Human resources training of bac ninh department of information and communications

Experiences of units and localities on training human resources in state agencies and the lessons learned to the Bac Ninh Department of Information and Communications .... For Bac Ninh p

HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH

-

NGUYỄN ĐÌNH THẾ

HUMAN RESOURCES TRAINING OF BAC NINH DEPARTMENT

OF INFORMATION AND COMMUNICATIONS

ĐÀO TẠO NGUỒN NHÂN LỰC TẠI SỞ THÔNG TIN VÀ TRUYỀN THÔNG TỈNH BẮC NINH

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

Hà Nội – 2017

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH

-

NGUYỄN ĐÌNH THẾ

HUMAN RESOURCES TRAINING OF BAC NINH DEPARTMENT

OF INFORMATION AND COMMUNICATIONS

ĐÀO TẠO NGUỒN NHÂN LỰC TẠI SỞ THÔNG TIN VÀ TRUYỀN THÔNG TỈNH BẮC NINH

Chuyên ngành: Quản trị kinh doanh

Mã số: 60 34 01 02

LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH

Hà Nội – 2017

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DECLARATION

The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article

The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given

The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration

STUDENT

Nguyen Dinh The

I would like to express my endless thanks and greatfulness to my supervisor PhD Tran Huy Phuong who spent much time and dedication guiding and supporting me to complete the thesis

I also would like to express my sincere thanks towards all respondents and managements of Bac Ninh which help me in completion of this dissertation

At last, I express my gratitude toward my family and colleagues for their encouragement and motivation in the process of the study

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TABLE OF CONTENTS

DECLARATION i

ACKNOWLEDGEMENT ii

LIST OF ABBREVIATIONS vi

LISTS OF TABLES vii

LIST OF FIGURES viii

INTRODUCTION 1

CHAPTER 1: THEORETICAL AND PRACTICAL BASIS OF HUMAN RESOURCE TRAINING 6

1.1 The theoretical basis of human resource training 6

1.1.1 The concept of manpower, human resources and human resources training 6

1.1.2 The concept of human resources training 7

1.2 The roles and characteristics of human resources training at the governing bodies 8

1.3 Contents of human resources training mission at the governing bodies 9

1.3.1 The content of human resources training at the governing bodies 9

1.3.2 The procedures of human resources training at the governing body 10

1.3.3 Criteria for assessment of human resources training at the governing bodies 14

1.3.4 The factors impacting on the effectiveness of human resource training 16

1.4 Experiences of units and localities on training human resources in state agencies and the lessons learned to the Bac Ninh Department of Information and Communications 18

1.4.1 The experiences of units and localities on the training of human resources in State agencies 18

1.4.2 The lessons of Bac Ninh Department of Information and Communications 24

CHAPTER 2: RESEARCH METHODS IN HUMAN RESOURCE TRAINING 26

2.1 Methodological basis 26

2.2 Specific research methods 26

2.2.1 Methods of collection of information, database and figures 26

2.2.2 Methods of processing information, database and figures 27

CHAPTER 3: THE FACTS OF HUMAN RESOURCE TRAINING AT BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS 31

3.1 The general overview of Bac Ninh Department of Information and Communications 31

3.1.1 Functions and missions 31

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3.1.2 Organizational structure 32

3.2 Characteristics of information and communication human resources and the characteristics of the information and communication sector of Bac Ninh province, its impact on the training of human resources at Bac Ninh Department of Information and Communication 35

3.3 Regulations on organizing the training and fostering of officials and civil servants of Bac Ninh province 37

3.4 The facts of human resources training at Bac Ninh Department of Information and Communications 39

3.4.1 The facts of human resources structure 39

3.4.2 The facts of the procedures for human resources training 43

3.5 General assessment on human resources training at Bac Ninh Department of Information and Communications 60

3.5.1 Advantages in training human resources at Bac Ninh Department of Information and Communications 62

3.5.2 Limitations and reasons of human resources training at Bac Ninh Department of Information and Communications 63

CHAPTER 4: ORIENTATION OF HUMAN RESOURCES TRAINING AT BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS IN THE FUTURE 65

4.1 Orientation of human resources training at Bac Ninh Department of Information and Communications in the future 65

4.1.1 Training plan of Bac Ninh Department of Information and Communications up to 2020 65 4.1.2 Objectives of human resource training of Bac Ninh Department of Information and Communications 65

4.2 Several solutions to improve human resources training at Bac Ninh Department of Information and Communications 66

4.2.1 Completion of training needs identification 66

4.2.2 Completion of training goals and plans 67

4.2.3 Completion of identification of training subjects 68

4.2.4 Renovation of the method and content of the training program 70

4.2.5 Completion of the evaluation of the effectiveness of the training program after the course70 4.2.6 Exploitation of financial resources to support the training of human resources 71 4.2.7 Recommendations to Bac Ninh People’s Provincial Commitee 73

CONCLUSION 74

v REFERENCES 76 APPENDIX……… …78

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LIST OF ABBREVIATIONS

No Abbreviations Meaning

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LISTS OF TABLES

Table 1.1 Criteria for distinguishing between cadres, civil servants and officials 7 Table 3.1 The number of employees at Bac Ninh Department of Information and Communications at the stage of 2011 and 2016 40 Table 3.2 Human resources structure of Bac Ninh Information and Communications by age 42 Table 3.3 Human resources structure of Bac Ninh Department of Information and Communications by qualification 43 Table 3.4 Summarize of training demands of department and units under Department of Information and Communications 45 Table 3.5 The number of officials and civil servants sent to training at the stage of

2011 and 2016 47 Table 3.6: training demands of Department of Information and Communications between 2011 and 2016 49 Table 3.7: Training plan for officials and civil servants under the scope of the Department 52 Table 3.8: The training costs for cadres of Bac Ninh Department of Information 56 and Communications 56 Table 3.9: The training costs for cadres extracted from the funds of center of information and communications technology over the years 56 Table 3.10: The percentage of cadres meeing the requirements of the Department after training between 2011 and 2016: 57 Table 3.11: The results of assessment and classification of cadres, officials and civil servants of Bac Ninh Department of Information and Communications in 2016 58 Table 3.12: The percentage of cadres, public servants and officials at the rank of official upwards 60 Table 3.13: Quantity of cadres achieved the excellence 63

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LIST OF FIGURES

Figures 3.1 The units managed by Bac Ninh Department of Information and Communications 32 Figure 3.2: The structure of leadership, department and units under the Bac Ninh Department of Information and Communications – Source: Office of the Department of Information and Communications in 2015 33

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INTRODUCTION

1 The necessity of the thesis

At the age of current knowledge economy and the tendency of international economic integration, human resources are considered as one of the most important and decisive ones for the socio-economic development of the country

