Human resource training at vtc digital company

In this thesis, I use secondary data sources from the documents, reports of the Human Resource Department and reports from other departments of the company and primary data sources from

Lunghwa Universityof Scienceand Technology Department of Business Administration

Thesis for a Master’s Degree

Human resource training

Lunghwa University of Science and Technology

Approval Certificate of Master's Degree Examination Board

This is to certify that the Master’s Degree Examinations Board has approved the thesis Human Resource Training at VTC Digital Company published by Mr Tran Ngoc Anh in the Master Program of Graduate School of Department of Business Administration

Master’s Degree Examination Board

Board Members：Prof PhD Tsan Eric

Prof., PhD Nguyen Van Dinh

Dr Nguyen Thi Hong Hanh

Advisors： Assoc Prof Nham Phong Tuan

Assoc Prof Chu, Chih-Chung

Chair： Prof PhD Tsan Eric

Date：November 2018

ABSTRACT

Thesis Title：Human resource training at VTC Digital Company

Pages：69 University：Lunghwa University of Science and Technology

Graduate School：Department of Business Administration

Researcher：Tran Ngoc Anh

Advisors：Assoc Prof Chu, Chih-Chung & Assoc Prof Nham Phong Tuan

Keywords: Human resource, training

Based on actual requirement, theoretical basis, documents, preceding studies on the issue about human resource management in general and human resource training in particular, I have chosen topic for my thesis: “Human resource training at VTC company” In this thesis, I use secondary data sources from the documents, reports of the Human Resource Department and reports from other departments of the company and primary data sources from surveys with employees and interviews with the Director, Vice Directors and head managers of departments to analyze the situation of employee training at the company

Research methods: In the thesis, the author uses quantitative research methods Direct interview are designed to gather information from employees and managers Accordingly, the thesis provides a view from the managerial aspects to technical aspects

on the training of employees at VTC in the period 2013-2017 The author also points out the advantages, drawbacks of the training and causes of these problems

The thesis concludes with the suggestions to improve employee training at VTC These recommendations are not really simple but really necessary for Joint VTC company if they want to possess a strong pool of employees The recommendations are also practical and applicable to the situation of the company Therefore I believe that

my research will not only help the company to realize its current situation but find out some good solutions for its better development as well

ACKNOWLEDGEMENT

Firstly, I would like to express my gratitude to the International School, Vietnam National University Hanoi and Lunghwa University of Science and Technology with all members, lecturers and staff for their great guidance, constructive contributions and valuable advice during my study

Secondly, I would also want to express my sincere appreciation to my supervisors, Assoc Prof Nham Phong Tuan and Asst Prof Chu Chih - Chung for their patience, motivation, and immense knowledge Their guidance is invaluable for me to complete this MBA thesis

Besides my supervisors, I would like to thank to the help of many people working at the VTC Digital company, especially the people who are fully occupied in business but still be willing to provide me with a lot of useful information

Last but not the least, I would like to thank my family, my beloved ones for supporting me spiritually throughout writing this thesis and my life in general

Hanoi, November 2018

Tran Ngoc Anh

TABLE OF CONTENTS

1.INTRODUCTION 1

1.1 Rationale ……… ……….1

1.2 Research objectives ……… ……….1

1.3 Research question ……… 2

1.4 Research methodology ……….……….………2

1.4.1 Research Process……… ……….………2

1.4.2 Data collection 3

1.4.3 Analysis of data 4

2.LITERATURE REVIEW 5

2.1 Overview of human resource training 5

2.1.1 Concept of human resource training 5

2.1.2 Role of human resource training 6

2.2 Human resource training process 7

2.2.1 Conducting training need analysis 8

Training needs analysis (TNA) addresses the problem of methodically discerning the actual gaps in the needed skills of the work force The core of any effective training program is correctly identifying what or who needs to be trained Poorly conducted needs analyses can lead to training solutions training the wrong competencies, the wrong people and the wrong learning methods 8

