(TIỂU LUẬN) human resource management

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS AND FINANCE FALCUTY OF ECONOMICS HUMAN RESOURCE MANAGEMENT Lecturer: MSc Dang Thu Huong Course: 212.MGT1110E.A24E Members: Le Thi Nhat Thu Do Yen Nhi Tran Thi Thuy Linh Do Thanh Tam Nguyen Tien Thanh SOMERSET - FELIZ HCMC Page of 65 SOMERSET - FELIZ HCMC CONTENTS Introduction about company .3 1.1 The process of formation and development a Introduction about Ascott Limited b History and development about Somerset HR statistic HR policies 11 3.1 Labor rules: 11 3.2 Benefits enjoyed 22 Job analysis 23 4.1 Company strategy .23 4.2 Organization chart .25 4.3 Department chart .27 4.4 Department strategy 27 4.5 JD/JR 30 4.6 Position Career Path 31 Planning (data, diagram, chart, )· .32 5.1 List of macro environment (PESTLE) 32 a Political environment: .32 b Economic environment: 32 c Social environment: 33 d Technological environment: 35 e Legal environment: 35 f Environmental environment: 36 5.2 List of micro environment (5 Forces’s Michael Porter) 37 a Customer: 37 c Potential competitors: .40 d Alternative products: 42 5.3 List of company environment: 43 a Infrastructure 43 b Human Resources .44 c Technological Development 44 5.4 HR policies is suitable for changing: 44 Page of 65 SOMERSET - FELIZ HCMC 5.5 SWOT analysis: 45 Recruitment process (evidence) 46 6.1 Recruitment Process Flow of Somerset 46 6.2 Explain Recruitment Process 46 Selection process 47 7.1 Explain Selection Process .47 7.2 Overview 49 7.3 Screen CV: practice Group, results 49 7.4 Test: practice interviewee group, results .50 7.5 Interview: 52 a What is the STAR? .52 b There are a few types of interviews that employers can apply 52 c How to make an impression in the selection of employees 52 Onboarding/ Orientation 53 8.1 Professional program 53 8.2 Apprenticeship assessment 53 Training (ADDIE) 54 9.1 Training need analysis 54 9.2 Design training course 54 9.3 Develop training course .55 9.4 Implementation training course 55 9.5 Evaluation training course 56 10 References 58 11 Group member rating .1 Page of 65 SOMERSET - FELIZ HCMC Introduction about company 1.1 The process of formation and development a Introduction about Ascott Limited Illustration:https://cafeland.vn/tin-tuc/ascott-cung-cap-dich-vu-quan-li-van-hanh-voiking-crown-infinity-104378.html The Ascott Limited (Ascott) is a Singapore company that has grown to be one of the leading international lodging owner-operators Ascott's portfolio spans more than 200 cities across over 30 countries in Asia Pacific, Central Asia, Europe, the Middle East, Africa and the USA Ascott has more than 76,000 operating units and over 57,000 units under development, making a total of more than 133,000 units in over 800 properties The company’s serviced apartment, coliving and hotel brands include Ascott The Residence, The Crest Collection, Somerset, Quest, Citadines, lyf, Préférence, Vertu, Harris, Citadines Connect, Fox, Yello, Fox Lite and POP! Ascott’s loyalty programme, Ascott Star Rewards, offers exclusive benefits to its members when they book directly with Ascott for their stays at its participating properties Ascott, a wholly owned subsidiary of CapitaLand Investment, pioneered Asia Pacific’s first international-class serviced apartment with the opening of The Ascott Singapore in Page of 65 SOMERSET - FELIZ HCMC 1984 Today, the company boasts over 30 years of industry track record and awardwinning brands that enjoy recognition worldwide The Ascott Limited appeared in the Vietnamese market since 1994 At that time, the group was known for its huge investments and international projects in central locations in Hanoi and Ho Chi Minh City It is known that Vietnam is Ascott's largest investment market in Southeast Asia - where the demand for serviced apartments is very large In Vietnam, Ascott is the largest international serviced apartment owner and operator with nearly 7,000 rooms in 27 serviced apartment complexes in Hanoi, Hai Phong, Ha Long, Nha Trang, and Ho Chi Minh City Ho Chi Minh City and Binh Duong In Hanoi, Ascott currently manages Somerset Grand Hanoi, Somerset Hoa Binh and Somerset West Lake In Hai Phong, Ascott manages Somerset Central TD Hai Phong City In Ho Chi Minh City, Ascott manages Somerset Chancellor Court, Somerset Ho Chi Minh City, Somerset Vista, Vista Residences and Diamond Island Luxury Residences The Ascott Vietnam will also operate new apartment complexes in Vietnam in the next few years These apartments include Ascott Waterfront Saigon, Citadines Bayfront Nha Trang, Citadines Regency Saigon, Citadines Central Binh Duong, Citadines Blue Cove Danang, Citadines Marina Halong City, Somerset West Point Hanoi, Somerset West Central Hanoi, Somerset Danang Bay, Somerset Dimension Ho Chi Minh City, Somerset Feliz Ho Chi