At the 11th National Congress of the Communist Party of Vietnam, the Party continued to define: “maximize the human factor; human beings are the subject, the main source and the target of development”, “the rapid development of human resources, especially high quality human resources is a strategic breakthrough “ Therefore, the issue of human resource training has been increasingly raised by the Party and the Government This has been also considered an important breakthrough to focus on enhancing endogenous strength: intellectuality and intelligence of Vietnamese people to adapt and create momentum in the period of international integration

In recent years, a range of ministries, sectors and localities have issued policies to attract high quality human resources to work in governing authority in order to find solutions to improve the human resources’ quality These policies, however, are breakthroughs, but the practices have still had limitations In addition, the training of human resources in most administrative agencies over the country has not achieved high efficiency: the redudancy of labor forces, but the lack of the quality for job requirements; the intellectual, skilled labor has always been inadequate Although the education and training system has been improved, the quality of education and training remains inadequate to meet the economic development needs of each locality and has not had the training in the oriented focus

For Bac Ninh province, in the face of the need for renovation of administrative reform, raising the quality of public services, civil servants attracting high-level human resources to work in governing authorities, the improvement of the human resource training is very necessary, which is also an important driving force for the rapid and sustainable growth of the province

In particular, on the occasion of the 180th anniversary of the establishment of the province, the Prime Minister Nguyen Xuan Phuc agreed to let Bac Ninh build a project to become a centrally-run city by 2022 Simultaneously, Bac Ninh has built the following plan of “Smart City”, “Electronic Government”, in which the role of scienctific

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technology, information and communications has been enormous With the functions and missions directly concerning the management of information and communications, Bac Ninh Department of Information and Communications has played an increasingly important role in the socio-economic development of Bac Ninh province in the recent years Therefore, the Department of Information and Communications should pay attention to the cadres of highly specialized management in the field of information technology However, in fact, the training of human resources at the Department of Information and Communication of Bac Ninh has still faced many difficulties and limitations In order to perform the functions and tasks assigned well, the completion of the training of human resources of the Department is very essential

Based on that fact, the author has chosen the subject “Human resources training of Bac Ninh Department of Information and Communications” to implement Master's thesis

in the major of Business Administration

The topic is implemented to answer the research question: The topic is to find

out the answer to the research question: What does Bac Ninh Department of Information and Communication need to implement and how to improve the human resources training for efficiency of the Department?

2 The overview of the research

2.1 The major research works

In the past years, the issue of human resource training has had studies of many authors:

Tran Khanh Duc (2010), Education and training: human resources development in XXI century, Vietnam Education Publising House Limited Company, Hanoi The book has

deeply mentioned and analyzed the situation of education and training of human resources; the role of education and training for national human resources development in the 21st century; accordingly, it proposes a number of issues to promote and renovate education and training to meet the requirements of human resource development in the 21st century

Ta Ngoc Tan (Editorial Director - 2012), Development of Education and Training of Human Resources, Talents, Several World Experiences, National Political Publishing

House, Hanoi The book has analyzed the fundamental issues of human resources, talents and the development of education and training of human resources and talents of countries over the world to draw useful for Vietnam in renovation of basic and comprehensive education and training to develop national human resources and talents

PhD thesis “Solutions for agricultural human resources training of Can Tho city in the industrialization and modernization period” (2009), To Minh Gioi, Hanoi National University

of Education The author has analyzed the theoretical background and international experience

in human resource training; the status and solution of agricultural human resources training of Can Tho city in the industrialization and modernization period

PhD thesis “Training and Development of Human Resources in Vietnam Textile Industry” (2009), Pham Thi Bich Thu, The University of Da Nang The author has

assessed and analyzed the current status of human resources and the training and human resource development of Vietnam's garment and textile industry, thereby introduce the viewpoints and propose solutions to improve the education and training of industrial human resources

PhD thesis “Human resources development in tourism of South Central Coast and Central Highlands” (2011), Tran Son Hai, National Academy of Public Administration The

author analyzes the current status of tourism human resources development: quantity, quality and structure of human resources training in tourism of the South Central Coast and Central Highlands provinces Propose the solutions for human resource development till 2020

Master’s thesis “Training human resources in postal sector of Binh Dinh province”

(2014), Le The Van, the University of Da Nang The author analyzes the situation of human resource training and proposes several solutions to improve the training of human resources of postal sector in Binh Dinh province

Master’s thesis “Human resources training at LICOGI 166 Joint Stock Company”

(2015), Le Thi Dieu Hang, Labor and Social University The author analyzes the rationale for human resource training, the current situation of human resource training at LICOGI

166 Joint Stock Company, and offers some solutions to improve human resource training

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clarifies the high quality human resource training and development, which explains why training and development of high quality human resources must be addressed by government policy

Other researches include:

The article “Training and fostering of cadres and civil servants in public administrative reform” of the author, Nguyen Thi La, National Academy of Public Administration An article “Several issues in Training and Development of High Quality Human Resource of Vietnam” authorized by Nguyen Thi Tuyet Mai - Hanoi University of Internal Affairs, published in State Organization, 2016 The article “Training and development of human resources in Vietnam at the stage of 2015 and 2020 to meet the acceleration of industrialization, modernization and international integration” of PhD

Dang Xuan Hoan - General Secretary of the National Education and Human Resources

Development Council, published in the Communist Journal, 2015 The article quality Human Resources in the Industrialization and Modernization period” of the author

“High-Nguyen Long Giao, published in Journal of Social Sciences No 6 (154) -2011 The article

“Human Resources Training of Information - Library in Vietnam - 50 years of review”

authorized by PhD Tran Thi Quy - Vietnam National University, published in TV Magazine No 3/2006 and other studies

2.2 The research results and gaps:

The researches mentioned above have been relatively sufficient and systematic for theoretical and practical issues in the training of human resources

Nonetheless, there have not had many studies in-depth on human resource training in public organizations or smaller ones in specialized agencies under Provincial People's Committees (such as the organizational model of Bac Ninh Department of Information and Communications) and no research on human resources training at the Bac Ninh Department of Information and Communications

2.3 The contributions of the thesis:

- Objectively and scientifically analyze, evaluate and reflect the real situation of human resources training at the Bac Ninh Department of Information and Communications

- Propose necessary solutions that are feasible to make the training of human resources effective at the Bac Ninh Department of Information and Communications

3 The objectives of the research:

3.1 The objectives of the research:

Based on the theoretical and practical research, the thesis proposes several solutions to improve the training and development system of human resources to improve the performance

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of the Bac Ninh Department of Information and Communications; contributing to promote the local economic development in the coming time

3.2 The missions of the research:

- Systematize theoretical and practical basis on human resource training, especially human resources in state agencies

