BACKGROUND
Company background
The District 11 Tax Department operates under provincial-level Tax Departments and is responsible for administering taxes, charges, fees, and other state budget revenues in accordance with legal regulations, as outlined in Decision No 108/QD-BTC dated January 14, 2010.
In 2017, the District 11 Tax Department employed 172 staff members across nine key departments, including Taxpayer Assistance, Personal Income Tax Administration, Tax Declaration and Accounting, Debt Management and Coercive Collection, Human Resources and Administration, Tax Examination, and Internal Inspection.
Symptoms of problem in Tax department in district 11
Employee turnover rate is a critical metric for evaluating organizational health, as it reflects the movement of staff in and out of a business According to Chowdhury, a high turnover rate is often seen as a sign of 'wastage,' indicating significant employee departures that can lead to increased costs and decreased productivity This challenge is particularly pronounced in the public sector, where high turnover incurs substantial financial and time-related expenses for organizations Consequently, managing turnover effectively is essential for maintaining staff morale and operational efficiency.
HR department have to spend time on recruitment and training for new candidates o KPIs: After that, the annual KPI for each department is the scale for the award
The KPI report highlights three key indicators of unit performance: budget plan completion percentage, timely file processing, and customer complaints However, the Tax Department in District 11 reported unsatisfactory results in 2017 Additionally, the complexity of colleague relationships in the public sector poses challenges in accurately determining data and official documentation.
Running head: Excessive Workload at Tax Department in District 11
However, it is also shown in the description of the duties of each member in the same department at the beginning of the year
The turnover rate among back office staff is notably high, with 33 employees out of a total of 172 This report will address the challenges the organization has encountered in recent years, particularly concerning back office personnel.
Based on the findings from the 2017 human resource report, this study identifies key indicators of organizational distress, highlighting the challenges faced by companies during difficult periods The analysis reveals several symptoms that signal potential issues within organizations, emphasizing the importance of recognizing these warning signs to address underlying problems effectively.
The turnover rate has been significantly high in recent years as suggested in the table below:
Figure 1: The percentage of resigned employees of back officers from 2015 to 2017
Source: Annually report of HR team
To effectively assess our turnover rate, we must compare it with other departments within our organization, as we lack industry-wide turnover data Notably, the resignation rate among employees in the back office is significantly higher than that of other departments, indicating a potential area for concern.
High employee turnover can lead to significant expenses for organizations, including recruitment and training costs When an employee leaves, the HR department must invest time and resources to find a suitable replacement for the vacant position.
Running head: Excessive Workload at Tax Department in District 11 instruction will increase as the company has to spend on recruitment contests, interviews, and salaries for HR employees
New employees often face a lengthy probation and training period before they can contribute effectively, but many resign due to overwhelming stress and pressure Tragically, just as they begin to demonstrate their capabilities, they leave the public sector for other opportunities.
During the probation period, new employees often struggle to manage their assigned tasks, leading to increased pressure on their colleagues who must take on additional responsibilities Despite managers recognizing the need for effective recruitment planning, many still fail to forecast workforce requirements beyond the immediate future As a result, existing employees face heightened stress from various factors, including tax collection and work-life balance challenges When positions remain unfilled for extended periods, the workload on current team members escalates, compounding their stress and affecting overall productivity.
Job overload poses a significant challenge within organizations, particularly affecting older employees who struggle to adapt to rapid changes and may lack essential technical skills While training can address these gaps, the process is time-consuming and can lead to increased costs for the organization.
Running head: Excessive Workload at Tax Department in District 11
Figure 2:The number of apology letter for customer in 2017
Source: Annually report of Administration Department
The table below presents the total apology letters to customers in 2017 of Tax Departments that are similar in size and tax collection with Tax Department in District
11 In 2017, the rate of late document processing, bad feedback from customer higher than District 5, District 12 and the average of HCM is around 10-20% (following by annually report of administration department It means that the result also reflects the dissatisfaction of customers in the civil service of the Tax Department in District 11
Currently, Mrs Le Thi Ha states that staff appraisal is conducted based on eight specific criteria, which are generally applicable across various departments within the organization.
The current policy inadequately assesses employee performance, hindering effective evaluations of staff capabilities Additionally, it is often misused as a tool for selecting candidates for promotions, rather than providing a true reflection of civil servant performance.
The excessive workload at the Tax Department in District 11 negatively impacts performance results and overall effectiveness Additionally, the current civil servant evaluation system does not provide supervisors with the necessary insights into each employee's competencies, hindering their ability to assign the right individuals to suitable roles.