2.2.2 Training design 9

2.2.3 Training implementation 12

2.2.4 Evaluating the training program 12

2.3 Factors affecting human resource training 14

2.3.1 Internal factors 14

2.3.2 External factors 15

3 HUMAN RESOURCE TRAINING AT VTC DIGITAL COMPANY 16

3.1 Overview of VTC Digital 16

3.1.1 History of VTC Digital 16

3.1.2 Organizational structure 18

3.1.4 Features of VTC Digital that influence the training of human resources 19

3.1.5 Quality of VTC’s Human Resource 25

3.2 Assessment of human resource training at VTC 29

3.2.1 Training needs assessment 29

3.2.2 Training Design: 33

3.2.3 Training Implementation 43

3.2.4 Post-training Evaluation 45

3.3 Evaluation of human resources training at VTC 47

3.3.1 Evaluation of factors affecting the training of human resources: 47

3.3.2 Achievements: 48

3.3.3 Drawbacks and reasons 49

4 SOLUTIONS TO IMPROVE HUMAN RESOURCE TRAINING AT VTC 52

4.1 Development orientation of VTC 52

4.2 Solutions to improve human resource training at VTC 55

4.2.1 Improving the training of human resources 55

4.2.2 Improving the quality of HR Department’s employees 60

4.2.3 Completing the regulations and policies related to training of company 61

5 CONCLUSION 63

REFERENCES 64

Appendix 1: Survey questionnaires for employees 66

Appendix 2: Interview questions for managers 69

LIST OF FIRGUE

Figure 2.1: The process of HR training 7

Figure 3.1: TV signal receiver/decoder device 17

Figure 3.2: Organizational Chart at VTC Digital 18

Figure 3.3: The percentage of employees by department at VTC Digital 21

Figure 3.4: Statistical descriptive of Age 23

Figure 3.5: Statistical descriptive of Gender 25

Figure 3.6: Educational background of employees at VTC 26

Figure 3.7: Statistical descriptive of English levels by TOEIC 28

Figure 3.8: Training design process at VTC 33

Figure 3.9: Participation Selecting Policy 35

Figure 3.10: Training Quality 41

Firgue 3.11: Encouraging Trainning Policy 44

Figure 3.12: Training Program Quality 46

Figure 3.13: The results of the employee training at VTC Digital in 2017 47

LIST OF TABLE

Table 3.1: Revenue based on packages 19

Table 3.2: The employee’s ages at VTC 22

Table 3.3: The gender of employees at VTC Digital 24

Table 3.4: Educational level of employees by positions at VTC 27

Table 3.5: Computer skills of employees at VTC 29

Table 3.6: Training demand for marketing and sales campaign in 2016 30

Table 3.7: Summing up the situation employees recruitment at VTC in past three years 30

Table 3.8: The training needs developing markets in 2016 31

Table 3.9: The training needs of VTC ( 2013-2017) 32

Table 3.10: Mean score of employees satisfaction on participation selection policies 35

Table 3.11: Training programs for administrative and technical staff in 2017 36

Table 3.12: Training programs for managers in 2017 37

Table 3.13: Scale training follow the training methods( 2015-2017) 38

Table 3.14: Mean of employee’s satisfaction on training methods and contents 39

Table 3.15: Statistics of teacher training programs implemented by the company 40

Table 3.16: Mean of employees evaluation on trainers’ training quality 41

Table 3.17: Training funds and the use of funds in the company 42

Table 3.18: The use of funds under the legal training of company training VTC in 2017 43

Table 3.19: Mean of employees satisfaction on encourage training policies 44

Table 3.20: Mean of employees evaluation on training program quality 45

1 INTRODUCTION

1.1 Rationale

That Vietnam officially joined the WTO opened up a period of comprehensive integration into the world economy It has created opportunities as well as unprecedented challenges for Vietnam enterprises to survive and grow in the fiercely competitive market To compete fairly and strongly, businesses need to promote all resources, including the focus on human resources - the most important one in an organization

Although our country is abundant with human resources, most are not properly trained, therefore, laborers with qualified skills are still limited In an increasingly fierce economy where science and technology are advancing every day, it is essential that enterprises cultivate a good pool of human resources in order to survive the market Training of human resources plays an important role in improving capacity of employees in enterprises to meet the need of the market economy Therefore, all organizations have the tendency to focus on the training of their human resources in order to improve knowledge and skills for employees contribute to increase profits and market competitiveness As well as other businesses, VTC Digital has been facing difficult situation in producing qualified staff for the development of the company VTC has stated that, one of the most important prerequisites for growing the company is to develop human resources who can assume key positions and are able to steer the company

Given that fact, I decided to choose the topic “Human resource training at VTC Digital Company” From the study of the problems existing in the training of human resources, I wish to propose some useful solutions aimed at improving the human resource training process, creating competitiveness for companies in the global economy

1.2 Research objectives

Based on issues stated above, the research objectives will be:

 Overall objective: suggesting complete solutions to enhancing human resources

training at VTC Digital Company, creating an improved workforce for the company with professionalism

 Specific objectives:

 identify the factors that affect HR training

 Analyse and clarify the rationale system of training in business

 Analyse and and evaluate the situation of human resources training at VTC company

 Analyze the existing cause and suggest some solutions in order to improve the training of human resources in the company

1.3 Research questions

Then, research questions will be:

 What are the factors that directly affect HR training at VTC Digital company?

 What is the current situation of HR training at VTC company?

 What are practical solutions to improve HR training at VTC company?

