Rationale
Human resources (HR) are considered the most vital assets of any organization, and investing in their development is crucial for achieving business success in today's rapidly changing environment Companies must prioritize hiring employees who possess knowledge, creativity, enthusiasm, dedication, and responsibility, as the quality of human resources significantly impacts organizational success or failure In Vietnam, the challenges posed by globalization and international economic integration, particularly following its accession as the 150th member of the WTO in January 2007 and the ASEAN economic integration in 2017, highlight the importance of enhancing HR capabilities Furthermore, Vietnam's entry into the ASEAN Free Trade Area (AFTA) marks a significant advancement in its integration into the global economy.
In the first two months of 2017, Vietnam experienced a significant surge in foreign direct investment (FDI) inflows, reaching record levels compared to previous years, with notable increases in newly licensed projects, registered capital, and expended capital (Cam, 2017) The Vietnamese Foreign Investment Agency reported over 1,100 FDI projects, marking a 21.5% rise from the same period last year This influx has intensified competition in the Vietnamese market, pitting local products against foreign counterparts and elevating the quality of both domestic and international human resources in the country.
The 4th industrial revolution is currently advancing rapidly worldwide, significantly impacting Vietnam by presenting both opportunities and challenges for the country's industrialization and modernization While this revolution offers a chance to accelerate development, Vietnam faces hurdles such as a lack of advanced technology, skilled human resources, and adequate infrastructure According to Professor Doctor Tran Dinh Thien, the swift pace of technological advancement may result in robots replacing traditional workers, potentially displacing millions from their jobs.
Technology of the Ministry of Science and Technology clearly pointed that Vietnam is required changes in HR educating and training to meet the requirements of Industry 4.0
To capitalize on the growing trend of competition and knowledge exchange, Vietnam Stamps Company (Cotevina) recognizes the urgent need to enhance the quality of its human resources Established on July 1, 1977, Cotevina is a state-owned enterprise authorized by Vietnam Post, specializing in the nationwide provision of stamps and philately products for both national and international customers As a representative of Vietnam, the company actively participates in numerous stamp exhibitions across Asia and globally From 2018 to 2022, Cotevina implemented a business plan that achieved a remarkable 150% annual increase in revenue and profit, necessitating a rise in workforce numbers However, the company faces significant challenges, including the need for innovative products to replace declining postage stamp demand in the market Currently, Cotevina lacks specific plans for the education and training of its employees, highlighting a critical area for development to adapt to the evolving business landscape.
To ensure long-term survival, organizations must foster human elements capable of learning, changing, creating, and innovating (Bontis et al., 1999) For Vietnam Post, enhancing postal service quality has become a vital focus, particularly following its transformation in 2008 This quality is now a collective responsibility across all departments, as the organization's performance relies heavily on the professional skills, knowledge, and work ethic of its over 40,000 employees In recent years, Vietnam Post has prioritized human resource development through initiatives like collaboration with Japan Post to improve quality management systems and training programs (Vietnamnet, 2015) Therefore, enhancing the human resources of Vietnam Stamps Company is essential, necessitating the implementation of a dedicated human resource development program.
This thesis addresses the pressing need of Vietnam Stamps Company to enhance its human resources management (HRM) strategy, particularly from the perspectives of middle and senior managers It aims to align recommendations with the company's business plan to ensure effective implementation Focusing on the significance of both theoretical and practical aspects of HRM, the dissertation titled “Improving the Quality of Human Resources at Vietnam Stamps Company for the Period 2018-2022” seeks to contribute valuable insights and solutions for elevating the quality of human resources within the organization.
Literature review
General view of domestic and international project on topic HR and quality of HR in
According to the latest reports from the World Bank and the United Nations, Vietnam's population exceeded 97 million in July 2019, with a dependency ratio of 44.4% This ratio indicates the proportion of dependents—individuals unable to work, including those under 15 and over 65—relative to the working-age population, which is defined as those aged 15 to 64.
Figure 1.1 Population of Vietnam during 1950-2017
The labor force is considering one of the Vietnam’s great advantages as the country has abundant young people, at the working age
The Institute of Workers-Trade Unions reports a rise in skilled workers in Vietnam, with numbers increasing from 9.65 million (18% of the labor force) in 2013 to 11.78 million (21.7% of the labor force) in 2017 Despite this growth, the human resources structure remains unbalanced Currently, Vietnam has 500,000 workers employed abroad, with approximately 100,000 workers leaving each year under contracts, predominantly in medium and low-skilled positions.
