operations mangement final project overview of human resources management and application of management theory in unilevers human resources administration

UEH UNIVERSITY UEH COLLEGE OF BUSINESS (COB) DEPARTMENT OF ADMINISTRATION Operations Mangement Final Project OVERVIEW OF HUMAN RESOURCES MANAGEMENT AND APPLICATION OF MANAGEMENT THEORY IN UNILEVER'S HUMAN RESOURCES ADMINISTRATION Class: 21C1MAN50205801 Lecturer: Đặng Hữu Phúc (Ph.d) Student: Phạm Ngọc Hằng Student code: 31201021028 Abstract The demand for human resources, particularly qualified human resources, has risen in tandem with the Vietnamese economy's rapid development and international integration in recent years Human resources will have an impact on the enterprise in the production process; they will have an impact on business operations in both positive and negative ways, and this will have a direct impact on the business's profitability Human resources are the most important component in determining whether or not a company will survive and grow As a result, effectively recruiting, training, and managing human resources is a frequent problem that every manager must address How to keep employees by utilizing human resources Finding a solution to how to keep employees and successfully use human resources will be a vital topic for managers to solve As a result, the business team will be more stable, saving time and money, reducing internal errors, and assisting enterprises in operating more efficiently and improving product and service quality Moreover, gain clients' trust Understanding the importance of Human Resource Management in Operations and Production Management, I want to go through this small research paper to summarize some of the most general perspectives on human resource management, as well as analyze a corporation with an excellent human resource management strategy that is Unilever, consider how to use the company's human resource management theories, resulting in correct perspectives and effective human resource strategies, contributing to good resource management to generate competitive strengths, and so understanding another component of Operations Management Table of Contents Theoretical Basis .5 1.1 What is human resources? 1.2 What is human resources management? 1.3 The role of human resource management 1.4 HRM Objectives: .7 1.5 HRM Functions: Human resource management in enterprises: 10 2.1 2.1.1 Human resource planning 10 2.1.2 Job analysis activity 12 2.1.3 Recruitment activity 14 2.2 Training and development activities 17 2.2.1 Goals 17 2.2.2 Influential factors .18 2.3 Attracting human resources activity 10 Maintaining human resources activity .19 2.3.1 Assess employee performance 19 2.3.2 Methods of evaluating employee performance 20 2.3.3 Remuneration, reward and welfare activity 23 Western human resource management theories .24 3.1 Theory of X .24 3.2 Theory Y 25 3.3 Theory of Z 26 3.4 Compare theories X, Y Z 27 Introduction: 29 1.1 History of formation and development 29 1.2 Industry, field of operation and business 30 Practical relation to the application of Western human resource management theories in Unilever Vietnam 31 2.1 Application in human resource recruitment .31 2.2 Applying Western management theory in human resources recruitment 33 2.3 Applying in the arrangement and use of human resources .34 2.4 Applying in training and developing human resources 35 2.5 Applying in assessing human resources 38 Evaluation and recommendations for human resource management of enterprises 40 3.1 The results achieved when applying Western management measures 40 Some limitations in human resource management of Unilever Vietnam and proposed solutions 41 Conclusion .43 Theoretical Basis 1.1.What is human resources? An organization's or business's human resource is the collection of all employees with skills in a specific field who make up the workforce engaged in any activity to achieve the business's or organization's goals and objectives Human resources are the foundation of any business or organization 1.2.What is human resources management? Human resource management is a set of concepts, policies, and operational actions aimed at attracting, training, developing, and retaining a company's personnel in order to create the best possible results for both the company and its employees According to Mathis & Jackson (2007), human resource management is the establishment of formal procedures in an organization to ensure the effective and efficient use of human potential to achieve organizational goals Human resource management is one of the fundamental roles of organizational management, and it entails planning (planning), organizing, directing, and managing actions to attract, utilize, and develop personnel in order to meet organizational goals In terms of content, it is defined as the recruitment, selection, maintenance, development, use, motivation, and provision of facilities for human resources within an organization in order to attract, build, and develop, employ, evaluate, preserve, and maintain a workforce that meets the organization's quantity and quality requirements The essence of human resource management, on the other hand, is the management of people within an organization, i.e., how the company