- Analyze and assess the situation of human resource training at the Bac Ninh Department of Information and Communications

- Propose solutions to fulfill the training of human resources at Bac Ninh Department

of Information and Communications

4 The subjects of the research

The subject of research is the training of human resources at the Bac Ninh Department of Information and Communications

5 The scope of the research

+ For space: The research on human resource training at the Bac Ninh Department

of Information and Communications

+ For time: The current situation of human resource training at the Bac Ninh Department

of Information and Communications has been studied in the period of 2011 and 2016 The solutions of completion of attraction and human resources training at Bac Ninh Department of Information and Communications are identified for the period of 2016 and 2020

6 The method of the research

The topic of “Human Resource Training of Bac Ninh Department of Information and Communications” is studied based on the following research methods: Collection and treatment of information and database; Logical and historic method; Method of analysis and synthesis; Statistical and descriptive method; Comparative method; Interview method; Questionnaire and survey method

7 The structure estimation of the thesis

Apart from the Introduction, Conclusion, References, the dissertation consists of four chapters: Chapter 1: Theoretical and practical basics of human resource training

Chapter 2: Research Methods in Human Resource Training

Chapter 3: The facts of human resource training at Bac Ninh Department of

Information and Communications

Chapter 4: The orientations and solutions to fulfill Human Resource training at Bac Ninh Department of Information and Communications

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CHAPTER 1 THEORETICAL AND PRACTICAL BASIS OF HUMAN RESOURCE TRAINING

1.1 The theoretical basis of human resource training

1.1.1 The concept of manpower, human resources and human resources training

1.1.1.1 The concept of manpower and human resources

Manpower is considered as the capacity of each person and externally represented by

the ability to work Manpower includes physical, mental and mind power Physical power

is specifically indicated to the health (height, weight, volume, endurance and other indexes); mental power is expressed in specific by qualification (knowledge, skills, experience); mind power is psychology, the consciousness, the level of effort, the creativity, the passion and other standards The power of each person can be said to be unlimited, but they can exceed the available restricts if they put in certain situations

Human resources, or resources of human being is one of the important resources in

the socio-economic development every nation The concept of human resources is given in different aspects:

According to the United Nations Organization, human resources are vocational proficiency, knowledge and capacity of the whole life, human health in actual or potential for socio-economic development in the community

According to the Labor Code of Vietnam, human resources of the society include people of working age and beyond the working age that are proficient or shall participate in labor The number of human resources depends on the rate of natural population growth and working age; quality of human resources depends on the education and physical conditions

of the labours, the genetic factor, the demand for labor in the locality In the certain extent, human resources are synonymous with labor force, but human resources refers to the quality

of the labors

According to Curriculum of human resources economy (Tran Xuan Cau – Mai Quoc

Chanh, 2008, National Economics University), “The human resources are power that people can be capable of creating material and spiritual wealth for society, is expressed as quantity and quality at a certain time” Accordingly, human resources are a category to refer to the latent power of the population, the mobilization ability to participate in the process of creating material and spiritual wealth for the present and the future

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It can be said that human resources, in the new approach, have broad implications including the constituents of quantity, knowledge, cognitive abilities and acquisition of knowledge, social dynamics, creation, historical and cultural traditions

1.1.1.2 The characteristics of human resources of the governing bodies

The concept of human resources of state agencies can be understood as follows 1:

- As executors of state power (Legislative - Executive - Judicial), the objects of the state human resources are composed of three groups: cadres, civil servants and officials

- As the subject of the civil service, the person performing the duties

- As the professional team with high professional skills for regular, continuous activities on a large and complicated scale

- As the human resources of relatively stable, inherited and constant improvement in quality

- Be recruited by the State and ensure the benefits of execution

Table 1.1 Criteria for distinguishing between cadres, civil servants and officials

Vietnamese citizen Vietnamese citizen Vietnamese citizen

To be elected, ratified,

appointed to hold positions

and titles upon term

To be employed and appointed into the position and title

To be recruited by position

of employment with different titles Work in the party, state,

non-On payroll and salary from

the state budget

On payroll and salary from the state budget

Earnings from the salary fund of the private units

Source: Institute for State Organizational Sciences, Ministry of Home Affairs

1.1.2 The concept of human resources training

As a resource of development, the human resource of the organization is the human being that is capable of creating material and spiritual wealth for the organization Human resource quality can be created, maintained and enhanced through a variety of measures,

1 PhD Ta Ngoc Hai, Development of human resources – Thinking and actions, Institute for State

Organizational Sciences, Ministry of Home Affairs

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including training The human resource training is the overall of learning activities that takes place over time to change employee behavior2

Human resources training

Training is considered as learning activities to help employees perform their functions, duties and powers more effective It is a learning process that helps labours get a better grasp of their work, improve their qualification and their skills to gain the effectiveness Training focuses on the current job, the current expertise of the employee, and therefore, it is a top concern in the human resources development

Human resource training is the process of promoting the development of knowledge, new skills and labor qualities, promoting the creation of new scientific and technological achievements, ensuring the mobilization active in the fields, sectors and the whole society The training process transforms resources in terms of quantity, quality and structure in order to bring into full play the human potentials, develop the whole and every part of the personality structure, develop the capacity material and mental capacity, create and increasingly improve morality and skills, both in spirit and behavior from this quality level

to the higher level, to meet the demands of human resources for the socio-economic development of each country

The concept of training is primarily used for staff and cadres working in the professional field, this is the process that helps them learn, acquire knowledge, technical skills The concept of development involves transmission the knowledge or a broader set of knowledge, skills or issues that help employees raise awareness, change attitudes, and improve their practical skills for managers in current or future positions In other words, the training directly involves staffing groups using product creation skills, whereas development directs towards management clusters that use a variety of integrated knowledge

In summary, the training of human resources is the overall forms, methods, policies and measures to improve and enhance the quality of human resources, to meet the demand for human resources to meet increasingly requirements of the organizations

1.2 The roles and characteristics of human resources training at the governing bodies

* The roles of human resources training at the governing bodies

- Build up a contingent of cadres, civil servants and officials to meet objectives and missions Accordingly, it can establish the contingent of cadres, civil servants and officials

2 PhD Nguyen Van Diem - Associate Professor.PhD Nguyen Ngoc Quan, 2004, Curriculum in human resources management, Publishing house of National Economics University

* The characteristics of human resources training in the governing body

The functions of human resource training in state agencies are actually the training and fostering of cadres, civil servants and public employees in service of the performance

of tasks and public duties It has the following characteristics:

- The training and fostering must be based on the employment position and criteria for public employee's rank

- The training and human resource development must be carried out synchronously, according to the plan and planning

- Training and comprehensive fostering on political theory, quality and professional qualifications

