Inappropriate Job Assignment In Planning Department Of Thaco Group.pdf

1 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Do Nguyen Hoang Quan INAPPROPRIATE JOB ASSIGNMENT IN PLANNING DEPARTMENT OF THACO GROUP MASTER OF BUSINESS ADMINISTRATION Ho[.]

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Do Nguyen Hoang Quan INAPPROPRIATE JOB ASSIGNMENT IN PLANNING DEPARTMENT OF THACO GROUP MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2019 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Do Nguyen Hoang Quan INAPPROPRIATE JOB ASSIGNMENT IN PLANNING DEPARTMENT OF THACO GROUP MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: Dr NGUYEN PHONG NGUYEN Ho Chi Minh City – Year 2019 CONTENTS EXECUTIVE SUMMARY COMPANY BACKGROUND SYMPTOMS CAUSE EFFECT MAP 11 PROBLEM JUSTIFICATION 15 CAUSE VALIDATION 20 SOLUTION 25 REFERENCES 37 APPENDIX 1: INTERVIEW TRANSCRIPT 40 APPENDIX 2: SURVEY 48 EXECUTIVE SUMMARY Currently, according to the work requirements of the organizational chart of Thaco group, the general planning department acts as a focal point to synthesize periodic information on the business results of the independent brand teams, developing, process and analyze, then devise solutions, proposals and development plans in the coming periods However, the reality is showing that the personnel in this department are doing not in accordance with the original orientation Their tasks are currently only revolving around sales figures, market data that are not capable of in-depth analysis of the factors affecting business results, core values of the brand, the competitiveness of the product in the market Meanwhile, the above jobs are under the responsibility of the independent brand teams' sales team, increasing the volume work and pressure on the staff of these teams That comes from an inappropriate job assignment, which main cause is overlapped organizational structure The work of these two departments has overlapping aspects, not clearly defined, plus the orientation is somewhat superficial, lack of reality from senior managers, thus making the employees of the planning department feels confusing, leading to depressed psychology, and the end result is an increasing rate of retrenchment Through analysis of the current state of the problem, I came up with two solutions to dissolve the company's planning room, and set up a new planning department for each brandspecific team, so that both can be solved The above point, at the same time, improve the value and work efficiency of the increasingly intensive planning department, adapting to the increasingly strong change of the market COMPANY BACKGROUND: Truong Hai Automobile Company (1) was established on April 29, 1997, its head office is located at 19 Road 2A, Bien Hoa Industrial Zone, Dong Nai Province The founder is Mr Tran Ba Duong, currently the Chairman of THACO's Board of Directors In 2007, Truong Hai Automobile Co., Ltd converted into Truong Hai Automobile Joint Stock Company (THACO) Currently, THACO has offices located in Ho Chi Minh City, Hanoi and Chu Lai (Quang Nam) In particular, the Chu Lai - Truong Hai automobile assembly and production complex (Quang Nam) was established in 2003 on an area of nearly 600 hectares, including 25 companies and affiliated factories Thaco's main business activities are manufacturing - assembling - distributing, providing maintenance and repair services and auto parts: including production and trading of commercial vehicles (trucks and buses); Manufacturing and trading passenger cars brands: Kia (Korea), Mazda (Japan), Peugeot (France), BMW (Germany) The distribution system consists of 93 showrooms and 59 agents spread across the country As of early 2018, the number of employees of the company has reached nearly 18,000 people Currently, Thaco is the only company in Vietnam to produce and assemble fully cars: passenger cars, trucks and buses with the localization rate of 16% - 50%, giving people Vietnam car products are diversified and quality at reasonable prices In 2014 and 2015, Thaco was the leading company in the ranking of Vietnam Automobile Manufacturers Association (VAMA) As a leading company in the field of manufacturing, assembling and distributing automobiles in Vietnam, Thaco's goal is to uphold this position and expand its market in ASEAN region, strengthen international cooperation to select appropriate technology, increase localization rate, join global value chain, create a foundation to develop into a multidisciplinary industry group, improve competitiveness to reach the top position area SYMPTOMS: Turnover rate 2016-2018 35.0% 31.6% 27.8% 30.0% 25.0% 25.0% 20.0% 15.0% 11.0% 11.4% 10.7% 10.0% 5.0% 0.0% 2016 2017 Thaco (Headquarter) 2018 Planning dept Figure 2.1: Turnover rate of Headquarter & Planning Dept in 2016-2018 2016 2017 2018 Employees of Thaco (Headquarter) 292 335 367 Employees of Planning dept 16 18 19 Employees quit Thaco (Headquarter) 32 36 42 Employees quit Planning dept Table 2.1: Turnover rate of Headquarter & Planning Dept in 2016-2018 Turnover rate between divisions in 2018 35.0% 31.6% 30.0% 25.0% 20.0% 15.0% 11.8% 10.0% 6.2% 7.7% 6.7% Human resources Accounting 5.0% 0.0% Sales Planning Marketing Figure 2.2: Comparing of number of current employees & employee left among departments 2018 Current employees Employee left Sales 68 Planning 19 Marketing 65 Human resources 13 Accounting 15 Table 2.2: Comparing of number of current employees & employee left among