PHÁT TRIỂN NGUỒN NHÂN lực NGHIÊN cứu TÌNH HUỐNG CÔNG TY cổ PHẦN tư vấn và THIẾT kế KIẾN TRÚC VIỆT NAMe

LIST OF DIAGRAMS AND MODELS Diagram 1.1: The principles of human resource development model Diagram 1.3: Training Needs Analysis Diagram 1.4: Analysis of work results of the employee Di

PHÁT TRI N NGU N NHÂN L C: NGHIÊN C U TÌNH ỂN NGUỒN NHÂN LỰC: NGHIÊN CỨU TÌNH ỒN NHÂN LỰC: NGHIÊN CỨU TÌNH ỰC: NGHIÊN CỨU TÌNH ỨU TÌNH

HU NG CÔNG TY C PH N T V N VÀ THI T K ỐNG CÔNG TY CỔ PHẦN TƯ VẤN VÀ THIẾT KẾ Ổ PHẦN TƯ VẤN VÀ THIẾT KẾ ẦN TƯ VẤN VÀ THIẾT KẾ Ư VẤN VÀ THIẾT KẾ ẤN VÀ THIẾT KẾ ẾT KẾ ẾT KẾ

KI N TRÚC VI T NAM ẾT KẾ ỆT NAM

HUMAN RESOURCE DEVELOPMENT: CASE STUDY OF

VIETNAM ARCHITECTURAL DESIGN &

CONSULTANCY JOINT STOCK COMPANY

TABLE OF CONTENTS

COMMITMENT………I

TABLE OF CONTENTS……… …II

LIST OF ABBREVIATIONS ……… III

LIST OF TABLES ……… VI

1.2.2 The Target of human resource development

1.2.3 Significance of human resources development

1.3 HUMAN RESOURCE DEVELOPMENT CONTENT IN ENTERPRISE

1.3.1 The forms of Human Resource Training and Development

1.3.1.1 The forms of Human Resource Training

1.3.1.2 The forms of Human Resource Development

1.3.2 Human Resource, Development, Training and Management

1.3.2.1 Analyzing, assessing training and development needs

1.3.2.2 Scheduling human resource training and development

1.3.2.3 Organizing and implementing a HR Training and development plans1.3.2.4 Evaluating human resource training and development Performance.1.3.3 Responsibility for career development for employees

1.3.3.1 Responsibility of enterprise in career development for employees 1.3.3.2 Responsibility of employees in career development.

1.3.4 Maintaining human resources

1.3.4.1 Motivating the employees

1.4 FACTORS AFFECTING THE HUMAN RESOURCES DEVELOPMENT

1.4.1 The internal factors affecting enterprise human resource development

1.4.2 The external factors affecting enterprise human resource development

CHAPTER II

ANALYSIS OF THE CURRENT SITUATION IN HUMAN RESOURCES

DEVELOPMENT AT VIETNAM ARCHITECTURAL DESIGN & CONSULTANCY JOINT STOCK COMPANY

2.1 OVERVIEW OF VIETNAM ARCHITECTURAL DESIGN & CONSULTANCY JOINTSTOCK COMPANY

2.1.1 Business results of the DAC Company

2.2 THE REAL SITUATION IN HUMAN RESOURCES DEVELOPMENT AT VIETNAMARCHITECTURAL DESIGN & CONSULTANCY JOINT STOCK COMPANY

2.2.1 Activities of the human resources management department

2.2.2 Professional and technical qualifications of employees

2.2.3 The training work at DAC Company

2.2.4.Evaluate achievements and shortcomings in the management of human resources

2.3 ANALYSIS OF HUMAN RESOURCES MANAGEMENT & DEVELOPMENTSITUATION AT DAC COMPANY

2.3.1 Effect of recruitment mechanism

2.3.2 Effect of labor coordination policy of the company to work performance

2.3.3 Corporate culture affects the human resource development environment

2.3.4 Effect of salary policy

2.3.5 Factors affect the human resources development at the DAC

2.3.6 Perceptions of human resource development are not timely

2.3.7 Planning staff has not implemented well.

2.3.8 Not yet developed strategies of training for professional workers

2.3.9 Evaluation of the existing workforce of the company

CHAPTER III

SOLUTIONS FOR HUMAN RESOURCES DEVELOPMENT OF VIETNAMARCHITECTURAL DESIGN & CONSULTANCY JOINT STOCK COMPANY

3.1 BASIS OF SOLUTIONS DETERMINATION

3.1.1 The development orientation of the Company

3.1.2 The human resource development orientation

3.2.SOLUTIONS FOR HUMAN RESOURCES DEVELOPMENT IN THE COMINGYEARS

3.2.1 Objectives and Business production tasks of the Company during the period 2015-2018

3.2.2 Solutions in order to improve the sustainable human resources development at theDAC Company

3.2.2.1 Solutions to human resource planning

3.2.2.2 Solutions to recruitment

3.2.2.3 Solutions to talent attracting and retaining

3.2.2.4 Solutions to the training and development

3.2.2.5 Building corporate culture

3.2.2.6 Solutions to salary policy

3.2.2.7 Building and applying human resources management software in thecompany

3.3 SUMMARY OF PROPOSED SOLUTIONS FOR SUSTAINABLE HUMANRESOURCE DEVELOPMENT COMPLETION IN DAC COMPANY

CONCLUSION ……….REFERENCES ………… ……… APPENDIX ………

LIST OF ABBREVIATIONS

ASEAN Association of South East Asian Nations

WTO World Trade Organization

ĐHKTQD National Economic University

DAC Vietnam Architectural design & Consultancy Joint Stock Company

LIST OF TABLE

Table 1.2: Comparison between training and development

Table 1.5: Record samples of analysis result about job analysis method using tasksTable 1.6: Factors affect job and learning performance outcomes