Vietnam has seen a rapid increase in foreign workers, with approximately 6,500 entering the country each year, reflecting a 22% annual growth Notably, 51.5% of these foreign workers occupy key technical positions that demand high qualifications, indicating a significant shortage of skilled labor in Vietnam As the nation continues to integrate and modernize, the professional skills and capacities of its workforce are crucial for enhancing productivity, quality, and the overall competitiveness of businesses and labor conditions.
General view of domestic and international project on topic improving the quality of
Human Resource Development (HRD) plays a crucial role in improving the quality of HR practices in small and medium-sized enterprises (SMEs), making it a widely researched area within Human Resource Management (HRM) Studies by Nolan and Garavan (2015), Ahmeti and Marmullaku (2015), Armstrong (2006), Thu (2019), and Bui (2006) highlight the significance of effective HRD strategies in enhancing organizational performance and employee engagement in SMEs.
Improving the quality of human resources remains a significant focus for researchers worldwide Numerous studies have explored this topic, including Eric Garner's 2012 book "Health and Social for Workers," which examines the maintenance and enhancement of human resources Additionally, Professor Geoffrey B Hainsworth's article, "Developing Human Resources in Response to the Challenges of Strong Globalization and an Economy Based on New Insights," highlights the importance of adapting HR strategies to meet contemporary economic demands, as referenced in works edited by Nolwen Henaff and Jean-Yves Martin.
In 2001, research focused on enhancing human resources through improved mentality, notably highlighted in Dorothy Grover Bolton's 2011 book, "Training Strategic for Employee," which offers solutions for effective training organization Stivastava M/P's 1997 work, "Human Resource Planning: Approach Needs Assessments and Priorities in Manpower Planning," published by Manak Publishing House, emphasizes the importance of quality human resources This research often underscores the significance of corporate culture, behavioral norms, work styles, labor discipline, political education, and fostering long-term loyalty Additionally, Stewart Liff's 2011 publication, "All You Need is the Will and the Skill," contributes to the discourse on effective human resource development.
In the context of Industry 4.0, Vietnam, like many developing nations, faces significant challenges in fostering business and economic growth, necessitating the swift adoption of advancements in information technology, automation, and the Internet A critical issue is the shortage of a high-quality labor force In an interview with the Vietnam News Agency, Mr Le Quan, Vice Minister of the Ministry of Labor, War Invalids and Social Affairs, proposed several strategies to enhance the current workforce situation.
General view of the project
Numerous projects focus on enhancing HR quality across various sectors, including banking, construction, and state administration; however, there is a notable lack of research specifically addressing the postal sector, particularly in relation to stamps This highlights the need for targeted research on the Vietnam Stamps Company to elevate the quality of its human resources.
HR from the management to employees
The aim of this project is to find out the answers for these following questions:
- What criterions use to measure quality of HR in the organization?
- The current situation of Vietnam Stamps Company in HR field
- What activities Vietnam Stamps Company are doing to improve the HR quality and how do these activities affect?
- Suggestion of some evaluations to improve quality of HR field
2.4 Concept of human resource and human resource development
Human resources are essential yet challenging to manage within an organization, representing the collective knowledge, skills, and motivation of employees, referred to as human capital Effective human resource management spans all organizational levels and employee categories, including unskilled, skilled, clerical, technical, managerial, and professional staff It encompasses both organized and unorganized personnel, focusing on their development through training, organizational growth, and career advancement This multifaceted approach is crucial for achieving the overall goals of the organization.
“HRD is organized learning experiences in a definite time period to increase the possibility of improving job performance and growth”
2.5 Position and role of HR in the cause of industrialization and modernization
Human Resources play a crucial role in organizations by focusing on ten key areas, including strategy, compensation, benefits, safety, liability, training and development, employee satisfaction, recruitment, selection, and compliance (Mayhew, 2017) In today's service-oriented economy, it is essential for companies to prioritize employee motivation and productivity Even in traditional manufacturing sectors, maintaining competitiveness requires effective resource management This evolving business landscape reflects a significant shift towards a "people first" approach, where employees are valued as integral assets rather than mere resources.
Industrialization, modernization, and the advancement of a knowledge-based economy hinge on effective research and efficient resource utilization A key determinant of success in this process is the presence of high-quality human resources Human Resources (HR) play a crucial role in navigating complex employment regulations, providing expert advice to management on their implications for the business, and ensuring compliance by updating company practices accordingly This task is challenging yet essential for organizational success (Adamson, 2009).