1.2.3 Significant decrease of growth rate in tax collection
Figure 3: The results of mandate of tax collection from 2015 to 2017
Source: Annually report of Administration Department
The tax collection mandate has consistently underperformed, failing to meet inspection and investigation targets for three consecutive years since 2015, with rates of 98.02%, 97.82%, and 95.75% This shortfall has led to a decrease in employee compensation and benefits, further diminishing motivation and effort among staff.
Initial Cause-Effect Map
Below is the initial cause-effect map that identifies all the likely causes of the problem that company are facing
Running head: Excessive Workload at Tax Department in District 11
Mr Nguyen Hai Hoang, the Human Resource Manager at the Tax Department in District 11, asserts that low compensation leads to diminished employee motivation and benefits To assess this claim, five employees with prior experience in other companies were interviewed When comparing their earnings at the Tax Department to those from previous employers, three out of five interviewees confirmed that the Tax Department offers lower pay than other organizations.
The interviewees express satisfaction with their public service careers, viewing them as prestigious and stable Mrs Nguyen Thuy Quyen highlights that, despite lower pay compared to the private sector, she values the time it allows her to care for her family and has no desire to change jobs She appreciates the social recognition and job security that come with her role However, all five interviewees concur that the current compensation fails to incentivize greater effort in their work, contributing to the organization's overall underperformance.
The organization's salary policy appears misaligned with its overall goals, as it adopts the same compensation structure mandated for public sector organizations, particularly within the Tax Department.
The current salary policy is complex and insufficient, as the compensation system does not align with the requirements of various job roles, including professional and leadership positions It primarily relies on average benchmarks based on quotas and years of service, which fails to adequately reflect the value of individual contributions and expertise.
The current compensation structure fails to provide a high standard of living for employees and attract talented candidates, leading to inconsistencies in allowances and non-salary incomes across different agencies Additionally, salaries and bonuses are not tied to employee productivity, quality, or efficiency, which undermines the effectiveness of the salary policy in enhancing workforce performance Furthermore, low wages are contributing to rising corruption, such as bribery, within the public sector.
Excessive workload during busy seasons is a potential issue leading to identified symptoms within the organization To assess this situation, four employees from the Human Resource, Propagation and Taxpayer Assistance, Tax Examination, and Personal Income Management departments were asked to evaluate their workload during peak periods.
According to the interviews, during the period that several companies begin to file their fiscal reports, these employees must work on an average of ten hours per day
To meet deadlines, employees are now required to work full-time on Saturdays instead of the usual half-day Mr Nguyen Hai Hoang, a human resource assistant with five years of experience, explains that the confidential nature of the work prevents the Human Resources department from hiring part-time workers to help manage the increased workload.
Mr Hoang stated that the organization's policy prohibits employees from working overtime, resulting in a limited budget for overtime pay that cannot accommodate the significant overtime hours accrued during peak months.
Overtime budgeting creates a difficult situation where employees are required to complete their tasks on time, yet they are prohibited from working additional hours or receiving compensation for their extra efforts.
Mrs Nguyen Thuy Nga, a dedicated civil servant with 14 years of experience in the Department for Personal Income, voiced her frustration about the challenges of managing a high volume of data in the Tax database management system During peak months, the pressure intensifies as she strives to input data accurately and meet tight deadlines, often leading to a struggle to maintain quality amidst the increased workload.
Unclear workflows contribute significantly to employee workload, as highlighted by Mrs Ha Poor coordination often leads to reliance on email communication, which hampers inter-departmental interaction Consequently, staff remain unaware of how their tasks impact other departments, negatively affecting processing times and action tracking To improve efficiency, it is essential to disseminate departmental procedures internally and enhance collaboration between teams.
High workload often results in the increase of stress level within the organization
Many employees often feel aggressive or extremely stressful especially during peak seasons This in turn significantly decreases performance and productivity of the organization
High stress levels contribute to rising rates of sick leave and early retirement, creating a vicious cycle that burdens remaining employees and ultimately harms organizational performance.
Lack of training for employees
The integration of new technology in the workplace has significantly enhanced workforce productivity over the past decade, with organizations across various sectors increasingly relying on technological innovations to address skill shortages and personnel gaps Mr Le Hong Duc, Leader of the Management of Debts Department, emphasized that innovation not only boosts productivity but also transforms the nature of work, citing the implementation of solutions like tax management centers (TMS) and invoice report management centers (QLAC) as key to improving transparency and citizen engagement Furthermore, Mrs Le Thi Ha from the Propagation and Taxpayer Assistance team noted that many public sector organizations are eager to adopt new technologies for better operational and management efficiency.
