Afterassessing the current situation, the author proposed: 1 Improving human resource planning and identification of training needs; 2 Completing the steps in the humanresource training
THEORETICAL BASIS OF HUMAN RESOURCE MANAGEMENT HH TH ng HT HT TH TH re 5 1.1 Overview and role of human resources manàgemer - -‹ô ôô+s+s 5 1.1.1 Human Rẹ€SOUTC€S 5 (+11 vn TH TH TH HH 5
Human resource manageMent . - ô+ + 1 vn rệt 7
Human Resource Management (HRM) lacks a universally accepted definition, leading to various interpretations Nguyen Thanh Hoi (2002) describes HRM as both a science and an art focused on making integrated decisions that attract and utilize human capital effectively, thereby enhancing organizational and employee performance Noe, Hollenbeck, Gerhart, and Wright (2003) emphasize that HRM encompasses activities aimed at providing and coordinating an organization's human resources Mathis & Jackson (2007) define it as the design of formal systems to ensure the effective use of human talent in achieving organizational objectives Additionally, Tran Kim Dung (2011) views HRM as a system of philosophies, policies, and activities centered on attracting, training, developing, and retaining talent to achieve optimal outcomes for both the organization and its employees.
Human resource management encompasses the recruitment, selection, employment, maintenance, development, motivation, and provision of facilities for employees within an organization Its primary goal is to attract, employ, and develop a workforce that meets the organization's quantity and quality requirements Essentially, human resource management focuses on managing people, which involves treating employees well, facilitating their work, compensating them appropriately, and addressing any issues that may arise.
Role of human resource ManageMent - ¿+ s++++s*++s++see++exsss 7
Human resource management is crucial due to the essential role of people within organizations, as they are the driving force behind operations and success Effective management of human resources is vital, as it influences the efficacy of all other resource management efforts Understanding human resource management equips administrators to achieve goals through collaboration, employee evaluation, and fostering a positive work environment It enables leaders to align organizational and personal objectives, enhancing overall efficiency and integrating human resources into business strategy In Vietnam, while natural resources contribute significantly to economic development, the effective management and regeneration of these resources rely on a skilled workforce The advancement of science and technology further necessitates a qualified labor force to fully leverage these capabilities Thus, the significance of human resource management is underscored by its impact on organizational success and resource utilization.
Identifying good opportunities and obstacles in implementing business goals. Giving vision for managers as well as employees of the enterprise.
Stimulating new ways of thinking and ideas to face with the ongoing problems creatively.
Fostering the spirit of urgency and positive action.
Checking the process of investigation in management activities.
Building a long-term action guideline on critical issues in each stage.
Giving strategic directions in human resource management consistent with the business strategy of the business.
Human resources are essential for the success and growth of any organization Effective management and optimal utilization of human resources can significantly enhance labor productivity, improve job quality, and boost profitability.
Basic functions of human resource ManageMent - ‹- 5 ô+ +s++++e++s+ 9
Human resource management focuses on balancing employee rights and responsibilities to enhance organizational and individual efficiency These activities vary widely based on organizational structure, technology, human resources, financial status, and developmental stage Essential functions, including recruitment, employee development, performance evaluation, and retention, are crucial for all organizations.
However, it is possible to divide the main activities of human resource management according to the following three main working groups:
The working group is dedicated to ensuring that there is an adequate number of qualified employees for various roles within enterprises To achieve this, companies assess their production and business plans alongside current employee utilization to identify recruitment needs Conducting job analyses helps determine the necessary number of hires and establishes standard requirements for candidates By employing effective recruitment techniques such as testing and interviews, businesses can select the most suitable candidates The group's activities encompass forecasting and planning human resources, analyzing job roles, conducting interviews and tests, as well as collecting, storing, and processing information about the workforce.
Human resource planning is essential for ensuring that an organization has the right number of employees with the necessary skills at the right time and place This process involves forecasting labor demand and supply, as well as managing employee flow within the organization The initial step requires gathering information from both the external environment and internal sources, as changes in external factors can impact business plans and HR demand With this data, administrators can project future workforce needs, including the number of employees required for various roles They also assess the internal supply of skills and capabilities, along with the availability of potential candidates in the external market Subsequently, specific programs are developed to align labor supply with future demand, which may involve recruitment strategies, training initiatives, and retirement planning If there are discrepancies between supply and demand forecasts, adjustments can be made in subsequent years The human resource planning process typically follows a structured seven-step approach to effectively implement business policies and strategies.
Step 1: Analyzing the environment, determining goals and _ business development strategies for the organization, and analyzing the current human resource management in the company.
Step 2: Forecasting workload (for long-term, medium-term goals, plans) or identifying workload and conducting work analysis.
Step 3: Forecasting human resource needs.
Step 4: Analyzing the current human resource management situation.
Step 5: Analyzing the relationship of supply and demand for human resources, the ability to adjust and propose policies, program plans to help the company adapt to new needs and improve efficiency use of human resources.
Step 6: Implementing training and development policies and plans - pay and stimulate industrial relations.