departments According to the statistics of the above table, to meet the requirements of the company's operation development, the number of employees working at Thaco’s headquarter has steadily increased in the period 2016-2018 However, the Planning department - one of the departments playing a key role in business operations at Thaco – nearly has no big change in the number of personnel After I calculated the annual voluntary leave rate in Thaco and its Planning department (I took the number of employees who are off work annually / the total number of employees of the company or department), I found out that the average annual leave rate of this department is much higher than the average rate of absenteeism of Thaco (the difference is 2.5-3 times, and the gap is getting bigger and bigger over the years) The number given is not so much different when compared to the 2018 voluntary leave rate in Thaco (even some departments have lower rates) It was an evident that there is a significant gap between the voluntary leave rate in the planning department and other departments This is considered a serious problem, needs evaluation and analysis to find the cause and solution Number of staff changing department 4.5 3.5 2.5 1.5 0.5 Number of staff changing department 2016 2017 2018 Figure 2.3: Number of staff changing department In addition to the statistics on job vacancies in the planning department, I also have statistics on the number of employees who applied to work at another department If 2016 only had employee asked to transfer, then in 2017 this number had increased times, and even in 2018 continued to increase to people (this phenomenon is proportional to the rate of leave of the planning department, but this shows an abnormality because the number of planning department employees has almost no increase in the period 2016-2018) The main reason these employees asked to move their departments was mostly focused on two main sections: "feeling the work in the planning room was inappropriate" or "wanting to change the work environment." For the most part, they will ask to transfer to the former department they previously worked, or the departments are in need of recruiting more personnel This is quite unreasonable, because if these employees find the job inappropriate, they did not apply to this department at the beginning And if they feel like "changing the work environment", why not switch to a new company and continue to stick with Thaco? In normal logic, these employees always give high appreciation for the environment and working conditions in Thaco, but when the specific assessment is reserved for the planning department, then there must be something that makes them feel uncomfortable, lose the motivation to contribute, but because of the esteem for the company and also the longterm career stability, they decide I have to stand up to find a new development direction at this company To find out the reason, I conducted a survey for 100 employees working at Thaco, in order to assess the satisfaction of the position they are in charge of From there, I can know which departments (especially planning department) have many employees who are dissatisfied with their work, which leads them to voluntarily quit their jobs In the survey, I asked many questions to find out what causes employees to dissatisfaction when working at Thaco I will analyze these causes in more detail in the problem section However, in the conclusion and assessment of satisfaction level when working at the company, I obtained the following results: 50% 47% 45% 41% 40% 35% 28% 30% 24% 25% 18% 20% 15% 11% 12% 10% 8% 10% 5% 1% 0% Strongly disagree Disagree Neutral Planning dept Agree Strongly agree Thaco Figure 2.4: Result for content “Overall, I feel very pleased to work here” 60% 55% 53% 50% 40% 28% 30% 23% 18% 20% 10% 8% 8% 4% 3% 0% 0% Strongly disagree Disagree Neutral Planning dept Agree Strongly agree Thaco Figure 2.5: Result for content “I want to stick with the company for a long time” When I refer to the "Overall, I feel very pleased to work here" content, the percentage of people who agreed with this idea at Thaco is highest (the level of agree is 47%, the neutral level is 24%) However, if only employees in planning department are counted, the rate of disagree is very high (41%), while the agree rate is very low (12%) Similar to the content "I want to stick with the company for a long time", I also obtained similar results Therefore, I came up with a preliminary conclusion that employees who are working in the planning department are not happy with their current job, which leads to them being easily off work In this view, I continue to analyze the remaining contents of the survey to find out what the real cause of this problem is The reason why I think the rate of leave at the planning department is a serious problem, because of two reasons as follows First, this is a department that plays an important role of the governance apparatus, because the staff in this department will be the advisers to the board of chairman with strategy for short-term and long-term operations for a large corporation like Thaco, thus changing personnel continuously will create instability, directly affecting the progress and quality of the work Secondly, recruiting staff for this department always sets a more special standard than other departments Because personnel work in the planning strategy department in addition to professional knowledge