Completing the human resource training activity at eland engineering and construction vietnam co , ltd

MINISTRY OF EDUCATION AND TRAINING HO CHI MINH CITY UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING INDUSTRIAL MANAGEMENT COMPLETING THE HUMAN RESOURCE TRAINING ACTIVITY AT ELAND ENGINEERING AND CONSTRUCTION VIETNAM CO., LTD SUPERVISOR: MBA LE TRUONG DIEM TRANG STUDENT: PHAM LE AN KHANG SKL 0 Ho Chi Minh City, June, 2021 MINISTRY OF EDUCATION AND TRAINING HCMC UNIVERSITY OF TECHNOLOGY AND EDUCATION FACULTY FOR HIGH QUALITY TRAINING GRADUATION THESIS TOPIC: COMPLETING THE HUMAN RESOURCE TRAINING ACTIVITY AT ELAND ENGINEERING AND CONSTRUCTION VIETNAM CO., LTD Student : Phạm Lê An Khang Student ID : 17124042 Course : 2015 Major : Industrial Management Instructor : MBA Lê Trường Diễm Trang Ho Chi Minh City, June 2021 FEEDBACK FROM INSTRUCTOR - Ho Chi Minh City, day month year Instructor Page i FEEDBACK FROM THE COMMITTEE - Ho Chi Minh City, day month year Dissertation Commitee Page ii ACKNOWLEDGEMENT As a student preparing to come out of school, I have a resounding thank you to all the school board, the lecturers, and the students Because it has all created a healthy learning environment, respecting differences, promoting creativity During my years at the school, I felt that I had absorbed and matured more than in the early days Besides professional knowledge, I have also been conveyed valuable experience by teachers when working, participating in the school's playground as an attendee and the organizers Students always respect each other, friendly, study together following the core values of the university The university also regularly organizes seminars, seminars and talks on various topics and orientations for students, primarily through training sessions I would also like to thank ELAND GROUP and ELAND E&C VN for receiving permission to practice at the company And thank you for your enthusiastic guidance, facilitating my exposure to practical work, dedicatedly guiding and conveying the experiences accumulated in my career, helping me to recognize and correct shortcomings And I would like to thank the instructor - Ms Le Truong Diem Trang, and she is the same person who taught me in class From the beginning of choosing the topic until submitting the report, you always answer all my questions At the same time, give advice, point out what research I need for my essay, make sure I don't go in the wrong direction or off-topic rage Every one of your suggestions is a valuable lesson for you Finally, I hope that the Ho Chi Minh City University of Technical Education will consistently innovate the curriculum, keep up with the economy's innovation, reach an international level to train more talents to help society We hope that THE ELAND Page iii GROUP and ELAND E&C Viet Nam will thrive further, creating job opportunities for more workers in Viet Nam and globally I hope everyone has a lot of health Ho Chi Minh City, day month year Student Phạm Lê An Khang Phạm Lê An Khang Hình 1.1: Logo Tập đồn ELANDPhạm Lê An Khang Phạm Lê An Khang Page iv ABBREVIATIONS Acronym Definition BOD Board of Directors ELAND E&C VN Công ty TNHH ELAND EGINERING and CONSTRUCTION VIENAM HR TCM Human Resources Thanh Cong Textile - Investment - Trading Joint Stock Company HCM Ho Chi Minh City VND Viet Nam Dong OSH Occupational Safety and health Page v 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 TABLE CATEGORY Table 1.1: Facilities for determining training needs 13 Table 2.1: The company’s business results after more than one year of operation 36 Table 3.1: ELAND's personnel fluctuations since its in establishment 39 Table 3.2: Distribution of labor by department .40 Table 3.3: Training needs of employees at ELAND E&C VN over the Quaters 49 Table 3.4: Number of general training classes in the Second Quater of 2020 50 Table 3.5: Amounts of employees participating in general training courses in 2019, 2020 .50 Table 3.6: Current situation of the number of training participants at ELAND E&C VN .59 Table 3.7: Cost of General Training 2020 .60 Table 3.8: Estimating cost of advanced training course for ELANDers .61 Table 3.9: Occupational safety Training Results in 2019, 2020 65 Page vi 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 FIGURE CATEGORY Figure 1.1: The process of Planned Training 11 Figure 1.2: CIPP Evaluation Model 19 Figure 