Solutions to talent attraction and retention in international high school education in vietnam

JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 Solutions to Talent Attraction and Retention in International High School Education in Vietnam Nguyen Hoang Tien Saigon International School, Vietnam Nguyen Thi To Ly Saigon International School, Vietnam Dinh Ba Hung Anh Ho Chi Minh City University of Technology, Vietnam Tran Minh Thuong Thu Dau Mot University, Vietnam Abstract:Based on an analysis of the current situation of primary and secondary education in Vietnam, the potential challenges and opportunities, the article presents the solutions to retain talents at international high schools in general and the educational experience of the Group of Asian International Education (GA IE) in particu lar The results of the analysis can help the general education system in Vietnam imp rove its internationality and deepen integration into the regional and global educational environment Keywords: talent management, international school, high school education, Vietnam Introduction Education of all countries in the world in general and in Vietnam in part icular has posed strong development opportunities, but at the same time it posed challenges of existence and development In Vietnam, the emergence of schools at all levels includ ing primary, junior high and high school with diverse forms outside the public system such as private and international is rising To be competitive, schools must commit to a quality of education output to the society Thus, in addition to the factors of capital, facilities, science and technology, the human resources factor of the schools must be of great attention.Convergence of excellent individuals, talented people bring change and development and create competit ive advantage over competitors Schools must develop policies to attract, retain and develop talented people (Tien, 2017, 2017a; Rothwell, 2016, 2016a) How to attract and retain talented people has always been a conundrum for businesses in Vietnam as well as in the world up to now Cu rrently, although businesses have paid more attention to attracting talented people, the applied solutions are not really effective On the same issue, the Group of Asian International Education (GAIE) also needs to build an effective policy on managing and using talented people The Asian International School (AIS, a member o f GA IE) with 20 years of establishment and development provides a global quality education for Vietnamese and international students As the world develops in the direction of mu ltilateral cooperation, the Asian International School encourages students to cross boundaries to instill an international spirit in education and aspire to global knowledge and world peace The Asian International School is the first international school in Vietnam that teaches two parallel programs: the program of the Vietnamese Ministry of Education and Training and the international English program according to the American A ERO Sta ndard Co mmon Core standard Currently, the school faces many challenges: strong competition with the emergence of more and mo re international schools with bilingual models and international schools teaching a program; demands of the society and the market economy for the high quality of education; the risk of sharing human resources With more than 20 years of establishment and develop ment up to now, there are quite a lot of fluctuations and changes in personnel, especially managers, foreign and domestic teachers who are good and experienced In fact, the hu man resource related difficulty has slowed down the school's growth and competitiveness Senior leaders of the school are aware of this and have applied a number of solutions with the desire to retain a g ood management team and teachers in order to create a stable operational structure of the school However, the solutions that the school has applied have not yet brought real effects This article is with the desire to contribute to improving the managemen t of human resources at this school today as well as its development in the future 2.1 Theoretical Framework Basic concepts Talent According to a Harvard study, talent management is the top concern of senior leaders in companies To be 177 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 able to meet the needs of constantly changing and developing markets, businesses must find good people on time This means that they must know how to identify, manage, develop, retain and explo it talented people fro m the available human resources How to be called a talented person? Many scientists, depending on the content and objectives of the research have given different definitions of talented people (Leslie, 2002; Tien et al, 2020; Tien, 2019; Ed Michaels et al, 2001) “The Economist”stated that talent is a brainpower, consulting firm McKinsey believes that it is the sum total of an individual's abilities, while others support the view of having the right qualities necessary, needs According to Robin Stuart, Kotze and Chris Dunn (2013), authors of the book entitled “Your Talent- Who Are They?”, talent is the ability and the potential to a certain job well Talent is co mposed of two factors: capacity (current job performance) and potential (ability to work in the future) ” Thus, in order to be called a talented person, a person must have not only the