INTRODUCTION
Rationale
Vietnam's official accession to the WTO signifies a pivotal moment in its journey towards comprehensive integration into the global economy This milestone presents both significant opportunities and unprecedented challenges for Vietnamese enterprises as they navigate a fiercely competitive market To thrive and sustain growth, businesses must adapt and innovate in response to these evolving dynamics.
Vietnam's businesses must embrace dynamism and creativity to capitalize on opportunities while consistently enhancing product quality To achieve these goals, it is essential for companies to leverage all available resources, with a particular emphasis on human resources, which are the most crucial asset within any organization.
Despite our country's rich human resources, a significant portion lacks proper training and qualified skills In an era of intense economic competition and rapid advancements in science and technology, this skill gap poses a serious challenge.
Businessregardless of the career training of a team of human resources with high quality and use of human resources was the most effective way
Training of human resources is very important activities to maintain and improve the quality of human resources in developing business services company
VTC Digital emphasizes the importance of economic efficiency in business decisions, leveraging technical advancements to enhance management and execution of business plans This approach not only addresses the needs and aspirations of professional staff but also fosters creativity, ultimately aligning employee goals with the company's objectives.
VTC Digital, like many other businesses, is encountering significant challenges in securing qualified staff essential for its growth The company emphasizes that having the right human resources is crucial, as these individuals are vital for occupying key positions that drive the organization forward.
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In today's market economy, where resources are limited, companies must leverage their human capital to gain a competitive advantage Organizations are increasingly focusing on training their workforce to enhance employee knowledge and skills, ultimately driving profitability and competitiveness During my time at VTC Company, I chose to explore this critical topic.
To enhance human resources training at VTC Digital Company, it is essential to address existing challenges within the training process Implementing targeted solutions can significantly improve the effectiveness of human resource development, fostering a more competitive edge in the global economy By focusing on innovative training methodologies and continuous improvement, VTC Digital can better equip its workforce to meet the demands of a rapidly evolving market.
Research objectives
Based on problem statement above, research objectives will be:
Overall objective: offering complete solutions in training of human resources at VTC Digital company, giving the company a workforce with professional qualifications.
To determine the factors affecting HR training
Clarifying the rationale system of training of human resources in business
Analyze and evaluate the status of training of human resources in companies
Analyze the cause exists and give some solutions in order to improve the training of human resources in the company
Research questions
Then, research questions will be:
What are the factors affecting directly HR training at VTC ?
What is the status of HR training at VTC?
What are possible solutions to improve HR training at VTC?
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Research methodology
Figure 1.1: The process of conducting research
The respondents of the study were composed of 120 employees from the 7 departments of VTC Random selection method was used to determine the sample.
The theme is based on the method of data collection The data were collected as the syllabus Employees Management, Management, Human resource is taught at
Analyze the Human Resource training at VTC
Proposes solutions to improve human resource training at VTC Digital
Chuyên đề thực tập Tốt nghiệp universities in Management, Business, Human Resource Management; documents on employees, employees administrationt,t he internet, books
The primary information and the secondary related to human resources management in the Company collected VTC Digital :
Secondary Information: Company’s documents from HR Department and other departments, reports and
Primary Information: From surveys and interview with Director, Vice
President and head managers of departments.
The research methods used in the thesis are:
- Methods to collect, analyze, compare, compare
Research scope
The study is carried out at VTC Digital Company
The study focus on HR training process and giving solutions to improve HR training at VTC Digital Company
1.5.3 Time scope o Secondary Data: 2013- 2014 o Primary Data: 10/2015
Research structure
The study is conducted with 4 chapters:
2) Chapter 2: Theoretical background on human resource training
3) Chapter 3: Human resource training at VTC
4) Chapter 4: Solutions to improve human resource training at VTC
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THEORETICAL BACKGROUND ON HUMAN RESOURCE
Overview of human resource training
2.1.1 Concept of human resource training
Human resource management (HRM) has emerged as a critical element in both academic and business contexts, increasingly serving as a competitive advantage for firms in today's dynamic business landscape (Mishra and Akman, 2010).
Human Resource Management (HRM) is recognized as a strategic driver for firms, enabling top managers to align corporate strategies with business strategies to ensure successful implementation (Decenzo and Robins, 2009; Greengard, 2001) By focusing on HRM, today’s top managers can uncover hidden values, leading to increased efficiency, productivity, and customer satisfaction (Ulrich, 1997).
Training is a series of activities designed to enhance employee capabilities and performance (Landy, 1985) It is essential for shaping employee performance by improving their work attitudes and behaviors, ensuring tasks are completed effectively (Patrick, 2000) This distinction highlights the need to differentiate between training and other related terms, as they are frequently used interchangeably (Mathiew).
Training is typically focused on enhancing employees' skills for immediate performance improvements, while development is aimed at fostering long-term capabilities (Obisi, 1996; Steinmetz & Lawrenc, 1996) In essence, training comprises initiatives that boost current employee performance, whereas development is crucial for advancing future performance and growth (Miller, 2006).
Training plays a crucial role in enhancing employee satisfaction and reducing turnover rates, as highlighted by Owens (2006) Investing in effective training programs can significantly contribute to a more satisfied workforce.
Melymuka (2000) conducted the survey on the sample of 575 employees who were
The internship program for graduates in Information Technology reveals that a significant source of job-related stress among professionals is the insufficient availability of training programs that meet their needs.
Blum and Kaplan (2000) conducted a survey of 271 professionals in multinational corporations, revealing that training significantly influences job satisfaction and dissatisfaction Similarly, Rowden and Conine (2003) emphasized that modern employees need training to enhance their skills, enabling them to complete tasks with greater quality.
Research indicates a complex relationship between employee training and job satisfaction While some studies show that adequate training enhances employee satisfaction, findings by Tansky and Cohen (2001) suggest that training is more closely linked to outcomes such as job turnover rates and productivity than to satisfaction itself.
Understanding of training and training quality in education context can be obtained through satisfaction of trainers or human resource training satisfaction.
Swanson and Holton III (2001) highlight that human resource training satisfaction is a crucial aspect of overall employee satisfaction, which significantly influences a firm's performance Providing employees with opportunities for professional development is essential for fostering engagement and satisfaction While employee development training programs can facilitate this growth, many organizations struggle to implement effective training due to limitations in time, expertise, or budget Furthermore, the effectiveness of a training program can be assessed by employee satisfaction levels Locke (1969) defines employee satisfaction as a "pleasurable or positive emotional state resulting from an appraisal of one’s job or job experiences," underscoring the importance of training in enhancing this emotional state.
