human resource management

MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS AND FINANCE FALCUTY OF ECONOMICS HUMAN RESOURCE MANAGEMENT Lecturer: MSc Dang Thu Huong Course: 212.MGT1110E.A24E Members: Le Thi Nhat Thu Do Yen Nhi Tran Thi Thuy Linh Do Thanh Tam Nguyen Tien Thanh SOMERSET - FELIZ HCMC Page of 65 SOMERSET - FELIZ HCMC CONTENTS Introduction about company .3 1.1 The process of formation and development a Introduction about Ascott Limited b History and development about Somerset HR statistic HR policies 11 3.1 Labor rules: 11 3.2 Benefits enjoyed 22 Job analysis 23 4.1 Company strategy .23 4.2 Organization chart .25 4.3 Department chart .27 4.4 Department strategy 27 4.5 JD/JR 30 4.6 Position Career Path 31 Planning (data, diagram, chart, )· .32 5.1 List of macro environment (PESTLE) 32 a Political environment: .32 b Economic environment: 32 c Social environment: 33 d Technological environment: 35 e Legal environment: 35 f Environmental environment: 36 5.2 List of micro environment (5 Forces’s Michael Porter) 37 a Customer: 37 c Potential competitors: .40 d Alternative products: 42 5.3 List of company environment: 43 a Infrastructure 43 b Human Resources .44 c Technological Development 44 5.4 HR policies is suitable for changing: 44 Page of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC 5.5 SWOT analysis: 45 Recruitment process (evidence) 46 6.1 Recruitment Process Flow of Somerset 46 6.2 Explain Recruitment Process 46 Selection process 47 7.1 Explain Selection Process .47 7.2 Overview 49 7.3 Screen CV: practice Group, results 49 7.4 Test: practice interviewee group, results .50 7.5 Interview: 52 a What is the STAR? .52 b There are a few types of interviews that employers can apply 52 c How to make an impression in the selection of employees 52 Onboarding/ Orientation 53 8.1 Professional program 53 8.2 Apprenticeship assessment 53 Training (ADDIE) 54 9.1 Training need analysis 54 9.2 Design training course 54 9.3 Develop training course .55 9.4 Implementation training course 55 9.5 Evaluation training course 56 10 References 58 11 Group member rating .1 Page of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC Introduction about company 1.1 The process of formation and development a Introduction about Ascott Limited Illustration:https://cafeland.vn/tin-tuc/ascott-cung-cap-dich-vu-quan-li-van-hanh-voiking-crown-infinity-104378.html The Ascott Limited (Ascott) is a Singapore company that has grown to be one of the leading international lodging owner-operators Ascott's portfolio spans more than 200 cities across over 30 countries in Asia Pacific, Central Asia, Europe, the Middle East, Africa and the USA Ascott has more than 76,000 operating units and over 57,000 units under development, making a total of more than 133,000 units in over 800 properties The company’s serviced apartment, coliving and hotel brands include Ascott The Residence, The Crest Collection, Somerset, Quest, Citadines, lyf, Préférence, Vertu, Harris, Citadines Connect, Fox, Yello, Fox Lite and POP! Ascott’s loyalty programme, Ascott Star Rewards, offers exclusive benefits to its members when they book directly with Ascott for their stays at its participating properties Ascott, a wholly owned subsidiary of CapitaLand Investment, pioneered Asia Pacific’s first international-class serviced apartment with the opening of The Ascott Singapore in Page of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC 1984 Today, the company boasts over 30 years of industry track record and awardwinning brands that enjoy recognition worldwide The Ascott Limited appeared in the Vietnamese market since 1994 At that time, the group was known for its huge investments and international projects in central locations in Hanoi and Ho Chi Minh City It is known that Vietnam is Ascott's largest investment market in Southeast Asia - where the demand for serviced apartments is very large In Vietnam, Ascott is the largest international serviced apartment owner and operator with nearly 7,000 rooms in 27 serviced apartment complexes in Hanoi, Hai Phong, Ha Long, Nha Trang, and Ho Chi Minh City Ho Chi Minh City and Binh Duong In Hanoi, Ascott currently manages Somerset Grand Hanoi, Somerset Hoa Binh and Somerset West Lake In Hai Phong, Ascott manages Somerset Central TD Hai Phong City In Ho Chi Minh City, Ascott manages Somerset Chancellor Court, Somerset Ho Chi Minh City, Somerset Vista, Vista Residences and Diamond Island Luxury Residences The Ascott Vietnam will also operate new apartment complexes in