Many employees at the Tax Department District 11 struggle to keep up with rapid technological advancements, with about 50% exhibiting low adaptability to new technologies This challenge is particularly prevalent among middle-aged staff, who generally have less exposure to technology and a lower rate of technological adoption.
A significant factor contributing to the low adoption and adaptation rates among employees is the insufficient training provided According to Mrs Nguyen Thuy Quyen from the Tax Examination department, current training programs primarily emphasize mandatory courses in politics and state management, which are designed to fulfill generic requirements As a result, the training often fails to align with specific job descriptions and role responsibilities, rendering it largely irrelevant to employees' actual needs.
Updated cause – effect map
Figure 5: Updated cause – effect map
Workplace bullying, as defined by Mats Glambek and Anders Skogstad, involves harmful and persistent actions aimed at intimidating employees or creating safety risks This behavior can lead to serious consequences, including poor mental health, reduced job commitment, low job satisfaction, and a decreased desire to remain with the company The aggressive traits of bullies often stem from a highly stressful work environment, which can foster such negative behaviors.
Work-life balance is crucial for minimizing conflicts between professional responsibilities and personal life, as highlighted by M Joseph Sirgy and Dong-Jin Lee Employees who struggle to achieve this balance often face increased stress levels Furthermore, research by Shweta Jaiswal Thakur and Jyotsna Bhatnagar shows a significant link between work-life balance and employees’ intentions to remain with their organizations Consequently, the adverse effects of work-life imbalance are considered a primary factor driving employees to seek new job opportunities.
PROBLEM JUSTIFICATION
Problem definition: high workload
Welbourne, Johnson, and Erez identified two essential roles for individuals within organizations: the job-holder role and the organizational-member role The job-holder role refers to the specific, formally assigned duties and responsibilities that employees are expected to perform, while the organizational-member role involves the broader expectations for employees to act as responsible corporate citizens.
“Workload concerns to the amount of work that is designated to a worker need to do”
Work overload significantly impacts employee exhaustion and is a common issue in today's competitive work environment This challenge is prevalent across various organizations, often stemming from time pressures and the complexity of tasks Consequently, burnout frequently arises from low job satisfaction, leading to higher rates of employee withdrawal and dissatisfaction.
(Sheridan and Abelson) (11) A direct relationship has been found between workload, stress and turnover intentions (Wefald et al.)(12)
Recent studies, including work by Welbourne et al and Perlow, highlight the distinctiveness of job-holder and organizational-member roles, revealing that employees frequently feel pressured to fulfill both functions Furthermore, individuals who effectively balance these roles tend to receive higher performance evaluations and are viewed as more promotable compared to those who do not engage in both capacities (Allen & Rush).
Problem existence
Job Overload, identified as the central issue among Job Overload, Low Compensation, and Lack of Training, requires immediate attention Addressing this problem is crucial because it significantly impacts employee productivity and well-being, leading to increased stress and burnout By prioritizing solutions for Job Overload, organizations can enhance workforce efficiency and overall job satisfaction, ultimately fostering a healthier work environment.
Low compensation is a significant issue within the Tax Department, but addressing it necessitates a comprehensive overhaul of the entire public sector compensation system Therefore, this thesis recognizes that the problem cannot be effectively resolved solely within the context of the Tax Department District 11.
Long-term training programs are essential for enhancing employee enthusiasm and attitude while also adapting program content to meet evolving needs Implementing these plans necessitates extensive research into the diverse task and job requirements within the organization, which extends beyond the time constraints of this thesis.
Job overload is a significant source of frustration for current employees, leading to high turnover rates, low customer satisfaction, and underperformance Addressing this issue promptly is essential, as it can produce substantial improvements for the organization within a short time frame.