Step 7: Checking and evaluating the implementation.
Forecast determine : work Policy human needs Implement
Analyze the training to environment, attract and determine develop pay
Check and evaluate performance Analyze the current state of human
Analyze labor supply and Program relations demand, planning ability development resource management
Figure 1.1 Human resource planning process flowchart.
When planning human resources, it is necessary to estimate the human resource
Effective human resource planning requires a careful estimation of the operating costs associated with the HR department, including organizational and operational expenses, office costs, and salary funds To manage overstaffing and payroll issues, companies can implement strategies such as encouraging resignations, offering unpaid leave, reducing working hours, hiring temporary workers for specific roles, facilitating early retirements, and refraining from filling vacant positions.
Concept: analyzing the job is defining the authority, responsibility, the skills required by the job and determining how to hire people to perform the job best It is
Job analysis is a crucial process that outlines a job's goals, tasks, conditions for completion, and the necessary skills, knowledge, and attitudes required As the first step in recruitment, it serves as the foundation for effective human resource management By systematically collecting and evaluating job-related documents, job analysis clarifies the nature of specific roles and provides administrators with a comparative overview of tasks across different positions This process involves analyzing workflows through job descriptions, definitions, personnel standards, evaluations, and reviews, which are essential for informed human resource planning Accurate job analysis necessitates strong coordination between the job analyst, the direct manager, and the employee performing the work.
Implement job description sheets and job standards descriptions
Collect job breakdown information = with the members separation information
(Source: Nguyen Huu Than (2008), page 98)
Step 1: Defining the purpose of using job analysis information By determining the purpose of using the information, we can identify the methods of information collection
Step 2: Collecting the available necessary information based on organizational charts, documents about the purpose, requirements, functions, powers of the business and structural parts, or regulatory diagrams, old technology submission and job description.
Step 3: Selecting the special important jobs, the key points to perform the job analysis to reduce time and save cost in analyzing similar jobs.
Step 4: Applying different methods to collect job analysis information. Depending on the requirements for the accuracy and detail of information to be collected, depending on the type of work and the business's financial capacity, job description implementation and job standard description can use one or a combination of collecting job analysis information such as_ interviews, questionnaires and observations.
Step 5: Checking the accuracy of information Information collected for job analysis should be checked for accuracy and completeness through the staff performing the work or the leaders responsible for monitoring the work's performance.
Step 6: Building job description and standardization of work.
Define the use of job separation information
Check the information with the members
Figure 1.3 Job description and job standard description implementations
Labor recruitment is essential for effective human resource management and overall business operations, as it involves selecting the right employees and identifying labor potential that aligns with the company's needs.
Effective worker recruitment requires aligning recruitment criteria with the employer's employment objectives It is essential to select candidates who possess the appropriate professional qualifications, ethical standards, interests, and personalities that resonate with the job, ensuring they are passionate about their work.
A well-structured recruitment process is essential for organizations to mitigate risks associated with hiring Selecting the wrong candidate can lead to significant challenges within the business, impacting overall operations Therefore, effective recruitment is crucial for successful resource management and organizational success.
Recruitment of corporate human resources are based on two sources including internal source and external source:
Internal sources refer to employees within a company seeking to transfer or advance to new positions To effectively utilize these internal resources, managers should establish comprehensive HR profiles and development profiles for each employee This involves collecting and regularly updating personnel information in summary tables, which should include data on educational qualifications, career aspirations, personal interests, skills, and work capabilities.
Training institutions such as universities, colleges, and vocational schools serve as vital sources of talent for businesses Human resources departments often engage with these centers to connect with students and apprentices, showcasing their organizations and recruitment needs This proactive approach allows companies to identify and attract promising candidates even before they graduate.
Recruitment of human resources help businesses:
Recruiting suitable personnel to meet the needs of the job that businesses are in need.
To build a successful team, it is essential to recruit individuals who are disciplined, honest, and committed to the organization's goals Additionally, hiring candidates who are physically healthy ensures they can sustain long-term productivity The recruitment process should follow a structured approach to identify and select the best talent for the business.
Issuing job vacancies, including demand for the number of personnel to be recruited positions and jobs required The announcement can be made directly published.
Factors affecting human resource ManageMEent - ô+ +++s+++x++s+2 19
Many factors affect human resource management, and these factors are changing rapidly It can be divided into two groups of factors that can affect:
External environmental factors, including economic conditions, political and governmental influences, and socio-cultural elements such as demographics, income, lifestyle, culture, family, ethnicity, and religion, significantly impact businesses Additionally, internal factors like the company's mission, goals, strategic direction, financial and human resources, facilities, corporate culture, and the leadership style of management also play a crucial role in shaping organizational outcomes.
Economic: growth, inflation always affects the unit's operation and inevitably affect human resource management in that enterprise The country's economic situation
19 changes, requiring businesses to adjust their business plans and strategies, leading to a change in their human resource management strategies and policies Politics.