- Training and upgrading are both a right and a responsibility of cadres and civil servants

1.3 Contents of human resources training mission at the governing bodies

1.3.1 The content of human resources training at the governing bodies

1.3.1.1 The discription of human resources

The training of human resources in state agencies is mainly the training and fostering

of cadres and civil servants, including the following contents:3

- Training and upgrading of rank and title standards

- Training and fostering of leadership skills and management

- Training in political theory

- Training and fostering of professional skills, specialized skills associated with specialized skills and updating of knowledge

- Training and fostering of other contents: informatics, foreign languages, graduate training, fostering of working unions and other activities

3 http://daotaomof.vn/bOfft/chi-tiet/333/cong-tac-dao-tao-boi-duong-can-bo-cong-chuc-vien-chuc.html

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1.3.1.2 Tranning Methods for Human Resoures

In fact, there are many human resources The variety of refresher courses increases the selection opportunities for civil servants Several common types of government agencies in Vietnam are:

- Training and fostering through mentoring in work: this manner helps cadres and civil servants to learn and work at their own positions through the guidance of managements, mentor or those who have experience of working in the unit This is the shortcut to achieve a high level of competence, practical skills in certain specialized field

- Transferring or displacement of the positions: it is the transfer of cadres, civil servants and employees from one job to another to provide them with work experience of various fields in the organization The accumulation of knowledge and experience gained during the transition helps them to perform better in the future

- The organization of courses: this form helps learners separate from work and focus

on learning These include: intensive, semi-intensive and distance learning

- Self-study: This form helps cadres, civil servants and employees to be more active

in training and fostering Learners can actively arrange time and select the program to be suitable for the assigned job

1.3.2 The procedures of human resources training at the governing body

1.3.2.1 Identification of training requirements

For avoidance of waste in training, cadres, civil servants and officials should be surveyed their qualification and the demands for training and fostering This is an analytical activity to refine the level of disparity between the staff's current capacity to perform actual missions (for instance, qualification, skills, qualities, attitudes) with the required level of competence for each job position As a result, the training and retraining courses need to address the difference

The accurate identification of the training needs is the basis for training planning, by identifying shortfalls at three levels: organizational level, job level, and individual level

- Organization-level analysis: The organization is an unit (agency) with clear

functions and missions, a complete organizational structure, and performance of missions assigned by the State Strategic vision and the goal of the organization is the ideal of completion of the work Then, analyze the actual situation to be able to determine the shortfall and the reasons of the difference

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- Job-level analysis: is the analysis of the variation between the required knowledge,

skills, attitudes and competencies to accomplish that assignment at the target and the current level The shortage is the need of training at the level of work

In order to carry out this analysis, it is necessary to develop a database of knowledge, skills, attitudes and capacity requirements to perform the missions as the goals setting, through a number of methods such as: job description, job observation, job diary, interview and others

- Personal analysis: is the analysis for each individual (in terms of professional

qualifications and attitudes) in meeting the assigned tasks In order to analyze at the individual level, we use tools such as job description, rating of unit heads, individual recommendations and others

In conclusion, the aggregation of training needs analysis data at three levels: individuals, jobs, organizations shall formulate database of training needs; in particular, the focus should be on the training needs of the organization

1.3.2.2 Planning and development of training curriculum

Once the need for training of cadres, civil servants and officials under their positions,

it is essential to make the annual short-term and long-term training plans for human resources to develop their qualification and skills

The training plan must be clear on objectives, feasibility and time-bound The training of human resources must have the focus, the right demand, the right subjects, avoid waste in training, and be associated with the arrangement and ultilization of cadres

a Short-term and long-term training plans

- The long-term training plan is based on the actual situation of the employees of the organization, its functions, its development objectives in the future for overall planning within 5

or 10 years This plan is often a long-term strategy for organizational development

- The organization's long-term training plan consists of undergraduate and postgraduate training (Master, PhD) and short-term training (political theory, state management, foreign languages, informatics, specialization)

- The short-term training plan is usually a one-year plan, which is a plan for specific training activities to be implemented in the year The content includes: content, number of courses, number of students attending each course, time, location, and others

b Steps for making human resources training plan

Step 1: Evaluation of the current state of cadres, civil servants, officials and training

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- The status of cadres, civil servants and officials include: number, age, sexuality, ethnicity and seniority

- The current status of qualification and training needs

- The human resource development strategy of the unit in the period

- Send proposals to subordinate units

This is the training needs analysis at three levels: organization, work and personal

Bước 2: Development of training plans

The development of training plan is the process of establishing goals and identifying resources to carry out the training and retraining of human resources; includes the following contents: (1) Identification of training objectives, (2) Determination of training content, (3) Indentification of training methods, (4)

(1 ) Identification of training objectives

The identification of the training objectives focuses description of job on the objectives and evaluate the final effectiveness of the training, as specific:

- Long-term goals are derived from the strategic vision and missions of the unit, focusing

on specific training needs (for example, civil servants in leadership planning at all levels)

- Specific (short-term) objectives stem from the situation and the qualification of cadres and civil servants, and the need for training and resources to carry out the training activities

(2) Identification of training content:

The content of the training program must be in accordance with the requirements of each type of cadres, with emphasis on qualities, political theoretical qualifications and professional capacity The determination of the content of the training program is the identification of steps to achieve the training objectives In particular:

- Identification of specific training courses and classes: Based on the training needs

of the institution, to design suitable courses (including: location, training space, resources for the course)

- Time for implementation of training courses, classes: Commence time, completion time, adjustment time for the implementation of the plan

- Subjects and objects of training Identification for each course the number, gender, age, position and position corresponds to the purpose and content of the training

(3) Identification of training methods:

By determining the method of conducting training courses (self-organized training courses, courses organized by the higher level, the unit only assign people or courses

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assigned by the school or other ministries, branches and organizations), the training shall determine the specific program If the training program is organized by the unit, the program should meet the requirements and objectives set out and ensure balance, flexibility and feasibility in implementation

Based on the training program, the training need to refine:

- Learning materials are clear, easy to understand and scientific

- The means of teaching and learning for each course is adequate and necessary

- Lecturers ensure that they can best convey the training contents to the trainees

- Refore the training methods

(4) Identification of training expeditures

Training courses should determine where the funds are to be provided:

- State budget

- The source of the implementing organizations

- Funding from foreign organizations

- Source from programs and projects

- Contribution of individuals

Training courses should be budgeted for implementation, mainly consisting of 2 types of costs:

- Fixed costs: lecturer's money, hall rent, equipment, teaching aids and others

- Variable costs: travel expenses, printing documents and others

Step 3: The draft of training plans, sending and reception of concerning units Step 4: The synthesis and submission to the leader for approval of training plans

