Managing sales staff at h m hennes mauritz vietnam co ltd

NATIONAL ECONOMIC UNIVERSITY FACULTY OF MANAGEMENT SCIENCE BARCHELOR THESIS Topic: Managing sales staff at H&M Hennes & Mauritz Vietnam Co., Ltd STUDENT : TRAN QUANG PHUC CLASS : EPMP2 STUDENT’S ID : 11164082 SUPERVISOR: PH.D NGUYEN THI LE THUY HANOI, 2020 TABLE OF CONTENT CHAPTER 1: RATIONALE FOR MANAGING EMPLOYEES IN BUSINESSES 1.1 THE CONCEPT AND ROLE OF HUMAN RESOURCES IN THE ENTERPRISE 1.2 HUMAN RESOURCE MANAGEMENT IN ENTERPRISES 1.2.1 Human resource management concept _6 1.2.2 Functions of human resource management _7 1.2.3 Roles of human resource management _7 1.3 CONTENT OF HUMAN RESOURCE MANAGEMENT IN ENTERPRISES 1.3.1 Job analysis _7 1.3.2 Human resource planning 1.3.3 Recruitment of human resources _9 1.3.4 Employers 13 1.3.5 Training and developing human resources 13 1.3.6 Evaluate work performance 14 1.3.7 Labor compensation 15 1.4 FACTORS AFFECTING HUMAN RESOURCE MANAGEMENT IN ENTERPRISES _18 CHAPTER 2: ANALYSIS OF THE SITUATION OF EMPLOYEE MANAGEMENT AT H&M HENNES & MAURITZ VIETNAM CO., LTD. 19 2.1 OVERVIEW OF H&M HENNES & MAURITZ CO.,LTD. 19 2.1.1 Introduction about H&M Hennes & Mauritz Co., Ltd. _19 2.1.2 The History of H&M (Hennes & Mauritz) _20 2.1.3 Perspectives, Mission, Strategies 22 2.1.4 Organizational structure and management apparatus 27 2.1.5 Marketing strategies 28 2.1.6 Financial statements in Vietnam market 30 2.1.7 SWOT analysis 32 2.2 SALES STAFF AT H&M HENNES & MAURITZ VIETNAM CO., LTD FOR THE PERIOD OF 2016-2019 _34 2.2.1 Characteristics of sales staff at H&M Hennes & Mauritz Vietnam Co., Ltd. 34 2.2.2 Statistics and labor classification 34 2.3 CURRENT STATUS OF EMPLOYEE MANAGEMENT AT H&M HENNES & MAURITZ VIETNAM CO., LTD. _36 2.3.1 Analysis of sales work _36 2.3.2 Planning to manage salespeople 38 2.3.3 Recruitment of sales staff 39 2.3.4 Use and distribution of salespeople 42 2.3.5 Training and developing sales staff 43 2.3.6 Assess salesperson competencies 45 2.3.7 Remuneration policies of sale advisors _47 2.4 ASSESS THE USE AND MANAGEMENT OF H&M HUMAN RESOURCES _48 2.4.1 Advantages _48 2.4.2 Disadvantages _48 2.4.3 The impact of the environment on H&M company 48 CHAPTER 3: COMPLETE SOLUTION FOR MANAGING SALES STAFF AT H&M HENNES & MAURITZ VIETNAM CO., LTD UNTIL 2025 _50 3.1 ORIENTATION TO IMPROVE THE MANAGEMENT OF SALES STAFF AT THE COMPANY UNTIL 2025 _50 3.2 COMPLETE SOLUTION FOR MANAGING SALES STAFF _51 3.2.1 Improve the effectiveness of sales job analysis 51 3.2.2 Improve salesperson planning 53 3.2.3 Improve employee recruitment methods _53 3.2.4 Improve the method of using and allocating sales staff _55 3.2.5 Improve employee awareness and qualifications through improved capacity assessment system 56 3.2.6 Promote and improve the employee compensation system _56 REFERENCES _58 Acknowledgement Firstly, I would like to express my sincere gratitude to my advisor Ph.D Nguyen Thi Le Thuy for the continuous support of my Ph.D study and related research, for her patience, motivation, and immense knowledge Her guidance helped me in all the time of research and writing of this thesis I could not have imagined having a better advisor and mentor for my Ph.D study Besides my advisor, I would like to thank my thesis committee: Prof.Do Thi Hai Ha , Ph.D Tran Lan Huong, ,Ph.D Phung Minh Thu Thuy, Ph.D Nguyen Dang Nui, and Ph D Vu Tri Tuan, not only their insightful comments and encouragement, but also clearing up the hard question which incented me to widen my research from various perspectives I thank my fellow EPMP2 in for the stimulating discussions, for the sleepless nights we were working together before deadlines, and for all the fun we have had in the last four years Also I thank my colleague in the H&M company for their support during my internship Last but not the least, I would like to thank my family: my parents and to my brothers and sister for supporting me spiritually throughout writing this thesis and my my life in general STATUTORY DECLARATIO I here with formally declear that I myself have written in submitted Barchelor Thesis independently I did not use any outside support except for the quoted literature and other sources mentiond at the end of this paper I clearly marked and separately listed all the literature and all other sources which T employed producing this academic work , either literally or in content Hanoi, ./ / 2020 Tran Quang Phuc EXECUTIVE SUMMARY In today's trend of integration, development and competition, every business must find its competitive advantage to create superior strength Along with that is the maximizing of all human resources in the operation process In particular, a relatively important resource and also considered the competitive advantage of enterprises is human resources The fact has shown that businesses and organizations that have