2.1: Logo ELAND GROUP .25 Figure 2.2: ELAND Group's areas of operation 26 Figure 2.3: Logo of ELAND E&C VN 28 Figure 2.4: History of ELAND E&C VN as of 2015 28 Figure 2.5: Business partners of ELAND E&C VN .29 Figure 2.6: Organizational chart of ELAND E&C VN Co., Ltd 31 Figure 2.7: Certificate of construction capacity of ELAND E&C VN - 16/1/2020 32 Figure 2.8: Panoramic view of MOHO furniture store 33 Figure 2.9: TC Tower Office Project 34 Figure 2.10: Savimex Office Project .34 Figure 2.11: Shinhan Bank Construction Project In Can ThoBranch 35 Figure 2.12: HEGARDEN Brand Logo 35 Figure 2.13 Chart of Revenue, Cost, Profit Fluctuations over quarters of 2020 37 Figure 3.1: Pie chart that shows personnel structure in departments 41 Figure 3.2: Chart of personnel gender structure at the company in ELAND 42 Figure 3.3: Age structure chart at ELAND E&C VN 43 Figure 3.4: Chart of education structure of personnel 45 Figure 3.5 Current training process of ELAND E&C VN 47 Figure 3.6: Trainees training program 53 Figure 3.7: Overview training program images for new employees 54 Figure 3.8: Illustration of how to write professional business emails 55 Figure 3.9: A traning of presentation skills 56 Figure 3.10: Illustration of Vocabulary Sharing cover template 56 Figure 3.11: Business Manners training for staff and trainees 57 Figure 3.12: About the SRA, some of the best SRA Articles and books of the week 57 Figure 3.13: Image from Human Resources project .58 Page vii 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 Figure 3.14: Survey after a training session 63 Figure 3.15: ELANDers post-training survey results 64 Figure 4.1: Career Path at ELAND E&C VN .70 Figure 4.2: Training process proposed at ELAND E&C VN 73 Figure 4.3: Subjects selected to train at ELAND E&C VN 76 Figure 4.4: Assess current Human resources status before training 79 Figure 4.5: Overview of the Human resources status survey 82 Figure 4.6: Initial Human resource assessment chart 83 Figure 4.7: Pie charts shows the structure of survey participants 84 Figure 4.8: Human resources assessment chart after survey 85 Figure 4.9: MS Office Skills Assessment Table 85 Figure 4.10: Line Charts shows the skills of employees at each level of HR Dept and Marketing Dept 87 Page viii 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 - Is group learning conducted effectively? - Will students be assessed fairly throughout the program? - Are students actively involved in activities? - Will student skills improve throughout the training program? Off-the-job training Employees who participate in the out-of-company training process will be subject to the company's management, especially the HR administration department After each course, employees must actively submit transcripts as well as reports after each semester In addition, the HR department will also actively contact lecturers and training places that have the most authentic assessment of the attitude of learning style and the progress of students 4.2.2.8 Arrange and use employees of post-training Complete the promotion roadmap so that employees can grasp the development opportunities of individuals in the organization From there, there are plans to strive better On the organizational side, the promotion roadmap will contribute to the development of the next team in the most professional way At ELAND E&c VN, the promotion roadmap needs to pay attention to personal positioning The organization needs to help employees understand themselves (Who am I? Where am I 'standing'? What advantages I have? What are my limitations? What I want?) Only when properly understood can employees pursue practical promotion goals Moreover, the company needs to an excellent job of propaganda to understand its promotion roadmap and be fair in development opportunities Through propaganda, the company should also make clear commitments to support training, finance and other aspects related to striving for the promotion of employees Building a healthy mechanism in the development of the next team, according to which each key position should be planned from candidates or more with the best preparation, limiting the risks of shortage in the case of simultaneous leave of both key positions and replacement candidates—transparency of the criteria for selecting the following workforce Create conditions for the next candidates to approach and Page 88 