LUẬN văn THẠC sĩ solutions to vietnam stamps company in improving the quality of human resources in the period 2018 2022

Rationale

Human resource (HR) is considering as the main and important assets of any organization It is necessary for organization to understand that an emphasis on the development aspect of human resources should be strongly invested if they want to achieve business success in today fast-changing business environment (Geet, Deshpande, &

Deshpande, 2009) All the companies are desired to have employees with knowledge, creative mind, enthusiasm, dedication and responsibility The quality of the human resource has big influence to organisation’s success or failure Especially in the context of Vietnam nowadays, when globalization and international economic integration is a trend that challenges to Vietnam since its successfully acceded the 150 th Member of WTO in January 2007 and ASEAN economic integration 2017 Moreover, the competitiveness of Vietnam's accession into the ASEAN Free Trade Area (AFTA) has been an important step in its integration into the world economy

Some researchers revealed that in the first two months of last year, 2017, foreign direct investment (FDI) inflows into Vietnam reached a record level which over the same period in previous years, both in terms of number of newly licensed projects, registered capital and expended capital (Cam, 2017) According to the Vietnamese Foreign Investment Agency (Ministry of Planning and Investment), the country has over 1,100 foreign direct investment projects, increasing 21.5% over the same period last year

Consequently, competition is heating up in Vietnamese market between Vietnamese goods and foreign rivals as well as the domestic and international human resource quality working in Vietnam

On the other hand, the 4 th industrial revolution is developing strongly across the global at the moment and having directly strong impacts to Vietnam It is given a great chance of speeding up country’ industrialization and modernization; however, in the current context, it is considered both opportunities and challenges to Vietnam in facing the revolution, particularly in technology, lacking high level of HR and infrastructure (VietNamNews , 2017 ) Regarding to the challenges, Viet Nam News also stated that according to Professor Doctor Tran Dinh Thien, rapid technology development will also lead to “robots gradually replaced workers” and “ten millions of traditional workers will lose their jobs” Consequently, Mr Dam Manh Duong, Director of the Department of High

Technology of the Ministry of Science and Technology clearly pointed that Vietnam is required changes in HR educating and training to meet the requirements of Industry 4.0

To take advantages of this trend, the quality of human resources will be pushed up fast as competition and knowledge exchange between Vietnamese and international employees as well as inside power of changing to adapt to the global development In the same context to the Vietnam Stamps Company, training and developing human resources are concerned vital activities, which urgently required maintaining and improving the quality of its business Vietnam Stamps Company (Cotevina) is a state-owned company authorized by Vietnam Post Corporations of Vietnam, established on 1 st July 1977 It is a sole company on providing stamps nationwide as well as in import-export field of philately business, offering unique products made from stamps to national and international customers As a representative of Vietnam, we also have participated in many stamp exhibition held in Asia or worldwide In the period from 2018-2022, Cotevina has created a business plan to achieve high revenue and profit, increasing approximately 150% every year, thus increasing in number of labors It is considered big challenges to the company, as many new and creative products will be created to replace the old existence that postage stamps constantly reducing in the market, directly lead to change in the business sector, new market exploration and so on In the actual context of Cotevina at this moment, it is still no detail plans for educating and training their workers

According to Bontis et al (1999), in order to ensure the organisational long-term survival, it is necessary that the human elements are capable of learning, changing, creating and innovating For Vietnam Post, the quality of postal service has always been a crucial concern, especially in the current stage after its transformation in 2008 The quality of Post’s service is no longer a separate issue for any single department but to the whole Post’s processes Particularly, the Vietnam Post has over 40,000 employees, while the quality of business depends on the professional level, knowledge and sense of labor

Additionally, Vietnam Post has taken many activities to focus on human resource development since last few years, such as the even of cooperation between Vietnam Post and Japan Post in consulting development of quality management system and human resource training ((Vietnamnet), 2015) Consequently, as part of Vietnam Post, improving the quality of Vietnam Stamps Company human resource is necessary, that required a human resource development program

In sum, this thesis is a study to which my current company, Vietnam Stamps Company is in need of and most expectations to examine then propose a course of action from the middle and senior managers It is advised to perform the recommendations consistent with the existing human resources management (HRM) from a strategic point of view in order to achieve Cotevina’s business plan From the importance of science and practicality of the management and use of human resources, the dissertation decided to take the topic “Improving the quality of human resources at Vietnam Stamps Company for the period 2018-2022” with the aim of contributing a part of the theory and providing solutions in improving the quality of human resources at the company.

Literature review

General view of domestic and international project on topic HR and quality of HR in

Latest new, refer to World Bank report and the United Nations Organisation, the population of Vietnam is over 97 million in July 2019, including 44.4% of total dependency ratio (danso.org, 2019) The proportion of dependent population is the proportion of people who are incapable of working (dependents) on a country’s labor force Dependencies include populations under 15 and people at 65 years old and older

The labor force consists of a population between 15 and 64 years old

Figure 1.1 Population of Vietnam during 1950-2017

The labor force is considering one of the Vietnam’s great advantages as the country has abundant young people, at the working age

According to the Institute of Workers-Trade Unions, the number of skilled workers in Vietnam is increasing, in 2013 is 9.65 million people (accounting for 18% of the labor force); in 2017 is 11.78 million people (about 21.7% of the labor force) However, the HR structure is still unreasonable Vietnam currently has 500,000 workers working abroad, bringing about 100,000 workers abroad to work under contracts every year, mostly with medium and low skills

Meanwhile, the number of foreign workers entering Vietnam increased rapidly, about 6,500 people/year, an increase of 22%/year Significantly, 51.5% of foreign workers work at key technical positions, requiring high technical qualifications (Thu, 2019) This shows that Vietnam is lacking high quantity of high-skilled workers In the process of integration and modernization, the capacity and professional skills of employees play an extremely important role, especially in improving productivity, quality and competitiveness of business and labor living.

General view of domestic and international project on topic improving the quality of

HRD and better enhancing the quality of HR at small and medium-sized enterprises is increasingly one of the most comprehensively researched areas in the HRM theme (Nolan & Garavan, 2015), (Ahmeti & Marmullaku, 2015), (Armstrong, 2006) (Thu, 2019) (Bui, 2006)

Researching the issue of improving the quality of HR is always the topic, which has been concerned by many scientists in all countries from over the world Various studies on this issue, such as Research on the perspective of maintaining and improving human resources, researching from Book: "Heath and social for workers" - Author: Eric Garner, 2012; The article "Developing human resources responds to the challenges of strong globalization and an economy based on new insights" by Professor Geoffrey B.Hainsworth in reference books and monographs: Scientific editor Nolwen Henaff, Jean-Yves Martin

(2001) Research on the perspective of improving the human resources in the field of improving mentality, for example, Book: "Training strategic for Employee", by author Dorothy Grover Bolton, 2011 The author delves into research to propose solutions to help organize training Best quality human resources AuthorStivastava M / P (1997), Human resource planing: Aproach needs assessments and priorities in manpower planing, Manak Publishing House New Delhi Research on improving the quality of human resources, these studies are often emphasized by authors building corporate culture; behavior rules; working style; increase labor discipline; political education and thought; Build long loyalty organized Can include scientific works: "All you need is the will and the skill ”2011 by Stewart Liff

In the industrial revolution 4.0, as many other developing countries, Vietnam is currently facing the same challenges, to drive business and economy growth, it is required rapid adoption of new developments in information technology, automation and the Internet, the country was challenged by the lack of high quality labour work forces In the interview with Vietnam News Agency, the vice minister of Ministry of Labor, War Invalids and Social Affairs, Mr Le Quan discussed on many suggestions to improve the situation of current work force.

