Building human resources development strategy in mercedes benz vietnam ltd , co from 2018 to 2021

INTRODUCTION

The urgency of the topic

In today's world, man is considered as a special resource, a source of economic development Therefore, manpower development, human resources development becomes a central issue in the development system of resources Caring for the people is the surest factor for the prosperity of all nations, organizations and enterprises. Therefore, the development of human resources is to meet the requirements of work, increase productivity and create competitive advantage from the human resources that are are concerned by enterprises.

The integration of Vietnam with the international poses the need for Vietnamese enterprises to pay much attention to the human resources development Besides Vietnamese enterprises, foreign-invested enterprises in our country also lacks for skilled and high quality labor force Meanwhile, the quality of our labor is too little, not enough to meet the needs of enterprises.

The view of enterprises on the role of human resource development is limited, only as short-term solutions, not as long-term and overall strategy, to develop human resources for the sustainable development of the enterprise.

Mercedes-Benz Vietnam is a trading company in the field of automobile sales, the product line that the company now distributes is the product line in the medium and high-end segment Faced with competition in the relatively high automotive distribution industry and the level of competition will be even higher when Vietnam officially opens its market, adopting new tax policies in the automotive business sector over next time In order to be prepared better to the changes of the business environment, to ensure human resources always meet the requirements of the work as well as maximize the competitiveness of enterprises in the market a long-term human development strategy is needed.

Over the years, some sales policies have been successfully implemented by the company However, from the practical implementation of production and business activities, it can be seen that the human resource management of the company is still limited, there are many reasons for the limitations of which the main reason comes from human resource management that has not fulfilled its tasks, leading to the low efficiency of production and business activities as expected by the leaders Therefore, the human resources management and investment in developing human resources in order to achieve high quality and high efficiency in production and business activities is a big question that the leadership group considers as the main decision key for the growth and development of the company in the new phase, the company also need to build a long-term human resources strategy to meet the requirements of the future work in the best way However, during the study, the author found that there has not been the research on human development strategy in the company in the period from

2018 to 2021, so the author selected the topic: “Building HR development strategy in

Mercedes-Benz Vietnam Ltd., Co from 2018 to 2021”

Overview of related researches

There are many researches on human resource management, human resource development strategies in enterprises such as:

(1) Assoc Prof Dr Hoang Van Hai - MBA Vu Thuy Duong (2010) "Human Resource Management", Curriculum, University of Commerce, Statistical Publishing House The curriculum is built on the basis of face to face with the reality of human resource management in enterprises The highlight of the curriculum is to recognize the human resource management in the direction of the national culture, attached to the traditional human thought With that approach, the curriculum is both scientific and ethnic so that it can be adapted to the conditions and conditions of our country in the process of international economic integration.

(2) Assoc Prof Dr Le Quan (2008) “Building salary and achievement assessment system”, Reference book, Hanoi National University The book aimed at readers are interested in wage policy in enterprises The author has focused on salary policy in enterprises, especially state enterprises after equitization, these are the most difficult subjects in the reform of the salary system and performance evaluation.

(3) Thai Thao Ngoc (2013): “Human Resource Development in Lilama 7 Joint Stock Company”; the author has systematized the theoretical issues related to human resource development in enterprises, analyze and evaluate the current situation of human resource development in Lilama 7 JSC and propose solutions to develop human resources of the company in the next 5 years.

(4) Dr Do Minh Cuong, Assoc Prof Dr Nguyen Thi Doan (2001) of the book on human resources development in higher education in Vietnam, National Political Publishing House, Hanoi The book mentions a number of contents on higher education, as well as proposing feasible solutions for the development of human resources for higher education, human resources with high qualifications in Vietnam’s

HR to serve the cause of industrialization and modernization.

(5) Pham Quynh Son (2012) “Building human resources development strategy for the service enterprises and office for lease - Thang Long Ford Joint Stock Company" This topic, the author has summary the basic reasoning of business strategy and human resource development; Analysis of human resources management real situation in the service and office leasing; Proposing a strategy for human resource development for the Service and Leasing enterprise - Thang Long Ford Company in the near future.

(6) Le Dang Tuan (2010) “Human resource development strategy at the Bank forAgriculture and Rural Development in Quang Nam”; The thesis analyzes the current status of human resources development at the branch of Bank for Agriculture andRural Development of Quang Nam province in recent years, analyzing the role of human resources in the development of the banking sector, and then propose a strategy for human resource development at Agribank, Quang Nam province to 2015

Research purpose and task

The purpose of the thesis is to analyze the situation of HR development in Mercedes Benz Vietnam on the basis of which propose solutions to develop human development strategy at Mercedes-Benz Vietnam Ltd., Co from 2018 to 2021

- Clarify the rationale for human resource development strategy

- Analyze and evaluate the human resource development current situation of Mercedes-Benz Vietnam

- It is recommended to develop the human resource development strategy ofMercedes- Benz Vietnam

Research object and scope

Human resource development strategy at Mercedes Benz Vietnam

+ In term of space: research on the practical activities of human resources development at Mercedes Benz Vietnam

+ In term of time: Actual researches are mostly limited in 2014-2016 and propose solutions until 2021.

+ In term of content: research on human resource development strategy atMercedes Benz Vietnam The process includes: analyzing the situation of human resources recruitment, human resource treatment, HR training From there, assess the strengths and weaknesses of the company and propose the direction to develop the human resource development strategy in the company until 2021.

Research Methodology

Primary data was collected through questionnaires and interview methods

To collect the most general information about the current situation of human resources development strategy at Mercedes Benz Vietnam, the author issued 25 questionnaires that are oriented with different answers, the respondents only need to fill out the personal information (name, age, department of work), choose the answers that they think reasonablly and fill on the questionnaire, the total number of received votes is 20 votes Based on the synthesis of questionnaires, the author collected information on: the shortcomings in the human resource development that theMercedes Benz Company encountered; In addition to the questionnaire, the author also conducted in-depth interview surveys for 05 officers who are heads and vice-head of departments in the company.

+ Interview objects: Employees in the company

+ Number of issued questionnaires: 25 votes

+ Number of received votes: 20 votes

Secondary data collection methods were collected through:

- Report on the results of business activities, help the author collect information such as: The quality of labor and the actual labor productivity of employees in the company,

- Collecting statistics tables on the total number of employees, HR structure in the company, human treatment policy at the company.

- Research topics at the school level; the thesises of previous classes

- The information on the website: http: //www.mercedes-benz.com.vn/ ) and related books.