treats its personnel Criteria Personnel Management Human Resources Management Standpoint Labor is an input cost Human resources are valuable assets that need to be developed Training Objectives Help employees adapt to Invest in human resource development their positions Perspectives Short and medium term Long-term Competitive advantage Markets and Technology Quality of human resources Machines + Organizations Technology + Organization + Quality of Basis of productivity human resources and quality Motivational factors Money and career Nature of work + Promotion + Money advancement Attitude towards change Employees are often Human resources can adapt, face resistant to change challenges 1.3.The role of human resource management Human resources are a crucial component of any business, and human resource management is a key area of operations and production management With increasingly advanced and modern technology and scientific equipment, as well as increasingly complex and demanding work needs, whether human resources can be assured or not has become a strategic component, generating a competitive advantage Organizations and businesses face competition At this moment, the organization's survival and robust development are dependent on a team of human resources with extensive expertise and experience Businesses must be able to manage and train personnel, as well as provide an ideal environment for employees to work comfortably and commit their energies to the firm, in order to this Economically, HRM gives businesses the opportunity to fully exploit the potential capacity of human resources As a result, the appropriate decisions about hiring the right person for the right tasks are made, resulting in increased labor productivity and competitive advantages for businesses in the market In terms of society, human resource management demonstrates a fundamental understanding of employees' rights, preserving their values and status inside the company Focusing on a mutually beneficial agreement between the interests of the organization, the enterprise, and the interests of the employees, in order to reduce labor-capital conflict 1.4.HRM Objectives: Human resource management's purpose is to ensure that firms have a productive staff Managers must know how to recruit, develop, evaluate, and retain their staff in order to achieve this goal Human resource management must attempt to achieve the following four main goals in order to gain human resources to meet the development strategy: Personal Objectives: Managers must assist their staff in achieving their personal objectives Managers must understand that if employees lose sight of their personal objectives, productivity will suffer, and employees may leave the company Specific human resource management activities are required to attain the above objectives Functional Objectives: Because each department has its own set of functions and responsibilities, each department must contribute to the company's overall goal Organizational Objectives: Human resource management is all about determining the best way for departments and the entire company to have effective personnel Human resource management is not the aim in and of itself; it is merely a tool to assist the organization in achieving its objectives Societal Objectives: Businesses must fulfill the requirements and difficulties of society; they exist to benefit society, not just themselves 1.5.HRM Functions: Human resource management is a large system with various activities to exploit; the function of human resource management is highly dependent on changes in the business environment, labor market fluctuations, organizational structure, financing, and the level of development in the enterprise, Therefore, each manager has a different view of the function of human resource management However, we can separate human resource management functions into three primary groups that serve the organization, such as:  Functional group of attracting human resources This functional group's main goal is to ensure that the number of personnel has the proper skills and competencies to complement the organization's and business's task Enterprises must base themselves on production, operating, and business plans, as well as the present circumstances of employing human resources in the enterprise at the past and current period, in order to identify how to recruit excellent human resources for the job Determine which positions require additional staffing and what number of personnel is required to meet the company's needs  Functional group of training and developing human resources After you've hired personnel, the following step is to train them and help them advance This functional group focuses on developing the professional competence of employees who have been chosen for positions within the organization, so that they may better understand the business and the tasks allocated to them Simultaneously, we acknowledge and encourage them to reach their maximum potential in order to benefit themselves, their work, and the business This functional group is easily noticeable in any organization when new employees join; the company will create training sessions for them, analyze and explain roles when the company's production