1.3.2.3 Organization of human resources training activities

The steps to organize a training course include:

- Prepare the curriculum and lecturers

- Notify the enrollment

- Make the decision for organization of training courses

- Prepare the materials, curriculum and facilities of the courses

- Opening class

- Manage the courses

- Take the exam and write the final report

- Make the report of results and notify the learning results of students

- Pay the course fees and archive the records

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1.3.2.4 Assessment of training results

The content of training evaluation includes: (i) how well the course has achieved its training objectives; (ii) what issues identified in the content of the course have been addressed through training; (iii) what content should be completed in subsequent courses The evaluation of training results can be conducted at the following levels:

- Level 1 – Response: assesses the satisfaction of the trainees about the training program

- Level 2 – Acquisition: assesses the change of knowledge and attitudes of trainees after the training program

- Level 3 – Behaviours: assesses the extent to which learners can apply the knowledge and skills they have learned

- Level 4 – Results: assesses the impact on the performance of the organization of working

1.3.3 Criteria for assessment of human resources training at the governing bodies

Criteria for evaluation of the human resources training in state agencies are the characteristics and factors as the basis for recognizing the effectiveness of human resource training

Criterion for assessment of the demands for training:

This criterion is based on the calculation of those being met the requirements of the training/the total number of people in need of training The higher ratio is, the more attention is to the improvement of the knowledge and skills of labours

Criterion for identification of training objectives:

- The specific objectives of the institute for each training course

- Knowledge and skills for employees after attending training courses

- The objectives of training meet the requirements of cadres and civil servants and

orientations of development or not

Criterion for assessment of training program and methods:

The target based on the variety of the traning programs The diversity is reflected in

the quantity and type of training programs It depends on the investment budget for training, the capital, labor and the performance of the organization

This criterion is evaluated by the level of perception of the employees after training

The suitability of the training program with the capacity of public servants and officials sent to training The training programs have different levels, varying by the amount of knowledge and the level of knowledge in the different training programs so training programs are not always appropriate with the capacity of the labours In order to make this suitability, it is necessary to study and evaluate the capacity of the employees and the

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content of the training program in order to gain high effectiveness in selection of the training program for the labours

Criterion for evaluation of training expenses:

Training costs determine the choice of training methods Training costs include tuition fees, teaching expenses, management costs, facility costs, and travel, meals, wages

of cadres and others

The criteria depends on the difference between the annual training costs and the actual training costs report in annual Based on the database in the annual training plan and the annual training result sheet, the HR department then calculates the difference between the actual training cost and the training plan The lower the difference is, the more exactly the training cost is

Criterion for assessment of training effectiveness:

- The satisfaction of the employees on the time and content of the notice of the training course for employees The satisfaction is measured by the number of employees who are satisfied with the time, behavior, form of the notice as well as the procedures in the organization of the training The number of satisfied employees accounts for over 80%

of the total number of trained workers

- Positive impacts on the organization such as: Results of the wage increase: Every

year, agencies and organizations regularly evaluate employees by the exam for the purpose

of increasing salary cycles for state agencies and increasing salary based professional qualifications for private organizations Completed trainees shall also be assessed through the payroll test If the results are over 90%, the training courses have brought about high efficiency and professional capacity and qualifications of the laborers

- The effectiveness of training is reflected in the relationship between the training costs and the performance of employees in the organization The high cost of training means that investment in training is highly valued and often highly effective In contrast, the low cost of training is synonymous with the lower of effectiveness

- The assessment of the employees themselves on the effectiveness of the training The employees shall self-assess through surveys for cadres and staffs on the training They assess whether the knowledge acquired is enough for the job This criterion is considered fundamental in assessing the effectiveness of training because it is expressed by the training subjects themselves

Economic environment: It includes factors such as economic growth rate, inflation,

population and others which directly affects human resource needs in terms of quality and quantity, income, life of labours This shall make opportunities or pressures for human resource development

Labor and labor market laws affect the organization's payment structure and policies, leading to a change in the level of human resource attractiveness of organizations

Science and technology: The world economy is developing at a high speed with the

revolution of science and technology In order to catch up with the development of the world, organizations must have a strategy of training human beings to grasp the latest achievements of technology, using technology with high efficiency The renovation greatly affects organizational resources It requires the employees to be equipped with fashionable knowledge and skills On the other hand, several missions or possibilities have not been unnecessary Therefore, the organization must re-train its workforce Similarly, human resource development in the organization becomes more pressing

Culture and society: the cultural and social factors of the nation have a great impact

on the psychology, behavior, style, lifestyle and change of perceptions As a results, it influences the thinking and human resource development policies in order to highly promote the positive factors and at the same time overcoming the negative aspects of working style of the human resource in the organization

1.3.4.2 Subjective factors

The elements of the internal resources directly affect the performance of the organization

Policy of attraction to human resource: An organization with the suitable attraction

policy has derived from accurate and scientific human resource planning, shall attract more qualified people, meaning the higher initial quality of human resources It contributes to the development of human resources in the organization

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The arrangement and use of human resources: The arrangement and use of human

resources in the organization Properly assignment of the right people, properly assessment

of the nature and level of participation and contribution of each employee in order to encourage and reward them in a timely manner, shall bring about a high profit level of common activities and make great encouragement to the employees It creates a solid premise for human resource development in the organization

The perceptions and aspirations of the employees: The reality is that labours who

desire to improve their knowledge shall have a serious attitude in the study and therefore their quality of education is better than labour for payment by qualifications

Policies to encourage and use human resources after training: The policy of encouragment

and ultilization of human resources after training has a great influence on the human resource development of the organization If effectively implementing it, it shall contribute to improve the quality of training, thereby improving the work efficiency of employees

Remuneration: The material and spiritual treatment for employees is one of the core

factors to maintain and develop human resources Specifically, to establish and apply appropriate policies on salary, commendation, discipline, environmental improvement, working conditions and application of health and insurance regimes

Working environment: The working environment is essential for organizations to

attract their human resources, especially high quality human resources In order to create a really friendly and sustainable working environment, the establishment and development

of organizational culture is very necessary The organizational culture is important in the development of each organization In the perspective of working environment in human resource development, the organizational culture has been analyzed based on the following criteria: working style, leadership style, relationship between employees and staff characteristics

Finance: Finance is one of the most fundamental factors for the survival and development

of an organization It is a prerequisite to ensure the implementation of human resource development in the organization Therefore, the development of human resources in the organization should be considered in line with the financial capacity of the organization

Technology: Current and future technological level of the organization is also a factor

that directly influences the organization's human resource development Human resource development must be consistent with the technology being applied and future technological change anticipated by the organization