Table 1.8: The classification of thinking levels

Table 1.9: Four levels of training effectiveness evaluation

Table 1.11: Factors affect the human resources development in the enterprise

Table 2.1: Human quality statistics table

Table 2.2: Financial situation in recent 3 years

LIST OF DIAGRAMS AND MODELS

Diagram 1.1: The principles of human resource development model

Diagram 1.3: Training Needs Analysis

Diagram 1.4: Analysis of work results of the employee

Diagram 1.7: The course and learning objectives

Model 1.10 Maslow's theory of needs

Diagram 2.3 Control process of recruitment, training and appointment

In the necessary resources to create the social and economic development of thecountry in general and enterprises in particular, the human resources are the coreresources to create material value for the organization, creating competitive positionand having the most decisions to resources In recently, human is considered a "specialresource" a major force in the economic development Therefore, the human resourcesdevelopment becomes the most important issue, occupies a central location in theresources development system Besides building a strategy for your own enterprise, theenterprise should have an adequate human resources development strategy becausehuman resource is a vital element and can turn into reality In recent years, Vietnamhas joined many regional economic & trade associations, particularly World TradeOrganization (WTO) in 2006 has created many opportunities for Vietnameseenterprises to expand the market and learn international business experiences In theprocess of economic integration, Vietnam enterprises in general and especially design

& consultancy in particular are facing a big challenge that is what to do to maintain anddevelop human resources to be survived and developed in an increasingly competitiveenvironment The greatest asset of the consulting companies in general and design &consultancy companies in particular is human; it can be said that "human is 90% assets

of the company", therefore, problem of "brain drain in the design & consultingcompanies” is considered as complex phenomenon How do not professionals,engineers, architects who after being trained by the company transfer to othercompanies especially foreign companies with representative office in Viet Nam?Problem is that how each worker or employee wishes to dedicate and empathy andsharing difficulties with the company; besides its role in creating the best conditions forstaff to dedicate The issue of human resource development in design & consulting hasits own characteristics, what difficulties and how to develop human resources in the

process of economic integration are questions without satisfactory explanation.Therefore, the research on this issue is objective necessary.

Intensive research on human resource development in design & consultingenterprises will help design & consultancy enterprises better understand theirdifficulties in the human resources development The results of this study will helpVietnam Architectural Design & Consultancy Joint Stock Company to draw lessons forits human resources development in particular and thereby contribute to thedevelopment of Construction Consultant enterprises in general Vietnam ArchitecturalDesign & Consultancy Joint Stock Company is a company that professionally operates

in the field of design & consultancy for industrial and civil construction works Withthe hope to contribute to the growth, increasing its capacity through human factors andwith the consent of the company’s Board of Director, I chose the topic "HumanResource Development: Case Study of Vietnam Architectural Design & ConsultancyJoint Stock Company as my thesis

The thesis has the following research objectives:

- Generalizing and developing of theories of human resource development

- Applying these theories to the practices analysis and assessment to understand thestrengths and shortcoming in human resource development at Vietnam ArchitecturalDesign & Consultancy Joint Stock Company

- Recommending perspectives and solutions to improve human resources development

at Vietnam Architectural Design & Consultancy Joint Stock Company

The thesis has used the common research method of economic science such asdialectical materialism and historical materialism methods, descriptive statisticalmethods, synthesis comparative analysis In addition, the thesis also conducts surveysand interviews to analyze and evaluate the state of human resource development atVietnam Architectural Design & Consultancy Joint Stock Company Collected

information and data are based on document record system of the company, a directinvestigation, and consult from experts and experienced people

Structure of the thesis:

- Chapter I Rationale of the human resources development in the enterprise: Theauthor does research and develops theories on human resource development, in whichrefers to the concept of human resource development, the basic content of humanresource development in the enterprise In addition, the author also studies the basicfactors affecting the development of human resources in the enterprise

- Chapter II Real situation analysis of human resources development at VietnamArchitectural Design & Consultancy Joint Stock Company: The author has outlined thesituation of business development and analyzed characteristics affecting the humanresource development, internal and external factors of the enterprise affecting thehuman resources development The thesis has studied in depth the human resourcedevelopment real situation in the enterprise and find out the advantages andshortcomings of these issues in the enterprise

- Chapter III Solutions to human resource development at Vietnam ArchitecturalDesign & Consultancy Joint Stock Company: The author has offered solutions forenterprise in order to improve the human resources development in a sustainablemanner

Manpower is understood as all the physical ability and the mentality of thepeople which are applied in the production process Manpower of an enterpriseincludes all employees working in enterprises

Human resources are resources of human, those resources that are considered attwo aspects First of all, the meaning of the source, human resources lie within thehuman body, which is the basic difference between human resources and otherresources Secondly, the Human resources are overall of resources of each individual

In the report of the UN, assessing the impact of globalization on human resources hasintroduced the concept of human resources that are skill qualifications, knowledge andpractical competence along with the capability existed as potential

According to Beng, Fischer and Dornhusch, different with other physicalresources, human resources are understood as whole qualifications which areaccumulated in social cognitive processes and contact with reality

In our country, the concept of human capital is widely used in the sense thathuman capital represents a rethinking of the role of human factors in the developmentprocess This is evidenced in the research work of human resources According toProfessor Pham Minh Hac “Human resources should be understood as population,wisdom, power, and moral qualities of workers It is the overall available human

resources and potential to participate socioeconomic development of a country or acertain local” Others consider human resources as a source of capital, Human capital is

a set of abilities from education, knowledge, skills, experience, health, ability topromote that makes people have the ability to participate in and contribute to thedevelopment of community