needs or technical procedures alter Career guidance, skills training for employees; promoting company culture, enhancing professional skills, and updating new technology information relevant to the organization for staff and professional departments are typical activities under this group  Functional group of maintaining human resources Retaining human resources is the final essential functional group An effective management firm understands how to recruit, use, and, most importantly, retain human resources so that they may put their training and knowledge to work for the company and the business The motivating function is linked to remuneration policies and activities that encourage employees in the enterprise to work effectively, conscientiously, with a sense of responsibility, and to complete work to the highest possible standard, assign highly challenging tasks, let employees understand what it means to meet the organization's requirements, and evaluate their professionalism; paying employees based on their abilities and rewarding each initiative, each contribution that benefits the company, raising production and business efficiency, and enhancing the company's reputation, among other things, are efficient alternatives to hire and retain a talented staff for the company To be able to promote employees, managers must know how to plan suitable salaries, have policies on compensation, promotion, punishment, benefits, and allowances, and objectively evaluate employees' capacity and keep your company's human resources in good shape The industrial relations function is responsible for tasks such as signing labor contracts, settling complaints, resolving labor disputes, and engaging with employees that are aimed at enhancing the working environment and working relationships Employees contribute to a better working environment by providing social advantages such as health insurance, social insurance, and workplace safety Good management of this role will produce a pleasant working environment for employees, as well as connect everyone in the company, preserve traditional traditions, and foster cultural values In today's turbulent market, owning a business helps enterprises hold steadfast in the face of fierce competition Human resource management in enterprises: 2.1.Attracting human resources activity 2.1.1 Human resource planning 2.1.1.1 Conception The initial phase in the human resource management process is human resource planning This is a study process that involves systematically assessing human resource requirements in order to develop policies and programs to ensure that the company has sufficient human resources with the appropriate traits and skills ideal for doing tasks of high quality, productivity, and efficiency 2.1.1.2 Human resource planning process Human resource planning takes place in the sequence of steps as follows:  Step 1: Forecasting human resource needs Forecasting human resource demand is projecting the number of future employees of the proper quality and quantity in relation to the company's strategic plan over a specific time period Demand forecasting is both the most important and the most difficult component of human resource planning It's difficult for a variety of reasons, but it's especially difficult because there are no ultimate solutions 10 Since then, the company's growth has consistently hit double digits, according to Unilever itself In Unilever's press release, they bought back a 33.3% stake from Vinachem in 2009, becoming a 100% foreign owned company Unilever Vietnam currently has factories in Hanoi, Cu Chi, Thu Duc and Bien Hoa Industrial Park Through a network of more than 150 distributors and more than 300,000 retailers, Unilever Vietnam currently has more than 1,600 employees employees nationwide and indirectly create jobs for tens of thousands of workers through third parties, suppliers and distribution agents In addition, the company also cooperates with many domestic factories in manufacturing and processing activities, supplying production materials and packaging finished products These business cooperation activities have helped Unilever Vietnam to save import costs and lower product costs, to enhance competitiveness Right after coming into operation in 1995, Unilever's famous products such as Omo, Sunsilk, Clear, Dove, Pond's, Close-up, Cornetto, Paddle Pop, Lipton, Knorr along with traditional Vietnamese brands is Viso, and P/S has been widely introduced and with the advantage of perfect quality and reasonable price suitable for the pocket of Vietnamese consumers, these brands have quickly become most consumed goods in Vietnam market and with it Unilever company quickly became profitable and earned a large profit in the Vietnamese market Products in the categories of personal care, home care and food, have become familiar in the daily lives of Vietnamese families On average, every day, about 35 million Unilever products are delivered to and used by consumers nationwide through a nationwide distribution and sales network including more than 150 distribution agents and 300,000 retail stores 1.2 Industry, field of operation and business When establishing the company, the company leaders gave Unilever's mission: "To add vitality to life" From the date