Government regulations significantly influence human resource management by mandating that businesses prioritize employee welfare and the working environment, including ecological considerations Many countries have established laws to protect workers, acknowledging them as the weaker party in employment contracts Additionally, various decrees and circulars impact HR practices, particularly regarding recruitment policies and layoffs Socio-cultural factors, such as population dynamics, income levels, lifestyle, culture, family structures, ethnicity, and religion, also play a crucial role Each nation’s unique cultural characteristics shape societal attitudes and behaviors, affecting consumption and production demands Furthermore, factors like ethnicity, saving habits, quality of life perceptions, and the role of women in society significantly influence business operations and strategies.
The customer is the ultimate focus of every business, as sales are crucial for success Management must ensure employee productivity by aligning products with customer needs and preferences It is essential for employees to recognize that without customers, there is no business and consequently no job security Additionally, advancements in technology have led to a reduced need for labor while maintaining or improving product quality, prompting businesses to address challenges related to workforce redundancy.
These include the Company's target mission, strategic policy, competitors, leadership team, the unit's organizational structure, corporate policies and regulations, and corporate culture.
A company's mission and goals are essential for guiding its management at all levels, influencing various specialized divisions such as production, marketing, finance, and human resource management Understanding the company's purpose helps align strategies across the organization, including human resources, finance, and research and development Transparency in setting specific targets facilitates effective planning and execution of tasks, particularly in recruitment and resource allocation.
Human resource management policies are crucial as they align with the company's user strategy and significantly impact corporate behavior across all administrative levels Employees seek a cohesive work environment that fosters creativity and offers favorable working conditions In a competitive market economy, managers must not only focus on products but also on their personnel to thrive To ensure growth, businesses need effective strategies to enhance and retain their human resources, creating a competitive edge in the labor market through strong organizational reputation, attractive compensation policies, and improved working conditions.
Effective leadership is crucial for managing human resources within a corporate environment, as it significantly influences communication styles and employee behavior through the application of appropriate incentives Leaders must possess the necessary qualifications and skills while selecting suitable management methods to motivate employees and enhance business efficiency By adapting their leadership approaches and management techniques to align with job conditions, they can successfully optimize human resource management and drive organizational success.
Organizational structure refers to the arrangement of departments and the flow of information within a company, defining roles and authority essential for effective business operations It plays a crucial role in managing human resources, as an optimal structure relies on hiring the right talent, assigning appropriate tasks, and motivating employees Changes in organizational structure, such as adjustments in hierarchy or responsibilities, directly impact human resource management Additionally, enterprise policies and regulations significantly influence business operations, governing aspects like recruitment, training, compensation, and labor practices Therefore, any modifications in these policies will also affect human resource strategies and overall organizational effectiveness.
Corporate culture is a framework of mental and physical standards that governs the relationships, attitudes, and behaviors of all organization members, shaping both past experiences and future team dynamics Influenced by various factors such as social culture, company strategy, policies, and leadership style, corporate culture plays a crucial role in human resource management, which is vital for cultivating the organization's culture Furthermore, the organizational culture significantly impacts governance within the company.
HUMAN RESOURCE MANAGEMENT SITUATION OF
Analysis of the current situation of human resources
To analyze the current situation of the workforce at the Company, the author chooses the following criteria to survey:
Information on employees' social characteristics: gender, age, origin, professional level, residence status.
Information on professional characteristics: working years, departments, Information on the desired level of employees: job satisfaction, training status, promotion opportunities, salary, bonus and remuneration policy.
The author employs a survey method to gather data by distributing questionnaires to various personnel within the Company, including workers, staff, and managers The data collected is then analyzed using SPSS18 software to ensure accurate results.
The total number of people chosen to survey is 450 people However, only
2.2.1.1 Labor situation over the years from 2016-2019
By the end of 2019, the Company had expanded its production significantly, employing 1,800 individuals and operating 52 module assembly lines Focused on manufacturing electronic products, the Company emphasizes ingenuity and meticulousness in assembly and inspection processes, resulting in a workforce that comprises more female employees than male.
Chart 2 2 Number of employees at the Company from 2016-2019
According to the Human Resources Department, the Company's human resources have shown significant growth over the years, reflecting a robust expansion in production and business activities In 2017, there was a decrease in the number of employees due to the Company’s restructuring of assembly lines, which involved reducing some unnecessary operations However, in 2018, the workforce rebounded to 1,550 employees, marking a 17% increase from the previous year and a substantial 36% rise compared to 2016 This trend indicates that the scale of operations at the plant has expanded, successfully attracting a steadily increasing workforce.
Table 2 1 Labor structure by age Unit: person
Year (%) (%) (%) (%) Under 25 758 47.47 791 51.03 980 54.44 From 26-30 552 37.5 543 40.98 601 38.77 630 35 From 31-40 154 10.46 145 10.94 150 9.68 181 10.06 From 41- 50 8 0.54 8 0.6 8 0.52 9 0.5
Table 2.1 above shows that the number of employees under 25 years old always accounts for the highest percentage, followed by the decreasing rate with increasing age.