and skills, they must also have long-term experience in the automotive industry (companies will usually prefer experienced candidates with long time experienced through many positions such as sales, marketing ) This requirement is very important, decisive to acumen and good strategic vision, from which to consult and draw action plans for the company Therefore, suitable human resources for this position are quite scarce, so it is always a great challenge for HR department to recruit new people for this department 10 with a lot of managers following different ranks, but most people in that system have autocratic management style Every leader wants to be the most important decision maker, so they are only satisfied when all employees listen to their words, resulting in a lot of different meetings and orientations The Economic Times (14) defined that autocratic leadership is a style of management in which a person controls all decisions and takes very little input from other members of the group Specialized leaders have the right to make choices or decisions based on their own beliefs and not related to others for their suggestions or advice However, the main reason for the unreasonable job assignment is the overlap in the structure of the company Linda Ray (12) indicated when roles are not clearly defined, confusion is almost inevitable and can create redundancies and waste The role confusion can paralyze a company or, at the very least, waste resources and cut profits As concluded by NSW Government (13), the definition of poor roles stems from a lack of clarity in the workers' goals, their main responsibilities, their peers, their expectations and the general scope or responsibility of the job In particular, the sales department of the independent brand teams is responsible for the tasks related to business plan analysis, brand strategy, market forecasting but these tasks should be by the planning department in charge (“Our company built the planning room, but the main work of the Planning department was due to the Sales department of the brands responsible”) 13 PROBLEM JUSTIFICATION: The interviewers have raised main problems for the discontent, which is the inappropriate work allocation, low wages and unfriendly working environment However, I tried to exploit more in depth to clarify one of the issues mentioned above, which is the main reason why employees feel depressed In terms of salaries, of the three interviewees, two said that income in Thaco Group was not really competitive with rival companies ("Not only in the Planning Department, but generally in other departments, Thaco is not high in income, compared to rival companies”), and that makes them feel unsatisfied to be able to focus and work hard ("income is an issue that I feel is not really satisfied when working here") Laura Woods (2) stated that highly-paid employee feels valued by his organization He knows that just paying him to complete the job, he also respects his expertise This employee is more likely to be satisfied with his job and does not feel the need to seek a similar position with a better salary However, an employee does not feel like his organization is paying him a high enough salary that is more likely to seek and accept a position equivalent to higher income at another company Tomas Chamorro-Premuzic (3) emphasized that the more people focus on their salaries, the less they will focus on satisfying intellectual curiosities, learning new skills or playing, and these are the things that make people best perform On the other hand, when referring to the working environment factor, there are also a few unbearable ideas from the informants They think that the working environment here is professional, organized scientifically, but sometimes causes some difficulties because the size of the company is too large, so remembering the correct information of the contact is also a challenge ("The downside is that sometimes you feel very confused, because you have memorize the information of many people for you to work at work”," There is so much information you need to grasp") Chris Joseph (4) provided that some organizations use the reporting structure in which an employee must respond to some managers Employees can easily be confused by receiving multiple messages and conflicting instructions Employees may play one boss against the other, which can eventually lead to friction between bosses 14 Besides, in order to maintain a large-scale personnel system that works effectively, it will require pressure from managers for their employees, to be alert and always put yourself in a position to face the challenge, and sometimes these employees will feel overwhelmed ("Working pressure requires employees to be at the highest concentration", "you will practice giving yourself professional, scientific working style, as well as training your stamina to the highest level", "I have to change myself a lot, become quick, more flexible, reflex quickly and withstand good pressure") According to Aruosa Osemwegie (5), the high pressure work environment is where there is more pressure from workload than you think; pressure from an unreasonable deadline in which deliveries are expected in unbelievable short periods of time, or such timelines are changed unexpectedly; work seems to exceed your knowledge or skills; difficult to please boss, who have high standards and requirements; the target is increasing; work long hours, work on