Vietnam in the next few years These apartments include Ascott Waterfront Saigon, Citadines Bayfront Nha Trang, Citadines Regency Saigon, Citadines Central Binh Duong, Citadines Blue Cove Danang, Citadines Marina Halong City, Somerset West Point Hanoi, Somerset West Central Hanoi, Somerset Danang Bay, Somerset Dimension Ho Chi Minh City, Somerset Feliz Ho Chi Minh City, PentStudio and Diamond Island Luxury Serviced Residences In addition to building apartments, The Ascott Limited also focuses on building a suitable resort style for a variety of visitors From busy businessmen, celebrities, active young people or families who love to travel… can find a suitable accommodation for themselves at the projects operated by The Ascott Achievements and awards The Ascott Vietnam: ● 2017 World Travel Awards for “Top Brand of Condominiums” in Asia ● DestinAsian Readers Award “Choice Awards 2017 for “Best Serviced Apartment Brand” ● 2017 TTG China Travel Awards for “Best Apartment Operator in China” ● 2016 Asia-Pacific Hotel Award for “Best Serviced Apartment Brand” ● Award “Best Serviced Apartment Operator in China” awarded by TTG China Travel in 2016 and “Best Serviced Apartment Brand” award voted by readers of DestinAsian 2016 ● World Travel Awards 2015 for “Leading Serviced Apartment Brand” in Belgium, France, Germany, Hong Kong, Philippines Singapore, Spain, Thailand and Vietnam Page of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC ● ● ● ● ● ● ● Behavioral interview Panel interview (group interview) Situational interview Conversational interview Pressurized interview Interview multiple candidates at the same time Fixed sample interview c How to make an impression in the selection of employees ● ● ● ● ● ● ● ● ● ● ● ● Choose the right outfit Arrive on time, but not too early Enter the interview room with confidence Shake hands tight enough Be gentle with everyone Show interest in work Pay attention to the use of words Get ready to talk about the company as well as yourself Check your personal belongings before entering the interview Check your smile Bring hard copies of necessary documents Remember the interviewer's name Onboarding/ Orientation 8.1 Professional program A program of advanced learning that leads to an occupation governed by a mandatory regulatory body Professional programs include, but are not limited to:  Medicine  Law  Teacher education  Rehabilitation sciences  Dentistry  Optometry  Pharmacy  Nursing * Issues of enterprises, including: - History and development - Purposes and " of the enterprise - Organizational structure, products, current markets - The development of the business - Policies, regulations, regulations - The location of the departments Page 54 of 65 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ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC - The name and personality of the leadership - Safety regulations 8.2 Apprenticeship assessment 1, Find an end-point assessment organization  You need to find an end-point assessment organization for your apprentice early on during the apprenticeship  Sample assessments  Resources to help prepare for end-point assessment  To help choose an end-point assessment organization, you can:  Ask your training provider for advice  Contact end-point assessment organizations for more information on their services 2, Cost of end-point assessment 3, Preparing for end-point assessment 4, Gateway  Before considering if your apprentice is ready, the apprentice must have:  Completed the minimum duration of their apprenticeship  Met the requirements set out in the end-point assessment plan  Once the apprentice has met these requirements, you and your training provider should use the end-point assessment plan to decide if you think the apprentice has the skills to pass the end-point assessment 5, Certificates of completion 6, Resits and retakes  Apprentices who fail their end-point assessment are able to resit or retake  A resit involves the apprentice resitting one or more components of their assessment without further training  A retake involves an apprentice doing further training before they their assessment again  A resit or a retake cannot be taken to improve the original grade if an apprentice has passed their end-point assessment 7, Get help All end-point assessment organizations are externally quality assured to make sure they are working to a high standard Training (ADDIE) 9.1 Training need analysis Step 1: Clarify training objectives and results to be achieved => Somerset advocates training to