Although there are different views depending on the angle of research approach,but most generalizations, human resources can be understood as a category refers to theunderlying strength of the people, the mobilization ability to participate in theproduction process to create material and spiritual wealth for society in the present and

in the future Or human resources are the sum of human potential including: Physicalforce, mental power and personality of human beings to meet the requirements of aneconomic - social structure With the above concepts, human resources include 3 basicfactors: The quantity, quality, structure

Human resources in an organization are motivation for the development of theorganization, otherwise human resources is also the main objective of the organizationdevelopment

1.2 HUMAN RESOURCES DEVELOPMENT

1.2.1 Concepts

According to UNESCO, and some economists, using the concept of humanresource development in the narrower sense is the labor skills development and meetsthe work needs According to the UN, the human resource development includeseducation, vocational training and use of human potential to promote socio-economicdevelopment, enhance quality of life

According to Christian Batal, the human resources development is development

in capacity and engine, this power is a new concept, replacing the concept of

"professional skill"

According to Harbison and Myer, the human resource development is theprocess of improving knowledge, skills and abilities of everyone in society.

According to researchers in our country, the concept of human resourcedevelopment is as follows:

According to Pr Pham Minh Hac “Human resources development is understood

as increasing human values on the moral, intellectual, skills, soul, strength causepeople to become employees with capacity and quality to meet the tremendousrequirements of the social and economic development, the industrialization andmodernization of the country

According to Assoc Dr Tran Xuan Cau and Assoc Dr Mai Quoc Chanh, thedevelopment of human resources is increasing process in the number of humanresources and improving quality in terms of human resources, creating more reasonablehuman resource structure All three aspects: quantity, quality and structure in thedevelopment of human resources are tied to each other, in which the most importantfactor is human resources quality that should be enhanced

With a view, consider “human as capital - human capital” that: “Humanresources development is the investment activities to create human resources with thequantity and quality meet the needs of economic- socio development of the country,and to ensure the development of each individual”

According to the textbook Human Resource Management, University ofNational Economics, (2004): "Human Resource Development” (broad meaning) is theoverall of organizational study activities, is conducted in the certain period to make acareer behavior change of employees”; This concept has not emphasized the ultimategoal of human resource development that is organizational development, employeepersonal development

Concept of Henry J Sredl & Willam J Rothwell in the book: Guidelines ofUnited States Training and Development Association on the role of professional

training and capacity (1997): “Human Resource Development addressed to theorganizational learning experience sponsored by employers It is designed andimplemented with the aim of improving the performance of work and improve thehuman condition through assuring combination of organizational goals and individualgoals”.

- Designing and implementing activities of human resource development with the goal

of improving the performance of work

- Improve the human condition

- Ensure combination of organizational goals and individual goals

According to the concept of human resources development principle book, Jerry

W Gilley is the author and colleagues in 2002: "Human Resource Development is theprocess of promoting organizational learning, improve results job performance, andcreate change through implementing measures (formal and informal), initiatives andmanagement activities aimed at improving management capacity, performanceorganization, competitiveness and innovation” “Human resources refer to peopleemployed by an organization Measurement of human values is often difficult because

of a lack of traditional measurement standards, unlike fixed assets and assets can beconverted into cash A useful metric for leaders, managers of organizations todetermine the importance of human resources is the cost to replace the value of labor,such as the cost of recruiting, hiring, reallocation of labor and productivity losses,training and employee orientation Other useful measures are knowledge, abilities,skills and attitudes of the members of the organization These intangibles are valuable

So a well educated, with good skills and knowledge will be valuable to theorganization rather than people who do not have these values These values haveproven themselves in increasing productivity and efficiency as well as workers'attitudes to work and the company” Development: to explain this term, it is necessary

to answer 2 questions: 1) what is human development? And 2) what kind ofdevelopment actually takes place in an organization? Human development is enhancing

of the knowledge, skills, and abilities for the purpose of increasing the performance of

an organization This reflects the emphasis on individual (personal development) aswell as the commitment to the advancement of human occupation in the organization(occupation development), followed by the development of people in organizationswill lead to enhance of job performance results and make the benefits of the company -the organization's efficiency increases, greater competitiveness and greater profits(performance results management) Finally, the development states the continuousdevelopment of the organizational culture through measures aimed at changing theorganization's mission, strategy, structure, policies and procedures, work environment,practice management and leadership (organizational development) This representsfour elements of human resource development in the model Thus, the concept of Jerryhas emphasized on official and unofficial solutions in human resources operations anddevelopment and more emphasis on management organization solutions On the otherhand, the interpretation of the concept also refers to the commitment to professionaldevelopment of people in organizations Model of human resource development indiagram 1.1 shows the relationship of the four factors.

Short term result

Individual development

Performance management

Long term result

development

Diagram 1.1: The principles of the human resource development model

(Source: According to Jerry W Gilley at all 2002.)

HR Development, Roles and reality

Summary, human resource development is the process of promotingorganizational learning to improve job performance results and create change throughthe implementation of training solutions, developments, initiatives and managementmeasures for the purpose of organizational development and personal development

Organizational Development: Any enterprise wants to survive and develop The

ultimate goal of human resource development is to help organizations with highqualified human resource to implement the development goals of the organization.Enterprises need to develop clear mission, vision and strategy to enhance itscompetitiveness

Personal Development: Personal Development is broader than equipping

knowledge or skill development; it includes both growth and personal developmentthat they can apply to the current job The goal of personal development is to developthe knowledge, skills, and abilities and thereby change behavior consistent with currentjob and meet the immediate needs of the organization as well as individual needs.Thus, human resources development will contribute to change the quality of humanresources in terms of mentality In many cases, in order to improve the quantity andquality of human resources, enterprise needs to hire more people In terms of thephysic of employee, there are many effect factors such as salaries, welfare regimes, andsports activities of the employee themselves, and it is not on the research objectives ofthe thesis

1.2.2 The goal of human resource development

The objective is to make maximum use of human resources Training andretraining is a learning process aims to improve the skills of staff to the immediate orcurrent job The purpose of the training is to prepare staff to keep up with the changingstructure of the organization change and development in the future

Organizational Development or referred to as OD (organization development) is

a system & synthetic measure with plan to improve the efficiency of the enterprise, it

was built to solve the problems hindering the performance in future of all levels Theseproblems may be a lack of cooperation and lack of excessive decentralization orcontact.