Minh City, PentStudio and Diamond Island Luxury Serviced Residences In addition to building apartments, The Ascott Limited also focuses on building a suitable resort style for a variety of visitors From busy businessmen, celebrities, active young people or families who love to travel… can find a suitable accommodation for themselves at the projects operated by The Ascott Achievements and awards The Ascott Vietnam: ● 2017 World Travel Awards for “Top Brand of Condominiums” in Asia ● DestinAsian Readers Award “Choice Awards 2017 for “Best Serviced Apartment Brand” ● 2017 TTG China Travel Awards for “Best Apartment Operator in China” ● 2016 Asia-Pacific Hotel Award for “Best Serviced Apartment Brand” ● Award “Best Serviced Apartment Operator in China” awarded by TTG China Travel in 2016 and “Best Serviced Apartment Brand” award voted by readers of DestinAsian 2016 ● World Travel Awards 2015 for “Leading Serviced Apartment Brand” in Belgium, France, Germany, Hong Kong, Philippines Singapore, Spain, Thailand and Vietnam Page of 65 SOMERSET - FELIZ HCMC ● Award “Best Serviced Apartment Brand 2015” awarded by ‘Business Traveler Asia – Pacific’ magazine ● Business Traveler UK Awards 2015 for “Best Serviced Apartment Group” ● Business Traveler Middle East Awards 2015 for “The best serviced apartment group in the Middle East region” ● 2015 Business Traveler China Awards for “Best Serviced Apartment Brand” and “Best Serviced Apartment” b History and development about Somerset SOMERSET In 1998, Pindemco Land built Somerset International, its new serviced apartment brand The group also acquired Liang Court Holding, one of the largest serviced apartment suppliers in Asia at the time, and established Somerset Holding Somerset Holding at that time owned more than 3200 rental units located in 15 major cities in Asia Around the same time, Scott Holding merged with Stamp Group - a subsidiary specializing in providing serviced apartments of DBS Land to become Ascott Ltd, owning 1500 rooms for rent in cities It should be added that DBS Land is a subsidiary of DBS Bank - the largest bank in Southeast Asia and was established by the Singapore government Since 2000, Somerset Holdings has merged with Ascott Ltd In 2002, Ascott Ltd acquired the shares of Citadines and became the largest group in Asia in the field of serviced rooms As the world's largest serviced apartment management group, Ascott is also just a member company of an even larger "giant" - Capitaland Group Ascott is best known and best known for the Somerset brand Since 1997, Somerset Grand Hanoi and Somerset Ho Chi Minh City officially came into operation, welcoming tourists and residents around the world, creating a name for themselves as a leading international standard serviced apartment management group in Vietnam If Citadines is an attractive name for vibrant people, the Somerset brand is the favorite choice of families With the design of fully equipped apartments, Somerset gives visitors a feeling of peace and comfort like at home Along with that, the hotel also regularly organizes activities to visit scenic spots, learn local dishes not only to help save good memories, but also to be a highlight for family members Families have more opportunities to bond and love Thanks to these advantages, Somerset has become a leading name in the list of resorts of travel-loving families and successful businessmen Page of 65 SOMERSET - FELIZ HCMC The Somerset brand management team ensures that the highest standards of service are maintained by each employee in all departments The brand owns a great staff of the building, from the security department, customer care, room room to the gym consultant Recipient of the “Top Serviced Apartment” award from the World Travel Awards for many years in a row, the Somerset brand of the Ascott Group has set industry standards and is recognized worldwide Some typical projects of Somerset: ● ● ● ● ● ● ● ● ● Somerset Grand Hanoi – Hanoi Tower – No 49 Hai Ba Trung, Hoan Kiem, Hanoi Somerset Hoa Binh – No 106 Hoang Quoc Viet, Cau Giay, Hanoi Somerset West Lake – No 254D Thuy Khue, Tay Ho, Hanoi Somerset Chancellor Court HCMC – No 21-23 Nguyen Thi Minh Khai, Ben Nghe, District 1, Ho Chi Minh City Somerset HCMC – No 8A Nguyen Binh Khiem, Da Kao, District 1, Ho Chi Minh City Somerset Cam Ranh Bay – Lot D14C, North Peninsula Tourist Area, Cam Lam, Khanh Hoa Somerset Feliz District – Thanh My Loi Ward, District 2, Ho Chi Minh City Somerset Danang Bay – Hai Chau district, Da Nang city Somerset Central TD Hai Phong City – Area A, TD Plaza, Lot 20A, Le Hong Phong, Hai Phong city Business results: Starting to appear in Vietnam since the early 90s of the last century, Ascott is known for its large investments in Vietnam The real estates under Ascott's ownership in our country are all of