Data processing and analysis methods

To clarify the issues that need to be studied in the topic, the author uses the following methods:

 Data synthesis statistical method: Primary and secondary data collected during the collection and investigation process are discrete data, the authors use the statistical method to synthesize the numbers into statistics tables, then compare the data and analyze the data to make accurate conclusions about the business situation and human development of the company.

 Comparison method: This method is used to compare data between periods and years, highlighting the issues that need to be studied, showing the current status of human resource development, successes and the limitations of human development policy at the company

 Analytical methods: Collected data includes secondary and primary data.

Secondary data is data collected from departments within the company Primary data collected through interviews and questionnaires These data need to be analyzed to clarify the meaning of the numbers

Contribution of the thesis

The author expects that the successful research will make meaningful contributions on both theoretical and practical aspects

Firstly, contributing to further clarifying the basic theoretical issues of human resource management and developing human resource development strategies in the context of changing competitive environment in Vietnam, the role and importance of developing human resources development strategy in the current business conditions

Secondly: Analyze and assess the current status of HR development and conditions, the bases for the formation and building HR development strategy at Mercedes Benz Vietnam

Thirdly: Propose solutions to develop the human resource develo pment strategy at Mercedes Benz Vietnam

Structure of the thesis

Chapter 2: Theoretical basis for building HR development strategy

Chapter 3: Analysis of HR development strategic formation basis in Mercedes-Benz Vietnam Ltd., Co

Chapter 4: HR development strategies and proposals recommendation

THEORETICAL BASIS FOR BUILDING HR DEVELOPMENT STRATEGY

Concepts

According to definition of the Oxford dictionary: “Strategy” is a term derived from the military, defined as “the art of the military; is the art of planning and directing operations in a campaign "(Source: Michael Armstrong (2008), Strategic Human Resources Management - A guide to action, 4th edition, Kogan Page).

This term does not exist in the business or public fields, but it also provides the message that strategy is the ultimate responsibility of the leader of the organization, is the art of combining plan and guide the implementation of these important plans.

The concept of business strategy was developed and finalized with the later definitions of Alfred Chandler (1962), Kenneth Andrews (1987) and Igor Ansoff

(1987) Then authors such as Michael Porter (1985), Hamel and Prahalad (1989), developed more fully and apply it to business practices.

Strategies are also defined by different authors in a variety of ways and depending on the approach and strategic thinking that selects the appropriate definition for its enterprise.

Strategies are long-term fundamental decisions, which are the goals of an enterprise and, of course, the acceptance of the resources allocation required to accomplish those goals (Chandler, 1962),

Strategy is related to the long-term orientation and goals of an organization It is also closely related to the organization's positioning on the environment and especially to its competitors The strategy involves the establishment of competitive advantages, permanent by time, not by technological change but by a long-term view (Faulkner & Johnson, 1992).

A strategy is the long-term orientation and goal of an organization, consistent with its resources and the changing environment around it, especially for the market, its customers, its users to achieve the expectations of the shareholders (Johnson & Scholes, 1993),

The strategy has three basic characteristics as follow:

Firstly: always forward It implies determining where you want to go and how to get there It relates to the results and the way they are implemented According to Abell's (1993), “a good strategy is a strategy that can be implemented and that makes it possible for enterprises and organizations to respond well at the present time and can predict the future” or, as Boxall (1996) states, “strategy must be understood as the key framework of goals and implementation methods”."

Secondly, the intrinsic capabilities of an organization depend on the capabilities of the components within that organization This is a viewpoint based on the internal resources of the organization According to Penrose (1959), the enterprise is “an administrative organization with a pool of efficient resources” and is more clearly explained “strategy is balance between the exploitation of existing internal resources and the development of new ones”.

Thirdly, the character of the strategy is relevance, which is a prerequisite for the development of a human resource strategy in order to achieve consistency between the

HR strategy and the business strategy of the organization in the relationship with internal and external factor of environment.

From a number of above typical definitions, it can be seen that any strategy, in any sense, has the most common purpose: to ensure the long-term success of an organization or enterprise and the strategy of an organization is a combination of internal resources of organizations, enterprises and external environmental factors to achieve the goals that enterprises expect A business strategy will include goals, resources, commitments, and policies to achieve those goals.

In addition, business strategy or competitive strategy is defined by the following six factors:

- The product market: The opportunity of the enterprise depends on its product, the market it serves, the competitors it can cope with and the level of integration.

-Level of investment: It is advisable to invest in expanding or investing in penetraing product markets, or investing to maintain the current position, or minimize investment to withdraw or liquidate to dissolve the enterprise.

- Functional Strategy: competition methods can fall into one or more of the following functions: product strategy, position strategy, price strategy, distribution strategy, production strategy, Information Technology strategy, Segmentation Strategy, Global Strategy.

- Strategic Assets and Strategic Capabilities: Strategic capabilities are the dominant aspects of an enterprise Strategic assets are the strength of an enterprise's resources in comparision with its competitors When building strategy, it is necesarry to pay attention to the costs and the ability to create / maintain assets and capabilities as the basis for long-term competitive advantage of the enterprise.

- Resource allocation: Financial resources and non-financial resources such as plant, equipment, and human resources should all be allocated Allocation decision is key to the strategy.

In general, the strategy is a set of closely related actions and decisions that help the organization achieve its goals, which are built to take advantage of the key strengths including the resources of the organization as well as consider the opportunities and challenges of the environment.

2.1.2 The concept of human resources

There are many approaches to the concept of human resources, with different conceptual approaches that enable policymakers to develop and implement effective methods of exploring and utilizing different human resources.

The first approach that base on human capacity: Human resources are the working capacity of the society, of all people with normal developmental capacity and capable of working.

The second approach that based on the state of human economic activity: the human resource consists of all those who are active in the economic, cultural and social fields.

With an approach based on human labor capacity and working age limits; human resources include all of working people age who are able to work regardless of employment or unemployment status With this concept, the size of human resources is the labor source.

For the approach that based on working age and economically inactive approach, there is a concept of reserve human resources consisting of people in working age but have not been engaged in working for different reasons; including those who do housework for their own families, students, unemployed people, demobilized soldiers, workers worked in aboad who have expired their contracts and others exept the above mention.

According to the “Human Resource Economics Curriculum”, National Economics University Publishing House by Assoc Prof Dr Tran Xuan Cau, Assoc Prof Dr Mai Quoc Chanh (2012), “Human resources are manpower resources, closely related to population, are an important part of the population, play the role of creating material and spiritual wealth of the society Depending on how the concept of human resources can be different, the size of human resources is different”."