General view of the project

There are many projects learning on the topic of improving the quality of HR in organization with many different branches such as bank, construction, state administration, and so on but not many studying on Post, especially Stamps Therefore, it is necessary to research on this issue for the Vietnam Stamps Company in order to improve the quality of

HR from the management to employees

The aim of this project is to find out the answers for these following questions:

- What criterions use to measure quality of HR in the organization?

- The current situation of Vietnam Stamps Company in HR field

- What activities Vietnam Stamps Company are doing to improve the HR quality and how do these activities affect?

- Suggestion of some evaluations to improve quality of HR field

2.4 Concept of human resource and human resource development

Human resources are undoubtedly the key resources in an organization, the easiest and the most difficult to manage! Human resources are simply mentioning of people who work in an organization It is known as the human capital that resides in the knowledge, skills and motivation of company’s employees, which under the control and direction to employment relationship of firm’s management, in order to achieve organizational goals (Wright, McMahan, & McWilliams, 1994) Human resource management covers all levels (low to middle and top) and all categories (unskilled, skilled, clerical, technical, managerial and professional) of employees It is applied to all type of personnel within the organization, both organized and unorganized employees Human resource development is one of the main functions within the human resource management department with organization development issues on training and development, organization development and career development (Werner & DeSimone, 2012) According to Leonard Nadler:

“HRD is organized learning experiences in a definite time period to increase the possibility of improving job performance and growth”

2.5 Position and role of HR in the cause of industrialization and modernization

HR are important to organizations in 10 specific areas, ranging from strategic planning to company image, such as strategy, compensation, benefits, safety, liability, training and development, employee satisfaction, recruitment, selection and compliance (Mayhew, 2017) One of the factors behind organizations giving a lot of attention to their people is the nature of the firms in the current business environment Given the fact that there has been a steady movement towards an economy based on services, it becomes important for firms engaged in the service sector to keep their employees motivated and productive Even in the manufacturing and the traditional sectors, the need to remain competitive has meant that firms in these sectors deploy strategies that make effective use of their resources This changed business landscape has come about as a result of a paradigm shift in the way businesses and firms view their employees as more than just resources and instead adopt a “people first” approach

The cause of industrialization, modernization and development of the knowledge- based economy will be won only if research properly and all resources is efficiently used

However, the most decisive factor in ensuring the success of that process is human resources, especially high quality human resources One role of HR in a company is to unravel the byzantine employment regulations using their expertise and to advise management about how they affect the business They then update business practices so the company is compliant This is no easy feat (Adamson, 2009)

2.6 Criterias and methods of evaluating the quality of human resources 2.6.1 Evaluating criterias

Criteria for evaluating the quality of human resources are hardly to measure by data The quality of human resources is a very comprehensive concept, expressed through its basic characteristics Economists have summarized and generalized the quality of human resources into two groups; one group demonstrates the social competence of labor (physical and intellectual force, personality), and another demonstrates the social dynamics of labor (capacity, competitiveness, adaptability and development ) The quality of human resources can be measured based on these factors: Physical indicators (health status, working capacity), Indicators of intellectual (education, technical expertise), Indicators of

Position and role of HR in the cause of industrialization and modernization

HR are important to organizations in 10 specific areas, ranging from strategic planning to company image, such as strategy, compensation, benefits, safety, liability, training and development, employee satisfaction, recruitment, selection and compliance (Mayhew, 2017) One of the factors behind organizations giving a lot of attention to their people is the nature of the firms in the current business environment Given the fact that there has been a steady movement towards an economy based on services, it becomes important for firms engaged in the service sector to keep their employees motivated and productive Even in the manufacturing and the traditional sectors, the need to remain competitive has meant that firms in these sectors deploy strategies that make effective use of their resources This changed business landscape has come about as a result of a paradigm shift in the way businesses and firms view their employees as more than just resources and instead adopt a “people first” approach

The cause of industrialization, modernization and development of the knowledge- based economy will be won only if research properly and all resources is efficiently used

However, the most decisive factor in ensuring the success of that process is human resources, especially high quality human resources One role of HR in a company is to unravel the byzantine employment regulations using their expertise and to advise management about how they affect the business They then update business practices so the company is compliant This is no easy feat (Adamson, 2009).

Criterias and methods of evaluating the quality of human resources

Criteria for evaluating the quality of human resources are hardly to measure by data The quality of human resources is a very comprehensive concept, expressed through its basic characteristics Economists have summarized and generalized the quality of human resources into two groups; one group demonstrates the social competence of labor (physical and intellectual force, personality), and another demonstrates the social dynamics of labor (capacity, competitiveness, adaptability and development ) The quality of human resources can be measured based on these factors: Physical indicators (health status, working capacity), Indicators of intellectual (education, technical expertise), Indicators of personality (ethic, style, lifestyle, ), and Indicators of social dynamics (ability to work, competitiveness, ability to adapt work, …)

Methods of evaluating human resource quality are regarding to moral qualities and physical fitness assessment Labor ethics include personal ethics and professional ethics

Capacity assessment methodology is the evaluation of the qualities of an individual based on competency framework developed from job analysis or factual job analysis This assessment plays an important role in identifying the training needs for employee and the 9 skills and skills that employees acquire from previous training

Performance evaluation methodology is the way in which different measures are used on the basis of certain indicators and indicators from which to receive Through this assessment method, managers can assess the quality of existing human resources as well as the possibilities that they will have in the future.

Influencing factors to the quality of HR

Enterprises that want to own a high quality staff must first Good control of the input of human resources, such as good job recruitment and selection of manpower

HRD policies of the Company include policies on personnel placement, staff evaluation, training and use of human resources after training The human resource development policy must clearly state the purpose, content, rights and obligations of the organization and its employees

Labor remuneration policy is all that employees receive through their employment relationship with the business Remuneration includes basic remuneration, incentives and benefits.

Aims of Research

The main purpose of the research is to study human resource thesis and analyse actual situation afterward evaluating and criticising what have been done in the company to improve the quality of HR then giving out reasonable solutions to improve the quality of human resources in the Vietnam Stamps Company to be able to achieve it’s target of high increasing profit and revenue during the period from 2018-2022

The thesis is also aims to systematize and clarify basic theories of influencing human resources factors and improving the quality of human resources in the enterprise

Studying the quality of high quality human resources in different countries and domestic area, learning experimental lessons to understand whether they can be applied to Vietnamese company carry in business careers

Then collecting data, analyzing and evaluating the actual status of current human resources quality in the Vietnam Stamps Company during 2015-2018 The dissertation is going to concentrate on analyzing those reasons, which lead to achievements, limitations and causes of limitation, which lead to restriction in the quality of human resources

Since then, proposing solutions, mostly on current limitation reasons to contribute promoting and improving the quality of human resources at Vietnam Stamps Company.

Objects of Research

The research subjects of the dissertation are quality of human resources and activities to improve the quality of human resources in Vietnam Stamps Company in details

The research content is focusing on analysing and evaluating the effectiveness of applied activities, therefore suggesting solution to improve the quality of human resources in the Vietnam Stamps Company.

Scope of Research

The study of area and scope research is to define where and whom the dissertation research will take place and what or whom it will focus questionnaire for measuring; the selected scopes are needed to be reasonable for the research and able to represent of the total population (Wentz, 2014)

The research scope of this thesis focuses on studying the quality of human resources in the scope of company with research space of Vietnam Stamps Company (in its head office – 14 Tran Hung Dao street, Phan Chu Trinh ward, Hoan Kiem district, Hanoi and its branch – 18 Dinh Tien Hoang street, District 1, Ho Chi Minh city) and research time with data collection from 2011-2019, mainly during 2016-2018.