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Atmosphere of the organization: Psychological atmosphere as a system of values,

beliefs and habits that shared within an organization

Psychological atmosphere expresses the relationship between people in a collective

An atmosphere of favorable psychology is the existence of good and friendly relationships between the employees in the collective The psychological atmosphere in the labor collective influences labor motivation in a number of respects, such as employee morale, motivation and their attachment to the organization

Union: Unions are independent but they protect the rights of workers Its role is often

associated with the authorities to take care of the employees

1.4 Experiences of units and localities on training human resources in state agencies and the lessons learned to the Bac Ninh Department of Information and Communications

1.4.1 The experiences of units and localities on the training of human resources in State agencies

1.4.1.1 Hanoi Department of Information and Communications

Hanoi Department of Information and Communications is one of the first departments

of Vietnam, with the earliest development history in the country, thus the Hanoi Department

of Information and Communication is the model of various Department of Information and Communications All members of the management are appointed by the Secretary of urban party committee Currently, Hanoi Department of Information and Communications has 08 professional departments and 06 units under the Department

Total number of employees of Hanoi Department of Information and Communications is 136 as of 31 December and classification in two ways:

First of all, the classification is based on the legal binding of labor The total number

of employees is divided into three groups: 60 civil servants (those who are appointed to be civil servants and salaries based on coefficients in the Government's payroll); 55 officials (working hours in the department based on the agreement of the two parties in the contract, who may be fired in the case of reduction of the labor and payment under the coefficient of payroll, 21 contracted laborers (those who work under short-term labor contracts, fixed-term labor contracts and salaries in accordance with the Labor Code)

Secondly, classification by the quality of civil servants The quality of civil servants is

not assessed through the qualifications, but is classified by the rank of civil servants and officials Accordingly, the the employees of the Department shall be divided into 5 groups, there are 03 senior officials, 25 principal officials, 29 officials, 58 engineers and 21

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contractual labourers

For human resources development: Hanoi Department of Information and Communications applies the principle of human resource development of self-development and continuous development Personnel development immediately begins after the recruitment of new personnel During the probationary period (depending on the level of civil servants to which the person applies), all new employees shall be trained in the Department for senior and principal officials, the cadres shall be assigned to officials classes; organize the short-term training and fostering courses for all civil servants and employees of the Department

Hanoi Department of Information and Communication uses a variety of manners to assist in the development of human resources such as job analysis tables, functional descriptions and job descriptions for each level of civil servants, officials; internal information network A job description with the content of the civil servant rank and code, the corresponding salaries, the length of training for the appointment, the level of training, the professional responsibility and competence Job descriptions of each job group are the basis for recruitment and evaluation of civil servants Depending on the available qualifications, the candidates shall be recruited into appropriate levels of civil servants; for instance, for high-level professionals, only recruit candidates who has taken the university degree (4-5 years) or

a postgraduate degree Upon successful completion, they must take advanced courses, assign

a comprehensive research missions, be familiar with all fields of the Department and participate in solving specific strategic problems It is the group to develop into leaders, therefore, after the end of their apprenticeship period, they are usually assigned to participate

in management training programs for managers at all levels For principal officials and engineers, only recruit applicants with bachelor's degrees or bachelors (5 years), who work in professional sectors For the officials, it requires the candidates with a bachelor degree in economics, business administration (4 years)

All civil servants and officials of the Department have the opportunity to transfer the rank, based on the performance of the work and the results of advanced training at the training institutions Duration of study to increase the rank according to the regulations of the state All courses are divided into two stages, theory learning (training at the institution) and practice (work

in the workplace, through the delivery of more challenging missions and powers.)

For the assessment of civil servants in Hanoi Department of Information and Communications: is the activity annually carried out and the period of transfer Tools for

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evaluation are Job Description and Evaluation Criteria (see Appendix 1 and Appendix 2)

The evaluation is directly conducted by the leader, in consultation with Personnel department in each unit The leader must have a direct conversation with the person concerned about the opinions in the assessment before archiving the records

For decentralization of human resource development: Each leader of the organization has the responsibility to of develop the personnel for the directly ones under the management This mission is considered to be the factor and is defined and refined as the amount of time spent in the job description of the leader The result of this work is one of the factors to assess the effectiveness of the management

1.4.1.2 Da Nang Department of Information and Communications

Da Nang Department of Information and Communications is a Department with the early history of development in the country, thus Da Nang Department of Information and Communications is the model of the Departments of Information and Communication across the country Da Nang Department of Information and Communications has 06 functional rooms and 07 units under the Department

In the increasingly deepening reform of the industry, before the increasingly fierce battle of talent competition, Da Nang Department of Information and Communications has recognized the important role of human resource development and applied the positive measures to support the development of human resource development and management under the new model and transfer of the management method

The labours of the Department are civil servants and officials who must pass the recruitment exam organized by the combination of Department of Home Affairs and the Department Examination and examination procedures are based on the principles of openness, equality, competition, respect for talents In public notice of recruitment, in addition to the general requirements of politics, health, professional qualifications (good knowledge of economics, soft skills and others), foreign language standards are clear and specific, it is required

to have a B level of English above (Certificate of English granted by the Ministry of Education and Training), preferably with a master's degree, with practical experience The laureate shall be

appointed as the official of the Department after one year of probation

The department responsible for human resource development is the Office of the Department and is responsible for developing and implementing policies and regulations of the Department regardless on management, training, development and remuneration and maintenance of human resources, including training programs for the civil servants and

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officials of the department Training for development is the training institutions, which are: specialized universities deploy the training program of undergraduation and postgraduation, Center for training for short-term training courses, refresher courses and seminars for civil servants and officials Training programs are divided into general programs and particular programs for each group of public servants and officials:

- The general program includes the training of state management (officials) This is a compulsory program for all subjects in the Department, regularly held during the year to update knowledge and improve skills for the state management

- The training of senior specialists: are intensive training courses for researchers

to develop level experts of the Department, to compensate for the shortage of level specialists in various new and important fields, such as inspection, security of network information and others

high Fostering of the management: Due to these individuals often have less time to participate in long-term courses, the Department has developed appropriate training programs for them to participate in training through various manners and ensure that every leader of the department must attend at least two courses with a total duration of not less than 3 months

- Foreign language training: The department has a common English training program for civil servants to increase the ability to work and communication Besides, there is also a program to improve English level for young cadres who have foreign

language skills These people will directly work in the professional field

- Civil servant evaluation: It is periodically conducted through the annual ,

monthly and quarterly examinations (conducted by the Office of the Department by Examination Council) Criteria for assessment of civil servants and officials in the test are ethics, competence, performance by the ability to perform the function and the accomplishment of assigned missions The evaluation results of the examinations shall serve as a basis for rewards, selection of training programs and contents, adjustment of working positions, appropriate rank promotion for each public servants and officials