2.6 Criterias and methods of evaluating the quality of human resources 2.6.1 Evaluating criterias
Evaluating the quality of human resources is challenging due to its complex nature, which encompasses various fundamental characteristics Economists categorize human resource quality into two main groups: social competence, which includes physical and intellectual abilities as well as personality traits, and social dynamics, which encompasses capacity, competitiveness, adaptability, and potential for development Key factors for measuring human resource quality include physical indicators such as health status and working capacity, along with intellectual indicators like education and technical expertise.
Position and role of HR in the cause of industrialization and modernization
Human Resources (HR) play a crucial role in organizations across ten key areas, including strategy, compensation, benefits, safety, liability, training and development, employee satisfaction, recruitment, selection, and compliance (Mayhew, 2017) The current business environment emphasizes the importance of employee motivation and productivity, particularly in the service sector, where firms must adapt to a service-based economy Even traditional manufacturing sectors are recognizing the need for competitive strategies that optimize resource use This shift reflects a broader change in perspective, where businesses increasingly adopt a "people first" approach, valuing employees as essential assets rather than mere resources.
The success of industrialization and the advancement of a knowledge-based economy hinge on effective research and efficient resource utilization Central to this process is the importance of high-quality human resources Human Resources (HR) play a crucial role in navigating complex employment regulations, providing management with insights on their implications for the business, and ensuring compliance by updating company practices accordingly This task is challenging yet essential for organizational success (Adamson, 2009).
Criterias and methods of evaluating the quality of human resources
Evaluating the quality of human resources is challenging due to its multifaceted nature, which encompasses various fundamental characteristics Economists categorize human resource quality into two main groups: social competence, which includes physical and intellectual capabilities as well as personality traits, and social dynamics, which reflects attributes like capacity, competitiveness, adaptability, and potential for development Key factors for measuring human resource quality include physical indicators such as health and working capacity, intellectual indicators like education and technical expertise, personality indicators encompassing ethics and lifestyle, and social dynamics indicators that assess work ability, competitiveness, and adaptability.
Evaluating human resource quality involves assessing both moral qualities and physical fitness, with labor ethics encompassing personal and professional ethics The capacity assessment methodology evaluates individual qualities based on a competency framework derived from job analysis This process is crucial for identifying employee training needs and the skills acquired from prior training.
Performance evaluation methodology involves utilizing specific measures based on defined indicators to assess human resources This approach enables managers to evaluate the current quality of their workforce and anticipate future capabilities.
Influencing factors to the quality of HR
Enterprises that want to own a high quality staff must first Good control of the input of human resources, such as good job recruitment and selection of manpower
The company's HRD policies encompass personnel placement, staff evaluation, training, and the effective utilization of human resources post-training It is essential for the human resource development policy to explicitly outline its objectives, key content, as well as the rights and responsibilities of both the organization and its employees.
Labor remuneration policy is all that employees receive through their employment relationship with the business Remuneration includes basic remuneration, incentives and benefits.
Aims of Research
This research aims to analyze the current state of human resources at Vietnam Stamps Company, critically evaluating existing practices to enhance HR quality By identifying key areas for improvement, the study seeks to provide actionable solutions that align with the company's goals of significantly increasing profit and revenue between 2018 and 2022.
This thesis aims to systematize and clarify fundamental theories related to human resource factors and enhance the quality of human resources within enterprises It explores the quality of high-performing human resources across various countries and regions, analyzing practical lessons to determine their applicability to Vietnamese companies in the business sector.
This dissertation focuses on the collection, analysis, and evaluation of the quality of human resources at the Vietnam Stamps Company from 2015 to 2018 It aims to identify the factors contributing to both the achievements and limitations in human resource quality, as well as the underlying causes of these limitations.
Since then, proposing solutions, mostly on current limitation reasons to contribute promoting and improving the quality of human resources at Vietnam Stamps Company.
Objects of Research
The research subjects of the dissertation are quality of human resources and activities to improve the quality of human resources in Vietnam Stamps Company in details
The research content is focusing on analysing and evaluating the effectiveness of applied activities, therefore suggesting solution to improve the quality of human resources in the Vietnam Stamps Company.
Scope of Research
The research area and scope are crucial for defining the dissertation's focus and target population It is essential to select appropriate scopes that are representative of the total population, ensuring the effectiveness of the research questionnaire (Wentz, 2014).
This thesis investigates the quality of human resources at Vietnam Stamps Company, focusing on its headquarters located at 14 Tran Hung Dao Street, Phan Chu Trinh Ward, Hoan Kiem District, Hanoi, and its branch at 18 Dinh Tien Hoang Street, District 1, Ho Chi Minh City The research encompasses data collected from 2011 to 2019, with a primary emphasis on the years 2016 to 2018.