Two methods of research have been carried out to identify and evaluate the problem within the organization:
(1) Qualitative research: conducting in-depth interview to get insightful perceptions revolving around the central problem of Job Overload;
(2) Quantitative research: analyzing historical data of the annual reports of Human
Resources Department to quantify the level of Job Overload as well as the negative effects resulting from this problem
Figure 6: Percentage of employee’s feeling about unable to spend enough time with family Source: Working Environment Survey of Tax department in District 11 - 2017
The pie-chart suggests that nearly half of the respondents concerned about not having enough time with their family
Figure 7: The influence of the supervisor or team leader on the participants Source: Working Environment Survey of Tax department in District 11 - 2017
Figure 8: The evaluate of Workplace Stress on the participants Source: Working Environment Survey of Tax department in District 11 - 2017
Figure 9: Percentage of knowledge of employee about workload increases when another employee quit their job Source: Working Environment Survey of Tax department in District 11 - 2017
Figure 10: Percentage of level reaction of employee often carry heavy workload, and felt like leaving Source: Working Environment Survey of Tax department in District 11 - 2017
Two charts show that employees recognize the increasing pressure and workload as they have to take in more tasks after the resignation of their colleagues
Figure 11: The evaluate of communication on the participants Source: Working Environment Survey of Tax department in District 11 - 2017
Problem importance
Based on the literature review in section 2.1 and the survey results in section 2.2, it can be seen that “Job Overload” is a serious problem at the Tax Department in District
11 Failure to reduce the pressure resulting from work overload, especially in the Tax Examination department, would result in the following consequences:
Work-family conflict arises when the demands of work interfere with family responsibilities, as defined by Greenhaus and Beutell A key contributor to this conflict is work overload, which significantly predicts the occurrence of work-family issues, according to Eby et al.
Employees who feel overwhelmed by their workload often suffer from exhaustion and fatigue, which can diminish their motivation across various life domains Work-life balance is crucial for employee satisfaction in any industry (O’Leary and Deegan) A study by Bloome, Rheede, and Tromp found that work-life conflict significantly impacts turnover intentions in the hospitality sector, primarily due to insufficient organizational support and limited workplace flexibility Poor work-life balance is linked to negative outcomes, including high turnover rates, job dissatisfaction, and burnout (Greenhaus, Parauraman & Collins).
The type of management within a company significantly impacts employee retention, as noted by Evans, who studied workers' expectations versus their experiences with management According to Andree, employees often leave not because of the company itself, but due to their direct supervisors, reinforcing Bevan's findings This indicates that effective management can reduce turnover rates; managers who meet employees' expectations are more likely to enhance retention and minimize departures, as supported by Borstorff's research.
Job stress is a detrimental mental state resulting from the perceived threats in the workplace environment, both physically and emotionally Employees experiencing high levels of work stress tend to exhibit decreased motivation, safety concerns, physical weakness, and reduced productivity, which can hinder their organization's competitiveness Key factors contributing to job stress include limited autonomy and job insecurity, with research indicating that work overload is a significant precursor to this issue.
High turnover rates can stem from various factors, with stress being a significant contributor (Leontaridi and Ward) Job-related tension negatively influences employee job satisfaction, leading to increased turnover intentions (Kemery et al.) Conversely, high levels of stress are often cited as a reason for leaving, particularly when job satisfaction is low (Otis and Pelletier).
Higher stress raises the ratio of employees’ aims to quit their current job (Kavanagh)
Stress in the workplace has shifted a significant issue for companies as it has shown to be linked with worker performance, job dissatisfaction, burnout, and turnover
Luthans & Jensen (28) discovered that 52% of employees surveyed had either sought new job opportunities or left their current roles due to perceived workplace stress This highlights the significant impact that various factors contributing to workplace stress can have on employee retention and job satisfaction.
When employees since they are no more capable of offering themselves at a psychosomatic level it is called a state of emotional exhaustion (Maslach & Jackson)
Workers experiencing prolonged fatigue and emotional exhaustion often suffer from burnout, which can lead to significant negative outcomes Documented consequences include diminished job satisfaction, increased turnover rates, employee defection, and a decline in service quality towards customers (Yiu et al.).
Job stress is defined as the physiological, cognitive, emotional, and behavioral response to the challenging and detrimental aspects of one's work environment and organizational climate It often manifests as feelings of helplessness regarding task completion, leading to reduced organizational commitment and job satisfaction Consequently, job stress can result in serious outcomes such as depression, unproductive work behaviors, and increased intentions to leave the job.
2.3.5 Lack of communication in working environment
Research indicates that employees prefer to work for companies that prioritize open communication and actively listen to their concerns Insufficient communication among colleagues can negatively impact the workplace environment Therefore, fostering effective communication is essential across all industries, and employees should recognize its importance.
CAUSES VALIDATION AND SOLUTIONS
The list of potential causes of the problem
Work overload often stems from the same factors that diminish employee interest in their jobs A literature review by Basel Alsayyed and Fayza Al Braiki identifies five potential causes contributing to this issue.