serve the medium and long-term goals of the business Page 55 of 65 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ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC Step 2: Determine the required skills ● Based on individual needs: the analysis results show the needs of each individual in the overall picture of the business ● Based on the needs of the center, the department: distribute the survey to the heads of the department and ask them to fill in the information that needs training and then send it back Thus the training plan has begun to have a bit of a strategic direction ● Based on company needs: the training department must be able to grasp strategic information of the company and plan to focus training on those areas ● Based on the training plan according to the opinion of the human resources department: training needs will be according to the job description Training needs will vary by location, rank and policy Step 3: Evaluate employee productivity and skills assessment => Other methods to determine employee competency: performance appraisal, employee self-assessment, survey, customer feedback, test or interview Step 4: Identify specific training goals 9.2 Design training course Help students confidently design framework outlines, detailed scenarios, approach and develop training materials used in the training process in a coherent and methodical manner 9.3 Develop training course ● Training program includes mini-lectures, and a variety of exercises ● Main types of exercises : ○ Exercise-warm-up (workout) ○ Basic exercises (topics) ○ Exercise-Challenge (Problematic) ○ Exercises to accelerate role distribution in a team ○ Exercises on self-reflection 9.4 Implementation training course Step 1: Accurately identify internal training needs ● Managers will use human resource assessment tools to classify employees ● The person in charge of internal training will discuss with the business leadership about short-term and long-term internal training plans for each department and employee levels based on the leadership proposed by the leadership Page 56 of 65 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ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC Step 2: Develop an internal training plan ● The full plan will include the following elements: ○ Name of internal training program ○ Specify the goals of the training plan ○ Who will participate in the training program ○ Human resources, the department will be in charge ○ Main content and form of personnel training ○ Time and cost allocation ○ Constraints need attention ● Requires that those in charge of training need to spend a lot of time to develop specific and detailed plans ● When making a plan, the trainer needs to pay attention to the corporate culture, then find a partner and create the most appropriate training content Step 3: Categorize training plan templates Based on training subjects and training time, it is divided into main types of training plan templates as follows: ● Classification of training samples by employee level ○ Leadership training: for those who can become leaders, they are used a lot with joint stock companies, limited liability companies ○ Professional training plan template: applicable to those who want to improve their professional skills, to increase salary levels and increase responsibility after finishing the training course ○ New employee training plan template: this is also known as new employee training ● Sort by time ○ Short-term training plan template: training time is usually from to several days ○ Sample long-term training plan: training time is usually over week to about a few months Step 4: Implement and evaluate the training program ● Managers need to clearly inform employees about the spirit of the training program ● Avoid the situation that employees are not clearly informed, thereby thinking that these are formal programs, bringing no results, leading to employees being distracted or not participating enthusiastically Step 5: Evaluate quality, implement process improvement Page 57 of 65 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human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC ● Managers should know that training goals, personnel status or human resource development strategies of the enterprise always change, depending on each specific period ● If you want to optimize internal training programs, making them a professional training course, businesses must constantly improve the program ● After each internal training session, managers