intellect, knowledge, experience, skills or mental and physical traits to be able to perform well at the present job, but also has the potential to make a difference or complete a task with greater difficulty and complexity in the future Professor Dave Ulrich fro m Un iversity of Michigan in USA, theauthor of 3C Talent Theory (3C Talent Formula) has raised the concept of talent after surveying over thousands of businesses, interviewing mo re than 40,000 employees appreciated all over the world Dave Ulrich's ideas and theories are being widely applied around the world, available to organizat ions in detecting good people, thereby fostering and cultivating build a talented person, bring high value to the organization and society Talent = Ability * Commit ment * Dedication (Talent = Competence * Commitment * Contribution) Attract and retain talented people Attracting talented people is to create attractiveness through the overall mechanisms and policies on management and development of human resources of enterprises in order to create favorable conditions in all aspects to attract those who have outstanding experience, skills in working in a niche of the business Attracting talented people is done in the form of internal attraction and external attraction through rigorous, scientific and highly competitive selection(Tien, 2017; Wayne, 1992; Balkin et al, 2002) Retain ing talented people is the responsibility of all managers The cost that businesses spend to retain talented people is much lower than the cost of recruiting new people However, many companies still accept a high proportion of emp loyees leaving their jobs, still spend very little t ime training and creat ing opportunities for new emp loyees to integrate According to calculations done by Deloitte,co mpanies in the US spend each year 50 t imes more than the cost of training to recruit managers with a salary of $ 100,000 When employees leave, they also bring with them their experiences, skills, and knowledge Many businesses don't seem to realize this The necessity of attracting and retaining talent in the international arena Reduce costs in recruitment Attracting and retaining talented people means pro moting corporate image, imp lementing preferential policies and regimes, build ing culture, working environment, making business become a reasonable workplace, worthy of the wo rker's dream Once a good mechanism has been built to meet the needs of employees, it will inevitably bring benefits to the o rganizat ion First, it will bring a co mpetit ive position fo r businesses in the battle of competing talent So when businesses have recruitment needs, they not need to spend much money on advertising, posting recruit ment info rmation, hiring head hunters, but talented people will find it themselves Through the "worth of mouth" effect emp loyees will co mmunicate with each other about the company's good policies, remuneration Reduce training costs Talented people are people with values, qualit ies and capabilities that are appropriate for the business Therefore, when an enterprise attracts talented people, it means that businesses have selected people who meet the requirements of the business In addition, talented people, they themselves contain the available values, the capabilities suitable for the job So businesses not need to spend a lot of training costs for talented people Low personnel volatility When attracting and retaining talented people, businesses will have to build good policies and regimes on salary and bonuses, training and develop ment, that are the conditions to meet the needs of employees and always give workers challenges and opportunities to develop themselves Therefore, the process of building attractive factors to financiallyattract people is to bring the commit ment and engagement of emp loyees to the enterprise When the engagement of workers to enterprises increases, it means that the proportion of employees leaving the company will decrease Thus the fluctuation in human resources will be significantly reduced Increase employee productivity 178 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 Attracting and retaining talented people clearly contributes to increased productivity of workers First of all, workers with the right skills, experience and knowledge will quickly catch up with the work They not only have professional knowledge, but also have a good working attitude and sense of responsibility They themselves always know how to set their own goals at work, this is an important factor in increasing efficiency In addition, co mpeten t people, good expertise also contribute to work imp rovement initiat ives to increase work productivity Second, with the development of good policies, regimes and working environ ment to attract talent, this means a work environment where emp loyees are regularly interested and encouraged and they are highly appreciated for their contributions Therefore, it increases the emp loyees' enthusiasm and dedication to the job, contributing to imp roving working efficiency Increase business performance Attract and retain sponsors to effectively support the business Thanks to the policies and activities of attracting and retaining talented people, businesses will easily recruit quality human resources and recruit in large numbers This is very necessary to meet the human resources for the projects For each project, manpower is an important