great value, located in the center of Hanoi or Ho Chi Minh City - the two largest centers in Vietnam Total revenue of Ascott Real Estate Investment Fund, also known as Ascott Residence Trust (Ascott Reit) in Vietnam in 2012 reached more than 33 million USD (more than 600 billion dong) In which, Somerset Grand Hanoi alone in 2012 brought Ascott Reit more than 10 million USD (more than 200 billion VND) in room rental This is also the most valuable property of Ascott Reit when it is valued at more than 74 million USD (about 1,500 billion VND) In addition to the real estate directly managed by the company, Ascott also invests in many other projects such as Somerset Cam Ranh in Bai Dai, Somerset District in Ho Chi Minh City, Somerset Danang Bay management, or management of public projects Capitland parent company such as Somerset Vista HCM city,… Page of 65 SOMERSET - FELIZ HCMC SOMERSET FELIZ HCM CITY Illustration:https://www.tripadvisor.com.vn/Hotel_Review-g293925-d627073-ReviewsSomerset_Ho_Chi_Minh_City-Ho_Chi_Minh_City.html The Ascott Limited (Ascott), the accommodation business unit owned by CapitaLand Group, has just opened the 10th Somerset-branded serviced apartment building in Vietnam Somerset Feliz Ho Chi Minh City consists of 154 apartments, located in the center of Thu Duc City, Ho Chi Minh City This is home to many high-rise buildings, office buildings as well as large shopping, entertainment and service centers such as The Factory Contemporary Art Area, MM Mega Market shopping complex, American International School TAS and Victoria Healthcare International Clinic From Somerset Feliz Ho Chi Minh City, staying guests can easily move to Thao Dien area, District 1, District and neighboring industrial zones in Dong Nai province, Binh Duong province and Vung Tau city The launch of the 10th Somerset apartment complex in Vietnam, along with the recent signing of new management contracts, confirm Ascott's leadership position as both owner and operator The largest international accommodation service business in Vietnam with more than 7,600 apartments in 31 buildings present in 10 cities in Vietnam including Ho Chi Minh City, Hanoi, Binh Duong, Cam Ranh, Da Nang, Hai Phong, Ha Long, Hoi An, Nha Trang and Vung Tau Lew Yen Ping, General Manager of Regions in Vietnam, Cambodia and Burma, said: “Somerset Feliz Ho Chi Minh City is aimed at corporate customers, entrepreneurs and families who want to experience an inspiring lifestyle inspiration, where they can Page of 65 SOMERSET - FELIZ HCMC Comment: Today, Somerset is still focusing on building and innovating the most appropriate recruitment strategy to face and adapt to the "New Normal” The prioritized strategies are: ● ● ● ● Promote communication and improve company services Focus on improving and innovating HR training strategies Collect and study customer feedback samples for timely responses Carefully selected a team of programmers, to improve the eye-catching Web and increase the customer experience => The HR department needs to make more efforts and think, to be able to adjust and orient the company in the right direction and achieve the highest efficiency Recruitment process (evidence) 6.1 Recruitment Process Flow of Somerset 6.2 Explain Recruitment Process Step 1: Get to know Paragon Hotel company Check out our available positions, benefits information, and upcoming recruiting events online Step 2: Fill out an application Step 3: During the initial Screening of Applications & Resumes, you will be contacted by the Hiring Manager if your qualifications meet the job criteria Page 47 of 65 SOMERSET - FELIZ HCMC Step 4: Initial Phone/Video Chat- This is an opportunity for you to show us what you’ve got Step 5: Formal Interview(s)- We may schedule you to come back to the office for one or multiple interview(s) Your interview could be either an individual or group interview Step 6: Reference Check- At this point, all new associates must successfully pass a criminal background check Step 7: Offer & Acceptance Process- Welcome aboard in which the HR Manager will be in constant communication with you regarding the job expectations, orientation, training, etc Step 8: Onboarding Process- Activity in which you get adjusted to the social and performance aspects of the new job quickly and smoothly, and learn the attitudes, knowledge, skills, and behaviors required to function effectively within PHC Step 9: Feedback and new hire monitoring- Assess their performance of your work providing feedback for strengths, weaknesses, and opportunities for improvement Selection process Page 48 of 65 SOMERSET - FELIZ HCMC 7.1 Explain Selection Process Step Preliminary Interview Once a requirement is posted, a company may receive hundreds of thousands of applications A granular pre-process, the preliminary interview is