O.C (2010) stated that human resource training satisfaction was considered as the benchmark for the effectiveness and usefulness of already offered training programs The German Socio-Economic Panel Study (2011) reported that employee
Chuyên đề thực tập Tốt nghiệp satisfaction was outcome by further training Along with the finding of German
Socio-Economic Panel Study (2011), the author paid attention on the findings of
Clark and Oswald (1996) introduced an equation to assess employee satisfaction with training, focusing on four key variables: income, working hours, individual characteristics, and training participation They emphasized that employee training satisfaction reflects the extent to which employees feel satisfied with the training programs offered by their organization.
2.1.2 Role of human resource training
Human resource training is essential for organizations as it addresses the needs of both the organization and its employees It ensures that work requirements are met and aligns with the evolving demands of each organization In today’s rapidly changing society, particularly due to advancements in science and technology, organizations face increasing pressures to adapt and thrive.
In today's competitive landscape, businesses are increasingly leveraging science and technology, making training essential for organizations to effectively meet these evolving demands.
Training is a crucial strategy for enhancing organizational competitiveness in market economies To strengthen their market position and boost competitiveness, organizations must prioritize effective training initiatives.
In today's competitive landscape, the integration of science and technology is crucial for organizational success, necessitating a qualified workforce To meet evolving demands, businesses must invest in training programs for employees, both in educational institutions and within the organization This training not only boosts productivity but also enhances job performance, enabling trained employees to execute their tasks more efficiently and proactively Consequently, effective training leads to significant improvements in overall productivity and job performance efficiency.
Efficiency improvement of work will contribute to reduce the supervision of the organization, so as to reduce pressure on employees Both employees and
Human resource training process
The HR training process is devided to 4 steps
Figure 2.1: The process of HR trainning
To plan a training program in order to support human resources functions in
The graduation internship project encompasses a series of crucial steps, including assessing the needs of the organization, creating supportive materials for human resource professionals, developing a comprehensive training program, implementing the program effectively, and evaluating its impact on departmental performance metrics.
This step involves identifying activities that justify investment in training by utilizing data collection techniques such as surveys, observations, interviews, and customer comment cards Key indicators that highlight specific training needs include customer dissatisfaction, low morale, reduced productivity, and high employee turnover.
The objective in establishing a needs analysis is to find out the answers to the following questions:
- “What” type of training is needed?
- “When” is the training needed?
- “Where” is the training needed?
- “Who” needs the training? and "Who" will conduct the training?
- “How” will the training be performed?
By determining training needs, an organization can decide what specific knowledge, skills, and attitudes are needed to improve the employee’s performance in accordance with the company’s standards
A needs analysis is essential as the foundation of any training program, aiming to enhance both individual and organizational performance It should always be the initial step in the training process, involving an assessment of the company's human resources operations This includes observing HR professionals in their daily tasks and conducting surveys to identify specific areas where HR employees require further expertise and development.
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2.2.1.1 Establishments identified training needs a) Job Analysis
Job analysis involves the systematic collection and evaluation of essential data pertaining to specific roles within an organization, aimed at clearly defining the nature and requirements of each job.
Job analysis ensures that the result is: the scope of work, the job thuchien standards, the requirements of the work for the implementation.
The job description provides comprehensive details about the tasks, responsibilities, working conditions, and challenges associated with a specific role This information is essential for identifying the training needs of employees, ensuring they possess the necessary skills and expertise in legal, economic, and social aspects Additionally, it highlights the importance of fostering positive educational attitudes among employees to effectively perform their duties.
The gap between job requirements and employees' actual skills highlights the need for additional training and development to enhance their capabilities.
Assessing employee performance based on job criteria allows us to identify their strengths and weaknesses, enabling the development of tailored training plans that enhance their strengths and address their limitations Effective human resource planning is essential for optimizing workforce potential.
Human resource planning involves assessing and identifying the demand for personnel to align with an organization’s business objectives, while also developing a strategic plan to fulfill those human resource requirements.
Organizations are established based on future manpower needs and their capacity to supply skilled personnel, ensuring that businesses have the required staff available to achieve their goals effectively Regular reviews of work performed are essential to maintain this alignment.
Job performance evaluation is a systematic and formal process that involves implementing established standards for employee performance and engaging in discussions about these evaluations with the employees.
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Assessments are conducted to evaluate each employee's work completion level, enabling the development of targeted training plans that enhance their skills and knowledge This process not only improves job performance but also verifies the effectiveness of training and development decisions, allowing for necessary adjustments.
Is determined to achieve the results of the training activities.
- The specific skills required training and qualifications have been after training.
- Number and structure of students.
Effective human resources development training is essential for enterprises to achieve their goals The training objectives should align with the specific targets of each organization during its growth phase Ultimately, the aim of human resources training and development is to establish clear outcomes that need to be accomplished post-training, ensuring that the set targets meet defined requirements.
- The objectives must be clear, specific to improving the efficiency of production and business of enterprises based on the criteria of profitability, sales, marketing, organizational structure but now launched.
- The objectives given to serve for the evaluation process of training development of human resources.
- Must be attached directly to the training needs.
Based on the business objectives, the training officer will evaluate and create tailored training programs while selecting suitable training methods for all employee categories within the organization.
2.2.2 Developing training programs and manuals
This step establishes the development of current job descriptions and standards
The graduation internship program involves designing a training curriculum that outlines clear learning objectives and content structure It is essential to validate assumptions by collaborating with HR team members and securing executive sponsorship to align the program with strategic goals Additionally, well-defined job descriptions are crucial as they serve as a key training resource for establishing guidelines.
After finalizing the job description, it is essential to create a comprehensive list of standards and procedures corresponding to each responsibility detailed in the description This approach will help standardize the guidelines necessary for future training initiatives.
Selection of trainees are selected for training specific person, based on:
- Look at the needs and motivations of employees trained
- Effects of training for employees
- Job prospects for each person
Factors affecting human resource training
2.3.1.1 Objectives and strategy of the company:
At specific stages, the alignment of production and business strategies is achieved through a human resource strategy that supports the production plan Human resource planning serves as the foundation for developing training programs aimed at addressing needs and achieving established objectives.