factor, so businesses will not waste business opportunities due to lack of human resources In addition, recruiting and retain ing competent people suitable for the business is essential for the growth and maintenance of the business competitiveness With a team of good and professional human resources, businesses will increase customer satisfaction with the quality of p roducts and attached services Therefore, not only increase the revenue of enterprises but also increase competit iveness in the market (Tien & Minh, 2019; Tien, 2019; Tien & Ngoc, 2019; Tien &Anh, 2018) The talented people are not much capital, but the talented people in the international environment are even more d ifficult to find because the talent and working capacity must be higher than co mpanies, public schools Therefore, we can see the importance and urgency in attracting and retaining talented people It is a huge pressure, full of d ifficulty and challenge, that needs more attention in school policies (Tracy, 2006; Bohlander & Snell, 2011; Edward, 2008) Managing talented people According to William J Rothwell (2017), author of the book entitled “Maximizing employee capacity”, “Talent management is an activity of processing, leading and controlling excellent emp loyees , those possessing special abilit ies or talents In daily co mmun ication, most managers think that talent management is a concerted effort to recruit, develop, and retain the best and most talented p eople Should managers focus on only 1-10% of the most productive and advancing people in the organization or everyone have a certain ability that needs to be discovered and developed? Oftentimes, people in charge of managing talent see the management o f talent as an investment strategy designed to create the best Managers interact with emp loyees in ways they never even realized The way the manager treats everyone shows the manager's respect for the staff Th is can affect the emp loyee's performance Pygmalion effect The Pyg malion effect has important imp lications for the manager Th is effect is a form of predict ion, imply ing that when a manager underestimates an individual or group that progress (or goes backwards) according to those expectations Managers express their expectations consciously (through words and actions) and unconsciously (through body language) This effect is also known as the Rosenthal effect(Rosenthal & Rubin, 1978) first presented in a scientific paper published in the journal Behavioral and Brain Sciences, studying how human beliefs influence aspects of reality Managers can apply these principles to employees If you believe your employees have outstanding talent , they're mo re likely to live up to those expectations But if managers believe they are stupid and lazy, they will In short, an extremely important issue in managing people is the manager's opinion of the staff Galatea effect An important consequence of the Pygmalion effect is the Galatea effect The Galatea effect means that emp loyees begin to believe in their outstanding talent the same way a manager treats them Manager's expectations are conveyed through unconscious behaviors that make p redictions come true, leav ing them with outstanding talent In short, the manager's behavior affects how much emp loyees believe in themselves When managers demonstrate strong belief in their emp loyees' talents and build their confidence and self-esteem, they live up to the manager's expectations because they believe in themselves This Galatea effect is that employees will unconsciously absorb the unconditional positive reviews managers show them and express to them 179 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 2.2 Overview of previous researches Ed M ichaels, Helen Handfield-Jones, Beth A xelrod (2001), authors of “The war for talent” Based on the awareness of what employees want from emp loyers, the authors show that in the fierce competition of the marketplace, human resource talent is a valuable asset of the business, and so finding and retaining talented people is still a constant battle between organizations and businesses To be successful, co mpanies must cultivate their talents because corporate value is created by new knowledge created by knowledge workers According to the authors, the "Industrial Age" is over and we are in the "Informat ion Age" where success or failure depends highly on the knowledge and skills of people with the potential to add value fo r Business Manual labor is less and less valuable and can be transferred to countries with lo wer cost labor, knowledge is more valuable and should be kept in the company and that is the beginning of the battle for talent Fro m there, the book g ives golden principles about the strategy to attract talent of the business The book emphasizes that in order to attract talent, businesses must create attractive values for emp loyees, besides building short-term recru it ment plans, it is necessary to develop long-term recruit ment strategies, such as work experience, coaching, and mentoring to train and develop potential individuals in a managerial position Leslie J.M (2002), the author of "Retain ing Top Emp loyees - The Art of Retaining Talent” In this book, J Leslie McKeo wn provides complete guidance on the ways that admin istrators need to create and coordinate the factors that attract good employees to work with J Leslie McKeown provides a holistic