Employees under 25 years old make up 47.47% to 54.44% of the workforce, representing a young, creative, and dynamic group that learns quickly and shows enthusiasm as they begin their careers Their eagerness to excel and seek promotions is beneficial for improving production productivity and product quality However, their lack of experience and tendency to change jobs for better opportunities can be a challenge for retention In contrast, employees aged 26 to 30 account for 35% to 40.98% of the workforce, bringing a higher level of dedication and experience that is essential for maintaining stable labor productivity within the company.
The age from 31 to 40 accounts for 9.68% to 10.64% is the Company's core workforce They are experienced and get a long-term engagement to the company.
Individuals aged 41 to 50 represent a small segment of the workforce, comprising only 0.5% to 0.6% Despite their limited numbers, they possess a timeless ability to innovate and learn while demonstrating strong loyalty and dedication This age group primarily consists of the company's sweepers, making them well-suited for their roles within the organization.
The Company boasts a youthful workforce, with most employees under 30 years old, reflecting a dynamic and dedicated team To retain this talent and encourage knowledge sharing among new members, it is essential to implement effective remuneration policies that recognize and reward their contributions.
It is supported by the following results of performing One-way ANOVA:
One-way ANOVA test was performed to examine the impact differences in age groups according to the following table:
From 26- to 30 2 From 31- to 40 3 From 41- to 51 4
Table for recoding into different variables of Ages Lavene test shows impact level Sig = 0.001< 0.05
Table for Test of Homogeneity of Variances of Ages Showing that the variance between the choices of the qualitative variable
"Age" is different, we continue to see the results in the Robust table
Robust Tests of Equality of Means f_SA
Table for Robust statistic of Ages Through Sig in the table Anova = 0.020< 0.05, the author concludes there is a Statistically significant difference in performance among different age groups
Satisfaction levels among different age groups of unskilled workers show notable variations, with the highest mean satisfaction found in the youngest group (under 25) and the fourth group (ages 41 to 51) There is a decline in satisfaction from the first group to the third, followed by a resurgence in the fourth group, as illustrated by the decreasing slope from group one to three and an increasing slope in group four.
We can broadly categorize encouragement strategies for workers under 25 and over 41, while also addressing the challenges faced by those aged 26 to 40.
2.2.1.3 Labor structure by professional qualifications
Table 2 2 Labor structure by professional qualifications
Indicators Quantity % Quantity % Quantity % Quantity % Graduate 41 2.8 42 3.2 50 3.2 64 3.6 College 19 1.3 22 1.7 35 2.3 42 2.3 Intermediate 25 1.7 23 1.7 30 1.9 35 1.9
Table 2.2 reveals that while the Company boasts a large workforce, the proportion of employees holding university degrees remains low, ranging from 2.79% to 3.56% Most of these degree holders occupy positions as people managers and office staff The prevalence of promotions from unskilled workers to management roles indicates a lack of educational qualifications within the ranks, highlighting the need for improved strategies in attracting and training highly qualified human resources.
The enrollment rates in colleges and secondary schools remain low, with college attendance ranging from 1.28% to 2.33% and intermediate education between 1.70% and 1.94% over the years This trend is primarily observed in the office staff and technical departments.
Over 92% of the workforce at the company consists of unskilled workers, posing a significant challenge due to the high costs associated with initial vocational training While most employees receive on-the-job training tailored to the electronics industry, this approach adversely impacts production schedules and product quality, ultimately threatening the company's stability and growth.
The Company currently faces a challenge due to a weak graduate team and a low percentage of qualified employees, hindering effective organization, management, and strategic business planning.
Graduate 4 Table for recoding into different variables of Ages Lavene test shows impact level Sig = 0.000< 0.05
Test of Homogeneity of Variances f_ SA
Table for Test of Homogeneity of Variances of PQ Showing that the variance between the choices of the qualitative variable
"PQ" is different, we continue to see the results in the Robust table
Robust Tests of Equality of Means f_ SA ce raer_[ oer] of es] 00
Through Sig in the table Anova = 0.000< 0.05, the author concludes that there is a statistically significant difference in performance among different “PQ” groups
The satisfaction levels among professional qualification groups show a distinct variation, with unskilled workers and individuals aged 41 to 51 reporting the highest satisfaction based on MEAN values Notably, there is a decline in satisfaction from group 1 to group 4.
3, and increase again in group 4, or look at the Mean Plot’s slope when we see slope coefficient decreasing from | to 3, and increasing again in group 4.
We can broadly categorize encouragement strategies for workers under 25 and over 41, while also addressing the existing challenges faced by those aged 26 to 40.
Table 2 3 Gender Structure of Labor
The electronics manufacturing industry relies heavily on a skilled and meticulous workforce, resulting in a predominantly female employee base, with men primarily occupying technical roles This gender distribution is effective for job performance; however, it poses challenges for the HR department, particularly regarding maternity and health care Women may face physical limitations in high-intensity roles, which can impact their work capacity Additionally, the need for maternity leave, lasting four to six months, raises concerns for management, as it affects overall productivity and necessitates job reorganization.