weekends; disregard life-work balance, etc As cited by Pipedrive (6), high pressure can make people feel agitated, anxious and stressful Dave Peterson (7) stated that working in a stressful environment increases the risk of both physical or psychological symptoms, and work-related accidents and injuries Evaluate the overall target 60% Description of target Scale The proposed plan has in-depth exploration 20% The plan is highly practical 20% The plan is tied to the core and value of the brand 25% Implementation costs are optimized 10% The effect is to increase sales, market share, and the 25% level of customer identification for the brand Evaluate overall behavior 20% Description Scale There are goals to strive for 20% Promote all possibilities 20% Share information 20% Contribute to common culture 20% Always uphold the quality and respect 20% Rate the overall 20% Table 4.1: Evaluating KPI for Planning Department 15 Completed Completed For the Planning Department staff, their KPI evaluation set will be quite different from other departments In view of the senior leadership system, the evaluation criteria for work efficiency will account for an overwhelming proportion More specifically, for the system of performance criteria, it will account for 60% of the total score Meanwhile, the criteria for assessing behavior and personal quality accounted for only 20% of the total score, and the remaining 20% belonged to the overall assessment The criteria for evaluating work efficiency can be listed as a highly practical plan, the plan is tied to the core and value of the brand, the effect is to increase sales, market share, and the level of customer identification for the brand This is also the problem that the Planning department received the most complaints from the managers These complainants are not arising because the capacity of the staff in this department is not met, but the problem occurred during the assignment process is currently unreasonable Therefore, when the leaders create pressure on the proportion of KPI assessment points of the content on unusually high work efficiency, the staff of the Planning department will feel uncomfortable and inhibited because of the contributions I am not recognized, because they are thinking that leaders are trying to put pressure on this department, and there is a bias in evaluating performance, which will easily lead to dissatisfaction in work When I asked the question "what is the biggest problem you have at work?", The informants give quite a lot of information, as well as have quite harsh reactions, but can be understood simply The matter they listed are all related to the problem of inequality in job allocation They were invited to apply for work at the planning department, and they had their own career expectations and development paths according to the ideal job description of this job position (“When I was transferred through this position, I also took a brief look at the job description, which showed that I would learn and practice many knowledge and management skills, strategy - business plan of the business, analysis of markets and competitors ”) However, the reality of what happened is very different from the theory, which is that they feel they are being wasted their capacity for this work ("I feel that the expectation when joining this department was almost disappeared”) According to the informants’ point of view, the name of the department is "planning room", but most of the work is not related to the word "planning", but related to "report" is mainly ("Strictly speaking, this room should be renamed" to 16 "Report Planning Room") There is a disruption of job distribution at some positions at the company, which is specifically between the Sales Department of the Brands and the Planning department, when the main tasks of the planning department are transferred to sales staff Meanwhile, Planning department employees are only responsible for drafting the report format as required by the leaders, and synthesizing the complete information from the departments to complete the report materials, getting ready for meetings (planned or unexpected) (“planning issues, business strategies, market analysis that should be our mission, but it is assigned to the sales department of the brand teams”, “ these tasks were transferred completely to the sales department of each brand in charge”) Based on the direct responses of the interviewees, as well as the sharing of their thoughts when problems arise in the job assignment (“But that would be boring, and I couldn't sit around reporting and meeting all day?”), that expressed their dissatisfaction, leading to psychological discouragement, no motivation to work, and therefore a thought to change jobs Concluded by Totara Academy (8), assigning work allows employees to capture different responsibilities in their organization Workers can hold any number of jobs, with each job optionally linked to a position, organization, manager, and assessor According to Washington State Department of Enterprise Services (9), development work assignments are a formal opportunity for employees to develop their knowledge, skills and expertise that are not available through their normal work activities Companies can use job assignments strategically to influence employee performance This can lead to distortions that will be effective from a pure production perspective: a sense of competence that doesn't always need to be consistent