view of the recruit ing training - retention process and specific methods of achieving that cross -cutting goal The book is divided into three parts: the first part explains HR issues and revolves around employee retention strategies; The second part analyzes and forms emp loyee retention strategies, by means of rewards, incentives, retiring schemes, new emp loyees, training programs, recruit ment, employee professional orientation The third part is the emp loyee retention strategies from the perspective of the business leader, including effective management and building corporate culture William J R (2009), author of “The manager's guide to maximizing employee potential”, targets managers at all levels and portrays real-world examp les, exp laining why managers must be at the forefront of attracting, nurturing, and keeping people at work with the practical skills they need to it well every day Maximize emp loyee competency is about mastering and practicing everyday talent management, and about how management in the workplace affects an employee's ability and motivation to work The book also examines h ow to evaluate the potential of each emp loyee; attracting and evaluating candidates based on really important criteria and selecting the right people for each position Pham Huy Tien (2009) shows that, when the market economy develops, the competition is increasingly fierce, organizat ions and businesses that want to gain advantages must consider attracting talents and attracting talents national book He pointed out three issues in attracting talent “What is it to attract talent? Attract anyone? How to attract?” At the same time, the author also gives principles methods and solutions to attract talents ” Vo Xuan Tien (2010), showed the human resource is the most valuable resource and the decisive factor for the success or failure of organizations and enterprises The author also proposed the most effective measures in training and developing human resources: improving the structure of human resources, developing technical expertise of human resources, developing professional skills, rais ing workers 'awareness, improving emp loyees' health Pham The Anh, Nguyen Thi Hong Dao (2013) rev iew the theory and related studies to build and test the model of pract ical factors of human resource management affecting the employee's engagement at Dong A Joint Stock Co mpany The results of the regression model estimate show that career develop ment opportunities, remuneration, co mpensation and job description system are three important factors that have a positive impact on business engagement On the basis of research results , a number of solutions are proposed to improve the management of human resources and enhance the cohesion of employees with enterprises Although there are many research papers on attracting and retain ing talented people, most of them research in enterprises, companies and a few done in un iversities, there is no research on attracting and retaining talented people in h igh schools, especially international h igh schools Fro m analyzing the gaps of the above studies, this is a new topic that does not overlap with any previous research Research 3.1 Talent attraction at AHS (Asian High School) Communication status on policies to attract talented people Attracting talented people in addition to building policies and regimes to attract employees, imp lementing activities to promote those values to the outside so that employees know and are aware of the policies and regimes of school However, this communication activity has not been strongly deployed at AHS The status of training and development policy at AHS 180 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 The school focuses on professional development and training for teachers with wo rkshops, seminars of external speakers (Cengage's partners, Oxfo rd ) such as the 2019-2020 school year, organized with the theme “An Activator's Gu ide to Student- Centered Learn ing”, “Unbridged Gaps Bet ween What and How High School Teachers Teach Vs What Students Really Need In College and Beyond ”and the workshops of National Geographic Cengage Publishing House to guide teachers to make the most of the Inside and Edge books used at the school The school organizes Group Train ing, a seminar between groups of teachers Each semester, the teacher meets the subject group to discuss and review the curriculu m and there is also a lesson demo showing the teaching activ ities in that subject However, the Workshop is usually only one or two weeks in advance, so teachers are passive in attending, the school should plan periodically throughout the year so that teachers can easily follow up and arrange time In order to develop training and improve professional skills, the school gives managers and leaders the opportunity to travel abroad (Den mark, UK, Canada, Singapore, Hong Kong and the United States) to v isit other schools and learn from their practices The school sponsors 15-30% o f the Master of Business Admin istration (MBA) program fees for teachers and the Board of Directors (depending on their seniority) at Saigon International Un iversity of GAIE Group However, AHS does not have a support policy for teachers of advan ced learning at other schools Although AHS has organized workshops or proposed short-term staff training programs, however, there are still very few of them As an international