Research Methodology
Wentz (2014) identifies three key components of research methods: the description of the study area, the data collection process and methods used to gather the data, and the analytical approach for interpreting the data.
The research methodology is used in the thesis is
Firstly, collecting primary data from departments of the Vietnam Stamps Company, which are known as Administration Department, Accounting Department, Business Department and the Brand in Ho Chi Minh City
The secondary data collection focused on gathering objective figures related to the enhancement of human resource quality at Cotevina Questionnaires were distributed to 44 individuals employed at Vietnam Stamps to gather relevant insights.
In 2018, the company conducted a comprehensive review of its departments, focusing on data from 2011 to 2018 This involved employing statistical methods for planning, designing, data collection, and analysis The primary objective of this initiative was to assess and evaluate the improvements made in the quality of Human Resources during that period.
By utilizing quantitative data analysis methods, the research transforms raw data into meaningful insights, providing a comprehensive overview of critical thinking and statistical analysis to suggest effective solutions.
Thesis Structure
Besides the introduction, conclusion and references and appendixes, the main part of the dissertation is structured as 3 chapters following:
Chapter 1: Theoretical background on improving quality of human resources in the businesses
Chapter 2: Actual status of actions to improve quality of human resources in Vietnam Stamps Company
Chapter 3: Analysing data results and giving some suggestions to improve HR qualification within the company.
BASIC THEORY ON IMPROVING THE QUALITY OF HUMAN
Quality of HR in organisation
Human Resources (HR) should be evaluated based on both quantity and quality Various definitions and descriptions exist regarding the quality of HR, highlighting the complexity and diversity of perspectives on this important aspect.
It is required HR to keep changing and continuously develop adapt to and meeting demand of higher needs from customers
1.2.1 Conception of quality of HR in organization
The quality of human resources encompasses the values of humanity, physical and spiritual well-being, intellectual capacity, and professional skills These elements contribute to creating a workforce that possesses both the abilities and virtuous character necessary to meet the demands of today’s social economy Essentially, human resource quality refers to all the resources and capabilities within an individual that shape their life and work.
The quality of human resources (HR) is influenced by various factors, including health, cultural level, professional knowledge, actual abilities, skills, work flexibility, ethical standards, attitude, work environment, and performance These qualities can be assessed through physical and mental indicators, often measured by scientific tools or knowledge levels While evaluating HR quality requires consideration of all these factors, it is not necessary for an individual to possess every single one.
The quality of human resources is influenced by various factors, including time, the working environment, and cultural context Enhancing these elements can lead to improved outcomes and maximize human potential, particularly through the development of cultural leadership in educational institutions for students prior to entering the workforce (David L Weller, 2000) Continuous learning and training are essential for boosting workplace performance; therefore, organizations should foster an environment that encourages employees to engage in learning, gaining experience, and healthy competition (Wilson, 2005).
The quality of HR within an organization is reflected in the performance of its employees during their work processes Employees engage in two primary functions: utilizing their learned skills to enhance existing activities and producing goods or services based on established designs, while also innovating by developing new products, ideas, and technologies This dual focus emphasizes the importance of human creativity and the ability to transform innovative concepts into unique technological advancements.
The effectiveness of an HR organization is reflected in the value it places on its employees Quality control plays a crucial role in fostering customer loyalty and ensuring customer satisfaction In competitive markets, maintaining high quality is essential for retaining customer loyalty.
High-quality products and services are defined by their ability to meet customer demands; even technologically advanced goods can be deemed low quality if they fail to do so Quality is dynamic, influenced by changing demands, environmental factors, and working conditions Consequently, it is crucial for an organization's management to comprehend and ensure high-quality standards, particularly through the development of a skilled human resource team.
In the knowledge economy, the success of high-quality management relies heavily on the capacity for creativity and innovation, as well as the enhancement of physical capabilities and professional skills, which are essential for transforming ideas into new products and services.
Despite significant efforts and achievements, the World Bank assessment reveals that the quality of the Vietnamese labor force remains lower than that of many other countries, particularly in terms of skilled and high-level technical workers Vietnam's human resource quality is rated at only 3.79 out of 10, placing it 11th out of 12 Asian countries evaluated by the World Bank In contrast, South Korea scores 6.91, India 5.76, Malaysia 5.59, and Thailand 4.94, highlighting the urgent need for improvements in Vietnam's workforce capabilities.