2.3.1.2 Current workforce of the enterprise:
To effectively evaluate the true capabilities and potential of the workforce, it is crucial to analyze the current human resource requirements This assessment will highlight the gaps between employees' skills and the demands of their roles in terms of quantity, quality, and structure If employees' quality falls short, implementing a targeted training plan becomes essential to bridge these gaps and enhance overall performance.
Managers' leadership styles and perspectives significantly influence strategic staffing and training plans across different organizations When administrators value employee contributions, they are tasked with developing tailored training programs that meet job requirements, ultimately aiming to enhance overall business performance.
The financial strength of businesses enhances their ability to invest in effective training and development programs However, limited financial resources can hinder the selection of appropriate training methods, trainees, and courses, often leading to inefficient spending.
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Conditions infrastructure and technology huge influence to the training of human resources in the enterprise Because the condition facilities and technologies ensure the training carried out effectively.
The economic environment and political stability play crucial roles in shaping the training needs of an enterprise's human resources As the economy progresses and political conditions remain stable, employees tend to have increased training requirements, which are less impacted by external factors.
2.3.2.2.The development of science, technology:
As modern technology continues to advance, the proficiency requirements for employees are increasing, necessitating a mastery of operational processes and technological generation It is essential to equip the workforce with the latest knowledge and skills, enabling them to adapt to new production technologies and meet evolving job demands.
In today's market economy, competition spans all sectors, leading to a broad market where goods are sold and sales have steadily increased This growth in sales has resulted in a gradual rise in profits, which will ultimately influence the deductions from funding sources allocated for training funds.
This factor also impacts on the training to develop human resources The state's policy could hinder or create favorable conditions for the training of human resources development in enterprises.
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HUMAN RESOURCE TRAINING AT VTC DIGITAL
Overview of VTC Digital
Vietnam Television Service Company (VTC Digital) is a subsidiary of VTC
Multimedia Corporation which headquarters is located in Hanoi City The company was formed through the merger of Center of Digital Television (CDT),
Telecommunication and Television Services Company Limited – VTC and the
Southern branch of VTC Corporation by VTC Corporation’s decision No 117/QĐ-
VTC on 20th March, 2013 The company has over 120 employees, 1 head office and 2 main representative offices in the Central and South of Vietnam along with 10 show department national wide.
The company is providing three services:
Pay television service (accounting for 80% of revenue): Main customers include individuals or households who own at least 1 television with the demand for pay television
Broadcast service (15% of revenue): Main customers are local television stations and other media companies who want to buy channels/air time provided by VTC Digital.
Vietnam Media Hub (VMH) (5% of revenue): Main customers are local television and media companies, which have demand on content storage and sharing.
Vietnam Television Service Company offers satellite transmission PayTV services To access channels broadcasted by VTC Digital, customers must purchase a receiver along with necessary accessories and pay a monthly subscription fee.
TV signal receiver/decoder device
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Figure 3.1: TV signal receiver/decoder device
Product Price: at the start time on year 2009, receiver device was priced at
$180, but now it is only $55 This is considered reasonable for most of consumers.
Distribution Channel: the company distributes this devices through a network of distributors and agents (electronic stores/super markets) and through showdepartment located in major cities in Vietnam.
Monthly Fee: At this time, VTC Digital provide 4 packages of TV channels with different subscription fee for each packages and customer can choose one or more package:
As the direct subsidiary of VTC Corporation, VTC Digital has inherited a number of benefits from the parent company such as:
VTC has strong experiences: 25 years of deploying and distributing TV and radio
Chuyên đề thực tập Tốt nghiệp equipment 10 years in the television services business
VTC pioneered in digital television in Vietnam: the digital terrestrial television was deployed in 2000 And the deployment of digital satellite TV was completed in 2008.
VTC has a system of modern equipment and devices along with strong work force of passionate, innovative employees.
VTC has a strong marketing and communication force whom ability and influences have been proved
VTC has a nationwide distribution network
VTC has professional and 24/7 warranty and customer services
VTC is one of the organizations specifically assigned by the Government in the mission to digitize terrestrial television system in Vietnam until 2020.
VTC stands out among pay TV providers due to its diverse product portfolio, enabling VTC Digital to enhance its competitiveness by offering a variety of value-added services.
Figure 3.2: Organizational Chart at VTC Digital
Source: VTC Report HR Department
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The company's revenue is primarily derived from two key sectors: Pay TV and Broadcast (VMH), with Pay TV being the core driver, contributing 80% of total revenue This revenue is generated through the sale of signal receivers and subscription fees from individual customers and households The remaining 20% of revenue is sourced from Broadcast and VMH services.
Table 3.1: Revenue based on packages
Because of the characteristics of products and services that are offered by
In this analysis, I focus on developing a business strategy for VTC Digital's pay TV service, which accounts for 80% of the company's revenue This service operates with a distinct accounting and management unit, highlighting its unique market dynamics.
3.1.3 Features of VTC Digital influence the training of human resources
3.1.3.1 Size and structure of VTC’s Human resource
Size and structure of VTC’s HRM is evaluated through dimensions, including operation department, HRM structure by age and by gender.
3.1.3.1.1 Human resource structure by operation department
The functions of departments and teams at VTC are stated below:
The Board of Directors holds the highest level of responsibility within a company, primarily tasked with ensuring that the organization meets its business development objectives effectively.
Human resource and administration department: This department is responsible for managing the employees force as well as the preparation of plans to
The internship division is expanding its team by recruiting additional staff This department also offers essential administrative services, including providing workspaces and equipping employees with necessary computers and machinery to ensure they can effectively complete their assigned tasks.
The Internal Control and Compliance Department plays a crucial role in establishing professional management tools for all enterprise activities It serves as a guiding framework for developing materials that support service management operations across various divisions Additionally, this department is responsible for assessing compliance, integrity, and accuracy in the management of business operations, ensuring that all activities adhere to established standards and regulations.
The accounting department is a crucial unit within the company, responsible for managing teller activities, overseeing post-monitoring, and integrating information technology (IT) systems This department ensures the daily synchronization of the company's cash flow with headquarters and provides timely reports on the company's current business status to the Director.