school, the most needed talent is a team of excellent teachers and administrators, here called the program directors The school has not yet had a training and development policy for this important team Situation of working culture at AHS Working culture is an indispensable factor to attract and retain talented people for the business Each business has its own characteristics that create a working culture, and the working environ ment also has the characteristics that create a separate brand for its business But not all working cultures and environments are attractive to workers Considering the factors of facilities, the working environ ment including the factors of convenient location, facilit ies and amenit ies has a lot to with the selection of companies At AHS, facilities are generally very comfo rtable, clean and fairly modern for students to study However, the equip ment for the staff-teachers is incomp lete: only the director, office staff, enrollment have co mputers, desk phones; teachers must bring their o wn personal laptops to compose lessons; the teacher's room is small and not enough for Vietnamese and foreign teachers to rest or work or meet; The school requires a uniform, but does not pay staff-teacher uniforms even for the first time The working environ ment is also reflected in the relationships between colleag ues and colleagues, between superiors and subordinates Staff-teachers at AHS appreciate the working at mosphere at AHS facilit ies, according to the survey Most of the staff are open-minded and sociable, over 70% are satisfied with this internal atmosphere The fairness in job evaluation is an indispensable factor A lthough there are performance evaluation criteria, the imp lementation process still faces many problems The assessment process is still emo tional and not transparent Teachers are not allo wed to self-evaluate their work results, all assessments are based on the evaluation results of direct directors at the facilit ies and system d irectors This is the problem that arose out of grievance and amb iguity in the assessment Therefore, when participating in the survey, up to 46% of staff-teachers think that there is a lack of fairness The working environ ment at AHS does not have many outstanding problems Having a positive and attractive presence to talented people such as the policy of taking care of the life of teachers and staff; However, there are still many issues that need to be resolved to ensure the satisfaction of staff and teachers with the school 3.2 Advantages and disadvantages of attracting talent at AHS Asian International School Advantages AHS has met the most basic needs of employees for teachers working at the school: - Salary meets the liv ing needs of the school's teachers The criteria for salary increase are clearly specified In addition to the basic salary, the employee also has specific allowances, depending on each title, job position - In addition to the co mpulsory benefits according to the regulations of the State, AHS also has other benefits for teachers - AHS recruits based on the method published on the internet, in newspapers and magazines, helping AHS to select the most qualified and suitable person for the job Limitations Besides the achievements, AHS still has certain limitations in attracting and retaining talented people AHS has not really invested in building policies and regimes to retain and attract talented people - The school has not had a formal recru it ment policy, has no annual recruit ment plan, and is main ly recruited 181 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 unexpectedly at the proposal of the director of the facility There are no specific regulations on welcoming candidates as well as invitation to interv iew and answer results In addit ion, the school has not had a step to survey, find out and check the candidate's information at the co mpany or workp lace before by phone or email There are no clear regulations on determining recruitment sources as well as recruitment costs - A lthough there is a very clear salary framework for each department, this salary framework is applied quite rig idly, regardless of the actual capacity and expertise of the staff, especially those with high professional qualifications There is no salary increase regime for foreign teachers - The form of salary increase and capacity assessment of the staff is narro w, not rich, and the bonus level has not been made public and transparent Bonus policy has not been focused - In terms of training and development, the school has not had a clear orientation to train and develop staff The training programs still have many limitations, are not methodical and meet the expect ations of the emp loyees.Besides, the relationships in the working environ ment have not really attracted workers So me grassroots directors have not fully understood the aspirations of teachers, so they often have not -so-objective comments, some not really trust teachers, still have doubts about the subordinate's capacity - In terms of pro moting the school's image, AHS is still quite limited Do not know how to take advantage of social networking channels In particular, the offline co mmun ication channe l has not yet been exp loited such as participating in events, recruitment fairs and job fairs Concluding Remarks 4.1 The perfect solution to attract and retain talented people at AHS Hu mans have natural