good human resources, and have a long-term, complete human resource management strategy will create a solid position for them However, in order to this, the role of human resource management becomes even more necessary Being aware of the meaning of human resource management, corporations and companies including H&M Hennes & Mauritz Vietnam Co., Ltd have invested significantly to complete this system However, unlike some other fashion corporations, H&M focuses on developing the best sales team The policies for managing the salesperson system are completely supplemented by the company During my internship at the company, I noticed a number of accomplishments and limitations in managing the salesperson system Therefore, I chose the topic: "Managing sales staff at H&M Hennes & Mauritz Vietnam Co., Ltd." In the thesis report, there are three main parts: Part 1: Rationale for managing Human Resources in businesses Part 2: Analysis of the situation managing sales staffs at H&M Hennes & Mauritz Vietnam Co., Ltd Part 3: Solutions for managing sales staffs at H&M Hennes & Mauritz Vietnam Co., Ltd until 2025 List of Table Table 1: Group income statement of H&M Company in Vietnam between 2017 and 2018 31 Table 2: Situation of sales staff of the Company by age _35 Table 3: Situation of sales staff of the Company by gender 36 Table 4: Questionnaire that managers in Vietnam prepare for salespeople at a branch in Singapore _37 Table 5: H&M Vietnam salesman job description in 2016 (H&M company internal source) _38 Table 6: The standard sales productivity of salespeople at each store 40 Table 7: Payrolling sales staff at H&M from 2017 to 2019 _41 Table 8: The situation of retirement, departure, change, transfer in recent years _42 Table 9: Result of recruiting sales staff of H&M Vietnam 46 Table 10: Number of hours offered to stores in Hanoi to fulfill sales targets every December from 2017 to 2019 _47 Table 11: Sales Staff training 48 Table 12: Describe the score for the employee evaluation section _50 Table 13: The criteria for grading job completion in employee evoluation _50 Table 14: H&M's sales staff evaluation results for the period of 2017 to 2019 _52 Y Table 1: Complete solution for job analysis _58 List of diagrams Diagram 1.1: Human resource management function _8 Diagram 1.2: Human resource planning process _11 Diagram 1.3 : Recruitment process _11 Diagram 1.4 : Selection process 13 Diagram 1.5 : Summary of employee appraisal process _17 Diagram 1.6 : Remuneration structure 18 Diagram 1.7: Factors affecting enterprises _23 Diagram Organizational structure in Vien Nam (provided by Visual Merchandiser- Hari) _28 Diagram 2: The store operating structure in Viet Nam (provided by Store Manager-Lan Anh of Select City Store) 29 Diagram 3: SWOT analysis of H&M _32 Diagram 4: H&M recruitment and selection process 43 CHAPTER 1: RATIONALE FOR MANAGINGHUMAN RESOURCES IN BUSINESS 1.1 The concept and role of Human Resources in the enterprise 1.1.1 Concept of human resources “Currently, human resource is the most important source, it determines the existence and development of each country as well as every business Currently, human resource is the most important source, it determines the existence and development of every country as well as every business “(Hữu Thân, 2008) Human resources include all individuals involved in any organization's activities, regardless of their role; the organization here may be large or small, involved in any area of society, economy but that organization uses people Human resources in the organization in general or in particular in particular are formed on the basis of different individuals, but are linked by certain goals and towards the ultimate goal of the organization Human resources in an organization are special and decisive resources for the operation of the entire organization This resource has distinct characteristics completely different from the land resources, capital, equipment because an important characteristic is the human resource that regulates and controls those resources (Đăng Thịnh, 2011) 1.1.2 Role of human resources No business organization can survive and maintain its operations without the involvement of employees or human resources is the first prerequisite for a business to survive.Human resources in the business to ensure that the business reaches its final goal Despite being a resource, Human Resources is a special resource so it is crucial to the implementation of the business goals In any activity of the business as well as any stage of production, there is a need for a human role whether directly or indirectly Therefore, human resources can be compared to businesses as a breath for people and no business can refuse to build this important resource Not only ensuring the existence of organizations and businesses, Human resources