1.4 Research methodology

1.4.1 Research Process

The research process for this study is illustrated as follows

Figure 1.1: Research process

1.4.2 Data collection

1.4.2.1 Secondary data

Secondary data were collected from both internal and external sources:”

+ External sources: newspapers, the Internet, agencies and institutions related to employees’ training

+ Internal source: company’s documents from HR Department and reports of other departments

1.4.2.2 Primary Information

Primary data were collected through surveys with employees and interviews with the Director, Vice Directors and head managers of departments

1.4.2.3 Instruments for data collection

The author designed an interview schedule as one of the data collection instrument for this study The Directors, Vice Directors and managers were interviewed The interview questions were aimed at eliciting relevant information concerning the training

of employees

Another instrument is conducting survey of questionnaire that was prepared and distributed to the sample of 128 employees The survey of questionnaire was set with an objective of evaluating the current situation of employees’ training at VTC and the

Identify research objectives

Data Collection Secondary

questionnaire administration went through self-administrated way with closed questions

1.4.3 Analysis of data

The analysis of data was done by following the trends in the patterns that emerged

in the course of the research that explain past data When interviewing respondents, one

is listening for narratives about why things happened in the way they did or not The analysis of data firstly dealt with the description of each case based on the data collected via the different instruments Secondly, an analysis was done of similar and different patterns in each case study It is the author’s contention that the descriptions of the case studies allow one to gain insights into the specific context

Besides the author chose the methods of comparison, inductive and deductive methods to analyse the past data and current situation of employees’ training at VTC

The study is composed of 4 chapters:

1) Chapter 1: Literature review

2) Chapter 2: Research methodology

3) Chapter 3: Human resources training at VTC Digital Company

4) Chapter 4: Solutions to improve human resources training at VTC

2.LITERATURE REVIEW 2.1 Overview of human resource training

2.1.1 Concept of human resource training

Human resources is used to describe both the people who work for a company or organization and the department responsible for managing resources related to employees The term human resources was first coined in the 1960s when the value of labor relations began to garner attention and when notions such as motivation, organizational behavior, and selection assessments began to take shape

Training is a learning process whereby people learn skills, concept, attitudes and knowledge to aid in the achievement of goals In business context, training plays critical role in shaping the performances of the employees by strengthening their working attitudes and behaviors to get the jobs done (Patrick, 2000)

It should be noted that there are some differences between training and development Training is aimed to improve the capabilities of employees required for specific jobs and current performance while development is an educational process which is concerned with the overall growth of the employees (Surbhi, 2015) In other words, training deals with immediate and short-term improvement of employees’s capabilities while development aims at long-term context (Obisi, 1996; Steinmetz

&Lawrenc, 1996)

The main differences between training and development are presented as below:

Basis for

Definition a learning process in which

employees get an opportunity to develop skill, competency and knowledge as per the job requirement

an educational process which is concerned with the overall growth

of the employees

Objective To improve the work

performances of the employees

To prepare employees for future challenges

knowledge

2.1.2 Role of human resource training

Human resource training plays a massively important role in every organization It

is the key to meeting the needs of both the organization and employees The training is developed to fulfill work requirements, put it another way, to ensure the existence of the organization In the ever changing world, it is of great significance that businesses develop high quality human resource in order to survive

Now, the application of science and technology are essential requirements for the organization, and the application of science and technology in business can only be implemented if the current human resource is qualified The employees force can only

be developed through the process of training both in schools and inside organization so that they can meet the arising demands

Training helps improve productivity, enhance job performance Trained employees can do their jobs more quickly with more initiatives As a result, training increases both productivity and job performance efficiency It is obvious that training is one of the strategic solutions to improve the competitiveness of organizations in the market economy If an organization wants to improve competitiveness and its position

in the market, it must focuses primarily on training

Effective improvement of work helps to reduce the time for supervision in an organization, as well as reduce pressure on its employees Both sides will benefit because employees will be more proactive in their work, which helps the organization to reduce manpower for surveillance apparatus and transfer the redundant to the jobs that require greater workforce Training provides organizations with the opportunity to enhance their stability and competitiveness The stability of an organization is determined by many factors in which human resource proves the most influential Because a high quality human resource makes other elements run smoothly, the organization can avoid obstacles and hence stability.\

Training human resources not only enhances the performance of the organization but also meets the needs of individual learning, improvement of their employees This is

an inevitable demand as all employees want to improve their personal values and positions in organizations and society as well Thanks to training, their material and spiritual life will be improved

2.2 Human resource training process

The HR training process consists of 4 steps:

Figure 1.1: The process of Human Resource training

Source: HRWale.com

To develop a training program for human resources in an organization, it is very

common that the above 4 steps are required: identifying training needs, conducting

training design, conducting training implementation and assessing the impact of the

program on the human resources

2.2.1 Conducting training need analysis

Training needs analysis (TNA) addresses the problem of methodically discerning the actual gaps in the needed skills of the work force The core of any effective training program is correctly identifying what or who needs to be trained Poorly conducted needs analyses can lead to training solutions training the wrong competencies, the wrong people and the wrong learning methods

The results of a training need analysis provide answers to the following questions:

- What is needed and why?