The Business and Planning Department is tasked with the strategic development of the company's production processes at every stage This includes analyzing and evaluating the results of the implementation plan on a monthly, quarterly, and annual basis Based on these evaluations, the department prepares a final report that highlights strengths and weaknesses, identifying causes to enhance strengths and address weaknesses effectively.
The Television Department oversees the curation of television and film photography, managing the production and broadcasting of television programs Additionally, it is responsible for installing cable TV services for customers, making it a key player in the company's product offerings.
Customer Services Department: This apartment assume the role of listening to the customer's product, collect customer information and then developing customer training to facilitate the management and care.
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Figure 3.3: The percentage of employees by department at VTC Digital
As shown in the figure above, the highest number of employees is belonged to
The Television Department comprises 34% of the company's workforce, making it the largest department responsible for the company's products Following closely is the Business and Planning Department, which accounts for 26% of employees In contrast, both Customer Services and Internal Control have the fewest employees, each representing only 8% of the total workforce.
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3.1.3.1.2 Human resource structure distributed by age
Currently, the company has 120 employees with distribution by age as follow:
Table 3.2: The employee’s ages at VTC
Human resource and administration department
Internal control and compliance department
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Figure 3.4: Statistical descriptive of Age
The majority of employees at the company fall within the age groups of 25-30 and 30-35 years old, indicating a youthful workforce.
The VTC company boasts a youthful workforce, with 33 employees aged between 25 to 35 years This dynamic group is characterized by their maturity and sharp intellect, enabling them to swiftly adapt to the fast-evolving trends in the digital television industry.
The company's board of directors features a balanced age range, with two members aged 40-45 and one member over 50 This composition indicates that the directors are not only youthful but also possess the experience and knowledge necessary to effectively lead the company.
Effect of employees structure by age to training of human resources:
Hiring young employees fosters a positive work environment, as their enthusiasm and receptiveness to new knowledge and technology enhance training processes Additionally, younger workers are likely to remain with the company longer than those aged 40 to 50, allowing businesses to benefit from reduced retraining costs and a more dedicated workforce.
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Assessment of human resource training at VTC
According to the results of interviews with the deputy directors and head of
The HR department is essential in assessing and determining training needs across VTC, collaborating with other units to identify requirements based on job specifications This process aims to align training plans with VTC's strategies, targets, and policy updates while addressing the knowledge and skill enhancement of staff Key principles of training planning include ensuring the right individuals are placed in suitable positions and that every staff member participates in at least one short-term course annually Additionally, the number of long-term training participants should not exceed the previously selected candidates from the prior year.
10% of total staffs of the unit.
Training needs of the company is determined based on the following grounds:
Effective staffing aligns with the company's annual business orientation and objectives, establishing specific goals to achieve each year To meet these goals, it's essential to evaluate key factors such as the scale and quality of employees, alongside comparative analyses to determine if necessary resources are in place This assessment helps identify the demand for human resources in terms of both quantity and quality.
For example: In 2014, the company launched new products, to promote good
The internship program for graduation aims to enhance revenue generation and effectively position products in the market, driven by a strong demand for skilled market researchers and marketers This increasing expertise highlights the necessity for professional development training for employees in the business department.
Table 3.6: Training demand for marketing and sales campaign in 2014
Departments training demand Number of employees
Secondly : Based on the results of the process of recruiting new staff, HR
Department determine training demand as follows:
In April each year, after the results of staff recruitment, new employees.
Human Resources Department prepare a summary of the recruitment situation in which to plan the training of employees
Table 3.7: Summing up the situation employees recruitment at VTC
Thirdly : Based on training demand of the departments in the company:
Departments are structured according to the quantity and quality of employees, taking into account existing qualifications, requirements, and skill levels necessary for current tasks This assessment will generate a list of trained personnel, which will be forwarded to the HR Department for review and organization of training programs.
After assessing recruitment outcomes, it is essential to implement prevention-focused administrative regulations for staff training The company charter outlines the identification of training needs for new employees, ensuring compliance with established policies.
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For new employees employed under long-term contracts, within 6 months from the date of recruitment must be trained following major contents:
+ The internal rules of the company
+ Dissemination of regulations on occupational safety.
For new employees employed under short-term contracts, temporary projects, within 2 months from the date of recruitment should be training the following major contents:
+ The regulations, rules and work of the company
+ Application methods and regulations on occupational safety.
Table 3.8: The training needs developing markets in 2014
Departments training demand Number of employees
Review the identification of training needs of companies:
Analyzing the identification of training needs within companies reveals a systematic approach grounded in their business plans Organizations aim to align employee qualifications with job requirements to effectively identify training needs and enhance human resources However, challenges remain in accurately determining these needs.
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The HR Department primarily identifies training needs through demand and departmental submissions rather than through comprehensive manpower planning or job performance assessments This approach indicates a lack of interest in strategically analyzing workforce requirements to enhance employee development.
- The company has not yet built the job description, the performance requirements job, the job performance standards, so the assessment of employees efficiency can not be accurately performed.
Employee initiatives for training often face low demand due to a lack of awareness about the long-term benefits of these programs Understanding the significance of training plans is crucial for employees to recognize their value in personal and professional development.
Table 3.9: The training needs of VTC ( 2013-2015)
The number of people trained and developed
In 2015, the percentage of trained individuals reached 81.3%, with a total of 61 people trained, reflecting a 15% increase of 18 individuals compared to 2013.
Despite the significant need for employee training, only over 70% of individuals have received the necessary training, highlighting a gap in meeting workforce development needs This underscores the importance for companies to prioritize and enhance their training programs to better support their employees.
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Training design is a crucial process that aligns employee training needs with existing training content, as highlighted by Seeklander (2009) Effective training designs ensure that training objectives are met and that content is tailored to both current and future employee demands (Holton et al., 2000) Recent interviews with the head of the HR department reveal insights into the evolving landscape of human resource management.
VTC has already had process set for training design, as follow:
Figure 3.8: Training design process at VTC
A comprehensive evaluation of the current training design at VTC requires a detailed analysis of each step in the process This includes assessing training objectives, selecting participants, determining training content and methods, choosing lecturers and trainers, and estimating training costs.
Establishments identified training objectives of the company:
The HR department organizes its structure around identifying training needs and aligning them with the strategic goals of the company This approach ensures that training objectives are clearly defined for the company's training programs, ultimately enhancing employee development and organizational effectiveness.