The role of human resource development strategy

Strategy development in general and human resource development in particular is essential and plays a very important role in the organization's operations.

We can outline some of the basic roles of the organization's human resource development strategy as follow:

- The process of building a human resource development strategy helps the organization to see the needed human resources for the organization's production and business activities, thus ensuring that the right people are put in the right place at the right time.

- Organizations that have a good human resource development strategy will always be ready to have enough human resources for their operations, to respond flexibly to any changes in the market.

- The result of developing a human resource development strategy will be a document for managers as well as all employees to have a clear understanding of human resource policies, relationships, and alignment of goals Each member, as well as the overall objective of the organization, will help the staff in the organization understand their roles and responsibilities and increase the cohesion of internal members of the organization When building a reasonable HR policy, the organization is always in a proactive state, linking human resource management activities together: the link between recruitment, training, pay thereby enabling human resource management to reach its ultimate goal, enabling all employees to actively participate in their work, to unite with the common goal, to increase productivity and labor efficiency.

- Help organizations periodically review their human resources, assessing potential, matching, shortages, opportunities, constraints contributing to building and maintaining maximum competitive advantage for the human resources and resources.

- Allow to estimate the economic efficiency of investing in human resources.Associated with a development content is a policy in the future, corresponding to increasing or decreasing a cost and at the same time as increasing or decreasing a portion of profits Developing human resource development strategies must compare the benefits to the cost of each policy Based on the final economic performance that determines HR strategy for the future.

- Building a human resource development strategy is an indispensable part of setting up other plans, projects of the organization, ensuring the feasibility of the business projects of the organization Successful human resource planning is a padding step to the success of other plans and projects Moreover, it also helps to link the contents of the plan and project: financial plan This role derives from the position of human resources in the process of work, the role of labor factor in three elements of the production process The result of the process of building the human resource development strategy will be information that will help the overall decision-making process of the manager.

In an increasingly market economy, global economic integration, the issue of attracting and competing in the use of talent becomes acute, the organization must have the perfect HR strategy.

Strategic classification

For human resource development strategies, there are three levels of strategy: the overall strategy of the organization; unit-level strategy and functional strategy.

2.3.1 The overall strategy of the organization

This strategy will be based on the actual situation of the organization's size and mission objectives, the manager's overall managerial expectation, and its impact on the organization's management and it guides strategic decision-making throughout the organization.

An organization will consist of many units and departments that are related to each other to achieve strategic direction at the common level of the enterprise How must each unit, department do to be successful in a particular area, and contribute to achieving the overall goal of the organization The success of each unit in the organization will lead to the overall success of the organization, the result of the organization is the coordination of success in units, departments in the organization.

For this topic, the research focus on the functional strategy of building and developing human resources of the organization.

It is possible to outline the functional strategy as the strategy focuses on management function such as: marketing strategy, personnel and organizational strategy, technology strategy, financial strategy Strategies at this level relate to operational processes of activities and deparments of the value chain.

Process of building human resource development strategy

2.4.1 Determine the mission of the organization

One of the most important aspects of building human resource development strategy is to develop a mission statement for the organization It provides a scientific basis for the analysis and selection of strategies The mission statement of the organization is laid out not only for start-ups but also for organizations with long-term development.

The mission of the organization is the organization's manifesto to the society, which demonstrates the usefulness of the organization to society The scope of the mission statement is often related to the product, market, customer, technology and philosophies of the organization So it can be said, the mission statement itself shows the existence meaning of an organization, what they want to become, the customers they want to serve, the ways in which they operate.

Determining a proper mission statement plays a very important role in the success of the organization First of all, it provides an important basis for the proper selection of organizational goals and strategies, on the other hand it has the effect of creating and strengthening the image of the organization in the public sphere as well as creating The attraction to the object concerned The fact that organizations are cautious in developing a proper mission statement is likely to outperform organizations that overlook this issue The mission of the organization is linked to the development of human resources, which addresses the general issues of human resource development, which determine the scope of the organization's activities.

In the process of developing the mission of the organization, the administrator should pay attention to factors such as the organization eshtablishment history, the desires of the management, the operation environment of the organization, current resources and the ability of the organization The mission of the organization is to help the Management Board to identify goals easily and specifically, it determines the priority level of the organization.

2.4.2 Objectives for Human Resource Development strategy

This is the first stage and also the basis for strategy building The objective is to facilitate the foundation, to strive for the organization to achieve the desired results. Therefore, in order to be specific and practical, the set objectives must be suitable with the reality, in accordance with the specific conditions of the organization.

The Objectives for Human Resource Development strategy is a specific goal in the goals that the organization wants to achieve Objectives for Human Resource Development strategy can be divided into two categories:

- Long-term objectives: It is the final wish that the organization wants to achieve over a period of more than one year for human development strategies such as size of organization, quality of human resources

- Short-term objectives are specific results that an organization expects to achieve in a cycle, meeting the requirements of a enterprise that ensures completeness and relevance at different stages.

As factors, forces, alternatives outside the enterprise that the manager does not control but they affect the operation and performance of the enterprise Especially the impact of the external environment on human resource management and human resource development of enterprises.

Include external factors of the enterprise, creating opportunities and threats for the enterprise For the development of human resources in enterprises, the main factors are economic environment, labor and labor market law, science and technology and social and cultural factors of the country which is interpreted as follows:

Economic environment: including factors such as economic growth rate, inflation, population have a direct impact on human resource needs both in terms of quality and quantity, impact on income, life of employees This will create opportunities or pressures for human resource development The economic field has a relatively large impact on the development and implementation of HR strategy in the organization Specifically, in the economic downturn or economic instability tends to go down, the organization must still maintain a skilled workforce, on the other hand to reduce labor costs by giving employees vacation, retirement or reduction of welfare

In contrast, when the economy develops and tends to be stable, the organization has the need to develop and expand production, strengthen training employees This expansion requires organizations to recruit more qualified people, increase salaries, increase welfare and improve working conditions to attract employees.

Legislation, politics: This factor influences the payment mechanism and policies of enterprises, leading to changes in the level of attracting human resources of enterprises Therefore, the development of human resources at the enterprise must be implemented in accordance with labor law and labor market.

Science and technology: the development creates new occupations, new technologies require employees to be equipped with new knowledge and skills. Therefore, the development of human resources in the enterprise becomes more and more pressing The increasing development of science and technology, the more and more automation production line, so the amount of necessary labor to ensure smooth production process have the trend of decreasing, causing the risk of unemployment for workers.