Research Methodology

According to Wentz (2014), there are three main sections in the research methods typically, known as a description of the study area, the needed data collection and method of acquired those data, and the approach to analyse the data

The research methodology is used in the thesis is

Firstly, collecting primary data from departments of the Vietnam Stamps Company, which are known as Administration Department, Accounting Department, Business Department and the Brand in Ho Chi Minh City

Secondly, the secondary data was carried out to objectively collect all the practical figures related to actions of improving quality of human resources at Cotevina The questionnaires were given out to 44 people who have been worked at Vietnam Stamps

Company in 2018 and to some departments of the company to check on information during 2011-2018 The statistical methods conduct planning, designing, collecting data, analyzing will all be performed The main purpose of the list is to help answering, analyzing and evaluating about what have been done to improve the HR’s quality during that time

Thirdly, by applying the quantitative data analysis methods, all the data, which were collected during the research, would be used to turn raw numbers into meaning figures to give overview of critical thinking and analyzing the statistic for solution suggestion.

Thesis Structure

Besides the introduction, conclusion and references and appendixes, the main part of the dissertation is structured as 3 chapters following:

Chapter 1: Theoretical background on improving quality of human resources in the businesses

Chapter 2: Actual status of actions to improve quality of human resources in Vietnam Stamps Company

Chapter 3: Analysing data results and giving some suggestions to improve HR qualification within the company.

BASIC THEORY ON IMPROVING THE QUALITY OF HUMAN

Quality of HR in organisation

HR are not only considered on quantity but also quality aspect There are also many different definitions and describes about the quality of HR which are not exactly the same

It is required HR to keep changing and continuously develop adapt to and meeting demand of higher needs from customers

1.2.1 Conception of quality of HR in organization

Somehow, the quality of HR is understood as values of human, values of physical and spirit world, brainpower and soul, as well as professional skills at work, all creating people with labor workforces abilities and virtuous character, to adapt nowadays social economy’ demands All the related resources and abilities within a human which made up a person’s life is known as human resource’s quality

There are factors including in quality of HR, such as, health, culture level, professional knowledge, actual ability knowledge, professional skill, flexibility at work, ethic quality, working attitude, working environment, performance, and so on Generally, the quality reveals in physical and mental factors, which can somehow measure by science machine or level of knowledge To evaluate the quality of HR, all of the factors are necessarily to get measuring, but it does not mean that a person is required to have all of them

The quality of HR can be changed based on time, surrounding/working environment, learning, training and experiencing and its can also be affected by culture

The development of all these factors could bring better outcomes and maximizing the quality of human potential, for example, development of cultural leadership in schools and university for students before working age (David L Weller, 2000) Learning and training can always make higher performance in the work place, therefore, in order to bloom working skills, organisations should considered to create circumstances to push their employees get into the process of learning, experiencing and competing (Wilson, 2005)

Quality of HR within organization is measured by result of all company’s employees during working process Throughout the process, people work on two main functions: on one hand, work on existing activity process by using their abilities which built during their learning and training to produce product or service following sample design On the other hand, people also think of way to create new product, new ideas and creative technology, design which has never existed before In this case, constitution of man is highly required and approached that exploring new ideas and turning into new technological creative products

The quality of HR organization is including value of every people working in the company Quality control is an important factor in loyal of customers and customer satisfaction In competitive markets, quality is the only factor that helps remaining customer’s loyalty

High quality products and services are measured by how they meet customer’s demands Goods that could not meet demands of customers are reflected low quality; no matter they are made of high technology process The quality counts when meeting demand, and demand keeps changing, so quality is also influenced by surrounding environmental impact, time and working conditions Therefore, it is very important for management board of organization to understand and achieve high quality of products, especially from high quality of HR

Consequently, the success of high quality management in the knowledge economy depends much more on the ability of creation and innovation, development of physical capability and professional skill turning into new products and service

However, despite special attention and great achievements, according to the World Bank assessment, in the context of international integration, the quality of Vietnamese labor forces is still lower than many other countries, especially, lack of skilled workers, high-level technical workers The quality of HR in Vietnam is only 3.79/10 points (ranked 11/12 in Asian countries participating in the World Bank ranking) while the quality score for Korean HR is 6.91; India is 5.76; Malaysia is 5.59; Thailand is 4.94

1.2.2 Criterion of evaluating quality of HR in organization

According to MSc Nguyen Thuy Hai – University of Economics and Technical Industries, Duc Duong Pham – Southeast Asia – Vietnam Scientific Research Association and so on, there are three main criterion of evaluating quality of HR, known as:

In the presentation at the Spring Economic Forum 2015, Dr Bui Sy Loi, deputy chairman of the National Assembly’s Committee on Social Affairs, said that the quality of labor is a big challenge for Vietnam According to Mr Loi, some of the main causes affecting Vietnam’s labor productivity are the high proportion of workers in the agriculture, forestry and fishery sectors, where the quality of labor resources is low as career at the agricultural sector accounted for 46.6% but only generated 18.12% of GDP (Chau, 2015)

HR is estimated on not only mental power but also physical strength Physical strength is rely on health status, living standard, income, diet, working and relaxing time, medicine and gender

On the other hand, the physical condition of Vietnamese workers is only at the average-low level (both in height, weight as well as endurance, toughness), therefore the labor forces mostly do not meet the intensity of work and requirements in using equipment compare against the international standards

Relevant to health care, HR can be described as different types of the health clinic and non-clinical staff responsible for public and individual health intervention It is considered most important of health care system, the performance and advantages that fulfilling only the knowledge, skills and motivation The relation between health and HR is extremely complex

The intellect includes talent, aptitude, as well as belief, human being within every single person

In addition, labor discipline is inferior to many countries in the region A large part of workers is currently not trained in industrial labor discipline, arbitrarily about time and behavior Workers are not equipped with knowledge and skills to work in groups, lack of ability to cooperate and bear risks, no team work, no sharing ideas and afraid of promoting initiatives and experiences.

Improving quality of HR in organisation

According to Assoc Prof PhD Pham Van Son (Binh, 2015), who is director of Center for Training support and HR supplying, the Ministry of Education and Training, said that the Vietnamese labors have great chances to participate in the work of both Asian and international career However, Vietnam is urgently required for higher demand quality of work

On 20 th March 2019, the Institute of Workers – Trade Unions (Vietnam General Confederation of Labor) held a workshop to discuss solutions to improve the quality of HR and mange skilled labor to meet the requirements, integration demand At the seminar, experts and scientists exchanged and analysed the characteristics, opportunities, challenges and impacts of skilled labor movement on socio-economic and urban development (Thu,

Improving the quality of enterprise human resources: The overall content, method, and method of changing the factors that constitute the quality of human resources in the direction of development in a reasonable manner in terms of scale (quantity) and qualifications (quality) to meet the requirements of business development goals with increasing efficiency Improving the quality of human resources is to increase the value of people; both material and spiritual values; both intellect and soul as well as professional skills, making people become laborers with capabilities and higher substances, meeting the increasing demands of socio-economic development From this perspective, the author said that improving the quality of human resources is to improve working capacity, job handling skills and attitudes in the work of human resources working at enterprises

HR management development increases while making better activities at health care, mind train, and people knowledge applying to work reaching standard level to develop economy and social mission of a business or country On the other hand, quality of

HR directly supports and affects the economy growth, which reveals people quality of life

Improving the quality of HR is an important theme of HRD including improving health, intelligence, ethic, ability, skill, and other activities for employees Simply, in order to improve the quality of organisation, expand the business, maximize revenue and profit, to becoming desired companies that everyone want to work for, improving the quality of

HR should always put at the heart of the management HRM is also reviewed an important tool of helping employees to develop their potential fully While organizational success depends on the quality of both individual and groups for achieving organizational goals, HRM mainly responsible for building human capital to comprise people-related utilities like hiring, training, development, presentation appraisal, working environment and so on

Enhance, it is extremely important in term of putting more investment on HRD to enhance the quality of HR to sustainable competitive advantage

1.3.2 Activities for improving quality of HR

At recent times, the impact of Vietnam’s integration with the world has brought a new ideas to enterprises’ thinking, helping businesses owners become more aware of the importance of HR as well as create a working environment, promotion opportunities as well as offer remuneration regimes to retain talented people