of establishment until now, the company has operated and developed based on the fulfillment of that mission The products that the company deals in help shorten the time from activities such as personal care, housework, etc for people around the world to improve nutrition, allows people to enjoy delicious food and take care of their family and themselves in a simpler, easier, more convenient and wonderful way Currently Unilever Vietnam is trading in main product lines: - Line of product for processing and eating: Knorr, Lipton, Wall 30 - Line of hygiene and personal care products: Closeup, Lifebuoy, Dove, Lux, Pon's, Rexona, P/S, Sunsilk - Line of cleaning products for clothes and household items: Omo, Comfort, Viso, Sunlight In addition to business activities Unilever Vietnam also actively contributes to social, humanitarian and community development activities The company contributes about $2 million annually to community development activities in Vietnam The company was honored to be awarded the First, Second and Third Class Labor Medals in 2000, 2005 and 2010 With the commitments, efforts and results achieved in the sustainable development program, Unilever Vietnam is honored to be awarded the title of "Leading Sustainable Development Enterprise" by the Government of Vietnam for consecutive years (2016-2018) Practical relation to the application of Western human resource management theories in Unilever Vietnam 2.1 Application in human resource recruitment Always interested in finding and developing talents, Unilever VN has provided excellent students with the opportunity to work in a professional environment abroad through a recruitment program: UFLP (Unilever Future Leaders Program) was formerly known as the “Trainee Administrator” program The program offers outstanding students a working opportunity to develop comprehensive skills and leadership talents in a professional, open and friendly working environment Officially started in Vietnam in 1998, the program has successfully sought and developed many Vietnamese graduates to take on key leadership positions of the company First of all we can take an example of recruitment policies and programs as well as the requirements that the company places on candidates The most prominent is the Unilever Future Leaders Program (UFLP) “More than a recruitment program, for 22 years now, Unilever Future Leader Program (UFLP) has always been a launching pad for young Vietnamese to develop and become “#Future_Fit Leaders” Future Leaders at Unilever Vietnam and globally!” – Unilever 31 The Unilever Future Leaders Program will give you the opportunity to make your dreams come true When participating in the Unilever Future Leader recruitment program, you will not only be able to develop your expertise comprehensively in the field you pursue through specific positions, projects large scale, but you also have the opportunity to develop your leadership ability so that after years you can assume the role of a manager and a future leader CRITERIA:  Vietnamese Bachelor / Master graduates in 2020 or 2021, having less than years of experience  Cumulative GPA of 7.0 / 10.0 or equivalent  Analyzing ability, critical thinking and creativity  Have good teamwork and independent skills; Leadership experience in Tribes, teams, groups is an advantage WITH DEPARTMENT  Customer Development  Marketing  Supply Chain Manufacturing  Supply Chain Non-Manufacturing  Finance  Human Resources APPLICATION PROCESS  Round 1: Online Application –bit.ly/uflp2021  Round 2: Online Assessment – (February and March)  Round 3: Initial Interview (March)  Round 4: Discover U Day – (April) · * Remark: Candidates can apply once 2.2 Applying Western management theory in human resources recruitment 32  Applying the theory of Z For Unilever Vietnam, it can be seen that the application of W.Ouchi's Theory Z in particular in human resource recruitment is the recruitment of long-term employees to give them peace of mind and increase their sense of responsibility, along with businesses share the glory and the hardships, aligning their destiny with the destiny of the enterprise Mr JV Raman - Chairman of Unilever Vietnam - said: - In addition to improving professional skills for employees in the domestic environment, Unilever also focuses on sending them abroad to work in order to acquire high-quality human resources  Employees develop significant trust and loyalty to the organization as a result of the obvious human resource orientation that begins with the recruitment process The organization places a strong emphasis on long-term recruiting and adequate remuneration, ensuring that employees' genuine needs are met  Applying theory Y For example, in the annual career day program for students: The program reflects the current recruitment trend of excellent students who have the potential to be favored by large companies and Unilever is a pioneer in this activity With the motto “Your enthusiasm, Our strength”, Unilever introduced to the students attending the program the company's business performance criteria, training policies, learning opportunities as well as a dynamic, creative and competitive working environment Attending the program, students have the opportunity to learn about the company's