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 exchange more experience in jobs other than the one they are in charge of Create the most favourable for the appointment of manager positions ELAND E&C VN Co., Ltd needs to build a mechanism to receive feedback and provide timely support to employees It is recommended to hold regular meetings to record information Create meeting rules (culture) within the organization Maintain a positive atmosphere, open, constructive discussions and avoid blaming each other With the model of being a foreign-owned company, the company has a strategy of using foreign personnel; the company needs to form multicultural management activities gradually Ensure diversity is maintained in a unified overall It first requires respect for differences And then, it is necessary to establish standard conventions of commitment and responsibility Page 89 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 CONCLUSION The role of human resources in the development of each organization is undeniable That became even more important in the age of scientific and technical development and the explosion of information The demand for labour, especially highquality work, is increasing rapidly Many economic organizations and modern industrial parks were born, leading to the fact that the need for high-level delivery is very significant, but the supply of this type of labour is still minimal So the requirement is that to improve the quality of human resources, the training process needs to be carried out regularly; this process is carried out not only for uns jobless human resources but also for employees By practising and learning about ELAND Engineering and Construction Vietnam Co., Ltd, the company's training and human resource development performed exceptionally well Besides the limitations and difficulties the company faces, the company has also achieved many outstanding achievements The company and, in particular, the administrative and human rights department have developed a training program for employees in the company quite fully and appropriately There has contributed to improving the quality of human resources, improving the ability to complete the work, and expressing interest and meeting the management's aspirations for employees To have a competitive advantage in the market, the company improves the quality of works and diversification of industries, but the company must also create the attraction of employees, thereby expressing the attractiveness of the company's own identity Therefore, to have a competitive advantage in the market, it is necessary to train and develop the Human Resource of the company to be on the right track, have appropriate solutions, and implement in a synchronized way Page 90 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.2237.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.66 REFERENCES MATERIAL • Internal documents from ELAND E&C VN: ELAND E&C VN Co.,Ltd (2020) Báo cáo Kết hoạt động nội bộ năm 2019 2020 Accounting - Finance Department ELAND E&C VN Co.,Ltd (2020) Báo cáo Tình hình nhân Human Resouces Department • Foreign authors: Alvarez, K., Salas, E., and Garofano, C.M (2004), An integrated model of training evaluation and effectiveness, Human Resource Development Review Stufflebean, D.L (1983), The CIPP model for Program evaluation, Kluwer – Nijhpff Publishing, pp 117-141 David Begg, Stanley Fischer, Rudiger Dornbusch (2009), Economics, Mc Graw Hill, 9th edition • Domestic authors: Th.S Lê Trường Diễm Trang – Th.S Phan Thị Thanh Hiền (2016) Giáo trình Quản trị nguồn nhân lực Hồ Chí Minh: NXB Đại học Quốc Gia Nguyễn Hồng Quân – Nguyễn Thu Thuỷ (2019) Tạp chí Kinh Tế Đối Ngoại Chiến lược sách phát triển nguồn nhân lực quốc gia hàn quốc Hồ Ngọc Đại (1991), Giải pháp về giáo dục, NXB Giáo dục, Hà Nội Nguyễn Hữu Dũng (2004), Tạp chí Lao động và Xã hội Về chiến lược phát triển người hệ thống phát triển nguồn nhân lực Việt Nam, Số 243 Báo cáo tóm tắt của Tổ chức Lao động Quốc tế (ILO) (2015) Phụ nữ kinh doanh quản lý: Trường hợp kinh doanh tạo thay đổi (Geneva, 2019) Truy cập tại: https://www.ilo.org/wcmsp5/groups/public/ -asia/ -robangkok/ -ilo-hanoi/documents/ publication/wcms_761061.pdf Page 91 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37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.99 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