3.1.1 Lack of career development opportunities
Before hiring, it is essential to clearly communicate if a job is a dead-end position to avoid misleading potential employees Accurately describing the lack of growth and promotion opportunities helps prevent false hopes and ensures that workers are aware of the limitations they may face in their career progression Without this transparency, employees may feel their efforts are wasted in a role that offers no future advancement.
3.1.2 Unfairly treated by the manager
Employees strive to excel in their roles, seeking appreciation and recognition for their efforts Even seasoned professionals benefit from occasional feedback on their successes It is crucial to ensure that all employees feel valued Additionally, the generational divide between older and younger team members can lead to perceived unfairness in task assignments This gap, coupled with the pressures of traditional culture and societal expectations, can negatively impact workplace dynamics and relationships.
3.1.3 Unsupportive or bulling by manager
Employees require clear direction and guidance, especially new hires who may struggle with unfamiliar tasks without a structured training program The absence of such training can hinder their performance and lead to feelings of inadequacy While the organization has established ten behavioral regulations, which are communicated through staff manuals and public billboards, these guidelines are often too vague to provide specific direction Additionally, there is a lack of interest in communication and soft skills courses for employees Overall, while there are some positive aspects to the organizational culture, significant limitations remain that need to be addressed.
3.1.4 Unequal or substandard wage structures
Inequities in salary structures and low pay are major factors contributing to employee dissatisfaction New hires often question why colleagues performing similar roles receive higher wages, highlighting the need for transparency To address this issue, organizations should implement a comprehensive wage and job evaluation system.
In today's technological landscape, civil servants often find themselves relying on outdated methods, leading to inefficiencies and wasted time This reliance on older technology not only slows down task completion but also demands extensive maintenance, ultimately hindering productivity As a result, valuable time that could be better utilized for more productive activities is lost, highlighting the need for modernization in their work processes.
The final cause-effect map
Figure 12: The final cause-effect map
Root cause: outdated in technology
Three out of five interviewees reported that outdated technology and methods hinder their productivity in the workplace According to Randy Drawas, Chief Marketing Officer of Samanage, employees are eager to enhance their work experience Implementing modern IT management and intelligent technology can automate non-essential tasks, leading to increased individual productivity Conversely, outdated technology consumes valuable time and negatively impacts both customers and employees To foster a better work environment, organizations must embrace modern technologies that upgrade their systems, allowing employees to focus on significant, impactful tasks rather than repetitive, mundane activities.
Possible solutions
The tax department faced challenges in recruiting employees with 3-4 years of experience, prompting a decision to enhance recruitment efficiency and reduce hiring costs The implementation plan consists of two key steps: first, preparing by identifying crucial information for an effective hiring process, and second, executing an action plan to establish a new project called E-recruitment.
Identify information relevance to effective hiring process
Identifying key soft skills, such as persuasion, argumentation, and emotional intelligence, is crucial for evaluating potential candidates, as these essential skills enable new employees to adapt swiftly to their work environment Subsequently, the HR department must establish clear recruitment standards to effectively identify and select suitable candidates.
The HR department should regularly conduct surveys with employees who have resigned within the last six months to understand their reasons for leaving Additionally, surveying current employees can help identify potential issues within the organization By analyzing these insights, HR can make informed decisions when selecting the right candidates to enhance employee retention and overall workplace satisfaction.
E-recruitment project: (Estimated cost: VND 50,000,000)
The new project will develop a recruitment portal with high interaction level The objectives of the new e-recruitment include:
To enhance the recruitment process, HR departments should leverage online channels to broaden their candidate pool, ensuring prompt follow-ups and thorough analysis of applicant databases to identify the most suitable candidates for specific roles Additionally, the new e-recruitment tools simplify the analysis of potential target groups based on job requirements.
- To help the Tax department manage the recruitment process, reduce hiring time and cost
- To help HR department storage candidate database and be able to reach out to these candidates when needed
- To advertise job opportunities and communicate a positive working environment to potential candidates
- To conduct assessment of potential candidates through online testing system
The e-recruitment will be developed as a back-end system of Tax department’s website with easy accesses and interactions The main features of the new system include:
- User-friendly: A recruitment system with logical display-port will increase productivity for the user
- Request: This function has two parts such as job description management, approval for hiring The role of this section is to help the HR department build the recruitment process
- Multi-channel posting: This function allows the HR department to spread out job offers to other channels to reach a wide range of target audiences at the lowest cost
Database analytics streamlines the recruitment process by aggregating all candidate profile data, automatically filtering out unqualified applicants, and highlighting potential candidates that meet the HR department's specified criteria Furthermore, users can efficiently screen and score the candidate database, enhancing the selection process and ensuring the identification of the best talent.