conducted to weed out all candidates who not meet the essential eligibility criteria – educational qualifications, required skill sets, proven certifications, experience Candidates may also be assessed based on their background and level of interest Some companies employ innovative techniques to bring the right candidates to the table right from the get-go For example, Uber deployed “Code on the road,” an in-app coding game that took candidates straight to the next stage of the selection process if they passed the challenge! Gamifying recruitment selection is among the latest trends in HRM Step Receiving Applications Once candidates pass the preliminary interview, organizations must aim to standardize the application process Here, candidates must fill out a standard application form that collects bio-data, qualification, experience, background, and educational information The application could gather a broader understanding of the candidate, such as hobbies and interests A comprehensive application form will come in handy during the final selection process when decisions are to be made between similar candidates Step Screening Applications This stage includes shortlisting potential candidates from the pool of applicants who applied The screening committee constitutes various team leads, department members, inter-department associates, and coordinators who would be working closely with the selected candidates Screening can include multiple criteria, including educational prowess, relevancy in terms of experience, etc The interview details and requirements are shared with potential candidates via a call or an email Step Preliminary Tests Preliminary tests are an essential part of the job selection process They assess the aptitude, IQ, emotional intelligence, proficiency, and personality of candidates While some organizations hold these tests remotely, many prefer to arrange a test-venue generally within organizational premises Should they be held at the premises, the candidates are informed of the itinerary Step Employment Interview Page 49 of 65 SOMERSET - FELIZ HCMC The selection interview is the crux of the entire process It could be defined as an in-person conversation that puts candidates on their feet This step signals how well he/she fits into the company ethos During this stage, companies provide a detailed brief of the job profile, including the roles and responsibilities that the candidate is expected to shoulder Likewise, the candidate is encouraged to share his/her concerns or queries with the employer The employment interview itself may be divided into several rounds, including group discussions and other activities In-person interviews allow employers to judge the candidate’s caliber, personality, teamwork, and leadership skills Step Checking References Although in-person interviews provide a fair idea about the candidate, contacting references allows employers to verify their understanding Through discussions with references who vouch for the candidates’ professionalism and work ethics, they may discover other qualities about him/her For this stage of the recruitment process in HRM, organizations may reach out to previous employers or the concerned educational institutions Step Medical Examination Although not strictly followed, medical examinations are slowly becoming commonplace among organizations today Modern companies are viewing medical fitness (both mental and physical) as a cost function A healthy employee would require fewer sick leaves and handle stress relatively quickly, allowing greater productivity in dynamic, fast-paced environments Some employers view this matter seriously and consider this a preliminary phase during the screening stage Step Final Selection The last phase of the selection process is to cross the t’s and dot the i’s; candidates who have successfully qualified through all rounds of the recruitment and selection in HRM receive an offer/appointment letter by the organization More often than not, candidates receive a temporary position with an assurance of permanency on completion of the probation period The appointment letter typically includes all such details, including salary and company policies Candidates may also be asked to sign an NDA (Non-Disclosure Agreement) that ensures the protection of company data 7.2 Overview It's the process a hiring team follows with a job candidate to give them all the information they need in order to make a decision on selecting who to hire It involves steps such as the screening call and the in-person interview through to the background check and ultimately, Page 50 of 65 SOMERSET - FELIZ HCMC the job offer itself This guide will give you everything you need to know to build an effective selection process for your company 7.3 Screen CV: practice Group, results