departments through the booths of each room In addition, they also have the opportunity to interact with senior leaders of departments to answer questions and share work experiences Through the Management Trainee program, students will, in turn, go through recruitment rounds, skills tests and interviews to become official employees of the company The company's goal is to foster these employees into senior leaders within years of working According to Ms Phan Nam Tran, Head of Human Resources Department of Unilever Vietnam, from 1998 to now, through this special recruitment method, Unilever has recruited many people to become senior officers of the company 33  Through the application of theory Y about properly assessing human nature, creating conditions for employees to develop their abilities, motivating employees to develop for both their own goals and the company's goals The intelligent application of Western management theories in the recruitment process has brought Unilever Vietnam worthy achievements 2.3  Applying in the arrangement and use of human resources Theory X: in the process of internal payroll: the goal of internal payroll is to arrange employees in the company with the right people in the right jobs to meet and match the company's requirements Along with recruitment and recruitment issues, the company's payroll is also an important issue in the process of human resource allocation, Unilever company has given a number of principles to select employees for public positions such as recruiting competent people: o Requesting the officers in charge of this matter to always spend the necessary time researching and classifying job applicants, organizing thorough and methodical interviews, testing and evaluating competencies of each person seriously is science It is necessary to identify target-oriented people and people who not work in order to better categorize and decide on staffing It is necessary to capture the psychology of employees to pay attention to and grasp the personal characteristics of each person through contact and through work so that managers can arrange work more effectively, have a more appropriate behavior with people Identify the reasons why employees not complete their tasks to have a more appropriate way to rearrange employees in the company, have a decision to reward and discipline to motivate employees in the company o And finally, take care of the training to help employees integrate into the work and company environment faster, help employees have more skills needed for the job, thereby increasing labor productivity  Theory Y: Leaders not simply give requests and orders and then force employees to perform Leaders must have art, understand human psychology to convince employees to voluntarily follow them Assign work to employees, but the leader himself must have the same enthusiasm as he embarked on 34 o Employee feedback is the same as customer feedback Therefore, leaders should consider feedback from employees o When there are conflicts, internal conflicts occur, first of all, help employees resolve their own conflicts When conflicts and conflicts are high, leaders need to find a solution so as not to affect the common work, and all stakeholders are satisfied 2.4 Applying in training and developing human resources With the motto "LEARNING EVERY DAY APPLY EVERYWHERE" Unilever Vietnam has inspired people to work and support employees to become the most professional people in Vietnam, helping them develop themselves and the company  Rule: All study programs are tailored to the specific needs of the company The Company encourages employees to take ownership of their learning and career development This principle clearly shows that the company has applied Theory Y which is "implementing the principle of unity between organizational goals and personal goals, encouraging the collective of employees to self-direct the implementation of their goals.” The department head, human resources staff and the training department only play the role of supporting and guiding the employee's learning and career development  Senior manager: o Set training requirements for personnel and training departments o Encourage and create conditions for employees to learn and develop  Manager: o Encourage and support employees to apply new skills in work o Train, guide and monitor employee development  Personnel: o Understand departmental needs and training needs o Recommend and ensure the implementation of the annual training program of the departments 35 o Support department head/head of staff development o Responsible for professional skills learning program  Training department o Implement learning strategies o Building a learning environment o Development and implementation of company-wide learning programs o Provide learning solutions The areas of development are the set of skills and competencies that Unilever managers and employees need to their jobs excellently Employee  11 competencies for Unilever Manager  11 LGP abilities managers  Specialize skill  Specialize skill  General management skills (Job  Business skills (strategic range) range) Diverse learning methods: At Unilever, the company encourages diverse learning in order to give employees many opportunities to learn, develop