It is suggested plenty of creative ideas in an attempt to increase employees performance and efficiency Outsourcing is one of the activities to improve efficiency, in case of overload at work or difficult work, a way to convert fixed workforce expenditures into flexible costs Besides, contracting-out, internal contracting and performance contracts are also used to maximize measuring employed

For improving HR quality, initiatives relevant to increase equity or fairness are also mentioned Equity should be promoted planning, including financial protection mechanisms, specific needs to target, re-deployment service When employees satisfy and feel the increasing equity, performance at work should also give out better results

HR in Stamp sector reform also seeks to improve the quality of products/services and customer’s satisfaction The quality is normally defined in two ways: product quality and service quality Product quality, including technical and grey matter quality, also service quality refers to the impact that products available to be largely chosen by the customers and measure by meeting customer’s expectations

1.3.3 Influencing factors for improving quality of HR 1.3.3.1.The internal factors affecting the quality of HR in organization

- Policies and strategies/plans to improve the quality of HR: The policy should clearly states the necessary reasons to improve HR, what is the content, rights and obligations of employees and employers, enterprises in improving the quality of human resources Clear policies will encourage workers to learn to work better, and it also indicates the commitment to be made to improve the quality of HR of business owners

- Growth, innovation, and new technologies of businesses: Those with fast growth or development objectives all need training and recruiting staff Enterprises that apply new technologies require training employees to capture new skills Enterprises are always innovating to implement innovative measures in management and to train employees

- Positive viewpoints and perceptions of business owners on improving the quality of HR: The business owner recognizes the importance of developing HR in the enterprise and its relationship with the development of enterprises They have positive experience in training and development, for example training is perceived to improve the business situation and training costs will be offset They understand the skills of training needs analysis and training planning They want to do training and are not afraid of trained employees leaving their businesses

- Financial ability: Financial ability of enterprises also greatly affects the implementation of training activities in enterprises Many businesses know that they need to train their employees, but their financial ability does not allow them to send trainees at prestigious training facilities

1.3.3.2 The external factors affecting the quality of HR in organization

- Macro policies and support of the Government and international organizations in training and improving the quality of HR for SMEs For developing countries like Vietnam, besides the support of the Government, businesses also receive development support of international organizations These supports are very diverse, ranging from capital support, market development, technology improvement, to improving HR quality

Experiences on improving quality of HR

Vietnam needs to create conditions for training institutions, employers and high- skilled HR to participate in exchanges, learning and exchange experiences on improving the quality of HR, especially, with the high-developed countries from Asia and top worldwide countries In recent market economy, many countries in the world has been successfully implemented the cooperation mechanism between university/training center and enterprises in training and improving the quality of HR

The selection of appropriate forms of training and development plays an important role in improving the quality of HR of SMEs However, in addition to the initiative of small and medium enterprises, the support of the Government is essential International experience shows that improving the quality of HR has always been paid special attention by the Governments and expressed through many programs and policies to support development Based on the researches and beliefs of MA Pham Thi Ngoan, who is the faculty of Economics – University of Economic and Technical Industries (Pham, 2019), and PhD Do Minh Thuy from Hai Phong University (Do, 2017), there are a number of policies that can be consulted for application in Vietnam, with experiences of other countries as following:

Providing training and consulting services: Providing training and consulting services to improve the quality of HR for SMEs will help improve product quality, business efficiency and competitiveness of businesses This experience applies in most countries from developed countries to developed countries However, different forms of application depend on the conditions of each country

Japan is a country that is not favored by nature to have abundant natural resources, but is a famous country for management methods and remuneration for human resources to achieve success and boom nowadays Managing human resources in enterprises is both a science and a true art focused in Japan The appreciation of each individual in Japanese companies is the basis for establishing success worldwide This method of management is the key to the quality of human resources in Japanese companies that have been improved and recognized by the world, for example TOYOTA and ISUZU are two world-famous brands in the automotive market

In Japan, law to encourage HRD has been applied since 1985 The Law on encouraging HRD orders as the responsibility of the Minister of Labor, who outlines the plan as a basis for vocational training and the development of occupational ability in accordance with the requirements of the labor market He is in responsible for ensuring satisfaction of the requirements and aspirations of workers in frequently changing environments The law provides an opportunity for employers to train themselves In the past, only workers were trained, but now they have been extended to people other than workers, including owners of companies and enterprises

Toyota and Isuzu as well as other Japanese-influenced companies appreciate the influential people who apply the "lifelong job" regime in most key positions and create a high motivation of HR; their families are cared for when there are unfortunate events

Toyota and Isuzu always emphasize and enhance the training of HR in business and working style, creating a professional image for HR In particular, managerial positions are at least once transferred to another branch in the country or a branch in another country, to create an international learning opportunity for administrators at all levels Toyota and Isuzu as well as most other Japanese companies always use teamwork Coordination also creates opportunities for mutual learning, control of progress, quality and motivating group competition and equality in the group They also focus on research and development skills, combining research and development skills with marketing, continuously encouraging and creating favorable conditions to promote creativity and always have rewarding reward for creative initiatives of employees

Thus, the preferential regime, the use of HR in management and use, in training and development of human resources of the company, is a worthy remuneration regime

From that incentive mechanism, HR is always loyal and dedicated to the company HR is the secret to Toyota and Isuzu's presence worldwide

- In Malaysia, the Government established HRD fund: Owners of businesses in Malaysia both in production and service areas are required to contribute to the fund at the rate of 1% on the organisational salary fund The Malaysian government has established this fund since 1992 to financial training for priority areas such as technical and professional skills The level of funding varies according to the field of training

- Experience of Singapore government, Skill Development Fund and Skills Redevelopment Program are establishment The Singapore Skills Development Fund provides financial incentives that encourage employers to participate in advanced skills training programs with the goal of increasing basic knowledge and math proficiency for workers; increase the ability to work for whole life

South Korea is a very poor natural resource country but has emerged as one of the

15 most developed countries in the world Having today's achievements is based on human resources The Korean government affirmed its goal: To foster creativity, self-discipline, competitiveness, develop the ability and personality to protect, promote the nation's strength, will, ability and Korean mind wisdom is at the highest level, making Korea a key player in world affairs Therefore, training for HRD is a concern not only for the Government but also for business firms and people, all of which create the best conditions for training

According to Korean experience, building human resources for small and medium enterprises: The program helps to change the perception of university students on SMEs by creating opportunities for them to practice in those businesses, the program to attract young manpower to work in SMEs; program for young people in middle and high schools to stimulate entrepreneurship

Business firms, especially transnational corporations, invest in research, development, science and technology strongly SungKwang Bend is a global accessory pipe manufacturing company; SungKwang Electronic is an industrial electronics manufacturing company These two companies always have comprehensive HRD policies, which are the basis for layout and use of HR Promote research and development activities, especially basic science and technology, while cooperating between companies, universities and research institutions to improve HR, improve professionalism in production and customer service Management information system is an extremely important system for the company to build information infrastructure for human resources development and manage all activities in the company The remuneration regimes always focus on commensurate with the effort of HR in the two companies

1.4.1.5 Experience of South African businesses

Since becoming an employee of the company, the entire HR of the company has been fully explained in terms of personnel policies, terms of labor contracts, sanctions to deal with violations to let HR understand and commit to follow the company's regulations

HR are well trained in occupational safety, working time and all safety regulations in production are strictly followed

Every year, the company selects a number of technical staff and takes turns to study abroad The company values creativity for its employees has great rewards and honors the collective for the creator, especially the designer of the product model to bring that product into a product to be consumed

In the management and development strategy of the company: Forming a core force of HR to create a long-term competitive advantage in terms of intelligence

Continuous improvement of production machinery and equipment to utilize production capacity and reduce investment costs

