement.
Table 4.4: The employee training and development funds in Minh Quan
Vietnam dong) Subsidy of company Milion dong 30 30 28
From profit fund Milion dong 15 26 32
- Milion dong 15 22 29 and development fund
From other sourrces Milion dong 10 10 27
4.2.4 Evaluate the courses effectiveness in Minh Quan Company
Evaluating the effectiveness of employee training is essential for identifying both the strengths and weaknesses within a company, enabling the development of targeted solutions By assessing the outcomes of training and development initiatives, organizations can clearly understand how these efforts impact overall business results.
Minh Quan Company has used a number of methods as follows:
- Assessing the effectiveness of work done by asking the opinion of the leaders directly who understands the job performance efficiency of subordinates.
(Sources: administration and HR Dep’t)
Trainee assessment is conducted through the evaluation of transcripts and feedback from fellow participants at the school Officials who attend the course are required to submit their transcripts upon completion Additionally, the assessment takes into account insights provided by other attendees to gauge the trainees' abilities and attitudes effectively.
Minh Quan Company evaluates training results using various assessment methods tailored to different training approaches For in-house training methods like coaching, mentoring, and job instruction, trainees are required to pass tests designed by their trainers, achieving a specified score to meet company standards In contrast, for external training programs, assessments are conducted by the training center, which grades the exams, and successful candidates receive a certificate upon meeting the required criteria.
In addition to evaluating the results of the training and development of human resources, the company also uses the self- assessment of job performance of employees after training.
After gathering employee self-assessments, managers complete evaluation forms that assess various criteria, including work implementation, responsibility, diligence, accuracy, cooperation, work completion, and initiative For sales staff, customer feedback is also considered in the evaluation process The company compiles these factors to assess training effectiveness, identifying strengths and weaknesses to inform the next year's training needs and methods.
3.1 Orientation of employee training and development in Minh Quan Company
5.1.1 Orientation of business development in Minh Quan Company
In 2017, Minh Quan aimed to boost both revenue and workforce size, necessitating a strategic investment in human resources to enhance employee efficiency To meet these goals, the company established clear requirements for recruiting, training, and developing its employees, ensuring a high-quality workforce.
Orientation of employee training and development
5.1.2.1 Perspective, the direction of training and developing employees in Minh
To effectively enhance employee skills, it is essential to develop and manage a comprehensive training and development program that aligns with business objectives This involves providing reasonable and tailored training orientations, decentralizing management for coaching, and ensuring unified licensing management for all officials and employees in accordance with regulatory standards.
To ensure successful industrialization and modernization, it is essential to create comprehensive training and development plans for employees Emphasizing the enhancement of human resources, these initiatives should focus on equipping staff with the necessary management knowledge and professional skills to effectively contribute to business operations and product delivery Additionally, efforts must be made to decrease the number of unskilled workers within the organization.
Minh Quan Company is committed to implementing employee training and development in compliance with current regulations and laws The company provides its workforce with essential knowledge and skills across various areas, including political theory, administration, foreign languages, and information technology, ensuring that all employees are well-equipped for their professional roles.
5.1.2.2 Goals, strategic objectives of training and developing employees in Minh
The primary objective of the proposed enterprise is to achieve "Rapid Development that is solid, safe, and effective." To support this goal, the company has established essential requirements for the training and development of its human resources, both now and in the future This includes building a workforce that is strong, secure, and efficient in their roles, while also ensuring that employees possess the necessary moral qualities, professional skills, and language proficiency to meet the organization's management and business needs.
- Target plans in the coming years is to build on the basis of the results of operations of the previous year.
Follow principles, ensuring employment not only raise incomes for workers, material life more fully, enabling them to work better.
- Advanced technology, equipment, investing some modern machinery science and technology innovation to serve the large projects to meet domestic and foreign demand.
- Calculate the number of workers closely, the number of employees to be able to streamline the management apparatus, improving the quality of work.