Step Give specific evaluation criteria In order for the application screening process to be quick and efficient, ensuring that the right candidates are not missed, the employer should set the main criteria before proceeding with the screening process Depending on the position, these criteria can be more or less and have different characteristics However, it is necessary to stick to the job requirements that the candidates will undertake after being recruited To make it easier and more convenient during the application review process, you should write down the criteria before starting Step The type of application does not meet the basic requirements To avoid wasting time on unsuitable resumes, the first thing you need to is get rid of those that don't meet the basic requirements These can be resumes that not clearly state the title of the position applied for, how to write an unprofessional application letter, CVs that have a rather messy presentation layout, have basic errors in grammatical structure, and make mistakes many spelling mistakes Because CVs with these errors can partly show that they are careless in their work and not have much sincerity in applying for jobs, it is also advisable to remove them In addition, the resumes that not meet the basic recruitment criteria should also be removed by the employer to save screening time For example: The company is looking to recruit the position of Marketing Manager, for the resumes without working experience, you can remove it to focus on other more suitable profiles Step Select the profile with the right skills After you have eliminated the unsatisfactory resumes, the next step is to select the resumes with skills that best match the recruitment criteria To save time, you should only focus on reading the work experience section of the candidate's CV If the application does not have the appropriate criteria, you should be disqualified On the contrary, the dossier sets that meet enough or nearly meet the criteria you should put together in a group to facilitate the next screening step Step Re-filter the best candidates To be sure to select the best and most suitable candidates, you should read the CV again and conduct an analysis, especially the work experience section You need to know what Page 51 of 65 SOMERSET - FELIZ HCMC positions they have held, what jobs have been done, how often are they changing jobs, is this person standing in the mountains and looking at the mountains? For those of you with frequent job hopping, employers should consider blacklisting them Particularly for candidates who have the right skills, you should see more strengths in soft skills, job-supporting skills as well as their career goals before deciding to set up an interview schedule Step Ask the candidate to provide more information In the process of screening resumes, you may still have questions about the candidate's experience and skills, if so, the best solution at this time is to call to discuss to clarify the remaining issues infected In addition to talking directly over the phone, you can also think of sending them an email asking them to provide information about projects, works that have been done or ask for a test to be able to choose the best candidates the best candidate for the next round of face-to-face interviews Screening candidate profiles is a regular job of HR professionals and often consumes a lot of time However, if you know how to organize, this job will become simpler, faster and more efficient 7.4 Test: practice interviewee group, results How to Conduct a Group Interview: Step 1: Inform the candidates Make sure that each candidate is aware that they will be meeting for a group interview Group interviews can be nerve-racking, so you should give them time to prepare Since a group interview usually involves more questions, being equipped with this knowledge will help the candidates to think of responses that will help them stand out You can include details of who will be conducting the interview in your interview request email Step 2: Meet with the other interviewers before meeting with candidates This is probably the single most important step in the group interview process You need to sit down with the other interviewers and determine how you will conduct the interview You should decide what questions you will ask, who will ask them and how you will evaluate the performance of each candidate Because each key decision-maker on the interview panel probably has different priorities based on their unique position in the company, each person will have different questions Openly discuss what those are and how you would like to address them You don't want to feel like you are working against each other in the interview Page 52 of 65 SOMERSET - FELIZ HCMC Generally speaking, it is best for one of