- Improve market access capacity for SMEs through assisting businesses to participate in international fairs, market promotion abroad, (experience of Taiwan, Korea, USA ): While organisations can participate in international fairs directly, and be provided with international market information, their officials will be able to improve their understanding of international markets, skills and methods of organizing fairs

Analysing the real situation of HR quality of Cotevina

ASSESSING THE QUALITY OF HUMAN RESOURCES AT THE VIETNAM

2.1 General view of Vietnam Stamps Company 2.1.1 The process of formation and development of brand

Vietnam Post Corporation is formed on the basis of implementing a pilot project to form Vietnam Post and Telecommunications Group (VNPT Group) approved by the Prime Minister in Decision No 58/2005/QD -TTg on March 23, 2005

On June 1, 2007, the Prime Minister issued Decision 674/QD-TTg on June 1, 2007, approving the Scheme on the establishment of Vietnam Post Corporation Accordingly, Vietnam Post Corporation is a State corporation, established by the State, specializing in the field of Post and independent economic accounting and allocated by the State through the Group and the Council, member of VNPT Group is the representative of the State owner at the Corporation and is the Board of Members of the Corporation Implementing Decision 674/QD-TTg of the Prime Minister, on June 15, 2007, the Ministry of Posts and Telematics (now the Ministry of Information and Communications) issued Decision No

16/2007/QD-TCCB- BBCVT about the establishment of Vietnam Post Corporation

On November 16, 2012, the Prime Minister issued Decision No 1746/QD-TTg on transferring the right to represent the state owner at Vietnam Post Corporation from Vietnam Post and Telecommunications Group to Ministry of Information and Communications Vietnam Post Corporation (Vietnamese: Tổng công ty Bưu chính Việt Nam) is renamed to Vietnam Post Corporation (Vietnamese: Tổng công ty Bưu điện Việt Nam) (according to Decision No 2596/QD-BTTTT dated December 28, 2012 of the Ministry of Information and Communications)

January 6, 2015, the Ministry of Information and Communications issued Decision

No 09/QD-BTTTT on reorganizing the parent company of Vietnam Post Corporation under the management and organization model of the General Corporation The company includes the Board of members and the Board of Directors, in accordance with the Decree

No 69/2014/ND-CP of the Government The management and operation apparatus of the Corporation under the new organizational model has also been strengthened

Organizational structure of Vietnam Post: 67 dependent accounting units (including

63 provincial and municipal posts, National Newspapers Distribution Company, Datapost Company, VNPost Logistics Company, Training Centre); 02 One-member limited liability companies with 100% of the charter capital owned by the Corporation (Vietnam Stamps One member limited liability Company (Cotevina) and the Post Stamp Printing One member limited liability Company (Intevina)); 03 joint stock companies held by the Corporation with more than 50% of charter capital and 08 associated companies

2.1.2 The process of formation and development of the Vietnam Stamps Company

Vietnam Stamp Company established on July 1, 1977 according to Decision No

988/QD dated June 10, 1977 of the General Director of the General Department of Post and Telecommunications (changed to the Ministry of Post and Telematics, now the Ministry of Information and Communications) Vietnam Stamp Company is a State-owned enterprise, an independent accounting member unit of Vietnam Post Corporation - Vietnam Post (Ministry of Information and Communication) since 1996 by document No

425/TCCB-LD, September 9, 1996 of the General Director of the General Department of Post and Telecommunications on the establishment of state owned enterprise

- Company name: Vietnam Stamps Company (Vietnamese name: Công ty TNHH MTV Tem Bưu chính)

- Company code: 0100686199, provided by Hanoi Authory Planning and Investment, on 7th October 2014

- Head Office: No 14 Tran Hung Dao, Phan Chu Trinh ward, Hoan Kiem District, Hanoi city, Vietnam

- Branch: 18 Dinh Tien Hoang, District 1, Ho Chi Minh city, Vietnam

- Email: stampcentre1@hn.vnn.vn

- Join the international market since 1980

- Trademark registration and trademark: over 20 years

- Domain name and website for online sales: over 20 years

- Company size according to stage:

+ From 1977 to 1996: 200 people + From 1996 to 2011: 100 people + From 2014 to now: 25 people

+ The highest time is 42 billion + The lowest time (2014) 10 billion

Since September 2015, the Company has embarked on building and strengthening the organizational structure, strengthening staff training in all aspects, raising awareness and enlightenment in thought, innovating the way of doing, determination Investment selects each field, from small to large, from narrow areas to large areas and has constantly developed stamp market on both domestic and international trademark, not only on stamp collecting market but also providing new creative ideas product from stamps planning on gifts and communications

In January 2016, the Company started to follow its first development period of 2016-2020 for 5 years planning and targeting With the newly assigned functions and tasks, initially creating exciting atmosphere and unity in the majority of cadres and young employees are supplemented to meet the new development requirements of Stamps company

2.2 Analyzing the real situation of HR quality of Cotevina 2.2.1 Structure and organizational model of the Company

* The structure of the Company includes:

- Board of Management: Chairman of the Board of Directors is a member of Vietnam Post Corporation, usually Deputy General Director of Vietnam Post Coporation, who is responsible for the stamp sector, the representative of the Corporation’s equity in the Company

- Control Board of the company

- Board of Directors: General Director and Deputy General Directors, Chief Accountant

- Head of departments, units, branch directly under the company

However, please note that the Board of Management and Control Board of the company are responsible by the people of Vietnam Post, big company, so they are not working at Vietnam Stamps Company, and not counted as labor of the company

* Units under the Company include:

- Postal stamp center II in Ho Chi Minh City

Diagram 2.2.1.1 Organisational structure of Vietnam Stamps Company

2.2.2 Functions and tasks of production and business of the company

- Design, production, distribution, supply of postage-prepaid stamps (meanings stamp with useable shipping fee), collection stamps according to the model of the provincial-level Stamp-Post Company (From 2014 no longer implemented)

- Organization preserved the professional stamp store, national storage stamps and UPU stamps (since 2014 no longer implemented)

- Providing services of organizing stamp exhibitions at home and abroad; research services, advice on postage stamps and stamp collection skills

- Designing, manufacturing and trading all kinds of cultural products and gifts on postage stamps

- Advertising and brand recognition services; event organization

- Trading in play stamps and cultural products domestically and internationally

- Preserving the stamp store, the stamp store remains from 1946 up to now

* Professional organization on managing and trading postage stamps

- The design organization produces, publishes and supplies stamps on the network of over 1,000 stamps with about 4500 stamps

- Preserving assets and stamps with hundreds of millions of children

- Apparatus, internal regulations on business and professional management on postage stamps, stamp collection and long-term experienced workers

- Being a unit of Vietnam Post Corporation, there are available favorable conditions to expand business development (brands, customers, products, networks )

2.2.3 Production and business situation of the company

* Business results up to September 2015

Postage prepaid stamps are no longer the Company's mission since 2012, so the postage prepaid stamp revenue was not generated in 2012 This figure accounted for 53% of the total revenue of the Vietnam Stamps Company in 2011

Sales of collection stamps declined significantly, from VND 4,743 million in 2011 to VND 3,819 million in 2014 with domestic 75% and 10% export

Revenue from philatelic items accounts for about 15% of total revenue in the years 2012-2014

Table 2.1 Results of production and business activities of the Vietnam Stamps Company in the period of 2011-2015

Year 2011 Year 2012 Year 2013 Year 2014 Year 2015

Results % Result s % Result s % Results % Results %

- Strength Stamp products are unique products, containing knowledge, aesthetics and investment value There are a number of existing domestic and international customers within collection stamp market

The thickness of experience and brand name of the Company has become a trust of customers about products and prices, also building customers loyalty

Sales and distribution network combined with management and business management policies of Vietnam Post Office help the business scale gain potential for growth and growth strongly