The training objectives of the company:
From 2010 until now, the goal of training of human resources are the company raised a generically as:
- Improving the quality of cadres and employees in the company.
- To meet the needs of learning, advancement and use of modern machinery and technology of the employees
- Improve management efficiency, improve work efficiency for the company.
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- Increased ability to meet the job requirements of cadres and employees in the company and respond to change, external impact.
- Increasing employees productivity to reduce employees costs, lower product cost, increase competitiveness with imported goods outside.
- Carry completed the task assigned by the superiors plans plans to expand production of the enterprise business.
Review the training objectives of the company:
- Pros: Training Objectives offer practical significance and practical significance for the company and the trainees.
The company lacks clearly defined training objectives for each training type, only providing a general overview during the development phase The training goals are vague and do not specify the required quantity and quality of training, the positions that need training, or the time staff must invest to achieve the expected results.
Regulations and standards for selection of trainees at companies
The company adheres to its training regulations as outlined in its charter, ensuring that employees are sent for training based on specific criteria to enhance their skills and performance.
- All the objects are working at the company
Assessment of human resources training at VTC
3.2.1 Assessment of the factors affecting the training and resource development workforce at the company:
- Infrastructure and equipment of the company pretty well
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- Employees of the company have qualified and very good knowledge base
- Number of employees from 18 to 30 years old accounted for a large proportion of the public and core staffs that acquire good ability, enthusiasm and creativity.
- Every year, the revenue and profit of the company continued to increase, as the foundation for building up the training program, decided to program and quality training
The TV industry is evolving, necessitating tailored training programs that align with the specific time and location needs of employees.
- The management team of the company remains weak and inadequate to cause difficulties in the establishment of training and retraining personnel in the company.
The rapid evolution and diversity of products necessitate the exploration of service training programs Conducting an in-depth analysis is essential to create tailored training initiatives that address the skills gap and enhance staff qualifications and experience.
- Training programs abroad are facing many difficulties in the organization and allocation, acquisitions
- The identification of training needs based on the business plan produced by the company and coordination between divisions, departments to build human needs.
- The development of criteria for selection of trainees clearly help companies facilitate the selection of participants.
- The content of training programs and deploy unified corporate sync.
- The training program is quite specific to each subject helps employees easily monitored, checked and monitored, thereby offering ideas to help complete the training of human resources
- Training costs through annual increase represents the interest of companies
The internship program aims to invest in the training and development of human resources, recognizing the significant potential of individuals as a crucial element in all company activities.
- The budget for training are distributed evenly for the training program.
The Company has evaluated training outcomes using various methods, including surveys and assessments of student performance This approach enables the Company to enhance the quality of its training programs.
Training programs not only help companies reduce the costs associated with hiring external resources but also maximize the potential of their existing workforce By leveraging the experience and dedication of senior employees, organizations can enhance productivity and foster a more committed team.
The author aims to conduct a comprehensive analysis of the human resource training activities at VTC by examining employees' capabilities, including educational qualifications, foreign language proficiency, and computer skills, alongside demographic factors such as age and gender This evaluation will focus on four key areas: training needs assessment, training design, training implementation, and post-training evaluation The findings will be derived from a survey conducted with 120 participants, including employees, directors, and deputy directors, providing a solid foundation for understanding the current training landscape at the company.
HR training managers at the company In each perspective, the author will present the number of each choice for each question, along with their corresponding percentages.
The identification of training needs:
The company identifies training needs primarily through the requirements of departmental and production teams, rather than through a thorough analysis of training needs, performance evaluations, or human resource planning.
- The Company has not established a job description should not analyze
The internship program has highlighted a clear gap in essential skills among staff, making it challenging to identify the company's training needs effectively.
The identification of training objectives:
Training objectives of the company to its general nature, in general; not specifically for each subject and each course in each period, each at different stages.
The identification of training objects:
- The identification of training objects of the company are mainly based on the needs of departments and teams within the company submitted to determine.
The company has not adequately assessed the factors influencing training effectiveness, including employee goals for future training and the specific knowledge and skills they wish to gain from the training process.
On training methods and training programs:
- The form of company training is not plentiful and varied, mainly using traditional methods, leading to low effectiveness of training.
- Regarding the training program, the company has developed training programs quite consistent for each subject, but training is limited: the lack of skills development programs for managers.
The selection of teacher training:
With a choice of on-site teacher training, coaching and directing the staff, the company has chosen to be those with long experience, qualified professionals.
However most of them had not undergone training schools should pedagogical ability to communicate is limited.
The identification of training funds:
Funds for training remains limited, primarily from the company's profits.
The evaluation of training programs and training results:
Company assess training results largely through evaluation forms and through training results So the evaluation results and the effectiveness of training is not comprehensive and highly effective.
Chuyên đề thực tập Tốt nghiệp
- No remuneration policies encourage employees to attend the training program So not attract many participants training.
- Long-term training plan of the company is limited and unclear so often in the passive when there are volatile changes in production and business.
- After the training is still an object of less-skilled employeess, does not meet the requirements of the job.
The rapid advancement of society, particularly in the business environment, has led to a significant demand for training in digital television and cable broadcasting However, the existing training facilities often fall short of industry standards, creating challenges for businesses in selecting adequately trained employees.
The quality of education in Vietnam currently faces significant challenges, characterized by outdated training methods and a lack of practical application The curriculum often fails to connect theoretical knowledge with real-world outcomes, resulting in a disconnection between education and actual skill development.
- The mechanisms and policies related to education and training is slow to change, outdated policies using talent has yet to be made good.
Society continues to prioritize formal qualifications and degrees, resulting in businesses and employees focusing more on credentials than on actual knowledge and skills training This emphasis on qualifications over practical expertise has led to inefficiencies in training implementation.
- The staff in charge of employees missing and still weak employees company employees mostly young, inexperienced Staff are not trained properly specialized employees should not get in-depth knowledge.
- Due to the speed and scale of development of the company growing rapidly, the field of business continuity should complete the training of human resources is increasingly more complex.
- Policies and training programs for new employees interested in enhance
Chuyên đề thực tập Tốt nghiệp knowledge, skills for employeess without much attention to comprehensive training for employees.
Many employees lack a clear understanding of the true significance of training programs, often viewing attendance as a mere formality to obtain degrees and certificates This mindset leads to a superficial engagement with the material, resulting in inadequate practical knowledge and skills that hinder job performance and application in real-world scenarios.