with real capacity When an employee quit, the company will have to spend time and cost to fill that gap Neil Kokemuller (10) indicated that losing an employee can bring costs such as severance allowances and administrative tasks such as exit interviews More importantly, you have to go through the recruitment process again Once you find a new employee, you have to train them, which also takes time and money In addition, you often have an opportunity cost because a new employee cannot provide the same sales or production results as before Because the specificity of the planning department's task is related to project activities, strategies, visions, etc It requires the staff of this 17 department not only to have good professional knowledge, but also to have experience in this position or similar position in other companies (priority is given to the automotive industry) For a skilled and experienced person in the industry, the competition between employers is increasingly fierce, and employers often offer good compensation policies to attract candidates Therefore, to successfully convince a suitable candidate, the cost of recruiting a position of the planning department is usually much higher than other departments If calculated roughly, the average cost of recruiting and training a staff at the planning department's professional level will fluctuate in the range of 1.5-2 months of that employee's salary (including amounts such as paying the costs for communication channels to post recruitment information, interviewing candidates, training for candidates to integrate with the new company environment ) For higher positions (vice-manager or above) then this cost will increase even more It is only an initial cost, because we have not yet considered the effectiveness and value of the work that new employees bring to the company After a period of training (an average of 1-2 months), new employees were able to basically grasp the work in this department However, in order for new employees to achieve effective levels of working as former employees in that position, the company will take another time (depending on their own capabilities and environmental factors impact) Therefore, the values that the company lacks in the time it takes for new employees to bring about the same value as the old ones, is also a cost (usually called opportunity cost) If we multiply this cost by the annual average number of employees leaving this department is about 4-5 people, the company has to spend a significant amount of money on this work Another consequence of high retrenchment rates is the loss of experienced employees James Davis (11) stated that knowledge is lost forever when people leave an organization, bringing their institutional knowledge If that expertise is not preserved and shared with the rest of the company for reference, rebuilding will most likely be a slow, inefficient and frustrating process for all people involved In the last years, all employees who have retired from the planning department are senior citizens with longterm work in the company (4 years or more), including an important position as deputy manager planning "Experience" here is understood as the combination of knowledge and self-ability, plus the information accumulated in the process of working at the 18 company, creating the value of employees, as well as effective for the position they are in charge of Therefore, the experience of each person is different, no one is like anyone However, when an employee leaves his or her current job position, he or she also brings his or her experience to another station, but cannot leave it at the old company This creates a disadvantage for the company because they have to spend a lot of effort, time and cost to train a new employee so that they can achieve the same level as the employee who has retired In addition, nothing can ensure that the training process goes smoothly, and the results that the company receives are not always better than the old An employee may have very good knowledge and skills, but it is important that they can get along well with the work environment and management style at our company, which is still a mystery For high management positions such as deputy managers, the experience factor plays an important role, as it also relates to the department's management style and leadership Moreover, if our former employees moved to work for a rival company in the same industry, and they use their experience to serve the position of a new company, it makes more and more difficulties for our business 19 CAUSE VALIDATION: From the above information, I can make the initial conclusion that this is the main reason why many of the staff of the planning department feel dissatisfied, leading to a higher rate of leave of this department And also from this point, I also discovered the cause of this problem, mainly derived from Overlapped organizational structure ("the task and work requirements of some parts are currently overlapping quite a lot, leading to a process difficult work") Linda Ray (12) indicated when roles are not clearly defined, confusion is almost inevitable and can create redundancies and waste The role confusion can paralyze a company or, at the very least, waste resources and cut profits As concluded by NSW Government (13), the definition of poor roles stems from a lack of clarity in the workers' goals, their main responsibilities, their peers, their expectations