- Regularly check the planning and control indicators of labor productivity growth for the business activity is the labor required qualifications and experience.
- To pay due attention to the issue of protection and safety, attention
Development studied the form of wages and bonuses.
- Strengthening the sense of ideological education for workers, ideological education and an important starting point in the market economy today.
Individuals with self-awareness in their work tend to be highly engaged, innovative, and demonstrate greater productivity In contrast, those lacking this awareness often exhibit low enthusiasm and productivity levels Occasionally, a negative mindset can spread among coworkers, adversely impacting the company's performance Therefore, reinforcing labor discipline is crucial for maintaining a productive work environment.
While most employees at the company demonstrate enthusiasm and dedication, there are still a few who exhibit poor performance To foster a more productive work environment, the company emphasizes the need for timely interventions to address these issues and resolve any underlying concerns.
To enhance labor productivity and market competitiveness, manufacturing units must prioritize immediate improvements By focusing on developing a highly qualified workforce, companies can significantly boost their operational effectiveness and overall performance.
The company is committed to enhancing its workforce by providing comprehensive training and strategically placing qualified employees in roles that meet job requirements This focus on staff development aims to improve overall performance, leading to excellent ratings and recognition across various divisions.
The salary and bonus structure for application deployment is determined by the Ministry of Labour, Invalids and Social Affairs, incorporating an exchange mechanism that motivates employees to boost productivity, reduce costs, and enhance efficiency, ensuring that income aligns with labor performance.
- For parts management, the organization department, strengthening the staff training front the board room, in the form of skill improvement, improving specialized and foreign language
To achieve business objectives, companies must focus on training qualified personnel and developing talent within the organization By enhancing the skills of officials and employees, businesses can optimize their human resources, leading to increased efficiency and higher profits.
5.2 Achievements and limitations in the employee training and development of
5.2.1 Achievements and limitations in training and developing employees
In recent years, Minh Quan Company has achieved significant success through its focus on employee training and development, which has strengthened its market presence and enhanced its reputation among customers The company adheres to the motto that "training and developing employees is essential for creating a skilled workforce that meets current job demands and future growth objectives." As a result, annual profits have consistently increased, leading to a rise in training funds This commitment to employee development is vital for fulfilling the company's business plan regarding both the quantity and quality of its workforce.
The company prioritized training in professional skills but neglected essential management training for leaders, including decision-making, communication, presentation, negotiation, and personnel management skills, which are crucial for today's effective managers.
The effectiveness of training programs is primarily assessed through qualitative measures, lacking precise quantification Many companies do not employ a variety of assessment methods, leading to evaluations that are neither accurate nor efficient Current assessment criteria focus mainly on the learning outcomes of trainees, neglecting essential factors such as qualifications, job performance, and the attitudes and behaviors exhibited by students during training.
The company currently faces a shortage of facilities and equipment essential for training and development Despite rising costs associated with these programs each year, significant long-term investments are necessary to address the growing demands for effective training and development solutions.
- Policy of managing after-training employees has yet to be really interested After training, workers still have few opportunities to apply knowledge learned in practice.
Employee turnover after training leads to wasted resources for companies, as many trained individuals end up working in unrelated fields This misalignment not only diminishes the effectiveness of the training programs but also results in inefficiencies within the organization.
Causes of the limitations of Minh Quan Company -c
- Minh Quan Company has not had qualified trainer executive.
- The training and development of human resources in the company have not developed long term strategic associated with specific vision and goals for business;
- The identification of training and development needs still have many gaps, training needs are mainly derived from the needs and aspirations of individual employees.
There were some problem that some employees required to be trained in order to get achievement or poorly qualified employees did not want training to upgrade their skills.
- Forms of training is still limited and traditional.
Funding for employee training remains insufficient, failing to meet the growing demands for skill development Additionally, the company has not leveraged its skilled craftsmen team to minimize costs effectively.