Capital sources and conditions on premises, facilities and customer relationships create greater advantages for the company

Business organization of Cotevina is suitable for the market economy, flexible in using resources to meet business development requirements in each period

The organizational structure, labor force and internal regulations of the Company easily to focus immediately on business development

- Weakness Products and product development innovations are not in line with the needs of customers For postage collection stamps, the Company completely depends on the supply chain of stamps issued by other units

The operation scale of the Company is small; the revenue is low so the ability to meet business needs on a large scale requires time and appropriate methods

The labor force is still inadequate, weak, and slow to catch up with the market mechanism, renew production organization and expands business

Small-scale operation, customers are limited Core product service accounts for a low proportion

- Opportunity Customers collecting stamps are a group of customers with high loyalty Domestic and international customer groups have not been fully exploited The potential customer market for gift made of stamps is left open

The international market for playing stamps has grown strongly and has a certain playing field International stamp business activities are traditional, organized and large- scale Ability to develop international and domestic markets well

Model and organization of postage stamp business facilitate the company to develop and expand business

Product stamps play in the world are diverse, eye-catching and attractive The ability to exploit and learn for Vietnam is very good while learning from other countries

Actual situation of activities to improve the quality of HR of Cotevina

Understanding the current reality of the company, it is found that the attraction of talents of the company is quite limited; the company does not have practical policies to attract high-quality workers (there is even a phenomenon of "brain drain" of some qualified and professional personnel) The viewpoint of "utilizing and attracting talents" of the leaders of the company has not come into practice and has just stopped at the policy of being the main, this is also a limitation in improving the quality of human resources of the company At the end of 2017, the recruitment process started getting better than before and higher salary was applied on Job description to attract more candidates both for the head quarter in Hanoi and branch in Ho Chi Minh city around First Quarter 2019

For recruitment, since 2016, Cotevina has made more positive improvements in recruitment, especially at the end of year 2017 and 2018 The company has issued the Regulation on labor recruitment with clear demands: recruitment principles, order arrangement, decentralization and recruitment procedures thus, the quality of input HR is somewhat enhanced Compared with the past, Cotevina’s recruitment is done as follows:

The recruitment demand of the company is mainly based on the actual situation, when the company's production and business activities are lack of employees, or when any department of the company is in need to recruit

Mainly when recruiting new employees, the Company requires recruitment and search for candidates based on different sources of information Specifically:

+ Source of internal candidates: When the company needs to recruit more personnel to supplement the new workload or have some vacant positions, the Organization - Administration Department will carry out the transfer, taking suitable existing people from unneeded department or unit to an other requested department Or recruiting staff to fill a vacant position in an internal promotion manner, the Organisation - Administration Department will advise the Board of Directors people on the planned list to train and follow-up candidates evaluation and appoint the most valuable candidate to promotion

+ External candidates: Only when the source of internal candidates does not meet the job requirements or the number of employees in each department is insufficient, the company will recruit candidates from outside However, in fact, most of the candidates from inside the company did not meet the requirements for recruitment, so records from outside sources still accounted for a large number To implement the recruitment of this labor force, the company often informs and has a priority policy for candidates who are children, relatives or acquaintances of company’s employees In particular, the search for external labor by posted job description and recruitment news through the website of the company: www.vietnamstamp.com, and Facebook Vietnam Stamps fanpage (Tem chơi Việt Nam), hanging recruitment banners at prestigious universities that can provide many good graduated students candidates However, from the end of 2017, the company started recruiting on professional recruitment channels and prestigious job introduction centers such as timviecnhanh.com, VietnamWorks…

New recruitment is on demands when the Company expands and develops more products, increases revenue, or implements more projects and works; recruited to replace retired, quit job or relocated employees

At Cotevina, the new basic recruitment criterion mainly considers health status, the level of education and professional qualifications of workers, or experiences, soft skills have not been given adequate attention Besides, depending on each job position, the company sets out specific requirements and criteria It is good that currently in recruitment, the company has built a job description for each position

Recently, the company asks for higher demand on recruiting sales and marketing position, it is very difficult to find a suitable applicant to recruit based on specific types of products and customers of the company in 2018 The close customers of Cotevina are mainly the stamp collectors both domestic and international for selling stamps and philatelic items; but for gifts made from stamps, company work with Ministries, branches, committees and governments and companies with foreign factors that required products of culture, history and beauty landscape of Vietnam

- Company's recruitment process Steps in the recruitment process at Cotevina are as follows:

Step 1 Based on the personnel requirements of the functional departments Office of Organization - Administration announces recruitment of workers and provision of applications

Step 2 Receiving and appraising application: After having a list of qualified documents, the Administration Department contacted the candidates about the location, time, content and interview form

Step 3 Job interview The Recruitment Council conducts interviews with candidates according to the criteria set out and reports on the Director's results

Step 4 Probationary decision Step 5 Probationary regime Employees recruited to work at the Company must undergo a probationary period before the two parties agree to enter into a formal labor contract

According to the actual assessment of the author, it can be seen: Besides the achievements, the current recruitment of Cotevina still has some limitations due to many different reasons The selection of HR taken from internal sources to arrange for management and leadership positions makes the Company face the fact of not attracting good, capable and highly qualified workers from outside for management and leadership positions

+ Due to the priority of recruiting acquaintances with workers in the company, some of them are still weak applicants who is weak at professionals knowledge compared to recruitment requirements This is the reason that affects the quality of human resources of the Company and leading spent more time and waste of money on training course

+ Although the Company has built recruitment regulations, the recruitment process is relatively clear, somehow, the recruitment is still just formalism and theory, none actual quality workforce The underlying causes can be mentioned as: the job of identifying vacancies, the source of recruitment is not really widespread, (there is a limited position, vacancies for recruitment information, even numbers people who know very little), few choices This has a significant impact on the quality of recruitment; it is difficult to create a quality and breakthrough labor force in the company's professional activities

+ Only recruiting when needing people, there is no careful preparation and personnel redundancy in unexpected cases occurs Some positions had already recruited and signing the contract at the past, if the person worked at that sectors were not good enough, the company still has to continue contracting with such personnel, so the new recruitment will lead to excess resources and unchangeable

From that fact, the company has not performed well the recruitment, leading to the limited quality of HR at the company, affecting productivity, working results as well as efficiency and business performance of the company

2.3.2 Training activities, improving skills and professional qualifications

To improve the quality of HR in the Company, first of all, it is necessary to improve the quality of each individual, in which improving skills and professional qualifications Therefore, the Company always encourages and facilitates all employees to develop comprehensively both professional and soft skills not only through work, but also through training, self-training and knowledge exchange The training plan is developed annually by the Department of Organization and Administration based on the work needs and recommendations of the department leaders

Figure 2.4 Research on employee’s demand of organizing training classes within the Cotevina Company in 2018

Figure 2.5 Research on employee’s willingness in participation of training classes that organized by Cotevina

From the two figures above, it is shown that most of employees within Cotevina are desire for training classes, which organized by the company Over 80% of labors think that the training is important and if company organizes they will mostly participate Some of

Opinions of Cotevina's employees in necessary in organising training classes

SOLUTIONS FOR IMPROVING THE QUALITY OF HUMAN

Orientation to improve the quality of HR of the company

The decline in the use of prepaid stamps and also collecting stamps due to the constantly changing in technology has lead to many difficulties in production and business of the Vietnam Stamps Company in particular, and worldwide stamps company in general

Customers are asking higher quality demand on any products or services day by day To be able to stand firm, move towards sustainable development and increasingly assert its position in the market, the stamp organisations must have the right strategic steps in its production and business activities There should be suggested new way of selling old products or selling in the new market, or even selling new kind of products with the stamp, combine stamps with other types of existing products, all creative ideas of the issue need to be given out and test on the market Therefore, Cotevina determined that people are always the leading factor in the work and the Company’s Board of Directors always considers the improvement of human resource quality as a key task