Table 2 4 Labor structure by department
The number of employees in departments such as management board, admin, purchase, planning, warehouse, quality management has changed quite slightly.
Other parts, such as the production department and sales department have increased rapidly as its sales system is on the rise.
Table 2 5 Employee structure by seniority
2016 2017 2018 2019 Indicators Quantity % Quantity % Quantity % Quantity % Less than 1 year 712 48.4 247 18.6 390 25.2 444 24.7 From 1 to 3 years 760 51.6 1060 80 895 57.7 894 49.7 From 4 to 5 years 0 0 18 1.4 265 17.1 447 24.8
Current status of human resource attraction implementation
The Company has established a human resources administration department dedicated to effective human resource planning, which is crucial for personnel development This planning process involves researching and identifying the company's human resource needs, formulating policies, and implementing programs to ensure a sufficient workforce with the right skills for optimal productivity and quality The human resource planning is tailored to the specific needs of each department, as the Company fulfills orders from its parent company in Korea Once orders are received, the planning department outlines the production strategy, which is then approved in a meeting with the General Director and department heads Subsequently, relevant departments assess their labor requirements, compare them with current workforce capabilities, and set targets for recruitment The HR department then develops a recruitment plan aligned with these departmental needs.
To meet human resources' needs as quickly as possible, the Company conducts job analysis by setting up job descriptions for each specific job title and position.
A well-defined job description sheet is essential for the HR department as it clarifies the specific responsibilities associated with each position, establishes appropriate hiring standards, and ensures competitive salary offerings Additionally, it aids in employee transfers and helps assess workforce capacity effectively By outlining roles clearly, the job description facilitates the identification of overlapping duties within divisions, streamlining employee evaluations and fostering a culture of readiness and continuous improvement among staff.
2.2.2.2 Situation of attracting human resources
Recruitment and staffing are essential for meeting the production goals of businesses To achieve these objectives, companies establish clear criteria for selecting skilled workers and professional managers who can effectively support their production and operational needs during various phases.
The company prioritizes internal recruitment for positions that require experience, allowing employees from various departments to leverage their knowledge and skills for promotion opportunities and increased income.
Candidates: Interns, students, students in vocational schools and universities. Recruitment areas: Hanoi, Thai Nguyen, Phu Tho, Tuyen Quang.
The Company prioritizes internal recruitment for production workers by first assessing the availability of seasonal workers in relevant departments, evaluating their potential for permanent positions, and considering transfers of existing employees For managerial roles, the Company focuses on promoting from within or relocating individuals from other departments to fill vacancies.
Recruited from outside sources: When the internal selection source does not meet the demand, the Company will conduct the selection from outside through the following forms:
To effectively reach potential candidates for production roles, it is essential to post recruitment notices on company notice boards and at the main entrance Additionally, utilizing the general notice board at Khai Quang Industrial Zone and sending internal emails to all employees can enhance visibility Collaborating with job placement centers further expands recruitment efforts.
For employees and management levels: Notify by internal email to all employees in the Company; Post recruitments on jobs websites: Vietnamworks, Vieclam.24h ; Recruitment from universities.
Figure 2.1 Recruitment Process at the Company Source: Human Resources Department
The Company adheres to a rigorous human resources recruitment process, which begins with clearly identifying hiring needs This is followed by the announcement of job openings and the establishment of precise, specific requirements for each position.
38 recruited The initial training program, intensive training is carried out according to the specific process, assessing candidates easily.
Recruiting employees through internal channels, such as referrals from current staff, significantly reduces hiring costs while efficiently fulfilling staffing needs This approach fosters a vibrant workplace culture and enhances employee loyalty to the company.
Recruiting internal workers from seasonal labor sources can significantly reduce training time, as these employees are already familiar with the job and can quickly adapt to the production process.
Recruiting internally can restrict the pool of skilled candidates, limiting the company's options and reducing competition This approach may prevent the organization from identifying and selecting the best employees for the job, ultimately hindering its growth and success.
Recruiting qualified candidates has become increasingly challenging, as many unskilled workers struggle with training New employees often lose interest when first encountering machinery and equipment, resulting in high turnover rates To effectively meet recruitment needs, companies must select and train a larger pool of candidates than the actual number of positions available, which can lead to increased time and training costs.
Internal promotions in recruitment can lead to rigidity, as promoted employees may be overly influenced by their former superiors' methods, stifling innovative ideas that new candidates often bring This practice can result in a management team lacking in diverse cultural perspectives, hindering the company's ability to adopt effective management models and develop a robust leadership pipeline.
New employees are assigned roles based on their skills, while current employees may also switch positions within their department However, addressing the issue of employees who are not well-suited for their roles presents significant challenges This misalignment can negatively affect overall productivity, as well as the motivation and commitment of other team members.
Individuals with strong professional qualifications, high-quality work ethic, effective leadership skills, and a commitment to a healthy lifestyle are prioritized for promotions or higher positions during the evaluation process.