The social and cultural factors of the nation have a great impact on psychology, behavior, lifestyle, and change in the view of people’svalues Thus, it influences the formulation of thinking and human resource development policies in order to promote positive factors and overcome the negative aspects in the labor patterns of human resources at the enterprise.

In addition to the factors of the macro environment, enterprises are directly affected by the internal environment.

Figure 1.1 Porter's five forces model

(Source Michael E Porter, Competitive Strategy, Young Publisher, 2009)

The impact of the macro environment to human development strategies is similar to that of an organization's business strategy.

Microeconomic factors in human resource development are a matter of competition that attracts HR of the enterprise to other enterprises and the supply ability of labor markets In addition to customer pressure, pressure from suppliers, new entrants entering the market, etc Further detail on each of these factors is needed to further clarify the impact of these factors :

Human resource development strategy

2.5.1 Role, human factor in business and enterprise development

Human resources of the enterprise is the total labor capacity that enterprise need and mobilize for the implementation, completion of immediate and long-term tasks of the enterprise The human resources of the enterprise is close to the strength of the workforce and the strength of the employee In the market economy without payroll, the manpower of the enterprise is the strength of the working ability of the contractor and the working contract of the enterprise Enterprise’s human resources are independent inputs, decide the quality, cost, duration of intermediate products, parts products and outputs.

Working capacity is the ability of people to perform, complete work, achieve the purpose of labor Labor ability is also called as capacity Capacity = physical strength + intellectal + mental strength Human resource management is the activity of organizing, managing and arranging human resources so as to bring into promote working capacity of human beings

In a market economy, the demand for human resources and the efficient use of human resources is an extremely important requirement for all enterprises Because effective use of human resources is a long-term strategy to enterprises, it not only makes the enterprise’s work better, but it is also a way to save on production costs, increase the competitiveness of the enterpris The use of suitable human resources will bring high efficiency in production and business:

The human resources quality of the enterprise is the level of meeting the HR demand in terms of overall and synchronous (structural) types The HR demand for the operation of the enterprise is the whole and the structure of the necessary capacity types for the best performance and fulfillment of the tasks of the enterprise in the immediate time and in the future.

The quality of human resources is reflected in the strength of the workforce In the enterprise, however, labor quality is assessed through the relationship between working costs (time) and efficiency of employee.

The demand for manpower for different cases is different Manpower is often different from demand When the difference is significant, the operation of the enterprise is often not effective It is necessary to find out, indicate the level of difference and the reasons to have basis and specific basis for the design, implementation solutions, measures to improve the quality of human resources of enterprises, contributing to raising highly business efficience.

Improving the quality of human resources is a necessary and regular activity in an organization as well as in the nation:

Modern economic theories have shown that human resources are the most important resource of a nation, especially in an organization Human resources are one of the most important assets of an organization This is reflected in several aspects:The cost of human resources in an organization is unpredictable Human resources can not be identified in a concrete way, but it can reach tremendous value Human resources in an organization are both a goal and motivation for the organization.Human resources are fundamental to the organization, a condition for the organization to survive and grow An organization that is assessed as strong or weak, developing or lags heavily depends on the quality of its human resources.

In today's growing social environment, human needs are increasingly demanding with the price criteria is constantly decreasing, product quality is also constantly improved Therefore, enterprises that want to exist must pay attention to renovating production technology, raising the gray matter content in a product, in order to increase labor productivity, lower production costs but still ensure quality. Doing this requires a team with dynamic employees, always close to the needs of the customer's taste, promptly respond to the fastest change.

On the other hand, science and technology change very rapidly, the technology life cycle as well as the products tend to be shortened Therefore, the company always has to ensure employees to timely response to the change.

Because of the above reasons, it can be said that improving the quality of human resources in an organization is extremely important and necessary for any organization A high quality workforce is always a strong competitive advantage for enterprises On the other hand, investing in people is seen as the most effective way to invest, decide fast and substainable growth ability of an enterprise.

Maximizing manpower using is the purpose of human resource development. Human resource development is a step in preparing people to perform their functions and tasks in a more self-aware and understandable manner, and to form a more coherent, voluntary cooperation between individuals, department in the enterprise HR development includes the following tasks:

- Develop a career plan and development plan for each period, in line with the potential of the enterprise, in order of priority.

- Research on human resources, analyzing and assessing human resource needs, human resource structure, qualifications for each profession and each field.

- Develop and implement a human resource development plan for the enterprise

- Internal information between managers and employees

Contents of human resource development in the enterprise include:

ANALYSIS OF HUMAN RESOURCES DEVELOPMENT

Overview of Mercedes - Benz Vietnam

In 1897, an Austrian businessman named Emil Jellinek bought a Daimler car that was made at the Cannstatt plant in Germany for his daughter Mercedes, on her ninth birthday.

And to get the market for their cars, Daimler agreed with Emil Jellinek about naming these cars as “Mercedes” Emil Jellinek has helped Daimler sell many cars in many countries around the world.

Daimler was renamed into Mercedes after Daimler's death in 1900 and the three-pointed star symbolizes Mercedes's growth in road, water and air traffic.

After World War I, Daimler cooperated with with Benz (a manufacturer of automobile engines) The two companies signed a formal partnership in 1926 and took the commercial logo as a three-pointed star And it was in 1926, the Mercedes-Benz automobile was born.

In order to expand its market share, Mercedes-Benz has set up assembly plants at 37 countries around the world, including Vietnam Mercedes-Benz established its representative office in Vietnam in 1990 and licensed No 1205 / GP for the assembly of cars, light trucks and buses in Ho Chi Minh City with total capital EUR 50 billion (US $ 45.54 billion), of which Mercedes-Benz accounts for 70% of the total investment capital and Vietnamese partner is Saigon Automobile Mechanical Corporation (SAMCO) accounts for 30% of total investment capital in the form of land rent and available workshops.

The transaction name is English: Mercedes-Benz Vietnam Ltd., Co is abbreviated as MBV Head office: No 13, Quang Trung Street, Ward 11, Go Vap District, Ho Chi Minh City.

The joint venture between Mercedes-Benz and Saigon TransportationMechanical Corporation (SAMCO) is the right direction in accordance with the policy of the Party and State, in accordance with the needs of the market and the socio- economic situation of the country at that time.