and the general scope or responsibility of the job In addition, it is partly influenced by autocratic management trends from leaders ("sometimes they have quite emotional feelings and actions that are personal and authoritarian, leading to disturbing plan work many departments and employees”) The Economic Times (14) defined that autocratic leadership is a style of management in which a person controls all decisions and takes very little input from other members of the group Specialized leaders have the right to make choices or decisions based on their own beliefs and not related to others for their suggestions or advice Recent report (15) shown that autocratic leaders tend to chase talented people out of the organization Leonard D Shaeffer (16) indicated that this makes people with marginal capacity to live for life rather than change At the worst, autocratic leadership can be strangled, overbearing and demoralizing When I conducted a survey with the staff working at the Thaco headquarter, I also noticed the questions regarding the relationship between managers and employees The results of these questions, especially for planning departments, also reflect relatively accurately the current working status as well as the influence of management style to the thinking of employees 20 Good communication from managers to employees in the company 90% 78% 80% 70% 60% 52% 50% 40% 30% 30% 20% 10% 12% 0% 5% 10% 10% 2% 1% 0% Strongly disagree Disagree Neutral Thaco Agree Strongly agree Planning Dept Figure 5.1: Result for content “Good communication from managers to employees in the company” I always have a chance to express my ideas to managers/ My ideas are recognized 80% 67% 70% 60% 50% 42% 36% 40% 30% 25% 18% 20% 10% 4% 0% 5% 3% 0% 0% Strongly disagree Disagree Neutral Thaco Agree Strongly agree Planning Dept Figure 5.2: Result for content “I always have a chance to express my ideas to managers/ My ideas are recognized” 21 Managers/supervisors always listens problem of employee 60% 50% 50% 38% 40% 40% 30% 30% 20% 20% 10% 10% 8% 2% 2% 0% 0% Strongly disagree Disagree Neutral Thaco Agree Strongly agree Planning Dept Figure 5.3: Result for content “Managers/supervisors always listens problem of employee” Considering generally for all departments, the communication process between management and staff takes place relatively smoothly and effectively, when the number of employees agrees to reach a high rate (78%) However, if only in planning department, there are still some employees who think that they cannot communicate well with leaders (5% strongly disagree, 12% disagree) When analyzing more specifically on issues like "having a chance to express ideas to managers", the staff's approval rate of planning departments is also quite low (4% strongly disagree, 18% disagree), while disagree rate calculated at Thaco only reached 3% (no strongly disagree) Similarly, when analyzing the "Managers / supervisors always listens problem of employee" question, there are still some employees who think their managers are not interested in the problems they are having trouble with (10 % strongly disagree, 20% disagree) Through these indicators, it can be concluded that between leaders and employees of the planning department are having a big conflict, the main reason is that management style of managers is autocratic, so these leaders often very limited interaction with their employees Therefore, planning department employees will feel uncomfortable, restrained and inhibited because they are not free to contribute their opinions, but must always follow all requests from managers From those arbitrary decisions, there may be unreasonable job assignments (because they depend entirely on the subjective thoughts of the leaders) 22 As I have analyzed above, the main cause of the problem of inappropriate assignment is due to overlapping organizational structure In the interview with the candidates, when asked about the shortcomings in the work process, all people shared their views on the organizational chart of the company The most obvious thing is that the job description of the department is not identical to the name of the department (“Strictly speaking, this room should be renamed to "Report Planning Room") This may be just a statement based on the subjective point of view of the interviewee, but that also represents a part of the source of the problem Because, all the work of the planning department employees, only revolves around a single center - that is "report" (“Our daily work revolves, "in addition" to no other content”) I not think that this is a wrong direction, because the reports also play an important role in updating, transmitting and analyzing information between departments and leaders However, it should not act as a center, because the staff of the planning department not only the job of an administrative admin in the office, but at the core they use the knowledge and skills of I analyze the information, data collected from internal and external sources, thereby giving suggestions, solutions and strategies to increase sales, achieve sales goals that the company suggest In addition, each brand's business department will act as adviser, make adjustments to those plans, to make it more suitable for the market situation However, the reality occurs at the company, the role of these two parts seems to be reversed, even the planning department has no "voice" in the process of building and developing