- Conditions of maintenance of human resources: To maintain a human

resources worthy of performing its functions and duties, the Department has the preferential regime, salary, bonus and leave and others In the wage management policy there is a clear decentralization, in the direction of giving authority and responsibility to the direct leader of each department and unit

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- The unit leaders are responsible for raising salaries, bonus levels and subsidy levels according to the general regulations of the State Employees' salaries consist of two parts, the stable portion of which accounts for 60% of total income specified in the job decentralization in the general salary scale; the flexible portion accounts for 40%, which is the level of income received by the employee, based on the results of the monthly screening test This flexible (soft) wage has the effect of encouraging the civil servants, officials and is made decisions based on the results of monthly, quarterly and annual civil servant examination

1.4.1.3 Vinh Phuc Department of Information and Communications

Vinh Phuc Department of Information and Communication was established on 09 August 2004 consisting of 08 divisions and 03 subordinate units The percentage of labours

at the age of 31-50 is 81.1%, which is an advantage for the Department to improve the quality of human resources of the latter

The training of human resources of Vinh Phuc Department of Information and Communications over the past years has been implemented as follows:

Training program of the Department consists of three main parts: postgraduate training; basic training and completion of knowledge according to the rank of civil servants and professional training

The domestic short-term courses are directly organized by the Department, whereas, basic and advanced training courses are conducted at domestic and foreign universities The training has improved the qualifications of civil servants The number of civil servants upgrading their professional qualifications (from high school to college, from college to university, from university to master) has increased over the years

The majority of postgraduation are trained at the domestic training institutions to promote the effectiveness of training There are a few who do not develop their applied research capacity, one of the reasons is the limited training quality; short-term and massive training; training materials and content, as well as market economy knowledge of faculty members are not on par with the requirements

Refresher training is short-term in order to foster up-to-date professional knowledge

as well as various programs to standardize industry requirements At the unit, updating of professional knowledge is essential for all civil servants, therefore, training and retraining programs have been widely implemented in the Department and utilized various training resources One of the sources that has been thoroughly exploited in the past few years is training projects whose effectiveness is highly appreciated in terms of relevance, quality of

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lectures as well as the ability to apply in actual work Training programs have achieved the goal of popularizing and updating knowledge for civil servants The scale of training activities is quitely wide and reached new and modern sources of knowledge

For the raise of awareness of employees: In order to have the cadres to timely

respond to new missions, the Department has coordinated universities and training centers

to recruit and train for managers and professional staff By 2013, more than 60% of deputy head of department has been trained in specialized fields The Department has coordinated the training units on the dissemination of specialized laws, decrees and circulars of the Government The professional level of the employees is raised significantly In 2011, the number of postgraduates is 6, 11 people of 2013; the university level increased from 72 to 76; college level reduced from 15 to 8 people and no vocational level

Additionally, the Department sends cadre to attend classes from elementary, immediately and advances political theories, financial management and professional improvement courses

The Party Committee of the Department has applied the Resolutions of the Party and policies for all cadres and employees Select the representative, the elite to study the Party classes organized by the Party Committee of the Party's civil affairs organizations The sorganization has disseminated internal rules and regulations of the Department, the Labor Code and policies relating to employees such as insurance and wages policies

For facilitating the development of individuals

The appointment of managements of departments, first of all, it must comply with government regulations on cadre planning, appointment process and is flexible without rigid in the appointment to promote professional ability, create conditions for employees to take up key positions in the unit

It is essential take measures to facilitate personal development such as proper placement of the right person, training and upgrading of qualifications, work capacity and working environment, planning is one of the most important missions Cadres planning is fundamental to arrange the right people for assurance of the stability of the organization and the operation The planning is applied to exploit the potential strength of each person, inherit the development of human resources, actively make sources for replacement, avoid the lack of staff to ensure the sustainable development

Due to recognizing the importance of planning work, in the past years, the Department has implemented the planning and development of the staff Based on the missions requirements and scale of development to determine the size, structure and quality

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of cadres, especially the orientation of the planning work into the leadership of the departments and units Between 2011 and 2013, the Department has planned 8 key leaders, including 2 officers in the position of Director of non-productive units and 6 staffs of departments It is called as planning, but it is actually a leader's selection for suitable people The planning has been conducted in a relatively straightforward manner Each position has specific criteria on age, professional qualifications, organizational management level, capacity to organize practical application, direct virtue, development capacity and others So far, the results have shown that nearly 80% of the people in the planning have grown, taking the title in accordance with the planning or equivalent The remainder is not achieved, others have shifted to work

For human resource management information system: With the current condition of the

facility, human resource development activities of the Department have been greatly supported

by the office information system The computer system has contributed to increase the efficiency

of labor, and reduce the time for handling of the problems in the personnel management

By computerizing the personnel management to shorten time, increase accuracy, reduce administrative costs in the implementation of the content of human resources management

A number of other IT support tools have also been used in the Department of Office's day-to-day, such as office software, the simple econometric model for survey and assessment

of effective training, intranet However, the usage of them is spontaneous for individuals and have not yet become legally applicable

1.4.2 The lessons of Bac Ninh Department of Information and Communications

Through the study of the current situation of human resource training of the three provincial Departments of Information and Communication, the lessons can be learned:

Firstly, human resource training is an important part of overall development strategies of

organizations and units In accordance with each period and the fluctuation of the environment, Bac Ninh Department of Information and Communication should have appropriate policies and solutions on time and in space to complete the training of human resources The progress of each member is the success of the organization, therefore, the continuous development is the condition and also the requirement for each employee Training to improve the knowledge is a long-term, continuous process and must study in the whole life, each member must self-need promotion and development needs The balance of the interests for the stakeholders in the development of human resources to ensure sustainable and stable development in order to create a nurturing environment, demand and implement development activities Therefore, only when the

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consensus of the two parties is reached, the development of new human resources is in line with the objectives and efficiency

Secondly, the training of human resources must be actively supported by information

and communication tools Human resource training is not only a matter of counseling and support but also a decisive missions for the success of the reform and development of the information and communication sector Human resource development is therefore a science,

in which the functions of human resource development are considered in a holistic manner, guided by the organization's mission Human resource training tools should be developed in accordance with the regulations of personnel organization

Thirdly, state management in the field of information and communication technology

is a type of organization with many characteristics in operation, thus, it should be determined the independence (type) of this type of organization Accordingly, the training

of new human resources has the legal basis and material conditions which are adequate to develop human resources in accordance with the objectives and expectations of the development of the organization

Fourthly, develop training programs to be suitable for each subject, focus on foreign

language training to ensure that officers can complete the work assigned and conditions to develop better in the period of international integration