Licensed in 4/1995, after a positive preparation process, in June 1995, MBV started the construction of a factory and opened a representative office in

Ho Chi Minh City In May 1996, MBV put the CKD assembly plant in operation This is a big step in technology development of MBV And also in

1996, MBV launched the Mercedes-Benz assembly line in Vietnam The product completion assembling of MBV has shown that high technology of foreign countries has initially been applied in the automobile industry of Vietnam and the MBV workers have proved their ability in the acquisition of high tech knowledge In parallel with the investment in technology, MBV also expanded the sales and maintenance activities: open Star Motor centrer for sale and maintenance in Vo Thi Sau - Ho Chi Minh City, open the Sales and Maintenance Center 2 at Lang Ha Street - Hanoi, sales agents in the provinces and cities were born, representative office in Hanoi developed into Products Distribution branch for the northern provinces MBV's products have become popular in the market, occupying the majority of the car market in Vietnam.

+ Solve the lack of capital in the economy.

+ Receive modern techniques, technologies and aboard management methods.

+ Contribute to the effective use of domestic advantages.

- Promote a number of related sectors such as:

+ Create jobs, reduce unemployment rate.

Improve the people's intellectual level by accessing a large industry, creating an industrial working style, adapting to modern management in a volatile market mechanism.

Mercedes-Benz Vietnam is responsible for:

 Manufacture and assembly of cars and in the near future, manufacture tourist cars, mini buses, trucks, buses Initially imported from abroad with the main components and then to replace the components and parts components manufactured in Vietnam with the quality of international standards.

 Import equipment, accessories used for assembly and production at MBV's factory.

 Export of MBV's products overseas to balance the demand for foreign currencies to expand the development of the joint venture.

The company has the responsibility to fully perform the organizational function of the unit:

- On the basis of the State's plans, sum up the demand of domestic industries and economic sectors in order to build capital circulation plan Build up assembling and manufacturing program for the long term plan of the company in accordance with economic conditions in Vietnam.

- Sign economic contracts with domestic and abroad economic units.

- Organize the implementation of production plans and plans for wage payment for employees The basis construction plan to carry out the production and business activities of the company.

- To study the capability and demand of domestic and foreign markets in order to draw up market-oriented and effective production and business plans.

- Comply with the policies, regimes and laws of the State and business regulations of the Ministry.

- Priority shall be given to the use of domestic employees, ensuring labor rights and benefits in accordance with the labor law, respecting the right to organize trade unions under union law.

- To ensure the quality of goods according to the registered standards.

- Fully implement the State's regulations on environmental protection and the protection of historical and cultural relics, social order and security.

- Record accounting books according to regulation of the law.

In summary, as an independent enterprise, MBV has full rights to take initiative in production and business to perform its functions and duties within the scope of its operations.

As a joint venture company, MBV has a strict organizational structure MBV's Board of Directors has the highest authority, members of the Board of Directors are appointed by the two parties The Vietnamese party has 4 members, the foreign party has 7 members The chairman of the board shall be appointed by the foreign party and the vice chair of the board shall be appointed by the Vietnamese party.

- Boards make decisions at their regular meetings Regular meetings are held for the purpose of the meeting, but one year of the Board meets at least twice.

- Board of Directors decided on the principle of consensus on the following issues:

Firstly, the company's production plan, budget, loans.

Secondly, amendments to the company charter, significant changes in the organization of the company, changes in registered business direction, increased legal capital, transfer of capital, operation time prolong, operation time suspension of the company.

Thirdly, the rate of profit for the fund and the regime of using that fund.

Fourthly, to appoint, change or dismiss the Chairman, the Vice Chairman, the General

Director, the Deputy General Director, the Chief Accountant, the Head of theLiquidation Board, the Head of the Inspection Committee and the the party which has the person to be dismissed nominate other to the Board for approval.

Fifthly, authorize the General Director or Deputy General Director to solve matters within his competence in special cases.

Other decisions of Board of Councial on other issues are only valid if approved by two thirds of the board members.

The company's operation apparatus includes:

General Director and Deputy General Director: be responsible to the Board of Directors for such things as ensuring the implementation of the approved plan, organizing the implementation of such plan; Representing the company in relations with organizations, State agencies and courts of different countries when there is an economic dispute; solving issues authorized by the Board; Recruitment of labor through labor contracts.

Functional departments are responsible for managing, directing professional operations and advising the Director on matters that their department is responsible for At the same time, under the guidance of functional directors.

- Administrative Organization Department: To advise and assist the Director of the Company on the production labor organization, the training and using management of employees Implement all policies for employees, guide employees to implement all regulations of the company Manage the company's files, documents and seals.

- Financial Accounting Department: Advise the Director on the financial accounting, losses, interests, expenses, bonuses, company funds, fixed assets.

- Marketing Department: has the function of organizing the distribution network of products of the company, distribution channels, researching domestic and aboard needs Organizing customer service to attract customers and develop production and business.

- Technical Department: check the product before shipment.

External environmental factors analysis of Mercedes - Benz Vietnam

- The economy of Vietnam in the last period, despite being general impacted in the global economic crisis, it still grow at fair rate Vietnam is still one of the potential markets and one of the countries chosen by foreign investors.

Table 3.2.1: Economic growth index in Vietnam

In 2013, the Consultative group (CG) of donors for Vietnam pledged to support

$6.485 billion to Vietnam This is a large figure in the context of global economic recession This ODA source focuses on socio-economic development, transport infrastructure, climate change adaptation projects, etc.

In the period from 2012 to 2015, the growth rate still at slow rate, mainly due to Vietnam is still affected by the world economic recession.

The economy in 2016 and the following years will create many opportunities for infrastructure construction enterprises Key factors such as interest rates, foreign exchange rates and inflation rates have been adversely affecting the macroeconomic environment Currently, Vietnam is one of the countries with high interest rates, high inflation rates and unstable exchange rates This is the factor that causes enterprises to face many difficulties and seriously affect the business performance of enterprises while also restraining the overall development of the Vietnamese economy due to the consequences.

The slow-growing economy, many suspended projects, greatly affect the employment and living conditions of employees Many enterprises in the real estate industry, construction and installation work has cut many workers, or unpaid wages for months Jobs in the field of construction, real estate is a little, highly competitive.

Vietnam is now considered one of the countries with a stable political situation, thus creating favorable conditions for the development of the country's economy and attracting foreign investment capital In addition, the Party and Government are constantly interested in socio-economic development, creating favorable conditions for enterprises to develop and raise the living standard of the people.

In the process of industrialization and modernization of the country, theVietnam Government is very interested in the transfer of advanced science and technology and modernization of the industry Over time, the Government has implemented many projects related to infrastructure construction such as: solidifying electricity, roads, schools, stations; construction of transport projects, irrigation Currently, the state encourages foreign investment projects in Vietnam, which are related to investment in infrastructure construction.

In addition, the Government has formulated a strategy for human resource development for the country's development period from 2010 to 2020 It clearly defined the importance of building qualified human resources, being traied suitable for work.