Time before it did not pay much attention on labor quality, appointment is due

to relationship and allocation target of the state leading to inefficiency of employee Onthe other hand the training, retraining and development of staff in those enterpriseswere not been conducted But today with the demands of the market mechanism aswell as the business objectives of the enterprise, this work is an urgent task for anyenterprise In an era where science, technology develop rapidly, an enterprise wants toachieve, a country wants growth must create a human resources with professional skillsand qualifications adequate training so as to guide the development organization and isthe key to success

The ultimate goal of training, retraining and development of human resources is

to achieve the highest efficiency in the organization, so development and training ofhuman resources is closely related to the development of the organization’s objectives

Improving organizational performance through indicators such as innovation ofprofitability, capital turnover, and capturing market

Increasing adaptation of the organization to all circumstances, including theself-consciousness of every member in the organization, dealing with any problemsand find creative and suitable solutions to deal with the difficulties efficiently Thefundamental objective of human resources development and training in an enterprise

Develop and implement a plan for human resources development of the wholeenterprise by development and training operation, analyze and assess the training needs

of all employees at all levels

Prepare expert in management, control and evaluate the development andtraining programs

Develop a career plan and a development plan in a certain period, in accordancewith the Company's potential arranged in order of primary vocation.

Research on human resource; prepare data on the labor structure and relatedfields Create facilitate internal communication between management division andemployees, contrast information related to division, employee’s motivation

Human resource development is completion, labor and innovative capacityimprovement of human resources capacity in the enterprise in the current job and adapt

to enterprise growth in the future

For enterprises, human resource development is to meet the common goalperformance requirements of the organization Human resource development is tomaximize the efficiency of available human resources to develop the organization

1.2.3 Significance of human resources development

- As the way to help enterprise to improve productivity, quality and efficiency of work

- Improving terms of physical, mental and moral qualities and employees

- Improving knowledge, professional qualifications, skills development, improvingawareness to meet the requirements of current and future work of the organization

- Helping enterprises’ leaders to have a new look in creating staff with managementability, with professional knowledge; professional ethics fulfill the businessobjectives of the company

- As a strategic solutions create competitive advantage in business activities ofenterprises in the market

1.3 CONTENT OF HUMAN RESOURCE DEVELOPMENT IN THE ENTERPRISE

1.3.1 The forms of human resource training and development.

Between training and development linked closely together and both focus on thepresent and future needs of the individual and the company But between training anddevelopment have differences; Table 1.2 below highlighted the differences

Table 1.2: Comparison between training and development

The form of human resource training and development, there are many differentclassifications Some documents do not distinguish training and development forms ofhuman resources and lists the forms of training and human resource development ingeneral as human resource management curriculum of the NEU In fact, it is difficult todistinguish forms of training and development, as well as training measures to improvethe quality of human resources The following section shows how to classify the forms

of human resource training and development

1.3.1.1 Forms of human resources training and development

There are many ways of classifying of human resources training forms It can beclassified according to the attachment or detachment in training: training forms of workand outside of work; or can be classified according to the traditional and online trainingforms - with the use of technology in training Also classify according to teacher’straining method and involvement of students, such as presentation method throughlectures, audiovisual techniques, simulation games, situations, role playing, andflexible discussions card and group discussion The following is a classification of thetraining methods

a Training in work: As the direct training method at work, in which students will learn

the necessary knowledge and skills to work through the actual work and usually underthe guidance of skilled workers”

This group includes such methods:

- Training in form of job instruction

- Training in form of vocational

- Coaching and guide

When training the future managers, students will work directly with the peoplethat they will replace in the future This person is responsible for instructing studentshow to deal with all matters within the scope of responsibility This helps managers toreduce responsibilities Managers will feel secure when having to go on business,meetings or being promotion; retirement will have a replacement to their position Thismethod is often applied to train senior managers in the company In Vietnam, thetraining method is very popular in the enterprises

b Training outside of the work: “as a training method in which students are separated

from the implementation of real job"

The training methods outside of work include:

- Organize classes beside the enterprise

- Sent to study in regular schools

- The lectures, conferences, seminars

- Remote Training methods

- Online Training

In the above-mentioned forms of training, form of job training is suitable formany enterprises as they are inexpensive However, enterprises can also select anumber of key officials and employees for short-term training to improve managementskills and expertise Enterprises should also encourage employees to participate inonline courses to improve qualification because the internet has become increasinglypopular

1.3.1.2 The forms of human resource development

There are four approaches to human resource development: “Official education,assessment, works experience and personal relationships” Many companies use acombination of above methods in order to develop their human resources

a Official education: “The official education program is employee development

program, including short-term training courses conducted by consultants oruniversities” The programs may include lectures by business experts, business gamesand learning through adventure experiences, through meetings with clients Forms ofdistance learning are more and more popularly applied The MBA program and degreeprogram are paid by large companies for employee development potential in school.They often choose this form of leadership development, management andadministration

b Review: “collection of information and provide feedback to employees about

behavior, how to communicate, or their skills” The assessment is often used to detectpotential employees in management and identify the strengths and weaknesses of thecurrent management The assessment can also be used to detect managers withpotential to be appointed higher management positions

c The work experiences: “the relationships, problems, needs, tasks, and other

characteristics that employees encounter in their work"