- There is no specific policy to encourage employees to self-learning, self-training to improve skills.
- The company is lacking quality assessment system for trainees immediately After each training program.
5.3 Solutions to improve the effectiveness of training and developing employees in Minh Quan Company
- SMEs owners need to raise awareness about his/her role in training and developing employees
Effective training and development of human resources require strong leadership commitment When company leaders actively promote employee participation, it fosters a sense of safety and encouragement, ultimately enhancing the training experience and employee engagement.
- Formulate policies, strategies and implement functions of human resource development
Effective training and development in small businesses starts with a clear strategy aligned with company objectives It is essential to plan the entire training process in advance, focusing on specific goals Following this, organizations should assess training needs at both the organizational and individual employee levels.
Each different job within the company should be broken down on a task-by-task basis in order to help determine the content of the training program.
A successful training program must align with both the specific needs identified through assessments and the overarching goals of the company Clear objectives should detail the skills and behaviors to be developed, linking them to the company's strategic mission Including intermediate milestones can enhance trainee motivation and facilitate progress evaluation Given the high costs associated with employee training, small businesses must carefully select which employees to train, considering their capacity to absorb the material and their motivation If selected employees do not benefit from the training or leave shortly after, the business risks wasting valuable training resources.
- Complete evaluation of the results of the work done
Evaluating the training program after completion is crucial for companies to determine its effectiveness To accurately assess whether training programs are successful, organizations must evaluate both the course content and employee performance post-training Utilizing questionnaires, in conjunction with assessments of employee work, provides a clear perspective on the training's impact Furthermore, companies should ensure that the evaluation process is uniform and fair by integrating appropriate facilities for assessment.
- Use the trained workers effectively.
Properly utilizing trained workers can enhance training outcomes and streamline the process of human resource development.
To maximize training effectiveness and resource efficiency, Minh Quan Company must strategically assign trained employees to appropriate roles When investing in long-term training, it is crucial for the company to guarantee that employees will return to their previous positions or be promoted to higher roles afterward This assurance fosters a supportive environment, encouraging employee participation in training programs Conversely, a lack of job security during training can lead to decreased effectiveness and wasted organizational resources Therefore, careful consideration of these factors is essential for successful human resource development.
Small and medium-sized enterprises (SMEs) are crucial for the socio-economic stability and development of Vietnam As the country integrates into the global economy, these businesses face numerous challenges that hinder their growth To navigate these obstacles and achieve their development objectives, investing in human resource development is essential This endeavor demands significant commitment from business owners and support from governmental and international organizations.
The thesis presents a comprehensive model for employee training and development in SMEs, highlighting the critical role of business owners in fostering workforce growth However, it reveals a significant gap in formal human resource policies and strategic development plans among these businesses Most SMEs lack systematic training needs assessments and effective evaluation methods, relying primarily on job coaching and assignments without adequate follow-up Furthermore, many companies neglect professional development opportunities and fail to encourage employees to take initiative in their career planning, ultimately hindering overall workforce effectiveness.
The thesis highlights key perspectives and recommendations for training and development at Minh Quan Company It emphasizes that small and medium-sized enterprise (SME) owners must recognize the significance of employee training and development Furthermore, it advocates for enhanced management practices in training and development within SMEs to foster growth and improve overall performance.
To foster a culture of continuous improvement, organizations should establish comprehensive policies and strategies focused on employee training and development Implementing professional development initiatives is essential for enhancing workforce skills and capabilities Additionally, conducting thorough evaluations and managing employee performance are critical for identifying growth opportunities, ultimately contributing to a corporate culture that prioritizes learning and development.
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Talent Numan Resource Development Press p 4.