Last but not least, combine the development of human resource with other contents of human resource management, ensure the systematic and feasible features in deploying This approach has been applied in the Hanoi Department of Information and Communications, Da Nang Department of Information and Communications, as well as Vinh Phuc Department of Information and Communication, especially the combination of internal job analysis and human resource training

Dialectical Material Methodology is a methodology of study, consideration of things, phenomena in relationships, interaction of each other incessantly, mobilization and resolution of conflicts to develop things

Methodology of historical materialism: It is a methodology of studying and examining things and phenomena of socio-economic life as a product of certain historical development, from the viewpoint that how it develops and how it has come to its present state

The dissertation uses dialectical materialism methodology and historical materialism to analyze and assess the current situation of human resource training at Bac Ninh Department

of Information and Communications, thereby propose solutions to complete Training at Bac Ninh Department of Information and Communications

2.2 Specific research methods

2.2.1 Methods of collection of information, database and figures

In this thesis, the author uses secondary information, database and figures (hereinafter referred to as secondary database) Secondary database was collected from relevant governmental management documents, research documents, human resource training reports of the Ministry of Information and Communications, People’s committee of Bac Ninh and Bac Ninh Department of Information and Communications

The secondary database is used from multiple sources, which need to be organized in a systematic way for easier study

The secondary data collection process is organized as follows:

- The first step identifies the data needed for the topic study This step is simple but it is a decisive factor for the research process Therefore, it requires careful selection, only the necessary information

- The second step identifies the secondary data that can be collected from the internal source (the type and source of the source)

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- The third stage of secondary data collection: During the data collection process, secondary data types need to be copied or recorded All collected data is summed up or taken and used for convenience

- The fourth step involves conducting a detailed study of the secondary data, including the validity of the data, reviewing the research objectives, and evaluating the research problem through data processing and ultilization Data validity studies are needed to determine the accuracy of collected data, because there are data derived from studies with different objectives

to the study objectives

- The secondary database should be collected from original sources

2.2.2 Methods of processing information, database and figures

* Descriptive statistics method

It is the method using indicators to analyze and evaluate the volatility of the data It helps to synthesize data and calculate norms in a objectively and comprehensively right way for research content

Statistics are the system of methods that includes gathering, synthesizing, presenting data, and calculating characteristics of a research object for analysis, forecasting and decision-making purposes

Descriptive statistics is a method that involves gathering data, summarizing, presenting, calculating, and describing different characteristics to reflect a general audience That is the human resource training at Bac Ninh Department of Information and Communication for the period 2011-2016

The descriptive statistics methodology used in thesis research serves as the basis for the analysis of the real situation of human resource training and management in Bac Ninh Department of Information and Communications in order to truthfully and accurately reflect research subjects This method also helps to synthesize the data, calculate the data accurately, analyze the scientific, appropriate and objective documents, reflect the right content to analyze

* Methods of analysis, synthesis

The analysis first of all divides the whole of the object into parts, aspects and simpler components to study and discover each of the attributes and the nature of each to understand the subject more coherently and the complexity of the elements

The mission of analysis is through the individual to find the common, through phenomena,

to find the essence, through the particular to find the common When dividing the research

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object, it is necessary to define the criteria to divide, to choose the starting point for research, from the research purpose to searching of the individual and common attributes

Synthesis is the opposite of the analytical process, but supports the analytical process

to find the general With the results of each research, it must be aggregated to be able to fully aware, correct the general, find out the nature, tendency of the research object

Analysis and synthesis are closely linked, regulated and complementary to each other

in research and have an objective basis in the structure, in the law of the thing itself In the analysis, the proper construction of classification as the scientific basis for the formation of the object of study is significant In the synthesis of the important role regarding the ability

of linking capacity of (sometimes contradictory) specific results from the analysis, the generalization captures qualitative aspects from a variety of quantitative perspectives

In Chapter 1, the thesis uses an analytical method to clarify the content of each research work with content in relevant to the topic Through the synthesis, the thesis gives general comments on the key findings and research gaps of the literature reviewed

Theoretically, through analyzing the general theoretical issues of human resource management in government agencies and integrating them, that is the analytical framework

of the thesis

Based on practical experience, through the experience analysis of some units and localities on human resource training in state agencies, the dissertation uses the integrated method to draw lessons for the Human resource training at the Bac Ninh Department of Information and Communications

In Chapter 3, based on the analysis of the current status of human resource training at the Department of Information and Communication of Bac Ninh province, the content of this work is based on the synthesized methodology to draw the general comments and assessment for training at Bac Ninh Department of Information and Communications for the period of 2011 - 2016

* Comparative method

By collecting and analyzing information, data, and dissertations, comparing the evolution of time to see the advantages and shortcomings of human resource training activities at the Bac Ninh Department of Information and Communications Thereby, we set out perfect solutions and directions for the training of human resources at Bac Ninh Department of Information and Communication

Use tables to assess the human resource training over the years based on the information provided by the units under the People's Committee of Bac Ninh province,

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from information reported by related agencies and organizations for comparison to see the pros and cons The comparative method is mainly used in Chapter 3 of the thesis when studying the situation of human resource training at Bac Ninh Department of Information and Communications

* Interview and questionnaire methods

- The interview and questionnaire methods were applied to gather the feedbacks of public servants and officials after the training courses to evaluate its effectiveness and make specific solutions to improve the human resources training at Bac Ninh Department

of Information and Communications

+ The subjects selected for the interview and questionnaire are public servants and officials who participated in training courses at all 8 units under Department of Information and Communications

+ The number of participants was is 59 out of 59 cadres at Department of Information and Communications

- The interview method was ultilized to support the research and assessment of human resources training at Department of Information and Communications

1 a) Does the quality of human resources currently

meet the requirements of the Department?

b) Is the human resource training associated with

the job position scheme developed by the

Development?

c) What does the Department recommend to the

provincial People's Committee and the

Department of Home Affairs to improve the

quality of training for public servants and officials

at administrative and non-business units in the

province, especially in the field of information and

communications?

d) What is the orientation of the Department on

the training in the recent?

Leaders of the department

2 a) Does the registration on training of departments

and units have difficulties or problems?

b) Does the quality of civil servants at the

Leaders of department or unit

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department meet the requirements of work?

c) How many training course that you have

participated in?

d) How do you assess the quality of training

courses?

3 a) Does the quality of human resources currently

meet the requirements of the Center?

b) Does the registration on training of departments

and units have difficulties or problems?

c) What are solutions of the Center to improve the

quality of human resources in the absence of

budget to support the training?

d) Do the officials have an interest in improving

their professional qualifications?

Leaders of Center of Information and Communications Technology

4 a) What difficulties does the office of the

Department have in management of the training?

b) How many training course that you have