Most employees develop through work experience To succeed in their job,employees need to expand their skills Assigning a new job to help them not only touse the skills, experience and existing relationships but also develop the skills,experiences and new relationships

The demands of the job, such as the implementation of new responsibilities,create change, with greater responsibility, perform tasks related to relationships that donot have power, to cope with the difficulties ., help employee to draw moreexperience “There are many different ways that work experience can help developemployees It includes expanding the job, job transfer, appointment, transfer to a lowerposition, and the temporary jobs”

Because of the psychological and tangible rewards of appointment (high valuepreservation on yourself, increased salary and position in the company), the employee

wish to the appointment rather than moving down lower positions However,appointments are often in the developed companies, and less appointment change in thecompany that is going down or change structure Many employees are hard to accept atransfer operation or move to a lower position as development opportunities

d “Personal relationships Employee can also develop their skills and their knowledge

about the company and the customer relationship interactions with more experiencedmembers of the organization Coaching / training instructed and / tutorial are two kinds

of personal relationships is used in employee development”

Through analyzing the training forms and development forms, we can see thatsome forms are used for the purpose of training and development: such as coachingform, form of job rotation Enterprises with smaller characteristic in scale and limitedbudget need to choose the form of human resource suitable, less expensive, and easy tocarry development The following forms are more suitable for enterprises:Implementing employee assessment to detect management potential, performadditional work experience for employees as extending the work, work transfer,appointment, conduct skills development through mentoring and coaching staff

1.3.2 Training management and human resource development

Training management and human resource development includes 4 contents:

Analyzing, assessing development and training needs; planning training anddevelopment; implementing development and training plans and evaluating theeffectiveness of training and development Four operations is successive and formingcycle

1.3.2.1 Analyzing, assessing development and training needs

Assessing development and training needs relate to organizational analysis, jobanalysis and individual analysis

Organizational analysis: Determining the appropriate level of training and

development compared to development strategy of the unit Does the enterprise have

sufficient resources for training and development? Does the manager support fortraining and development?

Job analysis (also called as task analysis, operational analysis): Identify critical tasks

and knowledge, skills, and behaviors that should be emphasized in training toemployees can complete their tasks

Individual analysis (also known as human analysis): Individual analysis of employee

on the ability to perform the job to determine: (1) determine the extent of the poorperformance due to lack of knowledge, skills, abilities, due to lack of motivation or byunreasonable job design; determine the potential for development (2) determine whoneeds training, who can develop, and (3) determine the level of readiness of employeesfor training and development

However, according to P Nick Blanchard, James W Thacker (1999), despiteusing the same above model of training needs assessment, the term of task analysis isreplaced by operational analysis and this term in Vietnam is often used as job analysis.The term human analysis commonly used in Vietnam individual analysis

Training needs analysis is shown in diagram 1.3 below Input Process Output

Diagram 1.3: Training needs analysis

Training needs

Needs outside training

Training objectives

Objectives outside training

Source: P Nick Blanchard, James W Thacker (1999), Effective training: systems, strategies, and practices

When the standards for professional (job analysis) is very different from the results ofthe implementation of employee (individual analysis), then it means that the existinggap in the performance of work In this case need to answer a few questions: whetherdue to the employee lack of knowledge, skills, attitudes, or due to irrationalremuneration, may not comment with the manager directly or due to difficulties ofemployee the detailed information will be considered to assess training needs Thediagram 1.4 below shows the process of the work performance results analysis ofemployees

No

Yes

``

Diagram 1.4: work performance results analysis of employees

Source: Robyn Peterson (1998), Training Needs Assessment

Start

Initial

discovery Realize the difference

about performance

of employee

Define the cause

Define suitable solutions

Design, select necessary training program

Ensure that there is no

difference about

performance of employee

Consider the performance Implement training

program

Need

to train?

Supply necessary organizational, management solutions

Training needs analysis according to the above mentioned method has thefollowing advantages and disadvantages:

- Synthetic analysis associates with the levels of organization

- Consider the mission and strategy of the organization: Provide training priorities.

Enterprises should develop its mission, vision and strategy

- Consider resources and resource allocation: Spent a part of resources (human

resource and funding) for training and development

- Internal environment factors analysis: organizational structure, management,

management systems, human resources consider it as the cause of the problem onthe results of performance

- If training and development is necessary, the influence of these factors to theimplementation of training and development

Job Analysis: Including the consideration of the necessary tasks to perform a

specific task efficiently It requires determining the tasks to be performed, the extent ofwork to be accomplished and the knowledge, skills and attitudes necessary to performthe job Job analysis should also anticipate the difficulties that employee face whenperforming tasks

After analyzing the importance level of the task to work implementation results,

we need to assess the importance of knowledge, skills and attitude to complete work atthe time of hiring employee These are factors that affect the remuneration foremployee

Samples of job analysis in the following table 1.5:

Table 1.5: Sample of tasks analysis result records using job analysis method

Tasks: Detailed tasks Necessary knowledge & skills

Individual Analysis: Determine who do not meet the requirements for the performance

of work and who have the potential to develop

Standard work performance – real work performance = distance on work performance.Review the above diagram 1.4 to see clearly the analysis process of performanceresults Used information sources commonly are: evaluating the performance results(evaluation of direct manager, self-assessment, 360-degree assessment method),compare this evaluation results in term of unity & differences level

Moreover, in textbooks, training and development rote by Raymon A Noe,human analysis (i.e individual analysis) refers to the factors affecting the results ofwork and learning performance as in the following table:

Table 1.6: Factors that affect work and learning performance results

Personal characteristics: Knowledge, skills, abilities and attitudes of employees.

• Ability and skills

• Attitude and motivation Input results: Guiding employees what to do, how and when to perform

• Understanding the things need to complete

• Having the necessary resources (equipment .)