Under the direction of the Board of Directors of Vietnam Stamps Company, specific development goals are set as follows:

- For existing collection stamp market, aims to meet the needs and interests of the collectors both domestic and international, but putting stronger concentration on international market, develop products of stamp, philately items in parallel with good management The company suggests to the Ministry of Information and Communications issue more stampset that stick on the hot topic of the year nationally and internationally

For other kind of products, putting more creative ideas and reaching more customers, so people will have better view and change their mind about the diversity of stamps products

All customers can easily access channels of programs to serve the essential information of the hot trend, specific souvenir of Vietnam and learning knowledge through stamps

- Develop quickly, effectively and sustainably the gifts product and communications service market, ensure a healthy competitive environment, providing more and more quality choices of gifts for customers, especially to foreigners people on receiving rich cultural products of Vietnam

- Promote business of gift products on Vietnam Post network system Developing gift products on a website dedicated to cotegift.com gifts, pushing the gift brand out of the market stronger, diversified gift products not only from stamps but also from many sources applications, many new products follow market trends (friendly products, customized designs ), seize business opportunities according to major events

- Promote online business activities Complete sales tools: collection stamp website, personalized stamp app, gift website, fanpage, and sales management and goods management software

- To build a highly qualified human resource team to master the business and meet the requirements and challenges to ensure the sustainable development of the company

Strengthening the recruitment of high quality labor

- Improve production and business results of the whole company, in the period of 2018-2022, boosting using the product and service that the company is providing, increasing revenue and profit each year head of 30% or more from core products not from space for rent only

3.1.2 Orientation to improve the quality of human resources of Cotevina

In order to successfully implement the objectives, Cotevina’s Board of Directors clearly defined human resources as an important factor to determine success Therefore, the orientation to improve the quality of human resources of the company until 2022 is as follows:

- Develop HRD strategy in accordance with the company's production and business development strategy; ensure the company's human resources are appropriate in terms of quantity, quality and structure that best meet the development goals of the company

- Implement the strategy of HRD in parallel with strengthening the organizational structure Arranging and re-arranging labor, effectively using human resources, implementing staff reductions, replacing weak employees, poor in capacity and quality to improve the quality of human resources, thereby increasing production and business efficiency and in line with the company's operating model

- Well implement policies to detect, select and recruit to attract and retain high- quality workers

- Develop and implement a flexible and flexible leadership policy, improve management quality, work well in planning staff to have a long-term training and retraining plan.

Some solutions to improve the quality of human resources at the company

In order to get high quality human resources, the company needs to have appropriate investment for recruitment and talent attraction Appreciate the recruitment phase, recruitment plays a very important role, this work decides the input of the company, contributing to the company has a quality and effective workforce, professional skills

One of the important solutions to improve the quality of human resources is to improve the quality of recruitment Currently, Cotevina has promulgated recruitment regulations, however, in practice, this application is still for information only and not considering recruitment efficiency as targeted There are some notices during recruitment process:

- Recruitment must be done strictly and in accordance with recruitment procedures and regulations Recruitment must ensure the purpose of compensating the shortage of manpower Recruitment must be the right person, the right job, the position to be recruited, and the right careers, right time and objective

- The company needs to develop a plan to recruit workers according to the following contents: quantity, structure, time, standards, professional qualifications, responsibilities, workers' rights and other necessary requirements for recruitment

- Attention should be paid to exploiting and facilitating the use of internal recruitment resources, appropriate labor transfer, motivating all employees to strive for career advancement opportunities This helps employees become more attached to the company to work more actively, and does not make the number of employees increase and reduce the cost of recruitment

- For recruiting sources from outside, to recruit high quality workers, the company needs to use many other recruitment methods such as: actively contacting universities, colleges and intermediate schools, to be introduced to graduates who are good, capable and have excellent achievements; Associate with prestigious vocational schools or job introduction centers to increase the number of sources recruited through job postings

- The recruitment must be done in a transparent and fair manner to avoid the familiar relationship About recruitment information must be provided in a complete, public and widely publicized on different information channels (corporate website, website specializing in reputable recruitment, existing TV channels, network social Facebook, twitter…)

The company needs to discover and attract high-quality human resources with appropriate policies, soon bring the policy of utilizing and attracting talents of the leaders to implement effectively and effectively It is difficult for Cotevina to compete in attracting talents in the labor market in many ways, because not many young talented people wish to work at a state organization, so the company needs to define its strengths

In other words, it is necessary to locate your employer brand in the market, need to differentiate the company from competitors Cotevina has to build its own policy of attracting, recruiting high-quality labor, innovating to improve the attractiveness of policies to attract talents, and need to have appropriate mechanisms to encourage material to attract human resources

On the other hand, the company needs to pay attention to the recommendation and use of talents through the following stages: detection and selection, training and retraining, use and treatment Develop and implement mechanisms to create conditions for talents to develop by their own qualities, talents and dedication results, ensuring fairness and objectivity in the planning, appointment of officials or institutions remuneration, salary, and bonus

3.2.2 Promote the effectiveness of training and retraining to improve the level of employees

In order to improve the efficiency of professional training and retraining for human resources, the company needs to develop clear training regulations, with specific requirements for each group of managers On that basis, Cotevina needs to do well the following tasks:

- First, determine the training needs: Analyzing the training needs for the company correctly, see what kind of labor production and business plan the company needs and compare it has the company met yet? Planning training based on related activities such as job analysis, assessment of work performance and human resource planning activities

- Secondly, conduct the training segment and clearly identify training subjects In order to do this well, the company needs to issue specific standard documents for training and training on what fields for each department trained The parts with people to be trained must ensure the standards set for the trainees, each object must be relatively homogeneous in terms of occupation, management level and knowledge needs

- Thirdly, changing and renewing the content of training programs for employees

In order to ensure the requirements of the current job, the company needs to strengthen the opening of intensive professional and professional training courses and focus on the soft skills of workers The training content must be close to the work of the trained person, not to allow the training status to be inconsistent with the work undertaken The training program must be really specific, flexible and suitable for each type of training object

- Fourthly, the training method must be short, concise, easy to understand and highly effective, stimulating the creativity of trainees Training time is short so as not to significantly affect the production and business process of the company but still must ensure the training and retraining requirements

- Fifthly, the company has a policy of taking advantage of retired long-time employees, inviting them to teach professional skills for technical workers training classes, upgrading and vocational training for the team For administrative staff, indirect labors in the company: encourage and support staff to go to school to improve their qualifications and reduce the rate of employees working in the industry In order to increase the motivation for employees to apply support policies in the learning process, combining emotional support with material support Thus, not only motivating learners but also increasing trust and attachment between employees and the company

HUMAN RESOURCES QUALITY QUESTIONAIRES (for individuals)

PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC (dành cho cá nhân)

Thưa quý Anh/chị! Để có số liệu thực tế và khách quan phục vụ việc nghiên cứu, hoàn thành luận văn tốt nghiệp với đề tài “Nâng cao chất lượng nguồn nhân lực tại Công ty TNHH MTV Tem Bưu chính”, anh/chị vui lòng dành thời gian trả lời một số câu hỏi sau đây: (Các câu hỏi đặt ra chỉ mang tính chất tham khảo phục vụ nghiên cứu khoa học, họ tên và ý kiến của các anh/chị đều được bảo mật) Chân thành cảm ơn sự giúp đỡ nhiệt tình của anh/chị

1 Họ và tên (không bắt buộc):

5 Tuổi/thâm niên công tác:

6 Thời gian làm việc tại Công ty Tem: … năm, từ ……đến …… (tháng/năm)

II NỘI DUNG KHẢO SÁT

Câu 1 Anh/chị năm nay bao nhiêu tuổi? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Dưới 30 tuổi □ Từ 30-45 tuổi □ Trên 45 tuổi □