needs that grow fro m basic needs to higher needs (Maslow) Below, the author offers co mplete solutions to attract and retain talented people applied at AHS based on Maslow's theory and in order from basic needs to highest, and combined with talent theory 3C created by Dave Ulrich In order to attract and retain talented people, AHS needs to identify who talented people are in an international school and what characteristics are known as AHS talents As a school, again an international school, the talents of AHS to attract must first be teachers, including teachers of Vietnamese programs and International Programs In addition, those who hold the positions of “leaders”: managers (facility manager and system manager), assistants, and the school's vice principals - who put strategies, plans and management of subordinate personnel These are extremely important positions that AHS needs to recruit talented people to hold The author proposed AHS based on the 3C talent theory of Dave Ulrich to identify talented people The AHS needs to identify three factors that Dave Ulrich talked about: competence, commitment and dedication Co mpetent person means a person with knowledge, skills and values relevant to the job at A HS Co mpetency is related to three "right": the right skill, the right position and the right job.In steps to identify and develop Dave's capacity, AHS follows the first steps to realize whether the teacher is capable or not: Step 1: Standardize the current co mpetencies that AHS has, the changes in the business environment that AHS is facing, and strategies to deal with Based on the future environment and strategic choices, talented people need to show what abilities they have Step Indiv idual and collective ass essment Once the benchmarks are in place, talented people will be judged for what they did or did not achieve Evaluate talent based on both performance and behavior Talented people are not only capable, but must know how to use them to cre ate value - high wo rk efficiency - fo r the school Being aware of their role in the team and want to commit to contribute their best to the success of the school; understanding and managing your emotions, having positive goals, being empathic and sharing, can make responsible decisions As mentioned in chapter 1, the talent evaluation not only stops at two factors: capacity (ability to work) and commit ment (has the will to wo rk) but also who knows how to contribute That is, they must be aware of the mean ing and purpose of their work "sublimation", "fullness" in their work to understand the meaning and purpose of their work Dave Ulrich says that when thinking about talent and developing talented people, you must think about the head (ability), hands and feet (willing to do) and heart (fu llness, sublimation, dedication) But if you think that talented people, in the traditional way, are just good people, it is not enough and they are too out of date Based on the method of identifying talented people, AHS applies it so that when recruiting, it will identify the right candidates and the right people to assign the right positions and jobs 182 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 4.2 Solution for completing salary, bonus and welfare policies Based on the Maslow’s theory, physiological needs is the most basic human needs for eating, sleeping, and housing When these needs are not met to the extent necessary to sustain life, other human needs cannot go any further Applying in attracting talented people, A HS needs to have a policy of rea sonable salary, bonus and benefits for each job position and capacity for teachers to work and dedicate themselves Although there is a very clear salary framework for each department, this salary framework is applied quite rig idly, regard less of the actua l capacity and expertise of the teacher-staff member The school needs to improve the salary framework, so that the salary is not only fixed at one nu mber for each position as before, but also has a formu la to co mbine many other factors (ability, achievement, ) With the view that the salary system must reflect emp loyee's work performance (KPI), AHS should use the 3P salary system, a salary calculation method based on basic factors: a Pay for Position This is the basic salary of an emp loyee, regardles s of who is in charge and how capable Currently at A HS, specific nu mbers will be determined based on education level (intermed iate, university, master's, doctoral), and seniority in the industry.AHS should also survey the market to find out the right sala ry for the job b Pay for Person- Pay for the qualifications of the person holding the position Use the results of HR capacity assessment to determine the amount corresponding to that capacity The talented people will receive good treat ment, while the employees with limited ab ility, need to wo rk harder to get higher salary from the school To get the most accurate and fair personnel capacity assessment results, the author proposes that AHS can use the ASK model, a capacity assessment model according to international standards Accordingly, the salary pay for person of the teachers is high or lo w depending on what they achieve in the three groups of co mpetencies Knowledge (Knowledge), Skill (Skill) and Attitude (Attitude) Based on the groups of criteria in the ASK model, AHS will generally evaluate the co mpetence of the teacher Each co