• Support from the requirements of other work

• Opportunity to perform Output results • The criteria for evaluating the performance clearly and consistently

Impact: Encouragement that employees receive to do the job

• The positive impact to job performance

• The negative impact to job performance Feedback: The frequency and type of specific feedback on the work that the

employee must complete.

Source: Figure 3-3 in book “Employee Training and Development” of Raymon A Noe

So, we should analyze the information in the above table, find out whethertraining is the best solution to improve the work results of employees and detectindividuals who have the potential to foster development

Summary, information collection of training needs assessment is divided intothree types of information: organization, work and individual However, whenperforming this analysis, a variety of information is closely related and can be collected

at the same time For example, when interviewing object to analyze the work, we maycollect information about barriers to job performance (i.e organizational analysis) Or

in individual analysis, when considering the information on the work results andcompare the similarities and differences in the degree of work completion, we canidentify the organizational causes affecting performance results as well as the causes ofknowledge, skills, and attitudes

To evaluate the training needs effectively, the important is that the development

of employees is concerned by both individual and the organization This usuallyhappens when the organization: (1) have and perform development evaluationprocedures periodically, (2) allow individuals to provide input to the process (self-assessment), (3) highly evaluate people who spend time developing subordinates and(4) provide training opportunities, necessary coaching for the development of

employees The availability of this procedure is not enough that need to have a positiveperception of their subordinates in the evaluation process and their trust in the trainingthat will be useful for their development

The results of the development and training needs assessment: Evaluation

results not only find out training needs, but also the training outside needs - i.e.,demand for management and organization and find out potential individual fordevelopment

Training and development needs: If training is necessary, it needs to develop

clearly knowledge, skills and attitudes, need to train and build a clear training goal

Needs outside training: the changing needs of organization and management.

Through analyzing the organization and operation can detect: inconsistent reward anddiscipline regime, provide feedback or difficult in management system shown in aboveFigure 3

Enterprise should focus on the initiative development and training needsevaluation, limiting the assessment of passive development and training needs

Initiative development and training needs assessment:

Initiative development and training needs evaluation emphasizes the humanresource requirements in the future

There are two ways of human resource planning: (1) prepare employees for

appointment / transfer to other work, (2) prepare employees for changes in their currentcareer Since then identify training needs and develop and plan training anddevelopment

For the way (1), the organization should plan subordinates, discover thepotential individuals to develop and plan to train in order to help them get skills asrequired by the job

For the way (2), when assessing organizational development and training needs,need to detect changes that may take place in the present work based on the strategic

objectives Once you have identified these changes, the next is to identify whichknowledge, skills and new attitudes will need for the job These results will becompared with the knowledge, skills, and current attitudes of employees to identifygaps and plan the training

Passive development and training needs assessment:

Passive development and training needs assessment will begin with weaknessesresults of current work or lack of personnel to management positions The first thing isawareness of the gap between the standard of work results should be completed and thedegree of completion of the actual work After you have discovered the problem weneed to determine whether it is necessary to solve the problem and consider the fund

On the other hand, the development is only realized when the lack of personnel tomanagement positions when employers do not meet (Enterprises with limited salaryrate, the recruiting of high qualified employee with management skills is difficult toimplement, so the training potential employees is necessary)

In the Passive development and training needs assessment, we still evaluate the

3 following levels: organization, work and individual but would focus on: (1) in adepartment, (2) in those with poor work results (and their colleagues, theirsubordinates) and (3) the difference in the implementation results and specific issues ofwork

1.3.2.2 Development and training human resource planning

From training and development needs that have been found in the previousstep, we need to analyze and organize the training and development needs according topriorities linked to the organization's needs in planning training and development Atraining and development plan will consist of contents: training objectives, trainingobjects, the specific training program, planed schedule, cost and resources needed tomake sure that the plan is implemented When planning training and developmentneeds to outline training results orientation and gain the commitment of those involved

in implementing training and development plans later There are three levels ofdevelopment and training planning as follows:

• General development and training planning: is used by the decision makers Ageneral development and training plan usually consists of contents: course name,course number, the general description of the course or the main content, the expectedtime and training location and funding; In addition, this plan can refer to the methods

of organization and management (non-training solutions) to improve the work results

in general

• Action/carry out plan mainly used by people who planning training anddevelopment These plans are described in the schedule chart over time andresponsibilities for different courses and measures in specific organization andmanagement It may include a description of the study sections (modules)

• Schedule training course is often used by the organizers and lecturers because

it concretize the planning and implementation of the necessary work for each courseand is usually attached by a description for each course

Content and complexity of the training and development plans will varyaccording to the size of each organization and having department which is responsiblefor implementing management plan and effective human resources development Forenterprises, they should develop a simple training and development plan:

• The simple training plans may only include very little training courses andemployee objects In this case, we can combine the above three plans into one simpleplan Thus, training plan will include an action plan in form of horizontal bar chart and

a training course plan in the form of description about the course

There are many ways to make a plan Each organization may have its own way

of expression Demonstrate detailed training plan in the form of tables / charts makeseasier in management and monitoring implementation process In general, eachtraining and development plan should contain answers to the questions: What training,

To set up a training plan should clearly define course objectives:

The goal of course is what we intend to achieve in improving or changing theresults of the work of trainees after participating the course

Learning objectives are the ones that we intend to obtain a certain level in terms

of knowledge, skills, and attitudes after the end of a course or section in other wordsare the key competencies this study intends to develop

Diagram 1.7: The course and learning objectives

Source: Training materials on human resource development, Danida 2005.