also ensure the coordinated operation of organizations and businesses with the external environment and the development of that relationship No organization can operate independently and determine its own development If they were completely independent in that activity, they would not develop at all However, to ensure the building and maintaining relationships with the outside environment, it is necessary to have human resources This resource is the most important factor and determines how the relationship is built, maintained and developed Therefore, it ensures organizational cohesion and coordination with other organizations and the environment 1.2 Managing Human Resources in enterprises 1.2.1 Concept of managing human resources “Human resource management includes all measures and procedures that apply to an organization's employees and addresses all cases that occur in connection with a certain type of work.” (David, 1978) “Human resource management is the art of selecting new employees and using old employees so that the productivity and quality of each person's work reaches the maximum level possible.” (Felix, 2013) “Human resource management is a system of policy philosophy and functional activities of attracting, training - developing and maintaining the people of an organization in order to achieve optimal results for both organizations and employees " (Kim Dung, 2011) “Human resource management is the design and use of the official system of personnel in the organization, ensuring the efficient and productive use of human talent in fulfilling the organization's goals.” (Charlie, 1956) Human resource management activities are diverse, plentiful and can be flexibly changed to suit the characteristics of organizational structure, human resources, finance, and development level of enterprises Human resource management activities include functions: attracting human resources and training functions 1.2.2 Functions of managing human resource Corporate strategy Attracting labor force Maintain a workforce  Remuneration  Human resource planning  Job analysis  Forecast of human resources  Recruit  Selection Workforce development  Educate  Labor correlation • Develope  Dismissal • Evaluate Diagram 1.1: Human resource management function 1.2.3 Roles of human resource management “Administrative role: Providing administrative procedures such as remuneration system, contract, social insurance, social welfare, e.g Supporting role: Organizing strategic planning; Help employees manage crises; Answer employees' questions and complaints Operational role: Creating sustainable competitive advantages of enterprises; Develop and implement human resource programs and policies; Recruitment, training and other activities Strategic role: All managers must be managers of human resources; Employees are treated as property; QA is the process of unifying the human resources strategy and the goals of the organization “(Kim Dung, 2011) 1.3 Content of human resource management in enterprises Human resource management includes the following basic contents: 1.3.1 Job analysis “Job analysis is the process by which manager search and research job content in order to set out important types of information such as conditions for carrying out, tasks, responsibilities and powers when performing jobs In addition, the qualities and skills of employees are also essential to perform the job well “(Thành Hội, 2002) When analyzing the work, two documents should be developed, the job description sheet and the job standard table, in which the job description sheet is a document listing functions, tasks and relationships work system, working conditions, inspection, monitoring requirements and standards to be met when performing the job The job description helps us understand the content, requirements of the job and understand the rights and responsibilities when performing the job, The job standard table is a document that lists the requirements of individual competencies Employees such as education level, work experience, problem solving ability, other skills and personal characteristics most suitable for the job The Standard Table helps businesses determine what kind of employees they need to the job in the best way The content and sequence of job analysis are divided as follows (Kim Dung, 2011) Step 1: Define the purpose of job analysis, which will help managers identify the most appropriate sources of information for job analysis Step 2: Collect basic information from the organizational chart basis, and research documents about the purpose, functions and powers of the business and its divisions, such as that Is the business in a period of rapid growth or recession, need to clarify new requirements, change or delete some jobs due to technological changes or market factors? Wages of employees are paid fairly?