Câu 2 Theo anh/chị công việc anh/ chị đang đảm nhận có phù hợp với chuyên ngành đào tạo, phù hợp với bản thân không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Mức độ phù hợp của bản thân với công việc

Rất phù hợp Phù hợp Tương đối phù hợp

Không phù hợp, cần phải thay đổi Đánh giá

Câu 3: Anh/chị cho biết, khi dự tuyển vào công ty có nêu yêu cầu công việc và tiêu chuẩn theo quy định để tuyển dụng anh/chị vào đơn vị không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Câu 4: Anh/chị cho biết, cá nhân được tuyển vào công ty theo nguồn nào? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Chuyển từ đơn vị khác về □ Thông qua thi tuyển/ phỏng vấn □

Tuyển dụng trực tiếp/ không qua thi tuyển □ Khác □

Câu 5: Anh/chị cho biết, các thông tin, kiến thức về ngành, sản phẩm/ dịch vụ của Công ty anh chị có được từ đâu? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Lớp đào tạo/ bồi dưỡng từ TCty/ Bộ TTTT □ Do đơn vi tổ chức □ Trao đổi thu thập từ đồng nghiệp □ Tự tìm hiểu □

Câu 6: Anh/chị có được tham gia các lớp đào tạo, bồi dưỡng, cập nhật giới thiệu về các kiến thức chuyên môn do đơn vị tổ chức không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựachọn)

Thường xuyên □ Thỉnh thoảng □ Chưa bao giờ □

Câu 7: Theo anh/chị, mức tiền lương hiện nay của anh/chị có tương xứng với công việc được giao không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp lắm □

Câu 8: Anh/chị có hài lòng với chế độ đãi ngộ hiện nay của công ty không?

(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Câu 9: Theo anh/chị, mức tiền lương hiện nay của anh/chị có tương xứng với công việc được giao không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp lắm □

Câu 10: Theo anh/chị mức độ cần thiết của ý thức tuân thủ nội quy, quy chế cơ quan?

(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Mức độ cần thiết của ý thức tuân thủ nội quy, quy chế cơ quan

Rất cần thiết Khá cần thiết Cần thiết bình thường

Không cần thiết Đánh giá

Câu 11: Theo anh/chị mức độ cần thiết của ý thức trách nhiệm, tác phong trong công việc?

(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Mức độ của ý thức trách nhiệm, tác phong trong công việc

Rất cần thiết Khá cần thiết Cần thiết bình thường

Không cần thiết Đánh giá

Câu 12: Theo anh/chị công tác đánh giá thực hiện công việc của công ty hiện nay hiệu quả như thế nào? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựachọn)

Rất hiệu quả□ Hiệu quả □

Bình thường □ Không hiệu quả □

Câu 13: Theo anh/chị yếu tố nào ảnh hưởng chủ yếu đến hiệu quả công việc của đơn vị?

(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựachọn)

Trình độ quản lý của cán bộ, lãnh đạo □ Chất lượng nguồn nhân lực □ Phân công công việc □ Yếu tố khác □

Câu 14 Anh/chị nghĩ về việc tổ chức đào tạo, nâng cao kĩ năng nghiệp vụ đối với đội ngũ cán bộ công nhân viên trong công ty như thế nào? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Cần thiết □ Không cần thiết □

Rất cần thiết □ Khá cần thiết □

Câu 15 Anh chị có sẵn sàng tham gia vào các khoá học đào tạo nâng cao nghiệp vụ do Công ty tổ chức đào tạo không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)

Nêu lý do cho câu trả lời:

Câu 16 Ngoài những vấn đề đề xuất trên đây, anh/chị có ý kiến gì khác về công tác nâng cao chất lượng nguồn nhân lực của đơn vị không?

Chân thành cảm ơn và chúc anh/chị sức khỏe, thành công!

(for departments in the company, including: Office of Organization - Administration;

Business - Professional Department; Planning - Finance - Accounting Department; Postal

PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC

(dành cho các phòng ban trong công ty, bao gồm: Phòng Tổ chức – Hành chính; Phòng

Kinh doanh – Nghiệp vụ; Phòng Kế hoạch – Tài chính – Kế toán; Trung tâm Tem Bưu chính II)

Thưa quý Phòng ban công ty Tem! Để có số liệu thực tế và khách quan phục vụ việc nghiên cứu, hoàn thành luận văn tốt nghiệp với đề tài “Nâng cao chất lượng nguồn nhân lực tại Công ty TNHH MTV Tem Bưu chính”, quý phòng ban vui lòng dành thời gian trả lời một số câu hỏi sau đây: (Các câu hỏi đặt ra chỉ mang tính chất tham khảo phục vụ nghiên cứu khoa học, các thông tin đều được bảo mật) Chân thành cảm ơn

Câu 1: Cung cấp tài liệu về lịch sử và quá trình phát triển của Công ty Tem trong giai đoạn 2010-2020, và dữ liệu của 3-5 năm gần nhất

Câu 2: Tình hình kinh doanh của công ty ở thời điểm hiện tại và kế hoạch mục tiêu trong thời gian sắp tới

Câu 3: Thông tin chung về nguồn nhân lực của công ty Đánh giá thực trạng nguồn nhân lực của công ty ở thời điểm hiện tại

Câu 4: Cung cấp bảng tổng hợp thông tin khám sức khoẻ của các CBCNV trong 2016-

Câu 5: Thông tin về các chính sách và chương trình chăm sóc sức khoẻ và an toàn người lao động mà công ty đang thực hiện

Câu 6: Đánh giá về ý thức kỷ luật của nhân viên trong việc thực hiện các quy định, nội quy của công ty

Câu 7: Hoạt động tuyển dụng của công ty đang được thực hiện như thế nào? Khó khăn và thuận lợi

Câu 8: Chương trình thực hiện đào tạo và kế hoạch trong năm

Câu 9: Chế độ đãi ngộ nhân viên được thực hiện như thế nào, có quy định không

Câu 10: Cung cấp bộ văn hoá doanh nghiệp của công ty.

Perform recruitment round according to the following process:

Clause 1 Based on the personnel requirements of the functional departments (departments) Department of Organization - Administration informs the recruitment of employees as follows: a) Notice of recruitment of employees on mass media, social networks; b) The contents of the notice include: Brief introduction of the Company; General introduction about the field, job position to recruit workers; Conditions and requirements for professional qualifications, experience and skills; Number of recruitment; Specify the place of work; Employee regimes; Time limit and location for receiving dossiers;

Guidance on application dossiers as prescribed; c) Application for admission includes:

- Job application (according to the form of the application);

- Curriculum vitae according to the prescribed form certified by the residence administration (the validity time limit must not exceed 6 months);

- Notarized copy: People's identity card, professional diplomas, certificates, professions, foreign languages, computers (foreign language certificate with a term of 2 years);

- Health certificate of authorized medical facility (original) within 06 months up to the date of submission;

- 02 4x6 sized photos (taken within 6 months);

- Other documents depending on the nature of the job required

Clause 2 Receiving and appraising dossiers: a) Receiving records The Administration Department receives, reviews, and filters the records b) Evaluation of records

- The recruited dossiers must be a dossier that fully satisfies the requirements prescribed at Point c, Clause 1, Article 9 of this Regulation;

- Make a list of qualified records to report to the Director c) Notice After having a list of qualified documents, the Administration Department contacted the candidates about the location, time, content and interview form

Clause 3 Job interview a) The Recruitment Council conducts interviews with candidates according to the criteria set out; b) The results of the interview are agreed between the members of the Council and recorded in minutes, with opinions and signatures of all Council members; c) After obtaining the interview results of the Recruitment Council, the Administration Department sends notice of the results of the interview to the candidates; d) Report the results of the Director and carry out the procedures: letter of invitation to receive a job, issue a decision to recruit probation, conclude a labor contract.