9 William J Rothwell (2005) Effective Succession Planning AMACOM Div
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11 Tolento A., Guidelines for the Analysis of Policies and Programs for Small and
Medium Enterprises Development, /LO Working Paper-EMD/13/E, http://www ilo.org, 2000
12 Storey.D.J., Understanding the Small Business Sector, TP, London, 1994. ataaaa
13 Vossen, R.W., Relative strengths and weaknesses of small firms in innovation,
International Small Business Journal, 1998. l4 www.intulogy.com/process// accessed April 20, 2011.
15 P Nick Blanchard and James Thacker Effective Training (Upper Saddle River.
NJ: Pearson, 2010) pp 26-94, 153 199 285 316. lo P Nick Blanchard and James Thacker, Effective Training: Systems, Strategies and Practices (Upper Saddle River, NJ: Prentice Hall, 1999) pp 138-139.
17 Richard Montier et al., Competency Models Develop Top Performance,
Training und Development (July 2006): 47-50 See also Jennifer Salopek, The Power of the Pyramid, Training and Development (May 2009): 70-73.
18 Tom Barron, When Things Go Haywire 7ruining & Development, February
19 Employers increasingly utilize learning content management systems (LCMS) to compile and author training content See, for example, Bill Perry, Customized Content at Your Fingertips, Training and Development (June 2009), pp 29-30.
20 Kenneth Wexley and Gary Latham, Developing and Training Human Resources in Organizations (Upper Saddle River, NJ: Prentice Hall, 2002) p 305.
31 Kathryn Tyler, Focus on Training, ZR Magazine May 2000 pp 94-102.
22 Kendra Lee, Reinforce Training, 7raining 48 no 3(May/June 2011) p 24.
23 Alan Saks and Monica Belcourt, An Investigation of Training Activities and
The transfer of training in organizations is critically low, with studies indicating that only 10% to 20% of managers effectively apply learned behaviors in their jobs This highlights a significant gap in the effectiveness of training programs, as noted by George Vellios in the December 2008 issue of Training & Development Addressing this issue is essential for enhancing the overall impact of training initiatives within organizations.
24 Kitching J and R Blackburn (2002), The nature of training and motivation to train in small firms, Research Report, RR330, Small Business Research Center,Kingston University.
25 Fink, A “Analysis of Qualitative Surveys” Fink, A (ed): The survey handbook, Sage Publications, Thousand Oaks, 2003, pp 61-78.
26 Neville, C “Jntroduction to Research and Research Methods”, University of
27 Robert K Yin., “Case Study Research: Design and Methods”, Applied Social
Research Methods Series, Vol 5 Sage Publications, Inc, 3rd edition, 2003.
28 Karhatsu Henri “Building a self-organizing software development team:
Multiple case studies” Master's thesis, University of Helsinki, Helsinki, May 2010
29 VCCI, SIDA, ILO (2008) Tao môi trường kinh doanh thuận lợi- xây dựng và thực thi chính sách phát triển doanh nghiệp nhỏ và vừa- quyền 2 Môi trường kinh doanh thuận lợi cho các doanh nghiệp nhỏ Nhà xuất bản chính trị quốc gia.
30 http://www.mpi.gov.vn/portal/page/portal/bkhdt Bộ kế hoạch và đầu tư, Cục phát triển doanh nghiệp nhỏ và vừa Báo cáo thường niên doanh nghiệp nhỏ và vừa Việt Nam 2008.
31 Lê Trung Thanh (2006) Hoàn thiện mô hình dao tạo cán bộ quản ly doanh nghiệp theo địa chỉ trên địa bàn Hà Nội Đề tài nghên cứu khoa học cấp bộ,trường đại học kinh tế quốc dân, Hà Nội.
1 Công ty của anh/chi đã có chiến lược phát triển nguồn nhân lực không?
Nếu có: Bản Chiến lược phát triên nguồn nhân lực đó được xây dựng như thé nào?
Chiến lược phát triển nguồn nhân lực đó được thực hiện như thế nào?
Nếu không: Công ty anh/chi đã thực hiện các hoạt động dao tạo phát triển nguồn nhân lực như thế nào ?