- Where is it needed?

- Who needs it?

- How will it be provided?

- How much will it cost?

- What will be the business effect?

By identifying training needs, an organization can decide on what specific knowledge and skills, attitudes are needed to enhance the employees’ performance according to the company’s standards

The needs analysis is the starting point for all training The primary objective of all training is to improve individual and organizational performance With the successful deployment of Training Needs Analysis, the managers will be able to evaluate better outcomes with an optimum utilization of its resources Therefore, it streamlines the organizational objectives and goals It also helps build credibility amongst its stakeholders

There are 3 levels for needs assessment phase: organization analysis, task analysis and personal analysis

 Organizational analysis: involves working with leadership to set training

priorities and ensure a clear alignment between training goals and business objectives It

is also related to identifying and removing obstacles that may negatively affect the training outcomes

Organizational analysis helps the organization to work out suitable training courses that align with business strategies, available resources (such as budget, time, team of professionals) and leaders’ support

 Task analysis is the process of breaking a skill down into smaller, more

manageable components Once a task analysis is complete, it can be used to teach

learners with ASD a skill that is too challenging to teach all at once Other practices, such as discrete trial training, video modeling, and reinforcement, can be used to teach the individual components, building one upon another, until the skill is complete (Szidon, K., & Franzone, E,2009)

“Task analysis focus on the duties of jobs within the organization to determine which job need to be trained It helps to determine the knowledge, skills, and abilities required to perform the job effectively.”

 “Person analysis A person analysis is the process of studying employee

behavior to determine whether performance meets standards It examines how well an employee performs critical tasks and their knowledge, skills, and abilities to perform it

(Rachel, JeanRene, 2014)

This analysis focuses on individuals and their specific needs regarding the knowledge, skills and behavior needed for them to perform their assigned tasks The popular methods for person analysis are performance appraisal, interviews, questionnaires, tests, analysis of behavior, informal talks, checklist, counseling, critical incidents, recording, surveys, and observations

2.2.2 Training design

Training design is the process of creating a detailed plan for the instructional development Once the training needs analysis completes, the next step is to design appropriate training courses including training facilities, materials, contents, logistics and so on All the details required for the training implementation have to be taken into account in order to make sure that the training will be properly and effectively conducted

2.2.2.1 Selecting target groups to be trained

The selection of trainees is based on:

- The needs and motivations of to-be-trained employees

- Effects of training on employees

- Job prospects for each person

The selection of persons for training has to ensure proper training for people, which means to choose the right person who has ability and aspiration to avoid training wrong audience, causing loss of time and unnecessary costs

In order to do so, enterprises need to study and determine the needs of the

employees, analyze the effects of training and development for employees as well as their career prospects based on the personnel file and the job performance of the employees to select suitable trainees

2.2.2.2 Develop training programs and selecting training methods

 Develop training programs

The training program is a system which comprises courses and lessons of knowledge and skills and time frame allocated The program has to adopt appropriate training methods It must be built very clearly based on the following issues: the number

of courses, lessons of each course, costs, means necessary for programs such as: curriculum, materials, equipment etc

The training program is built on the basis of training needs and training objectives that were identified Then business also has to take into account the specific situation of its the financial capacity, facilities etc to select training methods accordingly

 Selecting training methods

There are a variety of training methods and each one has its own pros and cons Each training method is suitable to each type of objects in each condition and circumstances Therefore, enterprises should choose a training method that best suits its training programs to provide the highest efficiency for businesses Among the most popular training programs are one-on-one training, on-the-job training, group training, seminars, and workshops

In this step, the enterprise will also develop instructions, training guides, training materials including presentations, classed exercises and study guides, a list of references and resources Normally, these will be published on the company internal website and its availability is informed through newsletters or social media technology After that professionals must create a list of industry Internet links of tip and techniques

interrupted sometimes

• Sources of external organizations: Including trainers in centers, training organizations, universities, colleges The advantage of this selection is that the business has more options to choose and the trainees can benefit broader range of knowledge The downsides include high costs, little understanding between trainers and trainees, some trainers’ knowledge is not practical to the needs of the organization Therefore after the selection of the teacher, it is extremely important for the organization to guide them to understand the object and aim of the training to ensure that they perform their tasks well

Make sure you have a thorough understanding of the following characteristics of

an effective trainer The trainer should possess:

- A desire to teach the subject

- A practical knowledge of the subject to be taught

- A dynamic appearance and good posture

- A strong passion for their topic

- A strong ability to interact with their participants

- Appropriate audio/visual equipment to enhance the training session

For a training program to be successful, the trainer should be conscious of several essential elements, including training environment, good planning, the use of various training methods, good communication skills, and trainee participation

2.2.2.4 Estimated cost of training

The actual cost for the training of human resources in the enterprise consists of financial costs and opportunity costs

Financial costs are real costs that enterprises have to pay for the program including: the cost of teaching and learning facilities, costs for trainers, costs for learners, course management, administration and so on

The opportunity costs include benefits and prospects for employees when an enterprise invest in the training However, the opportunity cost is difficult to determine and calculate so organizations must consider comprehensively before implementing a training

Estimated cost of training is greatly significant for the training and development

of human resources so that proper funding can be built to suit the business situation of enterprises

2.2.3 Training implementation

There are two basic approaches to implementing a training program: one is centered

on the trainer, who controls learning contents and experiences; the other is centered on the learner, with the trainer acting as a guide and providing resources This approach assumes that people are able and willing to learn if they are given the proper materials

in an atmosphere that is conducive to learning This method is preferred because it is participatory, learners’ experiences are shared, and participants have more freedom to learn at their own speed

An important aspect to include in a training package is follow-up support to the participants and evaluation of the training outcome This support, which should be included in the training budget, may be in the form of supervision, coaching, mentoring, setting up a network support group, or simply providing a source of ongoing information Follow-up activities may be conducted in person but may also

be provided by telephone or e-mail

A trainer is expected to be knowledgeable, possess excellent communication skills, and be able to communicate at the level and in the language of the participants (consecutive or simultaneous translation may be appropriate for certain situations) To

be effective, the trainer should take into account the nature of the target group or audience (who are they? are they senior or line managers?) and their level of knowledge and skill (have participants been trained in the subject to be presented or related subjects?)

In training, formative assessment is important, because the aim of the course is to improve performance, not to grade the participants The trainer can help them learn more quickly and more completely by providing them with constructive criticism during the course The trainer can also use the feedback from evaluations to adjust the content and methods of the training to better meet participants’ needs

2.2.4 Evaluating the training program

The methods for evaluating training programs include:

1.2.4.1 Review by reaction from students

Students as a person directly involved in the training will provide most precise comments, attitudes and opinions about the course of human resource training These reactions can be considered as a basis for evaluating the effectiveness of the training

Whether they have an interest in training program or not? The training content has practicality? All this information can be collected based on direct interview, survey or questionnaire However this method encountered obstacles of often bringing answers of individual subjectivity

2.2.4.2 Assess learning outcomes

We can evaluate training programs through the knowledge and skills that trainees acquired by organizing tests for them after each course The assessment results shown through scores that students achieve However this result does not ensure that students will apply what they have learned into practice in their later work

2.2.4.3 Reviewed by acts of employees

The purpose of the training is to enhance the ability to perform the work of employees The knowledge and skills that students have been through the training can

be applied to actual work or not It is important criterion in the evaluation of training effectiveness The evaluator should observe the changing behavior of employees after training (shift work attitude, skill proficiency in operations, the ability to solve problems ), analyze the substitution This change, to see if it is due to be trained or not

2.2.4.4 Review through the results of the work

Review the process of training and development through the work results is a common assessment method Through the results of the work, the business can evaluate the process of training and development, whether it achieved the objectives and outcomes set out earlier or not

2.2.4.5 Evaluate the effectiveness of training

The purpose of this evaluation is to compare the results obtained after the training with training costs to determine the economic efficiency of the employees The assessment of the economic efficiency of training requires data and documentation necessary for training costs and the benefits obtained from their educational training methods and each type of training

Criteria are required for this evaluation The criteria can be applied separately for the technical training of employees as well as for the training of professional personnel, for each course (short term, long term) for each training method The following criteria are commonly used to evaluate the effectiveness of training:

 Cost per one person / course

The cost of training for employees include teacher's salaries (theory and

practice); management costs; infrastructure costs This cost varies depending on the length of the course; training methods and training quality An effective training is the one that that has lower cost and brings about satisfactory outcomes

 Employees productivity

Employee productivity means the higher amount of product or volume of work completed after the training than before, the growth rate of employees productivity demonstrates higher economic efficiency If a business wants to evaluate its employees’ productivity, it has to evaluate its employees’ performance after a certain period of 3 to

6 months

2.3 Factors affecting human resource training

2.3.1 Internal factors

2.3.1.1 Objectives and strategies of the company:

In certain stages, production and business strategy is concretized by the HR strategy in line with the production plan Based on the human resource planning, human resource training and development will be implemented to meet the requirements and achieve the set objectives