need to make statistics and collect employees' opinions Then evaluate the program's positive and negative points, to draw lessons for the next training times 9.5 Evaluation training course * key steps form the framework for in-company training evaluation: Step 1: Before training: need to assess your specific needs ● Annual or professional interviews (which take place every two years) will help highlight your priority needs ● An upstream knowledge test or an interview with the trainer helps to determine the level of the intern's knowledge to remember its profit for progress and convenience for distance measurement before and after exercise Step 2: During training: the instructor will confirm the learner's understanding and acquisition of knowledge ● Most instructors use these context tests or role-playing games to confirm understanding and facilitate long-term memorization of the lesson Page 58 of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC Step 3: At the end of the training: it is important to plan a tool to measure participant satisfaction about all elements of the system such as content, instructor methods, teaching skills, course organization … ● This feedback can be done orally, by round-table planning, for example, or personally and in writing, by distributing a questionnaire at the end of the training (the latter has the advantage of being completely better) ● A final assessment of student knowledge should be planned to validate the effectiveness of the on-site curriculum The most frequently used tools are still multiple choice questions, true-false questionnaires, or even pre-poster selfassessment questionnaires Step 4: A few months after completing the training: Three to six months after training, it is necessary to measure its impact in a professional situation and more precisely its added value to employees (this is called transferable value) and for the company ● Several methods can be used to evaluate this step: ○ An analytical grid for behavioral progression after training ○ Analyze the development of individual goals ○ The effectiveness and efficiency of the employee in his position ○ Analyze the development of performance indicators Page 59 of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management SOMERSET - FELIZ HCMC 10 References Labor rules: https://1drv.ms/w/s!AkxZ6jctrez1gt1FGzKaY6_rKTA53g Department Strategies: PMS, B (2022) m ẹo c iảthi ện ho tạ đ ộ ng b ộph nậ lễễ tân khách sạn From https://bluejaypms.com/article/7-meo-cai-thien-hoat-dong-bo-phan-le-tan-khach-san-170 Social Environment: Vietnam's GDP growth in the first half of the year reached 5.64%, what international experts say? (2021) Available at: https://cafef.vn/tang-truong-gdp-viet-nam-nuadau-nam-dat-564-chuyen-gia-quoc-te-noi-gi-20210702103131342.chn Legal Environmant: Dung, V (2020) Quy định pháp luật vễề ngành nghễề kinh doanh khách s ạn - Luật Học Vn, Luật Học Vn Available at: https://luathoc.vn/quy-dinh-cua-phap-luat-ve-nganhnghe-kinh-doanh-khach-san/ Suppliers: l ch, ị T (2022) Chuỗễi cung ứ ng cho hoạt động khách sạn, Tạp chí du l ịch Available at: http://www.vtr.org.vn/chuoi-cung-ung-cho-hoat-dong-khach-san.html Alternative products Nhậ n diệ n đỗối thủ cạnh tranh kinh doanh khách sạn thời kỳ 4.0 (2019) Available at: https://ezcloud.vn/doi-thu-canh-tranh-trong-kinh-doanh-khach-san-thoi-ky-4-0/ Phân tch trường bễn tác động đễốn chiễốn lược kinh doanh c khách s ạn From: https://text.xemtailieu.net/tai-lieu/phan-tich-moi-truong-ben-ngoai-tac-dong-den-chien-luockinh-doanh-cua-khach-san-caravelle-194016.html Grant Thornton: Giá thuễ bình qn phịng khách sạn Sao đạt 112 USD, gâốp 1,5 lâền Sao (2019) Available at: https://bizlive.vn/grant-thornton-gia-thue-binh-quan-phong-khach-san-5sao-dat-112-usd-gap-1-5-lan-4-sao-post3056019.html Infrastructure: Vé tham quan du lịch tours giá rẻ, nhiễều khuyễốn - Traveloka Xperience (2022) Available at: https://www.traveloka.com/vi-vn/activities Selection Process: What is the Selection Process? definition and meaning - Business Jargons (2016) Available at: https://businessjargons.com/selection-process.html How to Conduct a Group Interview (2022) Available at: https://www.betterteam.com/how-toconduct-a-group-interview Page 60 of 65 human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.res ource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management human.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.manageme nthuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.managementhuman.resource.management