mpetency will include levels of behavioral man ifestations from 1-5 corresponding to the proficiency levels: Basic, Fair, Fair, Good, and Very Good The more detailed the HR depart ment defines each of these levels, the closer the Teacher is assessed to reality The nu mber of points scored for the Teacher is usually fro m to 5, wh ich may include odd scores.Accordingly, the ASK model will act as a reference framework, making the assessment more objective and fair c Pay for Performance- Pay for the results achieved by the person holding the job position Financially reward emp loyees when their performance is at a good level, meets the set targets, and benefits the school Performance evaluation of an employee will normally go through three phases: setting goals and making it transparent (performance planning); track results and adjust performance goals during the implementation (performance rev iew), evaluate the results achieved at the end of the period (performance evaluation) This process requires the Hu man Resources department to have a p lan of preparation in advance and the coordination of all staff Performance will be self-assessed, and cross-evaluated from peers, ad istrators, and students Currently, A HS has a monthly salary sheet of co mpetency which is evaluated by facility managers with 10 assessment criteria But only superiors evaluate subordinates, and management cross -assess the staff of departments together, there is no peer assessment and feedback from those who get the results of the teachers' work 4.3 The perfect solution for building a working culture at AHS The next solution addresses safety needs (Safety, security needs), social needs (Belonging needs) a nd Esteem needs Work environment According to Maslow, people have a need to avoid physical harm and the threat of losing their jobs and property If safety needs are not guaranteed, work will not be performed normally and other needs will not be fulfilled As an employee, everyone wants the school to ensure their safety and life needs as a top priority To meet this need, managers should: • Building a safe, clean working environment with all necessary amenities • Ensuring the job is maintained stably and treated fairly between the teachers • Build a private space for teachers and teachers to relax and practice physical exercises and sports At AHS, although the equipment for students to study is quite adequate, modern, and safe, it is not focused on NV-teachers The finance department together with the facility managers need to submit to the School Board a plan to provide necessary equipment such as computers or laptops as well as expand and build more staff roo ms to create work space matching the function of each part Currently, depart ments at AHS have not been specifically zoned and are still messy Each group of teachers (English, Bio logy -Biology, Geography-Ly ) needs to have a separate room for exchange and group activities In addition, t he school should consider the policy to support new staff and teachers with the cost of sewing uniforms because uniforms are required and in the school's regulations 183 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 Build relationships in the school and community Belonging needs, that is, the need to relate, interact with others to give and receive affect ion or cooperation The content of this need is rich including psychological issues such as: being recognized by society, supported, integrated into an organization, community and emotional issues such as love and love love, friendship In human resource management, school leaders need to know that teacher has the desire to stick with everyone in the school, considering the workplace as their second home This is the time when the emotional needs in teacher arise At that time, everyone wants to work in a co mfortable environ ment, receive attention fro m superiors and colleagues, especially in difficult t imes in need of help Create conditions for employees to expand exchanges between departments Therefore, businesses need to: Build a colleagues’ relationship The close relationship between colleagues needs to be appreciated In addition to professional knowledge, when needing this person to support others in a timely manner to complete the work on time, the AHS teachers should be encouraged to learn about their own circu mstances, about a colleague's family AHS should try to organize outdoor parties, sports competit ions, entertainment, big school events, family festivals, co mpetit ion days for teachers’ children to facilitate communication, understanding each oth er more deeply Build relationships between management and employees Strengthen the relationship between management and employees, especially facility manager, system manager This is not good at AHS, so HR should have activities to promote this relationsh ip Periodically survey this relationship in each department to ensure that the facility manager and the system are always close, listen to the wishes of the staff, as well as constantly share experiences, just lead teacher at work Leadership of AHS can apply the Pygmalion Effect, or the Galatea Effect The importance of the Pygmalion and Galatea effects to talented management is not overstated Emp loyees receive what managers expect, perceptions create reality Managers' expectations about the teacher affect the reality and even affect the way the staff perceive