- The mechanisms and policies related to education and training is slow to change, outdated policies using talent has yet to be made good.
In today's society, there is a significant emphasis on formal qualifications and degrees, resulting in businesses and employees prioritizing credentials over actual knowledge and skills training This focus on qualifications often leads to ineffective training implementations, ultimately diminishing overall efficiency and productivity in the workplace.
Chuyên đề thực tập Tốt nghiệp
SOLUTIONS TO IMPROVE HUMAN RESOURCE
Development orientation of VTC
The pay TV market is still very potential when the market only has 4 million custormers, accounting for 20% of the whole market and will quickly increase to
25% in 2015 On the other hand, new version LCD/ LED TVs are rapidly replacing old version CRT TVs These make the demand for HD television sharply rise.
In early 2015, the government's mandate to cease analog television broadcasting in Hanoi and Ho Chi Minh City will leave over 50% of households in these regions without access to free TV, significantly increasing the demand for paid television services.
VTC Digital currently boasts 400,000 HD satellite TV contracts, primarily in urban areas, provinces, and major cities, experiencing an impressive annual growth rate of 20% By implementing targeted strategies, the company aims to achieve 1 million pay TV contracts by 2020, with a key focus on sustaining and enhancing its subscription growth rate.
Target: Maintain a subscription growth rate of 20% per annum.
VTC Digital should conducts the following tactics to achieve the above target:
Lower equipment price, improve product quality:
To maintain VTC's leading position in the pay HD TV market, it is essential to enhance both the quantity and quality of HD programs This can be achieved by increasing broadband capacity through satellite Vinasat 1, ensuring a diverse range of high-quality HD channels for viewers.
+ Decrease VTC – HD receiver equipment price, aim to gain profit only from subscription fee collection Low equipment price can push consumption demand.
Enhance sales and marketing efficiency:
+ Constantly launch promotion campaign to develop image and good consumers’ perception and use efficient means of communication such as broadcasting reportage, advertisement clips via VTC digital TV antenna;
Communicate regularly to 50 million VTC digital content customers via interfaces
Chuyên đề thực tập Tốt nghiệp that use digital content service.
+ Extend, diversify distribution channels and focus on direct sales channel.
VTC Digital TV Station, the national broadcaster, is committed to delivering unique and engaging programming on its pay TV channels, showcasing VTC's values and distinguishing itself from VTVcab.
(branded VTV) and SCTV (well-known for Southern-targeted programs) by the following solutions:
+ VTC Digital buys copyrights of interesting TV programs and events to add in the pay TV content
Collaborate with TV stations, film producers, and communication companies across the country to enhance content sharing and diversify the programming offered in the pay TV service package Additionally, focus on penetrating the VTC Corporation market to expand market share.
Develop and expand market by transferring at least 10% of 3.5 million free VTC TV viewer via landline digital TV to use pay TV service (350,000 subscribers).
Currently, viewers can access 26 free programs through land digital television using a DVB-T antenna These programs are also part of a 72-program pay package available via Vinasat satellite Since 2002, customers have been acquainted with these free programs produced by VTC.
The following solutions need to be implemented in harmony:
VTC Digital is offering a special promotion for customers enjoying free VTC programs via land antenna, which includes complimentary HD/SD receiver equipment and a six-month subscription with no fees After the initial free period, customers will need to top up to continue their service.
- VTC Digital removes some special TV channels that are currently free broadcasted via DVB-T, only keeps some basic channels such as VTV1, VTV2,
VTV4, Ha Noi… while broadcasting them in satellite pay TV package to orient customers to transfer to pay service.
Chuyên đề thực tập Tốt nghiệp
- Constantly advertise about these transfer program in the existing free channels to communicate to targeted customers.
Launch a comprehensive communication campaign aimed at reaching 50 million customers utilizing VTC's digital content services, primarily targeting the youth demographic engaged in online gaming and electronic payment solutions.
The company should collaborate with VTC Digital Television to create a unique channel focused on engaging content for gamers This channel will feature live streaming of gaming competitions, support for gamers, highlights of popular games, and informative game guides, exclusively available through VTC's paid subscription package.
-Regularly use VTC game to communicate about VTC’s TV service to game users, e.g pop up, logo or running word in the VTC game interface. c Find out and developnewvalueforproductsand services:
Integrating advanced technology into products and services is essential for enhancing value VTC Digital Equipment should prioritize user-friendly upgrades, installations, and adjustments to meet consumer demands Key upgrade features like Internet TV and Over-the-Top (OTT) services are crucial for providing a seamless experience.
VOD is feasible to upgrade just one small part ofthe central system with terminals
VTC Digital has just launched new VTC- SH9 receiver model at 990.000
VND This device has superior function compared with the old model product -
The VTC-SD 01 receiver offers an impressive selection of 100 programs, including 60 SD programs from VTC, 6 programs from VSTV, and 30 programs from HTV (Ho Chi Minh Television) This new receiver has been well-received in the market, particularly among customers in remote areas.
Developing an effective long-term business strategy is a challenging endeavor, particularly for organizations like VTC Digital, which lacks extensive experience in this area The complexities are compounded by existing issues in management systems and human resources that are not easily identifiable Therefore, it is crucial for such organizations to adopt a strategy that is not only feasible and executable but also aligns with both the company's specific needs and the broader industry context.
The characteristics of a graduation internship topic should be developed by considering various external factors, including political, social, and economic conditions Additionally, creating a business strategy involves analyzing the enterprise’s strengths and weaknesses alongside identifying potential threats and opportunities.
After studying the strategic management module and other modules of the
With my Master of Business Administration, I have gained valuable insights into business strategy This knowledge, combined with comprehensive research data on VTC Digital's operations and expert opinions, has motivated us to develop a business strategy for 2015.
Amidst the unpredictable changes and economic challenges faced globally, the restructuring phase presents a unique opportunity By aligning with the directives of the government and VTC Corporation, businesses can navigate these turbulent times and capitalize on emerging prospects for growth and innovation.
Solutions to improve human resource training at VTC
4.2.1 Improving the training of human resources
4.2.1.1 Completing the identification of training needs
Identifying the training needs of employees is a critical step in effective human resource management for any organization Failure to accurately assess these needs can lead to significant challenges Currently, many companies do not base their training needs on comprehensive human resource planning or thorough evaluations of job performance To ensure an accurate and effective determination of training needs, organizations must prioritize mapping out their human resource planning strategies.