The transfer is determined by the head of the department under the General Director of the Company, often due to the need for better labor coordination between different locations.
Implementation of human resource training and development
To remain competitive in terms of product quality and production efficiency, businesses must enhance labor skills through effective training This focus on workforce development is crucial, as investing in human resources significantly influences the success or failure of a company's production and business operations.
Selecting the appropriate training method for employees is crucial for enhancing training efficiency To ensure that training effectively supports production and business activities without hindering operations, the Company is currently implementing various training formats.
Workplace training: Initial training for new employees, training at all management levels in the production workshops: team leaders, part leaders, line leaders
Alternate job training: Apply to workers in assembly lines, team leaders, part leaders, line leaders.
The company emphasizes the importance of external training by sending various management levels on short-term international visits to acquire new production skills Additionally, employees are encouraged to enroll in foreign language courses, enhancing their proficiency in English or Korean, which is essential for managers when reporting departmental updates to the General Manager.
The company welcomes unskilled workers, offering comprehensive training through its dedicated team right after successful exam completion The initial training program covers essential topics such as an introduction to the company, internal regulations, the production process, machine specifications, product names, necessary production skills, machine operation procedures, labor safety and hygiene practices, and fire protection guidelines.
Following the initial training phase, employees are assigned specific roles, with managers distributing tasks ranging from simple to complex Instructors are designated to guide workers in their responsibilities Upon completion of the apprenticeship, a performance evaluation will determine if the new employee is offered a labor contract with the company.
The investigation reveals that initial training for employees significantly enhances their understanding of tasks and boosts work efficiency, while also helping them to focus their efforts effectively.
Re-training and promotion training for team leaders, part leaders, and line leaders.
The company organizes training according to the specific process and content for each position.
Recom Track á Check mended Check ằ pepiry ằ Trainin nes training demand 9 training 9 effectiv plan process
Figure 2.2 Training process flowchart Source: Human Resources Department
Team leaders should focus on training in three key areas: fundamental theory, which includes detailed product names, assembly processes, and relevant symbols; technical aspects such as weld density, patterns, methods, and types of welding threads; and the various types of welding machine needles Additionally, comprehensive technical documentation of the products is essential for effective training.
Product specification table, welding procedure table, circuit board design board,
Specifications displayed on the sample product.
Quality control: Product quality standards.
Production planning: The progress of an order, long-term and short-term planning, how to feature production productivity.
Part leader: Train in 02 primary contents
Basic Theory: Types of factory-produced items: Classification, characteristics Specifications denote the section, welding specifications, arrangement of accessories Basic knowledge about raw materials
In-line layout: Analyzing the stage, making assembly process analysis diagram, human layout diagram, machine layout diagram.
A line leader is trained in four essential areas: understanding basic theory, which includes the detailed name and stage name of the module along with its electronic specifications; managing raw materials by overseeing the communication process for detecting material defects; and assessing material failures through established pass/fail levels.
Electric welding: production and assembly process, the communication process between assembly and related stages, types of cutting machines, uses, assembly methods, methods of cutting raw materials.
IE: Simple analysis of phase, measure time.
To minimize training waste, it's essential to evaluate training outcomes after each course Establishing clear standards for training effectiveness prior to the program is crucial Participants' performance should be assessed both during and after the training, with a comparison of results before and after the program This analysis will help determine if the training objectives were met and enhance the effectiveness of future training initiatives.
The author surveyed training at the Company, and the results were as follows:
Item-Total | Multiple Item Correlation | Correlation Deleted
|_| Training Cronbach’s Alpha Based on Standardized Items = 0.921
The overall Cronbach's Alpha if Item Deleted index is 0.921, indicating high reliability and internal consistency of the survey questions, as all demand factor indices are lower than the general index With a value exceeding 0.6, the results confirm that no questions should be removed Further details are provided in the statistics table, which outlines the mean value and standard deviation.
Table 2.8 Comments on the training work at the Company
1 Are you participating in necessary 3.27 400 0.93 training courses for your job?
2 cử you provided with adequate 324 400 0.922 materials to develop working skills?
3 Is the company's training effective at 2.86 400 0.976 work?
The average score indicates that employees recognize the significance of training; however, the current training program, instructors, and outcomes have fallen short of expectations, highlighting a critical limitation To improve in the future, the company must address these shortcomings The standard deviation of approximately 01 further confirms the survey's strong statistical representation The primary factor contributing to the inadequate performance of human resource training at the company in recent times is identified.
The contents of the training courses are not close to reality, wasting time in vain, and there is quite a gap between theory and practice.
It is unclear about the needs of training, the leaders' roles and responsibilities, and how to develop training plans and development.
Post-training assessments often fall short, focusing solely on immediate job requirements rather than long-term development This lack of specific evaluation hinders the ability to measure training effectiveness, ultimately rendering the training programs ineffective.