Many new policies were implemented such as Labor Law, minimum wage increase, social insurance regime, vocational training policy, job introduction, etc.

Although the socio-cultural fator impacts slowly, but it also impacts very deeply in the management and business of all enterprises The main market of the construction industry is the domestic market, therefore, when the social life is improved, the demand for construction also grows.

The distribution system of the company stretches across the country There are projects in big cities like Hanoi, Ho Chi Minh City and so on There are also distribution centers in other provinces Therefore, regional and local factors affect the distribution and life of engineers and business employee in the area.

The workforce of the company is currently composed of two main parts, first is related to manufacturing activities such as engineers, workers, the second is the business departments Employees from the sales department are mainly graduates who do not have a lot of practical experience, so they have to get acquainted with the work after a while However, in recent years the number of graduates has been relatively high This is the basis for the enterprise to improve the capacity and quality development of its workforce

Today, the rapid development of science and technology has provided the automobile industry with better machines and automation lines The automobile industry has applied many new technologies in materials, machinery and advanced construction process to reduce the time of implementation, saving labor cost, machine. This is an opportunity for enterprises to pay attention to renovating technology and equipment But it is also a challenge to up to date with new innovations in order to compete with competitors The development of human substitution technology, labor productivity growth, the use of less manpower but requiring human resources to be trained, master of science and technology.

Vietnam is located in tropical climate, hot and humid rain The climate of Vietnam varies from north to south and from sea to mountainous areas Vietnam is currently one of the countries most affected by climate change, which greatly affects the socio-economic development of Vietnam.

At present, the terrain as well as traffic conditions in Vietnam are still limited. The roads in Vietnam are not really good, especially in the suburban areas Therefore, the company needs to have orientation to produce suitable models to the terrain as well as road conditions in Vietnam.

One of the strengths of enterprises in the competition in the market is high quality human resources and effective working methods Enterprises need to have appropriate personnel policies to attract talented people, create mechanisms for employees to promote the capacity level, moral quality.

For Mercedes-Benz Vietnam, human resources play an important role in the design, quality and efficiency of production and business High-quality human resources will implement cost-effective solutions, increase labor productivity, speed up the process and do not need more work hours.

The risk of replacing machines requires human resources to take advantage of and be able to master the work Many mechanical jobs can not be replaced so the role of human resources and work experience help to improve work efficiency.

O1 The economy growth creates conditions for the development of labor market O2 Many policies and laws support the development of human resources

O3 Many training institutions were established to improve the quality of human resources

O4 The automobile manufacturing sector has attracted a lot of employees

Internal environment Analysis of Mercedes-Benz Vietnam

Currently the total number of employees in the company are 535 employees, of which the total employees of business and customer care blocks is 155 employees, the internal block occupies 70 employees, the rest of the production unit is 310 employees.

Table 3.3 Number of employees of the company for the period 2014-2016

It can be seen that the increase in the number of employees in the recent period is the natural and inevitable consequence of the change in the mechanism, the development and opening up of the company's business operations, the number of employees Increases are primarily focused on the business block.

 Human resources structure by sex

Figure 3.1: Labor structure of the Company by sex

The proportion of male employees in the company is always higher than that of females The reason is that the company is mainly involved in distribution and automobile production, therefore, technical male rate is higher than female rate.

 The labor structure by age

Nhỏ hơn 30 Từ 30 -45 Từ 45 đến 55 Ngoài 55

Chart 3.2: Labor structure by age

From the above chart it can be seen that the proportion of employees under 30 years old in the company is relatively high, this ratio is understandable because in recent years, the company focused on developing young and dynamic people to rejuvenate the workforce to maximize the strength of young people, enhance the business advantage in the present situation The ratio of employees over the age of 55 is very small, this age mainly focused on the leadership of the company.

At present, the number of young employees (under 30 years old) accounts for 45% of the company's total labor force, which is a strength of the company when a young workforce is fully capable of absorbing change of science and technology, adaptable in new business environment.

Thạc sỹ Đại học Cao đẳng Trung Cấp Sơ cấp

Chart 3.3: Labor structure by level

Implementing the contracting mechanism, doing much work, enjoy a lot (high salaries), so this is a great motivation for the employees to work hard in production. However, the management apparatus of the enterprise is largely employees with the origin of technique, so the knowledge of economic management is limited, therefore, it is necessary to arrange training courses on economic management, business management.

Through the time of recruitment, training, screening, the company now has a high quality, young, healthy, qualified and experienced human resources, especially with enthusiasm and responsibility, a solidarity with the same development goal of the company The proportion of staff with master's degree increases annually, the proportion of staff with master's degrees in 2016 at the company accounts for 3% of the total employee, the number of employees with university degrees is 24% ; The college-level is 50%, the remaining percentage is employees with middle and primary level.

3.3.2 Factors affecting human resource management

3.3.2.1 The ability to perform reasonable recruitment

A suitble recruitment organization is a rigorous recruitment that follows the process and standards Companies with attractive recruitment policies and scientific recruitment organizations will attract more qualified candidates.

Table 3.3: Number of recruitments for the period 2014-2016

Source: Human Resources and Administration Department

In recent years, it can be seen that the recruitment activities of the company are quite regular, one time per quarter of, the number of new employees is also relatively large, this amount to offset the shortage of employees due to staff retrenchment and further strengthening of the business deparment.

At present, the company has recruitment procedures but still not enough and implementation procedure is not serious so the recruitment results are not effective. The company is always in the shortage of some good people for a number of departments / divisions and distribution agents.

The emoloyee assignment of the company is relatively reasonable The emoloyee assignment is to specialize each department in the company and each division in the member units The emoloyee assignment is concretized by documents with function and mission for departments / divisions and clear job descriptions for each position so that departments / divisions and staffs implement professionally and in accordance with the process.

3.3.2.3 Training and improve the human resources quality at the company

At present, training for new employees has not been good, not follow to the process, only in the way that the old employees guide the newcomer about the content of work The training and re-training of the company's working skills has been relatively good The company has developed the annual training plan and implemented the monthly and quarterly However, the training to improve the level of the company has not been paid enough attention.

At present, the company still organizes a number of training programs; appoint employees come back to the corporation to learn experiences as well as application contents of new scientific programs in production However, the number of employees is limited The training is limited and mainly training in the technical training, sales skills training for the business team is limited.

Training for existing employees and new employees is currently not much interested Many employees who have joined the company for more than 5 years have not participated in any training course to help them improve their knowledge.