2.3.1.2 Current workforce of the enterprise:

It is greatly important to properly evaluate the real potential of the workforce for training plan The managers have to understand the capability of the company’s human resource to see if they meet the requirements of the training Furthermore, the current workforce may suggest potential trainers The company can take advantage of its available internal instructors for some courses and if the training requires special knowledge, it will seek outsourced trainers

2.3.1.3 The views of administrators:

Depending on the perspective and his leadership style, managers can make strategic staffing and training plans differ in the various business organizations If administrators appreciate the work of employees in the enterprise, the administrator will have to decide, plan training made to suit the requirements of the job with the ultimate goal is to win the high performance in business

2.3.1.4 Budget for training

Usually, the more financial strong the business is, the more budget is allocated for

training The effectiveness of the training is largely dependent on the budget Limited one makes it difficult to choose teaching methods, enroll appropriate number of trainees, hire equipment and so on The budget also affects the frequency of training activities which is very important in maintaining the long-term effect of the course

2.3.1.5 Facilities, techniques and technologies:

Last but not least, conditions of infrastructure and technology also have big impacts on the smoothness of the training Only in good conditions can the employees devote themselves entirely to the acquisition of knowledge

2.3.2 External factors

2.3.2.1 Economic and politic environment:

The economic and politic environment also has influence on the training of human resources in enterprises If the economy grows and the politic condition is stable, the training demand is large and enterprises find it easier to get support in terms of external funding and enrollment of more trainees

2.3.2.2 The development of science, technology:

In the changing world of science and technology, training of human resources will

be influenced in a way that it will adopt more technology-based elements It requires employees to be equipped with updated knowledge about technology to be able to take part in the training In turn, training activities have to impart trainees with latest knowledge about this area to satisfy the needs of the participants

2.3.2.3 Market and competitors:

In this economy market today, competition takes place fiercely in all sectors That will influence the sources of funding and choice of training providers as they have to compete with another to win customers’ confidence

1.3.2.4 State's policy on training

This factor cannot be neglected as it also has certain impacts The State’s policies could hinder or create favorable conditions for the training of human resources development in enterprises

3 HUMAN RESOURCE TRAINING AT VTC

DIGITAL COMPANY 3.1 Overview of VTC Digital

3.1.1 History of VTC Digital

Vietnam Television Service Company (VTC Digital) is a subsidiary of VTC Multimedia Corporation whose headquarter is located in Hanoi City The company was formed through the merger of Center of Digital Television (CDT), Telecommunication and Television Services Company Limited – VTC and the Southern branch of VTC Corporation by VTC Corporation’s decision No 117/QĐ-VTC on 20th March, 2013 The company has more than 120 employees, 01 head office and 2 main representative offices in the Central and South of Vietnam along with 10 show departments nationwide

The company provides three main types of services:

 Pay television service (accounting for 80% of revenue): Main customers of this service are individuals or households owning at least 1 television with the demand for pay television

 Broadcast service (15% of revenue): Main customers are local television stations and other media companies who want to buy channels/air time provided by VTC Digital

 Vietnam Media Hub (VMH) (5% of revenue): Main customers are local television and media companies, which have demand on content storage and sharing

The Vietnam Television Service Company provides Pay TV service over satellite transmission To watch TV channel aired by VTC Digital, customer need to buy 01 receiver and all required accessory and pay monthly subscription fee

TV signal receiver/decoder device

Figure 2.1: TV signal receiver/decoder device

Source: VTC Digital

Product Price: at the start time on year 2009, receiver device was priced at $180,

but now it is only $55 This is considered reasonable for most of consumers

Distribution Channel: the company distributes this device through a network of

distributors and agents (electronic stores/super markets) and through show departments located in major cities in Vietnam

Monthly Fee: At this time, VTC Digital provide 4 packages of TV channels with

different subscription fee for each packages and customer can choose one or more package:

 HD Package: $5/month

 SD Package: $3/month

 HTV Package: $1/month

 VTC Cab Package: $1.5/month

VTC Digital’s Major Resources

Being the direct subsidiary of VTC Corporation, VTC Digital has inherited a number of benefits from its parent company such as:

 Extensive experience: 29 years of deploying and distributing TV and radio

equipment, 14 years in the television services business

 VTC pioneered in digital television in Vietnam: the digital terrestrial television was deployed in 2000 and the deployment of digital satellite TV was completed in

 VTC has a nationwide distribution network

 VTC has professional policy of 24/7 warranty and customer services

 VTC is one of the organizations specifically assigned by the Government in the mission to digitize terrestrial television system in Vietnam until 2020

 VTC has a diversified product portfolio, which makes it different from other pay

TV providers VTC Digital can benefit from this by offering a number of value- added services to make its products range more competitive