personally and professionally Employee learning opportunities include:  Learning at work o Coaching, guidance and counseling from superiors; o Participate in projects; o Consult with experts; o Join working groups and topics  Learning outside of work o Job transfer; o Seconding/swapping to another country; 36 o Market visits; o Visit other Unilever companies; o Working as an expert in a foreign country  Self-study o Study on the website http://uvnet.eap.unilever.com/learning; o Libraries  Formal training o Courses, seminars, conferences In addition, employees can also refer to the following documents:  Development documents: documentation of skills and competencies Employees can ask the head of the department, human resources or training department, or visit the website of the training department  Library: with books, VCDs, CDs, tapes on professional and management skills  Job Evaluation & Training Process  Learning Newsletter  Articles on management skills  Other Unilever websites Unilever's learning method is also imbued with Theory Y, which is always encouraging employees to improve employee's work enthusiasm, emphasizing autonomy and self-control ability of employees create a suitable working environment It can be said that Unilever pays great attention to investing in employee training and development The proof is the activeness in offering a series of very new and useful learning and training programs for employees in the company as well as attracting potential human resources of the society The view of appreciating the human factor and its effects on the success or failure of the organization has made Unilever have the right awareness and move in developing the group, bringing it to a high position in the economy as well as making an important contribution to creating a significant number of jobs, supporting the training and development of human resources of the society 37 Especially in Vietnam, Unilever Vietnam (UVN) has contributed to improving human resources UVN has implemented training and training programs in many different forms: full-time, study-by-work, domestic and international training, work abroad, exchange and secondment programs Becoming one of the five most attractive companies in Vietnam is the most typical example of UVN's success 2.5 Applying in assessing human resources According to W.ouchi's theory of Z, the observation of employee performance should not only be framed in a few aspects but must be observed comprehensively over a long period of time to have an accurate basis Unilever Vietnam has applied it in human resource assessment when using a smart software that allows to effectively manage and evaluate human resources, which is HiStaff - a local-oriented professional solution for total human resources management for medium and large enterprises Histaff has many modules including Evaluation Management Module - iPerformance: Support to systematically evaluate the work performance and competence of employees including work results, working methods, related qualities and skills work as the basis for making timely and reasonable decisions on rewarding/disciplining or promoting/transferring employees  Allows setting the Assessment Period from time to time;  Performance evaluation on Criteria (KPI - criteria for each job description - Job Description);  Allow employees to register criteria and agreement on evaluation;  Carry out online, multi-dimensional assessment flexibly according to the regulations of each business;  Staff self-assessment;  Approval of the assessment;  Compare employees in the same position on the results of each assessment;  Intelligent search of employees of the next class who are qualified to replace current positions;  Provide a roadmap for each employee's next career development;  Provide statistical reports for individuals and each evaluation period 38 Or another indicator in the timekeeping management module is Salary KPI: Support users to declare groups of performance evaluation criteria (KPI) associated with each employee's job description; Declare assessment scores for employees monthly according to each KPI; The use of modern software helps businesses objectively and accurately evaluate the work results of employees to have a reasonable compensation policy Make employees feel fair, and are treated equally when working Evaluation and recommendations for human resource management of enterprises 3.1 The results achieved when applying Western management measures Unilever Vietnam is one of the companies that have successfully built their human resource strategy The application of Western human resource management theories has contributed significantly to that success Since its establishment in 1994, Unilever Vietnam has determined that “Human values are an important factor in creating brand reputation” and focused on building a reasonable and correct human resource strategy The proof is the introduction of the Management Trainee program, the forerunner of the "Future Unilever Leader" program This is Unilever's model of recruiting, training and developing new graduates to become future leaders, pioneered in Vietnam in 1998 Since then, many Vietnamese businesses have learned and re-implement this model of Unilever Vietnam Each year the company