themselves and behave in proportion to tho se actions And vice versa, teacher may lose motivation and not follow co mmit ments due to bureaucratic regulations, strict control and non -encouraging behavior of managers Even talented people will be discouraged when they feel their efforts are not being rewarded and appreciated Therefore, build trust, trust and encourage the teacher to motivate the staff to try and make efforts at work, to bring about high results Besides, the manager himself must also be an example for them to follow and respect Creating the respect and trust of teacher staff, it will be easier to retain them, especially talented people Community activities An important part of the inner strength of schools is the close and responsible commun ity relat ionships where AHS facilit ies are located and where they operate The staff should be called upon to volunteer to participate in volunteer activities to imp rove living conditions for the co mmun ity These practical actions not only directly help those in difficult circu mstances, but also bring happ iness and pride to the AHS's teachers Strengthening the organization of cultural and artistic activit ies for NV-teachers to exchange on big holidays and especially activ ities on Vietnamese Teachers' Day 20/11 By enhancing these activities, AHS will create a happy, healthy and civilized working environ ment, creat ing conditions for teachers and to develop themselves, interact with friends, colleagues and teachers will be more engaged in work 4.4 Promotion in career development Esteem needs of human beings are h igh-level needs People have a need to have status, to be recognized and respected by others, and to have a need for self-respect Respect is being respected and admired by others When others respect the individual, he will find ways to well in the assigned job Therefore, the need to be respected is indispensable for every human being Managers must know, when emp loyees work years - 10 years, they begin to have a desire to be recognized at wo rk, want to be a voice, want to be pro moted accordingly Teacher who receives the respect fro m superiors and colleagues will create mot ivation to work harder, feel the desire to stick with the team for a long time To meet this need, managers should: • Develop a public roadmap for teachers • Specific and fair regulations when assessing the work performance of teachers • Develop mechanis ms and policies to praise teachers' contributions, widely d isseminating individual achievements Job advancement is a very effect ive form of attracting and retaining talented people However, according to the current situation at AHS, the nomination of a person to a higher position is only based on the judgment of the facility d irector The facility d irector is the person who co mments and evaluates the person they nominate for the system director and the school board Th is can lead to inequality, causing dissatisfaction for other teachers and they not see promotion opportunities while working here Therefore, AHS must complete the work performance assessment 184 JOURNAL OF CRITICAL REVIEWS ISSN- 2394-5125 VOL 08, ISSUE 02, 2021 Complete the work performance evaluation of teachers Although a clear and specific assessment standard has been developed, but these criteria are co mmon to all job positions, in addit ion, the imp lementation is not really effective, so AHS needs to develop standards evaluation criteria for each job position, evaluation process and evaluation cycle In the solution of co mpleting the salary framework, the author mentioned the 3P model salary, so we can build the criteria to evaluate the performance of the job based on the groups of criteria in the ASK model, Thus, AHS will assess the overall capacity for each position And evaluating the performance of the teacher-NV's work will also go through phases in the 3P model: setting goals and making it transparent; track results and adjust goals in the imp lementation process, evaluate the results achieved at the end of the period These contents must be clearly shown in writ ing and widely disseminated to all teachers They need to understand how they are evaluated, get feedback on the assessment of their work performance Through assessment, the school will discover potentials to foster into its managerial staff Develop a promotion roadmap for teachers In addition, building a reputation roadmap is very necessary right fro m the mo ment the teacher-NV enters the school, especially for a team of talented young people with potential To this, the human resources department of AHS needs to sit down with each teacher to discuss their career development goals, between their own goals and their shared goals What can the school to reconcile these two development goals? 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businesses don't seem to realize this The necessity of attracting and retaining talent in the international arena Reduce costs in recruitment Attracting and retaining talented people... known as AHS talents As a school, again an international school, the talents of AHS to attract must first be teachers, including teachers of Vietnamese programs and International Programs In addition,... is increasingly fierce, organizat ions and businesses that want to gain advantages must consider attracting talents and attracting talents national book He pointed out three issues in attracting