the interviewers to be in charge of managing the interview from start to finish This person can guide the interview by giving each person an opportunity to speak and making sure that the candidates not feel rushed Step 3: Introduce yourselves to the candidates when they arrive Each person in the interview should state their name, their job title and why they are involved in the interview This will help the candidates to know what concerns that individual might have and what they really want to know Step 4: Take turns asking questions It isn't fair to the people being interviewed if questions are coming from everyone all at once Take turns asking your specific questions, and then at the end of the interview, you can allow for a final round of questions or for additional comments from the candidates Again, the person guiding the interview should facilitate this Step 5: Debrief with the other interviewers Take time to discuss your impressions of the candidates with the other interviewers once the interview is over You can this directly following the interview, or later in the day In either case, you should have this discussion as soon as you can while the interview is still fresh in your mind Talking it through with the other interviewers will help you to make a decision about who is the best fit for the job 7.5 Interview: a What is the STAR? This is a model that allows you to respond to interview types of case questions by following the following sequence: ● ● ● ● Situation: Introduce an event, project, or challenge faced Task: Your responsibilities and duties in that situation Action: What did you to solve and complete your work Result: The result achieved By following this sequence, candidates can logically organize the main points for an impressive interview answer Of course, you will need a good preparation in advance as well as regular practice with a few sample questions to get used to the STAR model b There are a few types of interviews that employers can apply ● Telephone interview Page 53 of 65 SOMERSET - FELIZ HCMC ● ● ● ● ● ● ● Behavioral interview Panel interview (group interview) Situational interview Conversational interview Pressurized interview Interview multiple candidates at the same time Fixed sample interview c How to make an impression in the selection of employees ● ● ● ● ● ● ● ● ● ● ● ● Choose the right outfit Arrive on time, but not too early Enter the interview room with confidence Shake hands tight enough Be gentle with everyone Show interest in work Pay attention to the use of words Get ready to talk about the company as well as yourself Check your personal belongings before entering the interview Check your smile Bring hard copies of necessary documents Remember the interviewer's name Onboarding/ Orientation 8.1 Professional program A program of advanced learning that leads to an occupation governed by a mandatory regulatory body Professional programs include, but are not limited to:  Medicine  Law  Teacher education  Rehabilitation sciences  Dentistry  Optometry  Pharmacy  Nursing * Issues of enterprises, including: - History and development - Purposes and " of the enterprise - Organizational structure, products, current markets - The development of the business - Policies, regulations, regulations - The location of the departments Page 54 of 65 SOMERSET - FELIZ HCMC - The name and personality of the leadership - Safety regulations 8.2 Apprenticeship assessment 1, Find an end-point assessment organization  You need to find an end-point assessment organization for your apprentice early on during the apprenticeship  Sample assessments  Resources to help prepare for end-point assessment  To help choose an end-point assessment organization, you can:  Ask your training provider for advice  Contact end-point assessment organizations for more information on their services 2, Cost of end-point assessment 3, Preparing for end-point assessment 4, Gateway  Before considering if your apprentice is ready, the apprentice must have:  Completed the minimum duration of their apprenticeship  Met the requirements set out in the end-point assessment plan  Once the apprentice has met these requirements, you and your training provider should use the end-point assessment plan to decide if you think the apprentice has the skills to pass the end-point assessment 5, Certificates of completion 6, Resits and retakes  Apprentices who fail their end-point assessment are able to resit or retake  A resit involves the apprentice resitting one or more components of their assessment without further training  A retake involves an apprentice doing further training before they their assessment again  A resit or a retake cannot be taken to improve the original grade if an apprentice has passed their end-point assessment 7, Get help All end-point assessment