The training plan will assess the workforce training needs of the company's human resources, determining the number of individuals requiring skill enhancement and qualifications Based on this assessment, the company will develop detailed training plans The human resource training process consists of four key stages.
Stage 1: Analysis of the use of human resources and predictable supply of manpower.
Stage 2: Prediction of human needs.
Stage 3: Balancing supply and employees demand.
Stage 4: Develop measures to implement.
To effectively determine a manpower plan, companies should follow four key steps that assess their future human resource needs and inform subsequent training strategies Conducting thorough analytical work is essential in this process.
To effectively identify training needs, companies must conduct thorough analytical work that aligns with current production requirements This involves pinpointing key tasks for each period to determine the necessary skills and knowledge for employee training A comprehensive job description and clear performance requirements are essential for conducting this analysis successfully.
Chuyên đề thực tập Tốt nghiệp each location, job title To conduct analytical work and building descriptions, companies should perform the following steps:
Step 1: Define the list of work to be analyzed depending on the nature and importance of the work that each company identified the need analytical work such as manager, accounting, production employees
Step 2: Identify the resources involved in the analysis process: can the board of directors, deputy heads of departments or production teams.
Step 3: Gather information necessary for job analysis process through questionnaires and interviews directly to employees or through observation employeesers work.
Step 4: Handling of information gathered and write a job description, the job requirements for the job done. c) Completing the performance evaluation system work:
Reviewing employee performance reveals specific skills gaps, highlighting areas where additional training and knowledge are needed to meet job requirements Often, companies lack a structured evaluation system, leading to ineffective assessments of employee performance To accurately identify training needs, organizations must develop a comprehensive job evaluation system and methodology.
Methods of assessing the most effective work can mention scoring method based on the standard system do the work.
In order to assess the work done effectively, companies should pay attention to the following points:
To ensure fair and effective performance evaluations, companies must train their evaluators to comprehend the assessment's purpose, the evaluation system's operators, and the methods used for performance appraisal This training is essential for accurately interpreting appraisal results and appropriately applying them to new job roles.
- Establish criteria for evaluation board officials and employees to each specific job function and the feedback from the employees directly.
Chuyên đề thực tập Tốt nghiệp
- Evaluation of work efficiency to bring, all must be accurately quantified in economic indicators brought.
4.2.1.2 Define specific, clearly training objectives
Companies should establish clear training objectives tailored to specific audiences, serving as both guiding criteria for the training process and benchmarks for evaluating its effectiveness post-completion Once these goals are defined, it is essential for all departments, officers, and employees to collaborate in achieving them.
4.2.1.3 Complete the identification of training objects:
The determination of who gets training has been defined quite clearly but not well implemented has led to the identification of training objects are not accurate.
The training program should clearly identify the knowledge gaps among participants and outline the specific skills they can acquire It must also consider the health and time availability of individuals, as well as their attitudes towards training.
Training is finished he will do? Use like? Answer the questions on the sure steps targeting training at the company accurately and efficiently.
Long-term training programs typically favor younger employees over those over 50, as older individuals may face challenges in acquiring new knowledge and may hesitate to participate in training Consequently, if older employees do engage in long-term training, it often proves to be inefficient and a waste of resources, as their ability to fully contribute to the company may be limited.
For today's companies need to train the following subjects:
- The HR Department: Need training expertise on employees, salary and knowledge of new regulations relating to officials in charge of salary.
The Business and Planning Department plays a crucial role in ensuring effective financial management, which is essential for accurately analyzing a company's financial situation By identifying strengths and weaknesses, this department provides valuable insights that help leaders develop informed business strategies.
- The Accounting Department: This is the department with the thinnest force
The graduation internship program focuses on essential short training courses related to taxation, covering tax procedures, new taxes, and updated tax regulations.
The TV Department focuses on enhancing the quality management system for employees, ensuring they possess in-depth product knowledge to streamline system development Additionally, there is a need for training to improve installation supervision, production techniques, and the creation of engaging TV programs.
4.2.1.4 Completing the program and diversification of training methods, development a) Completing the program and diversification of training methods, development
In recent 2 years, companies do not implement foreign language training programs and information for staff, although currently these skills are really needed.
This is something that companies need to pay more attention in the training of the next year.
Contents of the training program for production staff and technical employees of the company should be detailed and more specific The contents include:
+ The number of people, in any unit
+ Time: concretized in each sector
+ The number of courses: theory and practice
+ Lessons: For example can the 50% theoretical lessons, practice lessons of
50% or, depending on the object and purpose of the training school.
+ Location of training: courses in enterprise infrastructure advantage in enterprises, or training posts in the schools where the company has a contract.
+ Class time: time a lesson and the lesson of the day.
To achieve effective outcomes from the training program, it is essential for companies to host workshops upon the teacher's selection These workshops should focus on communicating the training objectives and providing teachers with valuable insights into real-world business practices and production processes.
Training programs need to be close cooperation of teachers and employees who
The graduation internship program has evolved over the years, leading to the development of a new training curriculum that aligns with the company's objectives This program provides employees with fresh knowledge and practical skills, enhancing their ability to apply what they learn in real-world scenarios Additionally, it emphasizes the importance of diversifying training methods to cater to various learning styles and improve overall effectiveness.
Survey questionares for employees
1 How do you assess the training needs of the organization for a period of organizational capacity? Does it really need to speed up the training of staff?
2 How to think about the mission of the organization in the near future and in the long term for design traning program?
3 The training process in the company now has a full guarantee and reasonable yet?
4 Main changes in management's comparisons between the current period and the past is what?
5 What are the main factors causing these changes?
6 What is the most difficult in the management of staff training at VTC?
7 How you can accurately assess the real capabilities of your staff?
8 VTC is focusing on the training of public employees?
9 Are you willing to provide support for the training is a top priority?
10 Do you provide any motive or promotions or incentives for employees after training?
11 Do you directly manage the selection of teachers trained?
12 Do you spend a lot of time appropriate to evaluate the performance of employees after training?
13 What is HR Department must do to improve training activities at present?
Chuyên đề thực tập Tốt nghiệp
Encourage Trainning Policy
The Encourage Training Policies received a mean score of 2.76, indicating a lack of effectiveness Employee feedback reveals that the company lacks reasonable policies to motivate staff to voluntarily identify their training needs and actively engage in the learning process.