3.1.2 Organizational structure

Figure 3.2: Organizational Chart at VTC Digital

Source: VTC Report HR Department

3.1.3 Business performance

Director

Deputy Director Deputy Director

HR

Department

Internal Control Department Customer

Service Department

Accounting Department

Business Deparment Television

Department

The revenue mainly comes from 2 areas: Pay TV and Broadcast (VMH) of which Pay TV contribute to the main business This service accounts for 80% of revenue, it takes money through the sale of signal receivers and fee from individuals and households The rest of 20% comes from Broadcast service

Table 3.1: Revenue based on packages

3.1.4 Features of VTC Digital that influence the training of human resources

3.1.4.1 Size and structure of VTC’s Human resource

The size and structure of VTC’s human resources are evaluated through dimensions including operation, structure by age and gender

3.1.4.1.1 Human resource structure by operation department

The functions of departments and teams at VTC are presented as follows:

Board of Director: who has the highest responsibility in the company's business

operation The main function of the director is to ensure the company can meet the business development goals

Human resource and administration department: This department takes

responsibility for managing the workforce and the preparation of plans for recruitment and selection This department is also in charge of administrative services such as workspace, equipment and machinery for employees

Internal control and compliance department: This department establishes and

supports professional management tools setting for all other divisions, individuals, provides guidance for building materials for services management operator activities in the company, ensure compliance, correctness and honesty in the management of operation in the company

Accounting department: one of the most important units in the company which

takes the responsibilities of managing tellers’ activities, post-monitor, and information technology (IT) It means that this department has to synchronize cash flow of company with head quarter on daily basis as well as timely reporting the current business of the company to the Director

Business and planning department: This department is responsible for the

strategic development It develops business production for the company in each stage, analyzes and evaluates results of the implementation plan monthly, quarterly and annually Based on the analysis and evaluation, the final report will be produced quarterly, annually to draw strengths, weakness and figure out causes to promote the strengths and overcome drawbacks

Television Department: This department comprises the main curator of

television, film photography, materials and broadcasting of television programs and also responsible to manager for installing cable TV for customers It is directly responsible for the company's products

Customer Services Department: This apartment assumes the role of listening to

the customer's responses to the product, collecting customers’ information and then developing customers’ training to facilitate the management and care

Figure 3.3: The percentage of employees by department at VTC Digital

Source: Author’s research ( 2017)

As shown in the figure above, the highest number of employees lies in the Television Department (34%) It is easy to understand as it is the major department of company which is directly responsible for the company’s products The business and planning department takes the second positions in the number of employees (26%) and both customer services and internal control are the departments having the lowest number of employees (8%)

Board of Director

Department 11%

Internal Control Department 8%

Accounting Department 10%

Business and planning department 26%

Television Department 34%

Customer Services

Department

8%

3.1.4.1.2 Human resource structure by age

Currently, the company has 128 employees with distribution by age as follow:

Table 3.2: The employee’s ages at VTC

Department

<25 years old

25-30 years old

30-35 years old

35-40 years old

40-45 years old

45-50 years old

>=50 years old

Figure 3.4: Statistical descriptive of Age

Source: Author’s survey The table shows that most of the employees at the company are in the groups of 25-30 years old and 31-35 years old Concretely, there are 34 and 36 employees in the groups of 25-30 years old and 31-35 years old respectively From my point of view, almost employees in VTC company are young and mature who have sharp minds and can easily grasp the rapidly changing trends of digital television industry In terms of the company's board of directors, with two people in the age range 41-45 year old and only one adult over 50 years old, we can see that the company directors are not too old and possess full experience and knowledge to manage the company

 Effect of employees structure by age to training of human resources:

- Advantages:

Young employees in companies always bring out an atmosphere of positive and dynamic work, the youth are also receptive to new knowledge and science and technology in the training process Additionally, after training a young workforce, they will have more time to devote to the company than train employees aged 40 to 50 years old Thus the company will save costs to retrain young people until their retirement age

- Difficulties:

Lacking practical knowledge is a disadvantage for young employees To ensure quality work, the company needs to pay a special attention to the training, development and retraining of knowledge to them With fewer employees in age group of 40-50, the

>50 years old

Company will meet with difficulty in choosing employees having adequate qualifications and practical experience to train

3.1.4.1.3 Human resource structure distributed by gender

The human resources structure by gender with portions of male and female are stated in the table below:

Table 3.3: The gender of employees at VTC Digital

Source: Author’s Research 2018

As we can see, the difference between male and female gender in companies is negligible in total summary However, each department has a clear distinction in gender For example, in Television department whose nature of job requires travelling a lot and spending much time so male employees are more than females In contrary, regarding administrative work, female employees account for more because they are more suitable than males, as we see in other departments

Figure 3.5: Statistical descriptive of Gender

Source: Author’s survey

 Effect of employees structure by gender to training of human resources:

- Disadvantages:

When the ratio of female employees in large companies account for the majority,

it poses a challenge for the training of human resources VTC digital has the same situation Women often have to take care of household chores so they cannot have much time for learning Male employees can enjoy training courses better, they also quickly acquire knowledge faster than female counterparts

3.1.5 Quality of VTC’s Human Resource

3.1.5.1 Qualification level

Qualification level of the employees at VTC is accessed through their educational background Normally, the Vietnam education system classifies educational level into PhD, Master, Bachelor, Diploma, and below, the distribution of education level of employees is manifested in the figure below:

48%

52%

Gender

Male Female

Figure 3.6: Educational background of employees at VTC

Source: Author’s Research

The chart shows the educational background of employees at VTC As we can see the percentage of employees acquiring bachelor degrees takes the first place at 69% The number of employees who have PhD degrees accounts for the lowest at 2% Diploma and Master are both over 10% We can see from these date that, in general, the company's employees are trained through university and some managers who have acquired masters and doctorates Accordingly, it indicates that the company possesses a strong team of degrees and knowledge, only a few employees do not have a university degree accounting for the minority

The table below summarizes the educational level of employees by positions at VTC

PhD 3%

Master 12%

Bachelor 69%

Diploma 12%

Below 4%

PhD Master Bachelor Diploma Below

Table 3.4: Educational level of employees by positions at VTC

Department PhD Master Bachelor Diploma Below

Source: Author’s research

The table above illustrates that most of the employees of VTC have bachelor degrees, especially in accounting and business and planning departments which require

a high level of knowledge and experience For Televison Apartment, it has the highest number of employees and the most bachelors because the nature of this department’s job require digital, real life experience and social network instead of high level skills and academic knowledge

 Effects of employees structure by education levels according to the level of training of human resources:

With the large proportion of employees being university level, the choice of methods and programs of the company should be taken into account: the company should focus on training programs that can enhance working expertise or send staff abroad for training not only to get further practical knowledge but also high educational degree

The human resources are mostly available for training so it will not be too hard

during the acquisition of new knowledge

3.1.5.2 Foreign language level

Nowadays, nobody can deny the importance of learning foreign languages In an enterprise environment, the most common and important language is obviously English Moreover, high-quality work requires the ability to understand and communicate well in English so that companies can easily expand its operation to other countries Therefore, graduated students with English skills along with basic learning outcomes are often prioritized

Understanding the importance of learning foreign languages, the Board of Directors has been encouraging the employees to complete certain level of foreign languages

The chart below shows English levels of VTC employees

Figure 3.7: Statistical descriptive of English levels by TOEIC

Source: Author’s survey Although the company is a developer of information and digital television, mature staff need English skills at work However as the chart indicates only 38 percent of mature employees acquired basic English skills for office work and only 6 percent got high TOEIC score 21% of the employees have not reached the basic level of English

3.1.5.3 Computer skill level

There are 7 computer skills, including (1) word processing, (2) graphics, (3) multi-media, (4) internet, (5) email, (6) spreadsheets, and (7) databases

Table 3.5: Computer skills of employees at VTC

Department Word

processing Graphics

Multi media Internet Email

Spread sheets Databases

3.2 Assessment of human resource training at VTC

3.2.1 Training needs assessment

According to the interviews with the deputy directors and head of HR

Department, assessing training needs is carried out by the HR department HR department plays the critical part in cooperating and instructing other units of VTC to conduct their training needs determination HR department and other units define the needs and set the training plan based on job requirement aiming at completing strategies, targets of VTC, changes, and the addition of policies They also correct normative documents, needs of officers at VTC aiming at improving knowledge, skills for the job The principles of training planning are: to train the right persons, right positions that are suitable to staff in order to ensure every staff can attend at least one short-term course per year; the number of long-term training staffs, including the ones trained in the previous years does not exceed 10% of total staffs of each unit

Training needs of the company is determined based on the following grounds:

 Firstly: The staffing is based on the company's business orientation and objectives

every year Accordingly, specific goals will be made to be achieved by that year To realize that goal, it is necessary that certain factors be taken into account to determine the demand for human resources for the company in terms of size and quality number

For example: In 2016, the company launched new products, to promote growth

and bring greater revenue It led to an increasing demand for the staff to research the market tremendous expertise for marketers so a training need for professional development for employees in the business department arose

Table 3.6: Training demand for marketing and sales campaign in 2016

Departments training demand Number of employees trained

Source: VTC Report

 Secondly: Based on the results of the process of recruiting new staff, HR

Department determine training demand as follows:

In April each year, after the recruitment and selection of new employees, the Human Resources Department prepares a summary of the recruitment situation to plan the training of those employees

Table 3.7: Summing up the situation employees recruitment at VTC

in past three years

Inside :