attracts more than 2000 applications from outstanding students across the country for positions in the program and has recruited outstanding young talents, many of whom have become true leaders at Unilever Vietnam In addition to hunting talent from universities, the salary and bonus policies, remuneration and welfare policies for employees are among the best in Vietnam, always helping Unilever to recruit talents to them 39 Instead of short-term goals, right from the moment employees join the working environment, Unilever has outlined long-term strategic plans The company creates trust for employees so that they can confidently develop their capacity and contribute to the company In addition to improving professional skills for employees in the domestic environment, Unilever also focuses on sending them abroad to work in order to acquire high-quality human resources Besides focusing on infrastructure and equipment to help employees work efficiently such as multimedia meeting rooms, modern electronic library systems, laptops , Unilever also creates a space to relax to help employees work without feeling constrained thanks to the system of gyms, beauty salons, etc Create a friendly, open and empathetic environment among employees This is where employees feel trusted and shared Thanks to that, employees can promote their creativity and stay with the company for a long time On February 14, 2014, Unilever Vietnam was honored to receive the award "Best Employer Brand in Vietnam 2013" This result is made through an independent survey of Anphabe and AC Neilsen companies based on nearly 10,000 people from nearly 1,000 different companies in Vietnam with basic criteria such as salary, bonus, welfare, etc growth opportunities, culture and values, leadership team, quality of work and life, company reputation At the same time, the company also excellently leads the category "Best place to work in all 25 industries'' Some limitations in human resource management of Unilever Vietnam and proposed solutions 4.1 Although the company has operated for many years in Vietnam, the company is still facing difficulties with employees due to the influence of Vietnamese culture Nguyen Tam Trang – Senior Human Resources Manager of Unilever Vietnam According to her, foreign partners all affirmed that Vietnamese people work very hard and have great working efficiency, however, one of the big factors creating the uncompetitiveness of the labor force of the Vietnamese people Vietnam compared to other countries is "the humility and shyness of Vietnamese people Vietnamese people ten, but only say five…” – She shared That is also an issue that HR professionals need to pay attention to 40  Solution: It is necessary to stimulate people to actively exchange information and communicate with each other through cultural and artistic programs that will help people get to know each other better, create a sociable working environment, and everyone is familiar with each other Knowing each other will no longer be timid and shy in communication On the other hand, it is possible to organize communication skills classes for everyone, the speakers will know how to stimulate confidence and how to communicate for everyone in the company Organizing summaries for individuals to present what they have done and failed to do, stimulated the confidence of workers, which is not bragging but self-expression and affirmation of values self 4.2 There are still technologies that cannot be applied in Vietnam due to high costs, expensive imports from abroad, and not being able to take full advantage of the abundant and capable labor force in Vietnam  Solution: it is necessary to have policies to train new high-skilled workers who can work to access new technologies Specifically, Unilever has many recruitment policies: The program "Unilever Vietnam's Career Day" seeks young creative and enthusiastic human resources With the motto "your enthusiasm, our strength", Unilever introduced to the students attending the program the company's business performance criteria, training policies, learning opportunities as well as learning opportunities Dynamic, creative and competitive working environment 4.3 Retaining senior leaders is still difficult Senior leaders in particular or Unilever's long-term and experienced employees are always the target of other businesses, not just competitors These senior leaders who have had success, wealth, status, go or stay no longer depend much on the above factors, so it is very difficult to have policies to retain them  Solution: Have a special remuneration policy for senior leaders, create a close relationship for them to stick with the company, regularly review their aspirations and requirements, maybe let them change the workplace environment so that they don't feel bored and want to stick with the business 41 Conclusion Finally, we can infer that human resource management (HRM) is critical to an organization's long-term performance HRM is a planned process that evolves over time and may be examined through many components such as people management, recruitment and selection processes, reward systems, employee motivation, and employment termination and cessation HRM 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increasingly