Current status of human resource mainf†enance .- ô+ssô+s++x++ 46
Employees often resign for various reasons, many of which may not reflect the true underlying issues A significant factor contributing to employee turnover is the lack of career development opportunities To retain valuable employees, it is essential for managers to integrate HR strategies that promote personal growth Implementing a labor performance assessment can provide employees with crucial feedback on their performance relative to established standards and peers, helping them identify weaknesses and correct mistakes This assessment also serves as a foundation for forecasting future human resource needs and planning effective training and development programs.
To evaluate the employee's job performance capacity, the Company applies a coordinated approach between the transcript system and its job performance.
The scorecard system is designed to assess employee diligence and adherence to company rules and regulations Employees earn 5 points for each day they arrive on time and comply with company policies, while points are deducted for absences—5 points for a day off, 100 points for disciplinary actions, 20 points for unexcused absences, and 10 points for sick leave Each month, the HR department will provide detailed transcripts to departments to help monitor employee performance and encourage timely adjustments.
Performance evaluations will be conducted by direct management, focusing on employees' work attitudes, responsibilities, and actual results At year-end, the HR department will merge the HR scoreboard with departmental performance evaluations to create a comprehensive performance assessment This evaluation will serve as a foundation for salary increase considerations and employee rewards within the company.
Table 2 9 Employee assessment results from 2016 — 2019
_ Labor type B 891 60.53 783 59.09 964 60.82 1,049 58.28 _ Labor type B-_ 151 10.26 183 13.81 179 11.29 234 13.00 _ Labor type C _ 0 0 4 0.30 15 0.95 16 0.89 _ Labor type D_ 194 13.18 86 6.49 98 6.18 63 3.50 Total 1,472 100 1325 100 1,585 100 1,800 100
Type A employees excel with over 100% operational productivity, significantly enhancing efficiency and reducing costs B+ workers possess strong skills, while B workers demonstrate fair performance B- workers are considered average, and C workers are categorized as weak Additionally, Type D workers, often seasonal employees, are not rated within this performance classification system.
To foster a motivated and productive workforce, companies should implement policies that enhance employee engagement and enthusiasm By promoting a fair work environment, organizations can inspire their employees to work diligently and achieve optimal results.
2.2.4.2 Salary, bonus and remuneration policy a Salary Remuneration is always one of the most challenging issues for managers in all businesses Businesses often have different goals and perspectives when setting up the payment system However, in general, businesses navigate towards the four most basic goals, which are: Attracting good employees to maintain good employees, stimulation - employee motivation, to respond to legal requirements. Salary is also a factor stimulating employees; making reasonable wages makes employees excited to work more actively to increase productivity, work efficiency, and create more will and loyal labor.
The company's salary fund is designed to ensure that labor productivity growth outpaces wage increases, thereby enhancing overall production and business efficiency.
The company's salary increase policy is determined by the production and business situation, along with the established principles for salary considerations Each year, salary increases are evaluated based on employee performance assessments and tailored to different labor categories.
The salary calculation method for employees begins with the salary level specified in their labor contract, which must meet or exceed the government-mandated minimum for simple jobs in companies with 100% foreign investment For production workers, the company employs a structured pay scale, with wages determined by individual job roles, capabilities, and experience Each month, salaries are calculated based on timesheets, ensuring a consistent approach for all employees.
Monthly salary = Basic salary — (Basic salary/Normal working days in the month x Total days off in the month)
Necessary deductions from the basic salary total 10.5%, which includes 8% for social insurance, 1.5% for health insurance, and 1% for unemployment insurance For overtime on standard working days, the calculation for overtime pay is determined by dividing the basic salary by the number of normal working days, then dividing that result by 8, and finally multiplying by the total number of overtime hours worked in a month, with an additional factor of 1.5.
Overtime on weekends Overtime pay (Basic salary/ Number of normal working days /8 x Total overtime hours in the month x 2.0)
Overtime on holidays Overtime pay (Basic salary/ Number of normal working days /8 x Total overtime hours in the month x 3.0)
The petrol allowance is applicable to all employees who have officially signed a contract with the company, and it will be calculated based on a percentage of the actual working days each employee has completed during the month.
The attendance allowance is applicable to all employees with formal contracts, and it is calculated based on the percentage of actual working days they complete within a month.
Position allowance is designated for employees assigned to specific roles within the Company The allowance rate varies based on the employee's position and is calculated as a percentage of the actual working days completed in the month.
In addition to standard compensation, employees receive various allowances, including subsistence and hazardous allowances To further motivate and encourage staff, the company allocates a reward fund each year to recognize outstanding performance and promote a positive work environment.
Reward principle The Company considered the bonus on the principle of publicity, accuracy and promptness commensurate with its achievements.
At the end of the working year, the company will evaluate employee performance and determine bonuses based on the results of production activities, ensuring that all employees are recognized for their contributions.
Advantages of human resource management activities
The rapidly increasing population density in Vinh Phuc and its neighboring provinces presents a significant opportunity for the Company to attract and develop a skilled and qualified workforce.
The company has modern technical facilities, which is a favorable factor in recruiting human resources candidates.