New employees are usually guided and monitored by a former employee; the company does not have many training programs to help new employees understand the company’s product, culture, company environment, market to help them quickly grasp, integrate into the environment, new work.

Training seems to be the process of spreading experience and knowledge from old employees to new employees in the process of working, and this may result in new employees being affected by failure This is a limitation of the spread of knowledge, experience and can damage a new employee quickly.

The salary of the enterprise comply with the regulations of the Government.

- Basic salary is not lower than the regional minimum wage and is currently applying the regional minimum wage

The conclusions drawn from the analysis of human resource development

Over the years, Mercedes-Benz Vietnam has gradually stepped up its position in the market economy In particular, the human resources management of the company has achieved the following advantages:

- The company has built a system of human resources management is relatively professional, from the organizational apparatus to the work processes are clear,specific.

- The training of human resources through the company's work practices is relatively good, so the management team in the company has been trained and mature significantly in the context of strong and complex fluctuations of the world economy and the domestic economy under the support of parent corporations The team have a change in their qualifications and abilities through learning and fostering in practical terms and have shown their creative dynamism in their autonomy and gained initial results Experiencing the grim refinement of the market mechanism, the company has made important new steps and is the premise for the next stage of development.

- The Group has full policies, welfare policies for employees so it has created the peace of mind and long-term commitment of employees to the company.

3.4.2 Limitations need to be overcomed

There are still some shortcomings that the company has not yet improved its efficiency and maximization of its human resources in the current period.

The company's annual human resource needs determination have been met seriously Determine the increase of labor based on norms, based on business objectives and policies But it does not take into account the successors and failure to identify human resources on a long-term basis, so when good managers or employees leave the work immediately affect the production and business of the company.

Due to inadequate needs identification, the recruitment process has not met the requirements of personnel when necessary Besides, the recruitment advertisement is not good and recruitment process is not strict.

Up to six evaluation comments on recruiting are weak, and seven evaluation comments are average This shows that the recruitment process at the company is not good.

- Employees arrangement and create working environment.

Labor assignments and arranges in many cases of the Company is not good;There are many cases of relocation from surplus to shortage but not assign job according to professional level and capacity of laborers There are 8 opinions out of 20 respondents rated the suitability of the job as average rate, with 2 opinions as inappropriate.

- Connection between training and business production

Currently, the new training of the Group has not almost been implemented, the newly recruited employee is only guided sparely Particularly, Inheritance training has not been implemented, therefore, when good managers or staff quits job, it is a great hardship for the Group's leaders and also affects the business activities of the Group.

The form of ballot meeting in each department / unit and classifiy A, B, C is the unreasonable evaluation way, which does not really reflect the ability of each employee and the level of work performance of each employee.

There are 6 comments that the HR evaluation in the company is not suitable, the main reason is that their efforts have not been recorded at the reasonable level, the evaluation is based on emotion and equality among employees, does not create equity and motivation for employees to try to maximize their ability.

The salary policy is based on the working position and working day of the month, the level of work accomplishment (according to discipline organization) for the whole company is unreasonable In order to link the company's business performance with the staff's life, the company needs to consider additional targets on turnover and business efficiency Up to eight evaluation comments of employees state that the salary policy is at average rare, and 2 evaluation comments is at poor rate, showed that employees are expecting more about the Company's salary policy.

Reward level are based on position and time of work in the year is good, but it is necessary to attach monthly assessment criteria that graded A, B, C But the way of

HR evaluation with grade A, B, C also need to be adjusted.

Due to the fact that the current employees evaluation is not suitable, the policy is not suitable, there are 7 evaluation comments of employees that the reward policy is at weak level, 6 evaluation comments is at average level.

The Group does not have any policies to retain talents This is a problem that needs to be overcome in the current labor market situation that the need for policies and solutions to carry out the work and retain qualified employees.

- The company has not built a long-term plan for human resource management.

- The company has not set up the standard evaluation procedures and procedures for employees.

- The Company's remuneration policy is not related to business results.

- The Group has not properly appreciated the important role of highly qualified employees.

- It is necessary to pay more attention to human resource training and expand on employees as officer but focusing on the current learders.

- The organization of extra-curricular activities, working overtime for employees in the company has not been focused, not create the connection between the employees in the company as well as the formation of clear corporate culture.

HUMAN RESOURCE DEVELOPMENT STRATEGIES AND

Development orientation of Mercedes-Benz Vietnam Ltd., Co

During the renovation process, the economy of Vietnam has achieved many significant achievements High growth rate and stability over many years, attracted many foreign investment projects in Vietnam, export activities also increased significantly, economic sectors are also encouraged to develop, stable prices, low inflation, and improved living standard show a potential market for the automotive industry in general and MBV in particular.

Along with the development of the economy and the development of enterprises, the demand for shopping and the desire to use high quality products, beautiful models, reasonable prices will continue to increase Grasp this psychology from 2016 and the next year the company focuses on producing luxury vehicles, modern facilities, rich models that is suitable for tastes and traffic conditions of the Vietnamese.

Over the years, the company's products have been widely used in the domestic market With the motto “reputation” on the top of the company has created a great reputation, won the trust of customers That is the advantage for the company's business activities in the next years.

According to the report, the scale of the economy in 2016 at current prices reached $4.5 million billion GDP per capita is estimated at VND 48.6 million, equivalent to USD 2,215, increase USD 106 compared to 2015 With strong growth of Vietnam economy as well as average per capita income over the years, the growth rate in the demand for using cars will increase and gradually shift to the medium and high- end car, which is also the customer segment that the company is looking forward to.

So the company needs good preparation to attract these potential customers to become MBV's real customers.

According to major projects in Hanoi and Ho Chi Minh City, the bus system in the city in the coming years will be improved both in terms of quality and quantity for public passenger transport in the inner city, reduce traffic congestion in the conditions that can not improve the traffic system in these cities The Government and Hanoi People's Committee aim to build a bus network with numbers 3,200 vehicles by 2020 run on 60 routes and develop routes for the BRT bus system This is a good news for the company to consider investing in bus assembly in the near future.

The industrialization and modernization in our country is happening quite exciting, which will make the infrastructure in our country suitable for the level of countries in the region and the world This will be extremely favorable conditions for the integration process of Vietnam and open a large market for automobile business in Vietnam.