The online assessment test feature enables companies to design and administer assessments digitally By integrating an automated email system, candidates receive unique IDs and passwords to access and complete their assigned tests Once completed, results are automatically forwarded to the analytics center for further processing.
- Matching: match a candidate’s skills with the criteria set by the HR department
For example, if an applicant had skills that can fit into more than one position, this candidate surely has an advantage than the others
- Analyzing and Visualizing: The system also equipped with Data analytics and visualization functions to aid decision-making process
Effective execution of the HRM strategy is essential for organizational efficiency and fostering a healthy work environment As highlighted earlier, recruitment and compensation policies are crucial for sustainable development Therefore, investing in e-recruitment is anticipated to be a significant asset for the Tax Department.
Finally, by promoting a good working environment and improving the recruitment process, the Tax Department will be able to lower its turnover rate significantly
3.4.2 Solution 2: Upgrade contact center communications technology Objectives
Customer satisfaction is vital for organizational success, and an effective communication system can make a significant impact Emerging communication technologies are designed to enhance the experience across multiple channels for both customers and employees, leading to increased productivity and satisfaction.
Civil service has frequently encountered challenges due to the limitations of existing software and inefficient processes To address this, it is essential to evaluate the communication methods between civil servants and customers This involves reviewing the most widely used software solutions across various organizations Subsequently, we should explore tools and strategies that can enhance integration and customization of these software solutions, maximizing their potential benefits By leveraging new communication technologies, civil servants can effectively share and access information with relevant departments or customers, regardless of location.
Civil servants can maintain constant communication with customers, providing real-time updates on appointment statuses and addressing immediate needs This adaptation is driven by the necessity for organizations to innovate and strengthen customer relationships amid traditional disruptions By embracing these changes, civil servants can save time and alleviate stress Here, we explore two communication technology features that managers should consider for a new system.
- A meeting scheduler – to plan scheduled events by online
The communication tool enables customers to submit cards for complaints or issues, which are then assigned to designated staff members responsible for timely resolution This software serves as a comprehensive solution for tracking open inquiries, gathering customer feedback, and monitoring employee productivity.
Easily set up scheduled notifications for users with our new software, allowing civil servants to remind customers of important deadlines, such as financial report submissions With just a single click, this innovative solution automatically dispatches notifications via email, SMS, or traditional mail, ensuring timely communication and enhanced customer engagement.
- Connect with VNPOST (Vietnam post office) to reduce paperwork to send a traditional letter
Implementing new technology is not easy This is a significant deterrent to change
When the current process is not working better, and the situation begins to fall behind on objects, the idea of a new implementation plan is daunting.
Search and collect information IT agency or IT freelancer
Brief concept, ideas of e-recruitment system to IT team, communicate center
Negotiate the price and contract with suitable IT team
Develop system analysis + design layout
IT team, Leaders of each department
5 Implementation and coding IT team
6 Test demo system round 1 HR, internal IT
7 Adjustment and fix errors IT team
8 Test demo system round 2 HR, internal IT
HR, internal IT and outsource IT team
HR, internal IT and outsource IT team
11 System release HR, internal IT
12 Input database HR, internal IT
HR, internal IT and outsource IT team
13 System evaluation HR, internal IT
Figure 13: Schedule of building E-recruitment and Communicate Center system
Implementing a new E-recruitment software and an efficient communication system can effectively address the excessive workload at the Tax Department in District 11 This solution not only enhances employee satisfaction but also boosts customer satisfaction Furthermore, the increased productivity from an automated communication system can save time and money for customers, ensuring the stability and growth of the Tax Department.
To enhance efficiency and alleviate recruitment pressures, the Tax Department in District 11 should implement a modern recruitment system and upgrade its tax management technology Addressing outdated systems is crucial for resolving current challenges Additionally, establishing a communication center based on earlier recommendations will ensure that all information is clearly conveyed and accessible.
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The Tax Department is undertaking a project aimed at enhancing the work environment and reducing employee turnover To achieve this, it is essential to understand how employees are coping with challenges and their attitudes during peak seasons By identifying these factors, the company can make informed decisions To gather valuable insights into employee needs, the researcher intends to conduct in-depth interviews.
Depth interview with an advantage that the interviewer has more time to probe and obtain in-depth responses from respondents tend to express themselves more freely