strategy business for companies (“Besides, planning issues, business strategies, market analysis that should be our mission, but it's assigned to department sales”) Because of these inadequate decisions of leaders, they unintentionally created pressure on the business division of brands, because in addition to their daily sales, now we have to shoulder a large amount of work to build business plans and strategies for our brand in the future from the board of directors This is not a simple task, it requires a lot of things, because you have to spend a lot of time to observe, market research, rival analysis, business planning, forecasting feasibility of the plan, presented to the leadership Therefore, sometimes this job takes more time than their daily work On the other hand, when planning department employees are "robbed" of losing their core jobs, it will greatly affect their working spirit These employees will have more free time 23 (because the report must not be done every day, but will usually focus on a certain number of times such as the beginning of the month, the middle of the month, the end of the year, the end of the year ), they cannot control the work they will have to do, orient their work in the future (because most depend on the guidelines of the management as well as the progress of the business department of their businesses), therefore will lead to boredom, and move to non-positive thoughts (“The staff in the planning department always feel passive at work, because the tasks (supposedly) are our responsibility, but the business department of the brands is in charge”) In addition, the inadequacy comes not only from the overlap in the division of tasks of the departments, but also related to the lack of clarity and rationality in job requirements Although the results from the plans of the planning department are always required to achieve practicality and good applicability in the market, but the actual interaction between the planning department and the parts available related almost very little Because the results from the periodic reports are almost all proposed by the business divisions of the brands, while the appraisal and preliminary assessment of these strategies from the successor department is very little Because they have no connection with the necessary parts, they must not create an opportunity to experience from the real business environment, so if only sitting in the office to write down and evaluate the information by others, it is practically impossible to require such evaluations to be practically an impossible task (“However, the difficulty here is that we are forced to act as an independent unit, unable to have a connection and actual experience of the business situation in each brand, how can we offer accurate assessments and judgments?”) 24 SOLUTION: Based on the causes of the problems in the Planning department, it is an overlap of job descriptions between the Planning department of the company and the Business department at individual brands, I would like to propose feasible solutions to solve this problem The first solution is to disintegrate all personnel of the Planning Department and establish a specialized planning department of each child brand The second solution is to maintain the current structure of the Planning department, but will re-plan the work description of this department, to handle the current overlap of work, as well as to match new direction of the company Specific content as follows: - Solution 1: Dissolve all personnel of the Planning Department and establish a specialized planning department of each child brand Tải FULL (53 trang): https://bit.ly/3W93fFF Dự phòng: fb.com/TaiHo123doc.net This is a major reform solution, as it will change the structure of the departments of the company, as well as affect the personnel situation in the Planning Department as well as the relevant departments The company's decision is to completely remove the company's Planning-Strategy department, which means that the department will no longer exist All personnel working in this department, whether voluntary or forced, must choose for themselves a new job position in the future They can choose to continue working at the company, with a new job position For those who choose to stay, the company will have a program to assess the capacity of those employees during their time working in the Planning department Based on the results of these competency assessments, the company will prioritize the placement of new employees according to the aspirations of those employees, as well as in accordance with their own capabilities and current operating situation company In addition, the company will also ensure that policies on wages and benefits will be kept stable, in order to create good psychology so that employees can continue to contribute to the company On the other hand, if those employees wish to try a different environment, the company will accept and create favorable conditions for employees to complete the resignation procedures quickly, as well as assist employees in the process of finding new jobs 25 After disbanding the Planning-Strategy personnel, the company will also start working on structural reforms at the current brand-name teams More specifically, each subbrand will now have a new division in its team - called the planning-strategy division of each brand The job description of this new division is almost similar to the company's