With such expectations and potential, the long-term goal until 2021 of the company is as follows:

- Become a leading company in the field of assembly, production and distribution of cars in Vietnam market

- The average annual sales volume of vehicles until 2020 is 95,000 car / year

- Total revenue is $ 100 million per year

- Total average per capita income is USD 950 / person / month

- Human resources are always considered as the most important factor in all production and business development strategies of enterprises in general and Mercedes Benz Vietnam in particular In order to successfully implement the company's business strategy in the coming time, the company needs to promote the implementation of human resources strategy in a long-term manner in order to maintain the current employees, to empower potential employees, create reserves for replacement of higher positions and new expansion requirements, attract and recruit new personnel to maintain stability, sustainable development, ensuring resources for long-term success is also of particular interest.

- The HR strategy for 2018-2021 also aims to create high quality human resources, which is enough to build and develop the company.

Model application for strategic Selection

After dividing into different matrix groups from the SWOT matrix, the QSPM matrix is constructed to select the optimal strategy for the Group

Human resource development Score Total Score Total Score Total Score Total

Experience in the high-end products production 0,08 4 0,32 3 0,24 2 0,16 4 0,32

High reputation with customers, suppliers 0,07 3 0,21 2 0,14 2 0,14 2 0,14

Not yet creating corporate culture 0,04 3 0,12 2 0,08 2 0,08 3 0,12

Automobile business attracts many employees 0,08 2 0,16 2 0,16 3 0,24 3 0,24

Opportunity to work in foreign enterprises 0,06 2 0,12 3 0,18 2 0,12 4 0,24

Limited public investment, enterprises meet difficulties 0,08 2 0,16 2 0,16 2 0,16 2 0,16

Unemployment rises in the short term 0,05 1 0,05 2 0,1 2 0,1 1 0,05

The competition of 0,07 2 0,14 1 0,07 2 0,14 1 0,07 foreign enterprises

Natural conditions, environment impacts badly 0,12 3 0,36 2 0,24 1 0,12 3 0,36

New employees has not met the job 0,09 2 0,18 2 0,18 2 0,18 3 0,27

Pressure of wage increase of employees 0,08 2 0,16 3 0,24 2 0,16 1 0,08

Based on the results from the QSPM matrix, we focus on the Human ResourceDevelopment Strategy

Strategy Implementation Solutions

The company should continue to study and update to adjust the system of regulations and procedures are being implemented to better match the business activities in the coming time, as follows:

- Regulations on HR assessment according to the level of completion and efficiency of classification A, B, C monthly.

- Regulations on salary based on working position and business results, preferential policies for highly efficient workers.

- Regulations and procedures on recruitment are suitable to the actual situation, ensuring the right recruitment and selection according to the job requirements of the Group.

- Regulations and procedures on training meets the training work in accordance with the objectives.

- Regulations on organizational structure, rearrangement of organizational structure and labor in accordance with the compact and effective criteria.

4.3.2 Solutions for human resource management system complettion

The company needs to rapidly improve the human resources management system in order to objectively and equitably evaluate the contribution of employees to the overall operation of the company, create motivation in labor, attract and encourage employees who have high professional qualifications, good work efficiency Facilitate employees of the organization and administration department to participate in the training courses on human resource management skills, and improving participation in employee psychology courses to apply appropriate methods to motivate and develop the workforce at the company.

In addition, the human resources department of the company also needs to self-study to improve professional qualifications, improve human management skills by the HR management is a very difficult task, ask for flexibility and solid knowledge.

In addition, the human resources department of the company should quickly build and strengthen the system of human resources management software to avoid mistake in management, workdays monitoring and improper labor discipline that leading grievances and puzzled psychology in the human resources department of the company.

Develop and advise for management board HR plans in the short and long term in order to fit the reality of the company's labor situation, avoiding shortages of labor when there are changes in labor quantity in the company.

The company needs to determine the labor demand for in the coming time for those positions that are lacking or need to be rearranged, additional positions, preliminary job description and wage recommendations for each position, planning human resources for their activities Demand for human resources needs to be defined with the number and proportion of departments in the company, which is the total working capacity needed to accomplish and fulfill the business tasks of the company.

The relative volatility of human resources should be predicted to ensure that HR plans are adapted to the real situation, especially the HR in the production department because the rate of quitting job of employee in this department accounts for the high proportion in total employees of the company.

In order to achieve the strategic objectives of human resource development in the coming time (2018-2021), the Company should base on the orientation and necessity of business plan in this period to have recruitment plan in reasonal positions,but have to choose the appropriate person, capacity appropriate for the position to recruit Therefore, the company must strictly follow the recruitment according to the flow:

In charge of Work order Explaination

Making recruitment demand according to the identified number

Consider the reasonableness in comparision with business plan and employee using status

Head of human resources department checks and the director approves the recruitment plan

HR Department cooperate with departments / divisions to set up the Recruitment Council to organize written test and interviews based on behavior.

The manager decides to accept the candidates

HR division and direct management acept probationary guidance Direct management/

HR division and direct management evaluate probationary finishing Director

The Director decides to officially recruit qualified candidates after the probation

The HR department records the candidate's CV in the company's HR profile

It can be said that recruitment is a process of recognizing and evaluating people to exploit their wisdom and capability For employers, they has to cultivate the ability to recognize who is competent, ethical, and good manners to choose and invite them to work, on the other hand also must have wisdom to not using humans wrongly.

Using employing scienctifically is a way of assigning or arranging “people” in accordance with the “job” In the market economy, misplacement will first harm the person, then harm the work, for the company's common operation When the company can arrange and use labor appropriately, it will help the company maximize its resources as well as maximize its capacity, and creativity It helps enterprise maximize their benefits and achieve their goals.

Job analysis to clarify features, define functions, require skills, manipulations need to be precisely and thoroughly defined, to arrange, use and coopere reasonablly between the department /division of the company, helping the management level to develop the labor plan scientifically and use workforce of each department / division more effectively.

4.3.6 Well organize and arrange workplace to create professional environment

In addition to adding and attracting a specific workforce, organizing and arranging workplaces is also an important requirement, not just for managers.

Good workplace arrangement creates favorable conditions for workers, ensuring health recovery during their working time, thus prolong the working age for employees and increase the productivity of labor force To properly implement the regulations on labor hygiene and safety in accordance with the Labor Law, improve the working environment, the atmosphere of the collective environment; well implement rotation of employees.

Fully equip the equipment for the work of each department / division in theGroup Arrange appropriate working places for the departments / division according to their qualification and having coordination with each other.

To develop and improve the system of human resource management and development policies, including processes, rules and policies closely related to each other, to form a unified cycle of management and development Human resources, commensurate with the development scale of the company, specifically:

Develop and apply a standard system of titles and procedures to assess the level of accomplishment of tasks according to standards and transparency, as the basis for implementing effective HR development & management activities to achieve high level.

Labor structure by level