To determine the learning objectives we can refer to the progressive level oflearning “the different levels of thinking” as Bloom's classification in the below table

Table 1.8: The thinking level classification

Course content

Learning objective

Course objectives

Performance

High level 6 Evaluation The ability to evaluate the value of materials and methods

in a particular situation, on the basis of the availablecriteria or build by itself Examples include the level ofaccuracy assessment ability of the information on thebasis of available evidence and extrapolation comparisonability

5 Synthesis The ability to organize ideas and information to form a

context such as to build a report or a plan

4 Analysis The ability to dissect information and show relationships

between parts of information that has been peeled off For example: The ability to distinguish facts from opinions, sorting and combining ideas by appropriate relationships

3 Application The ability to apply general principles and abstract ideas

into a specific situation

2 Comprehension Understanding of facts

The lowest level of understandingThe ability to read and understand the documentsLow level 1 Knowledge Recall and recognition

Source: Training materials on human resource development, Danida 2005.

The more complex of the course, the more difficult of building and quantifylearning objective So when building learning objectives, we need to consult fromexperts in the field of required training, the faculty, management staff

When building a training plan, we have to identify training methods, developappropriately depending on training and development objectives, depending onfunding, faculty / instructor and the learner's abilities When choosing the form oftraining and development, it is not necessary that we only select a single form Thecombination of these forms of training and development will bring the highestefficiency; it will accelerate the process of learning and applying new skills ofemployees, resulting in shortening the process of improving employment outcomes anddevelopment of the employees

1.3.2.3 Implementing a human resources training and development plan

a The task of implementing a human resources training and development plan.

After building training and development plan, the implementation of this plan isvery important As analysis, training and development should be based on whatmanagers want their employees to know, to train effectively, it is necessary to haveefforts of both sides, the employee must be determined to improve and the ability towork and the manager must facilitate of time and funding for the employee to improvetheir working ability and must control their knowledge application in the job

Department / person in charge of training needs to coordinate with thefunctional Divisions / departments to choose the right subject to train and develop;inform training calendar and create the necessary conditions for them to participate intraining and development To carry out the training and development in the jobeffectively, the department also must cooperate with departments in the enterprise tofind out the experienced managers and staff and ready to implement training anddevelopment In the case of training courses held outside of work, they need help thedirector to find out organizations, individual providing training services to select themost appropriate training providers and sign the contract Next, it is necessary tocoordinate with lecturers/ instructors in developing curriculum / developing appropriatelearning objectives When the course takes place, we should ensure logisticalconditions in term of classroom, teaching equipment, tables and chairs arranged inaccordance with the method of teaching, and tea break etc

b The basic principles when implementing training and development for adults.

When implementing the training and development methods for employees, alsoknown as adult, the lecturers / trainer need to understand the learning principles ofadult and apply appropriate training methods in the context of small and mediumenterprises

All training and development processes whether takes place at work or outsidethe workplace, are the processes of teaching and learning, so in any form of education,teachers should also note to follow the following basic principles in training

- Specify course benefits: When you start the training process should clearly stateabout course contents to students and show clearly the benefits of the course forimplementing objectives of the enterprise and objectives of the individual Thisstimulates the students have a clear motivation for learning, understand the contents ofthe steps in the process of training and actively involved in the training process

- Course Content: Should divide the training process into sections, suitable for eachclass The program content must logic and amount of information to be providedshould be appropriate to the ability of learners to acquire Content should be linked toreality and demonstrate ability to apply into practical work Try your best to maketraining situations similar to reality

- Use a variety of different information conveying methods (such as talking, drawingdiagrams, watching video, empirical observation, discussion, practice, etc ) will helpstudents interested in learning, quickly remember, long forgotten Need to illustratewith practical experience in the implementation and problem solving (both successesand failures) Create favorable condition for students to practice with many practicalexamples Implement and review is an important method to learn new skills

- The attendance of learners: To achieve good training results, students should beactively involved in the training process Teachers need to give a lot of questions toguide and attract the attention of students Organizing seminars, group discussions,presentations in front of other students, the competition between the groups…are forms

to attract participants with high efficiency

- Reorganization and encouragement: Recognizing the comments, share of studentsand encourage students to speak is very important skill to motivate students to activelyparticipate in class Besides creating competition, healthy competition in the classroom

is also a good way to encourage learning

- Provide feedback: Feedback during training will help participants reduce anxiety,worry and know how to do to improve educational outcomes Provide feedback is alsoconsidered as a part of the training program for the training methods at work

- Repeat: To help students to receive new knowledge, understand the issues in asystematic way and should always encourage students review and reinforce theirknowledge Note issues that are particularly important for students

- Enthusiasm: The teacher should demonstrate the passionate, enthusiastic andinterested in the implementation process of teaching and training to encourage student

to study

1.3.2.4 Performance evaluation of human resource training and development

Like other activities in the enterprise, training and development should also beevaluated to see what are the results and lessons learned for the next time Here are thequestions that training and development implement organizers need to know:

- Do implemented activities achieve the target?

- What does the staff learn from training and development programs?

- What matters in development & training program needs to be improved,supplemented or changed?

- What changes (content, methods, and cost) should be done in the futuretraining & development plan?

On the other hand, the performance evaluation of training and development help toanswer questions that corporate leaders want to know about the benefits of training.Specifically, the:

- What does the staff change in their work?

- These problems about performance result before implementing training anddevelopment can be solved?

- Are costs and efforts spending for the training and development worthy andreasonable?

- What is the final result for enterprises?

The evaluation model has 4 levels of training as the following table 1.9:

Table 1.9: Four levels of evaluation of training effectiveness

Level Issues need to

1 Response How do they like the

course?

Course evaluation form (mark for each criteria)

2 Study What do they learn from?

Test, case study, simulation exercises, interview,

questionnaires

3 Application What do they apply to the

work?

Performance measurement, direct management officer interview

4 Results

Which efficiency do they have when investing to training?

Costs and benefits analysis

Source: Training materials on human resource development, Danida 2005.