The HR Department is responsible for organizing training courses for employees, ensuring that instruction methods are effective and do not disrupt their current job responsibilities Companies facilitate time for employees to address their tasks while also allowing them to pursue their studies During training, employees continue to receive their payroll, ensuring financial stability while they learn The company selects qualified teachers for the training sessions and provides teaching allowances, while also engaging skilled technical staff to deliver practical training within the organization.
Chuyên đề thực tập Tốt nghiệp
VTC Digital Company used the following methods to evaluate the program and the results of the training:
Reviewed by reaction of participants:
Companies often use evaluation forms about employee satisfaction with quality courses to learn from experience in policy making Strategic Training
Table 3.20: Mean of employees evaluation on training program quality
The quality of a good training program, providing practical significance
The training program was prepared carefully
The training program attractive and appealing, clear and easy to understand
The program has helped many individuals
The training program in accordance with current job
Chuyên đề thực tập Tốt nghiệp
This part deals with customer evaluation with the training program quality;
The training program received an impressive average rating of 3.34, indicating strong employee appreciation for its quality Notably, the program's most attractive elements garnered the highest score of 3.52, while the appropriate elements received a lower score of 3.15 Overall, the survey results suggest that the training program is considered to be of good quality by the company's employees.
With a staff of employees who are sent regular schools, the assessment center will be based on the results from the field, the center sent.
Officials and employees will be evaluated based on their performance in the final assessments of professional training courses conducted within companies.
Management Employees Technical / General Employees
Chuyên đề thực tập Tốt nghiệp
Quantity(person) Proportion (%) Quantity (person) Proportion (%)
Figure 3.13: The results of the employee training company Digital VTC 2014
The training results presented in Table 15 indicate that the quality of company training programs is notably high, particularly for managers, with 70% rated as "good" and 30% as "excellent." In contrast, technical and general staff have a similar "good" rating of 71.1%, but only 11.1% received an "excellent" rating, while 17.7% were deemed "bad." This disparity highlights the need for companies to address the lower quality of education among general staff in future training initiatives.
The company may have conducted a limited assessment of training results; however, while study results serve as a tool for evaluating effectiveness, it is essential for companies to measure outcomes by examining employees' ability to apply their knowledge in practical work settings.
3.3 Assessment of human resources training at VTC
3.2.1 Assessment of the factors affecting the training and resource development workforce at the company:
- Infrastructure and equipment of the company pretty well
Chuyên đề thực tập Tốt nghiệp
- Employees of the company have qualified and very good knowledge base
- Number of employees from 18 to 30 years old accounted for a large proportion of the public and core staffs that acquire good ability, enthusiasm and creativity.
- Every year, the revenue and profit of the company continued to increase, as the foundation for building up the training program, decided to program and quality training
The television industry is evolving, necessitating that training programs for employees be tailored to their specific time and location needs.
- The management team of the company remains weak and inadequate to cause difficulties in the establishment of training and retraining personnel in the company.
To address the diverse and rapidly evolving nature of products, it is essential to implement comprehensive service training programs An in-depth analysis is necessary to create tailored programs that effectively bridge the skills gap and enhance the qualifications and experience of staff.
- Training programs abroad are facing many difficulties in the organization and allocation, acquisitions
- The identification of training needs based on the business plan produced by the company and coordination between divisions, departments to build human needs.
- The development of criteria for selection of trainees clearly help companies facilitate the selection of participants.
- The content of training programs and deploy unified corporate sync.
- The training program is quite specific to each subject helps employees easily monitored, checked and monitored, thereby offering ideas to help complete the training of human resources
- Training costs through annual increase represents the interest of companies
The internship program emphasizes the importance of investing in training and developing human resources, recognizing that harnessing human potential is crucial for the company's success in all operations.
- The budget for training are distributed evenly for the training program.
The Company has evaluated training outcomes using various methods, including surveys and assessments of student performance This approach enables the Company to enhance the quality of its training programs effectively.
Effective training not only reduces the costs associated with hiring external resources but also maximizes the potential of existing employees who possess valuable experience and dedication to the company.
The author conducts a comprehensive analysis of employee capabilities at VTC, focusing on education, language, and computer skills, alongside demographic factors such as age and gender This evaluation will assess the effectiveness of current human resource training activities through four key perspectives: training needs assessment, training design, training implementation, and post-training evaluation The findings will be grounded in data collected from a survey of 120 employees, including directors and deputy directors, ensuring a thorough understanding of the training landscape within the organization.
HR training managers at the company In each perspective, the author will present the number of each choice for each question, along with their corresponding percentages.
The identification of training needs:
The company focuses on assessing training needs primarily through the requirements of departmental and production teams, rather than utilizing a systematic approach involving training needs analysis, performance evaluations, or strategic human resource planning.
- The Company has not established a job description should not analyze
The internship program highlights the limitations of staff who lack essential skills, which complicates the identification of the company's training needs.
The identification of training objectives:
Training objectives of the company to its general nature, in general; not specifically for each subject and each course in each period, each at different stages.
The identification of training objects:
- The identification of training objects of the company are mainly based on the needs of departments and teams within the company submitted to determine.
The company has overlooked key factors influencing training effectiveness, including employees' goals for future training and their desired knowledge and skills to be gained from the training program.
On training methods and training programs:
- The form of company training is not plentiful and varied, mainly using traditional methods, leading to low effectiveness of training.
- Regarding the training program, the company has developed training programs quite consistent for each subject, but training is limited: the lack of skills development programs for managers.
The selection of teacher training:
With a choice of on-site teacher training, coaching and directing the staff, the company has chosen to be those with long experience, qualified professionals.
However most of them had not undergone training schools should pedagogical ability to communicate is limited.
The identification of training funds:
Funds for training remains limited, primarily from the company's profits.
The evaluation of training programs and training results:
Company assess training results largely through evaluation forms and through training results So the evaluation results and the effectiveness of training is not comprehensive and highly effective.
Chuyên đề thực tập Tốt nghiệp
- No remuneration policies encourage employees to attend the training program So not attract many participants training.
- Long-term training plan of the company is limited and unclear so often in the passive when there are volatile changes in production and business.
- After the training is still an object of less-skilled employeess, does not meet the requirements of the job.