organizations are externally quality assured to make sure they are working to a high standard Training (ADDIE) 9.1 Training need analysis Step 1: Clarify training objectives and results to be achieved => Somerset advocates training to serve the medium and long-term goals of the business Page 55 of 65 SOMERSET - FELIZ HCMC Step 2: Determine the required skills ● Based on individual needs: the analysis results show the needs of each individual in the overall picture of the business ● Based on the needs of the center, the department: distribute the survey to the heads of the department and ask them to fill in the information that needs training and then send it back Thus the training plan has begun to have a bit of a strategic direction ● Based on company needs: the training department must be able to grasp strategic information of the company and plan to focus training on those areas ● Based on the training plan according to the opinion of the human resources department: training needs will be according to the job description Training needs will vary by location, rank and policy Step 3: Evaluate employee productivity and skills assessment => Other methods to determine employee competency: performance appraisal, employee self-assessment, survey, customer feedback, test or interview Step 4: Identify specific training goals 9.2 Design training course Help students confidently design framework outlines, detailed scenarios, approach and develop training materials used in the training process in a coherent and methodical manner 9.3 Develop training course ● Training program includes mini-lectures, and a variety of exercises ● Main types of exercises : ○ Exercise-warm-up (workout) ○ Basic exercises (topics) ○ Exercise-Challenge (Problematic) ○ Exercises to accelerate role distribution in a team ○ Exercises on self-reflection 9.4 Implementation training course Step 1: Accurately identify internal training needs ● Managers will use human resource assessment tools to classify employees ● The person in charge of internal training will discuss with the business leadership about short-term and long-term internal training plans for each department and employee levels based on the leadership proposed by the leadership Page 56 of 65 SOMERSET - FELIZ HCMC Step 2: Develop an internal training plan ● The full plan will include the following elements: ○ Name of internal training program ○ Specify the goals of the training plan ○ Who will participate in the training program ○ Human resources, the department will be in charge ○ Main content and form of personnel training ○ Time and cost allocation ○ Constraints need attention ● Requires that those in charge of training need to spend a lot of time to develop specific and detailed plans ● When making a plan, the trainer needs to pay attention to the corporate culture, then find a partner and create the most appropriate training content Step 3: Categorize training plan templates Based on training subjects and training time, it is divided into main types of training plan templates as follows: ● Classification of training samples by employee level ○ Leadership training: for those who can become leaders, they are used a lot with joint stock companies, limited liability companies ○ Professional training plan template: applicable to those who want to improve their professional skills, to increase salary levels and increase responsibility after finishing the training course ○ New employee training plan template: this is also known as new employee training ● Sort by time ○ Short-term training plan template: training time is usually from to several days ○ Sample long-term training plan: training time is usually over week to about a few months Step 4: Implement and evaluate the training program ● Managers need to clearly inform employees about the spirit of the training program ● Avoid the situation that employees are not clearly informed, thereby thinking that these are formal programs, bringing no results, leading to employees being distracted or not participating enthusiastically Step 5: Evaluate quality, implement process improvement Page 57 of 65 SOMERSET - FELIZ HCMC ● Managers should know that training goals, personnel status or human resource development strategies of the enterprise always change, depending on each specific period ● If you want to optimize internal training programs, making them a professional training course, businesses must constantly improve the program ● After each internal training session, managers need to make statistics and collect employees' opinions Then evaluate the program's positive and negative points, to draw lessons for the next training times 9.5 Evaluation training course * key steps form the framework for in-company training evaluation: Step 1: Before training: need to assess