The recruitment of human resources at the Company is strictly implemented. The initial training program, intensive training, is done according to a specific process, making candidates’ assessment easy.
The Company owns a young and energetic workforce with more than 80% of the employees under the age of 30, a workforce of healthy age and a high ability to contribute.
The degree of employee's engagement to the Company is high Employees have a working spirit and work effectively.
The company has consistently undertaken salary adjustments and established welfare and reward policies for its employees While these initiatives have not fully addressed all employee needs, there is a commitment to enhancing these policies for future improvement.
There was a step of job analysis by setting up job descriptions for each job title.
The Company is committed to continuous training and development, having established a dedicated training department within its human resource management structure and allocated a significant budget to support various training initiatives.
The Company has refined its recruitment process and human resource training, focusing on internal recruitment to reduce costs and efficiently meet staffing needs This approach fosters a vibrant work environment and enhances employee loyalty to the Company.
Recruiting internal workers from seasonal labor sources can significantly reduce training time, as these employees are already familiar with the tasks at hand This familiarity allows them to quickly adapt and align with the production schedule, enhancing overall efficiency in departments that require immediate staffing solutions.
Method of evaluating scientific work results: Applying a coordinated method between the transcript system and the employee's job performance to evaluate the results of work performance
Focusing on employees' quality of life is essential, as it involves implementing effective social welfare and healthcare programs Adhering to state regulations and policies is crucial for ensuring a supportive work environment and promoting employee well-being.
The Company fosters a comfortable and enjoyable working atmosphere, complemented by a distinctive uniform, which encourages employees to fully utilize their abilities These key advantages create a strong foundation for the stability and growth of the Company's human resources both now and in the future.
Disadvantages of human resource ManageMenNt ôô++sô++ 57
In addition to the achievements in human resource management, the Company still has many limitations and shortcomings that need to be overcome, in which:
Effective human resource planning is crucial for aligning annual demand with development strategies However, many companies face challenges due to a lack of real-time adjustments, leading to a reactive approach in recruitment and training This often results in a workforce that does not fully meet organizational needs, highlighting the importance of proactive human resource management.
57 has not had a human resource planning process, making the overall human resource planning work of the Company passive.
Recruitment faces several challenges, particularly influenced by human resource planning, which complicates the hiring process for unskilled workers when supply fails to meet demand This inefficiency often results in the selection of low-quality candidates who require extensive retraining, thereby increasing personnel training costs Additionally, relying on internal recruitment limits the pool of skilled applicants, reducing competition and the company's ability to select the best candidates The low recruitment standards for unskilled positions can lead to training difficulties, as new hires may quickly lose interest and leave To effectively address recruitment needs, companies must consider hiring and training more candidates than necessary, which can be time-consuming and costly Furthermore, internal promotions may foster rigidity, as promoted employees may be resistant to change and lack the innovative perspectives that new hires can bring This reliance on internal candidates can also result in a management culture that may hinder the implementation of effective management models.
The company faces challenges in human resource training and development, particularly due to the low cultural level of employees in leadership roles This indicates a lack of effective strategies for attracting and training highly qualified personnel Additionally, the training programs do not align with real-world needs, and there is an absence of clearly defined training requirements and leadership responsibilities in developing training plans Furthermore, post-training assessments are inadequate, leading to a focus solely on immediate training needs without addressing long-term growth.
The immediate focus of training programs often neglects long-term effectiveness, leading to inadequate assessments of their impact In organizations with a high percentage of young female workers, the challenges are compounded by physical limitations and maternity leave, which can last up to six months This extended absence significantly affects productivity and necessitates job reorganization, underscoring the need for more effective training strategies that consider these factors.
The company's coaching staff lacks the necessary training to enhance their qualifications and professional skills, making it difficult to attract trainees in the long term Additionally, there has been insufficient focus on developing the inheritance management team through targeted training programs.
The Company's current salary and bonus policy has notable limitations, failing to motivate employees and attract skilled workers with high technical expertise This issue hampers the effectiveness of human resource management and requires urgent improvement Additionally, the lack of incentives for employees pursuing further education and professional development makes it difficult to retain talent, as many opt to leave for better opportunities after completing their studies.
The company's working environment is currently under scrutiny from management, but significant limitations remain Communication between different levels of the organization is limited, with minimal feedback flowing from employees to management There is a lack of attention from management towards employees, particularly evident in the Board of Directors' infrequent interactions with staff, which fails to foster a strong connection, especially with production workers.
Cause of the SHOrtCOMINGS - 5 + 11911351 E3 ESEEEseerkrrekre 60
The absence of targeted policies to attract talent has resulted in a significant shortage of labor resources, with no timely solutions in place Additionally, the planning and execution of training programs lack clear objectives, hindering their effectiveness Furthermore, the company's salary and bonus structures fail to motivate employees, highlighting the need for a more equitable remuneration policy to enhance workforce engagement and retention.
The approach to training future managers lacks sufficient emphasis, as many units prioritize immediate training needs over long-term human resource development This oversight can hinder the growth of effective leadership within organizations.