• Reaction: The reaction of the participants in training are their feelings ratherthan what they have actually learned

• Learning: The knowledge, attitudes, new behaviors that learners haveunderstood and acquired

• Application: Conduct a survey to collect the opinions of the managers/ directcontrollers to check whether the trained staff can apply what they have learned on thejob

• Results: Commonly expressed in interest on investments, that is, the benefits

of training and development is higher than the paid costs, namely the results ofbusiness production operations of the enterprise such as reducing costs, increasing thequantity and improving the quality

For enterprises, to evaluate the effectiveness of training and development, it isnecessary to pay attention to study regularly level 1 and 2 after each training anddevelopment activity For level 3: Should interview the direct managers to know thelevel of practical application For level 4: Need to determine the cost of training anddevelopment every year, the cost per day - the training and development and overallassessment of the situation to increase quality of products / services

1.3.3 Responsibility for career development for employees.

1.3.3.1 Responsibility of corporate in professional development for staff

In addition to the establishment and implementation of activities for the internalpromotion, enterprise can help their employees in professional development throughprofessional activities programs such as:

- Set up notification system about professional positions: The process of providing

information on career opportunities within the organization that allows the employee toapply as candidates for the career positions

- Develop coaching system: Finding the right person who willing to do the mentoring /

guidance job to help their employees in career development Finding potentialcandidates to develop and build effective mentoring program

- Using mid-level management employee as career consulting experts: career

consulting experts are responsible for: helping staff in analyzing capabilities and theirconcern to find the right solution in order to develop individuals consistent with thedevelopment needs of the organization; Help them in identifying career goals andaction plans as well as encouraging them to implement this plan

- Conducting workshops on career: Employee motivation workshops are responsible

for their profession Participants will be self-definition of career success and therebyestablish appropriate action plans to improve the current career choice and developtheir career

- Human resource planning: The analysis and prediction of environmental changes

and business needs of the organization to make a plan to provide the most suitablehuman resources to implement the business plan of the organization “The humanresources plan is to ensure the quantity and quality of labor (labor force) to carry outthe activities of the enterprise” “The assessment process, identify the needs of humanresources to meet the goals of the organization and build labor plan to meet thoseneeds”

- Provide feedback to staff about job performance capacity, how to find strengths andweaknesses and the potential for their professional development, to help themdetermine the outcome goals to be achieved

- Help employees to make development plan: This plan requires the exchange and

agreement between the manager and the employee, it should be realistic, specific, andcapable of achieving and having a clear time

- Create development cultural: Creating a culture that trust each other in the

organizational including outspoken, listen to understand, make a commitment, respectand honesty The managers and employees work together in improving the capacity ofemployees, career possibilities, aims to better serve customers and ultimately improvethe efficiency of the organization The managers need to ensure that all members of theorganization are understood and carried out the mission and objectives of theorganization

For enterprise, due to its limited conditions, perform the followingresponsibilities: Develop mentoring / instruction program, using management staff asprofessional consulting experts, human resource planning, and providing feedback toemployees, giving employees the opportunity to work independently and createencourages culture of training and development

1.3.3.2 Responsibilities of staff in professional development

- Self-awareness of careers: Employees are responsible for their own career

development They decide whether to stay in the organization, getting the assigned jobsand complete at an acceptable level, and desire in personal development throughlearning and self-study activities

- Career Planning: Workers need to plan career plan consistent with the company's

human resources Career planning is a process of identifying personal goals and offercreative development activities to achieve goals This process is also consideredindividual process includes 3 categories: (1) life planning: the relationship betweencareer and life, (2) development planning to improve capacity and professionalemployees, (3) the results of planning work done to improve the work performance andefficiency of the organization

- In recognition of the organization: The employee needs to recognize the career

opportunities in their organizations They need to detect the position that mostorganizations need and whether you are interested and have the relevant skills forpositions or not?

- Identify yourself: The employees need to learn how to self-identify themselves,

identify career interests, values, and abilities This information is an important basis forcareer planning and career enhancement

- The structure of the human resources of an organization refers to the composition,density and the role of the human resource departments in organization

- The human resources structure must be consistent with mission requirements andobjectives of the organization

1.3.4 Maintaining human resources.

1.3.4.1.Motivating the employees

An organization can only achieve high productivity when its employees workpositively and creatively That depends on the manner and method that managers use tomotivate employees Working motivation is the desire and voluntary of employee to

intensify its efforts towards achieving the goals of the organization Personalmotivation is the result of a lot of resources operated in human and in the environment.Thus motivate behavior or motivated behavior in the organization is a result of thesynthesis of many factors such as corporate culture, leadership style, organizationalstructure; human policies the individual factors of the employee also play animportant role in creating incentives for themselves.

Many theories about the work motivation show many different approaches tomotivation But all these theories have one common conclusion that is enhancingmotivation for employee will lead to enhancing performance and offers many benefitsnot only for individuals but also for their organization Here are typical theories:

a Maslow’s hierarchy of needs

In 1943, Abraham Maslow developed a theory of human motivation called as thehierarchy of needs This theory has become popular in the United States and describeshuman needs that are divided into 5 different levels According to Maslow, when man

is met the needs of a particular level, they are motivated to achieve the need at higherlevels The Maslow's hierarchy of needs includes the following levels:

Biological and Physiological needs: These are the basic needs and are the lowest level

of demand These include the basic needs for the purpose of survival including foodand accommodation

Safety needs: 2nd level of needs related to the demand for security, protection, safety

for body and interactions in everyday life

Social needs: As the 3rd level of needs related associated with behaviors in society It

is based on the individual's desire to be accepted as part of the group and includes thelove and esteem

Needs to be respected: 4th level of needs related to the demand to be respected and

recognized, reputation and related to feelings of personal capacity