your specific needs ● Annual or professional interviews (which take place every two years) will help highlight your priority needs ● An upstream knowledge test or an interview with the trainer helps to determine the level of the intern's knowledge to remember its profit for progress and convenience for distance measurement before and after exercise Step 2: During training: the instructor will confirm the learner's understanding and acquisition of knowledge ● Most instructors use these context tests or role-playing games to confirm understanding and facilitate long-term memorization of the lesson Page 58 of 65 SOMERSET - FELIZ HCMC Step 3: At the end of the training: it is important to plan a tool to measure participant satisfaction about all elements of the system such as content, instructor methods, teaching skills, course organization … ● This feedback can be done orally, by round-table planning, for example, or personally and in writing, by distributing a questionnaire at the end of the training (the latter has the advantage of being completely better) ● A final assessment of student knowledge should be planned to validate the effectiveness of the on-site curriculum The most frequently used tools are still multiple choice questions, true-false questionnaires, or even pre-poster selfassessment questionnaires Step 4: A few months after completing the training: Three to six months after training, it is necessary to measure its impact in a professional situation and more precisely its added value to employees (this is called transferable value) and for the company ● Several methods can be used to evaluate this step: ○ An analytical grid for behavioral progression after training ○ Analyze the development of individual goals ○ The effectiveness and efficiency of the employee in his position ○ Analyze the development of performance indicators Page 59 of 65 SOMERSET - FELIZ HCMC 10 References Labor rules: https://1drv.ms/w/s!AkxZ6jctrez1gt1FGzKaY6_rKTA53g Department Strategies: PMS, B (2022) m ẹo c iảthi ện ho tạ đ ộ ng b ộph nậ lễễ tân khách sạn From https://bluejaypms.com/article/7-meo-cai-thien-hoat-dong-bo-phan-le-tan-khach-san-170 Social Environment: Vietnam's GDP growth in the first half of the year reached 5.64%, what international experts say? (2021) Available at: https://cafef.vn/tang-truong-gdp-viet-nam-nuadau-nam-dat-564-chuyen-gia-quoc-te-noi-gi-20210702103131342.chn Legal Environmant: Dung, V (2020) Quy định pháp luật vễề ngành nghễề kinh doanh khách s ạn - Luật Học Vn, Luật Học Vn Available at: https://luathoc.vn/quy-dinh-cua-phap-luat-ve-nganhnghe-kinh-doanh-khach-san/ Suppliers: l ch, ị T (2022) Chuỗễi cung ứ ng cho hoạt động khách sạn, Tạp chí du l ịch Available at: http://www.vtr.org.vn/chuoi-cung-ung-cho-hoat-dong-khach-san.html Alternative products Nhậ n diệ n đỗối thủ cạnh tranh kinh doanh khách sạn thời kỳ 4.0 (2019) Available at: https://ezcloud.vn/doi-thu-canh-tranh-trong-kinh-doanh-khach-san-thoi-ky-4-0/ Phân tch trường bễn tác động đễốn chiễốn lược kinh doanh c khách s ạn From: https://text.xemtailieu.net/tai-lieu/phan-tich-moi-truong-ben-ngoai-tac-dong-den-chien-luockinh-doanh-cua-khach-san-caravelle-194016.html Grant Thornton: Giá thuễ bình qn phịng khách sạn Sao đạt 112 USD, gâốp 1,5 lâền Sao (2019) Available at: https://bizlive.vn/grant-thornton-gia-thue-binh-quan-phong-khach-san-5sao-dat-112-usd-gap-1-5-lan-4-sao-post3056019.html Infrastructure: Vé tham quan du lịch tours giá rẻ, nhiễều khuyễốn - Traveloka Xperience (2022) Available at: https://www.traveloka.com/vi-vn/activities Selection Process: What is the Selection Process? definition and meaning - Business Jargons (2016) Available at: https://businessjargons.com/selection-process.html How to Conduct a Group Interview (2022) Available at: https://www.betterteam.com/how-toconduct-a-group-interview Page 60 of 65 No Name of members Student ID Tasks Lễ Thị Nhật Thư Đỗễ Yễốn Nhi Trâền Thị Thùy Linh Đỗễ Thanh Tâm 205016070 Part 2, Nguyễễn Tiễốn Thành 205084765 Lecturer: Dang Thu Huong (MSc.) 11 Group member rating 205083048 Idea, Part 2, 3, 205010390 Part 1, 205085233 Part 5, Part 4, 5, 6, 7, summary contents of the report % of contribution 26% 15% 18% 12% 29% Tổng: 100% ... Sport Playground b Human Resources The company has a team of enthusiastic and experienced employees in the industry A strong middle management team well equipped to support senior management, while... capacity and health, These resources are used for direct or indirect needs for the production of tourism products The classification of resources and the study of tourism resources helps each business... choice for jobs that need a high degree of professionalism d Observation With this method, management /human resources will conduct direct observation of employees while they''re performing their tasks