planning-strategic division, which is that they will take on the role of analyzing the sales situation, analyzing the market at a time Certainly, as well as the activities of rival companies in the same industry, from which to build work plans, give operational strategies for their brands in the near future to achieve the item sales targets and other goals that the brand has set The only difference is that the division's scope of activities and research is no longer broad and broad across the parent company, but now these parts only focus on research on the brand scale I, based on the actual business situation of my brand, market segmentation, customer segment, specific rival group from which to produce analytical reports with higher accuracy, sticking close to reality, give ideas and solutions that are highly feasible Tải FULL (53 trang): https://bit.ly/3W93fFF Dự phòng: fb.com/TaiHo123doc.net - Solution 2: Maintain the current structure of the Planning Department, but will re-plan the job description of this department, to handle the current overlap of work, as well as in accordance with the new orientation of the company This is a solution with higher stability, because there is almost no impact on the organizational structure of departments as well as the personnel situation at the company Understand simply, this solution is like an examination and rectification of job description as well as job assignment of positions at the Planning department, as well as other departments related, for example, the Sales department of Brands (this is also the cause of overlap in the work division of these two departments) The company will make adjustments so that the Planning department can work properly with the initial orientation set by the Board of Directors, that is, they will assume the role of analyzing the sales situation and analyzing the market at a certain time, as well as the activities of rival companies in the same industry, from which to build plans, giving operational strategies for their brands in the next time to achieve sales goals and other goals that the brand had set Therefore, this will also reduce the pressure of work that the Sales Department of the brands are currently facing, and they only need to focus primarily on 26 their sales, how to achieve results Highest sales possible, gaining a large market share in your market, as well as gaining advantages and increasing competitiveness with direct competitors One factor that the company can adjust is to revise the KPI assessment of employee performance in the Planning department More specifically, it is to adjust the proportion of evaluation scores of the factors, which will reduce the proportion of factors related to work efficiency, and increase the proportion of evaluation of behavior factors This will reduce the stress level in the Planning Department's working environment, so that these employees feel that there is no bias assessment In addition, according to the orientation and requirements of the Board of Directors, the business plans and strategies offered by this department must be closely followed by the actual business situation in the brands, as well as the feasibility is the highest priority when making plans and solutions in the future Therefore, the Planning-Strategy's new job description has also been improved to direct the department to a more "open" direction, offering many unique benefits and incentives, meaning open wide lines for operations and relations, for relevant departments inside and outside the company In order to better understand the above two solutions, as well as further analyze the strengths and weaknesses of each solution, in order to choose the solution that best suits the conditions and actual business situation in the enterprise, Based on some basic criteria, I will make a comparison table of two methods as below: Disband Planning Dept Job requirements Eliminate the company's current Planning-strategic division, plan to transfer current employees to other appropriate departments according to individual capacity and job requirements at that time, or create conditions for employees to find work in a new environment (if they wish) Adjust Job Description Keeping the current organizational structure, however, adjust the Job Description table according to the more "open" trend, not only focusing on analyzing the reports on simple data, but also moving to specialized research orientation deeply about the elements and values of each brand, thus incorporating each brand's sales and Establishing the individual planning marketing department to make the most division of each brand, with tasks and realistic plans-strategies tasks similar to the old part of the company, is responsible for planningstrategy for the brand that it is operating, Based on the analysis of actual business situation and sales performance in the market 27 6678926 ...UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Do Nguyen Hoang Quan INAPPROPRIATE JOB ASSIGNMENT IN PLANNING DEPARTMENT OF THACO GROUP MASTER OF BUSINESS ADMINISTRATION... pressure working environment, low income level and inappropriate job assignment in the above three reasons, according to the content of the interview, the cause of "inappropriate job assignment" ... Based on the causes of the problems in the Planning department, it is an overlap of job descriptions between the Planning department of the company and the Business department at individual brands,