1.2.2 Criterion of evaluating quality of HR in organization
MSc Nguyen Thuy Hai from the University of Economics and Technical Industries and Duc Duong Pham from the Southeast Asia – Vietnam Scientific Research Association outline three key criteria for evaluating human resources quality.
During the Spring Economic Forum 2015, Dr Bui Sy Loi, deputy chairman of the National Assembly’s Committee on Social Affairs, highlighted that labor quality poses a significant challenge for Vietnam He pointed out that a major factor impacting labor productivity is the high percentage of workers employed in the agriculture, forestry, and fishery sectors, which have low-quality labor resources Notably, while the agricultural sector employs 46.6% of the workforce, it only contributes 18.12% to the nation's GDP (Chau, 2015).
Human resources are evaluated based on both mental capabilities and physical strength The latter is influenced by various factors, including health status, living standards, income, diet, work-life balance, access to healthcare, and gender.
Vietnamese workers generally exhibit average to below-average physical conditions, including height, weight, endurance, and toughness As a result, the labor force often struggles to meet the intensity of work and the equipment usage requirements when compared to international standards.
Human Resources (HR) in healthcare encompasses both clinical and non-clinical staff dedicated to public and individual health interventions This sector is vital to the healthcare system, where effective performance relies on the knowledge, skills, and motivation of the workforce The relationship between health outcomes and HR practices is notably intricate and significant.
The intellect includes talent, aptitude, as well as belief, human being within every single person
Labor discipline in the region is notably lacking, with a significant portion of workers untrained in industrial standards Many employees exhibit poor time management and behavioral issues, lacking essential knowledge and skills for effective teamwork This deficiency results in an inability to collaborate, share ideas, or take initiative, ultimately hindering productivity and innovation in the workplace.
Improving quality of HR in organisation
Assoc Prof PhD Pham Van Son, director of the Center for Training Support and HR Supply at the Ministry of Education and Training, emphasizes that Vietnamese workers have significant opportunities in both Asian and international job markets However, there is an urgent need for improvements in the quality of work to meet rising demands in these sectors.
On 20 th March 2019, the Institute of Workers – Trade Unions (Vietnam General Confederation of Labor) held a workshop to discuss solutions to improve the quality of HR and mange skilled labor to meet the requirements, integration demand At the seminar, experts and scientists exchanged and analysed the characteristics, opportunities, challenges and impacts of skilled labor movement on socio-economic and urban development (Thu,
Enhancing the quality of human resources in enterprises involves systematically transforming the factors that define their effectiveness, focusing on both quantity and quality to align with business development goals This process aims to elevate the value of individuals by fostering material and spiritual growth, enhancing intellectual and professional skills, and cultivating a capable workforce Ultimately, improving human resources means boosting employees' work capacity, job skills, and attitudes, ensuring they meet the growing demands of socio-economic development.
Effective HR management development enhances healthcare activities, mental training, and employee knowledge application, contributing to the achievement of standard levels that foster economic growth and support the social mission of businesses and nations.
HR directly supports and affects the economy growth, which reveals people quality of life
Enhancing the quality of Human Resources (HR) is a crucial focus of Human Resource Development (HRD), which encompasses the improvement of employee health, intelligence, ethics, abilities, and skills To elevate organizational quality, drive business growth, and maximize revenue and profits, it is essential to foster an environment that attracts top talent and positions the company as a desirable workplace for prospective employees.
Human Resource Management (HRM) is essential for effective management, focusing on maximizing employee potential The success of an organization relies on the quality of both individuals and teams in achieving its goals HRM plays a crucial role in developing human capital through various functions, including hiring, training, employee development, performance appraisal, and creating a positive working environment.
Enhance, it is extremely important in term of putting more investment on HRD to enhance the quality of HR to sustainable competitive advantage
1.3.2 Activities for improving quality of HR
Vietnam's global integration has significantly influenced business perspectives, leading owners to recognize the critical role of human resources This shift emphasizes the need for fostering a supportive work environment, providing career advancement opportunities, and implementing competitive compensation packages to attract and retain top talent.
To enhance employee performance and efficiency, numerous creative strategies are proposed, with outsourcing being a key method to manage workload overload and challenging tasks This approach allows organizations to transform fixed labor costs into flexible expenses Additionally, techniques such as contracting-out, internal contracting, and performance contracts are employed to optimize workforce measurement and effectiveness.
To enhance HR quality, it is essential to implement initiatives that promote equity and fairness in the workplace This includes strategic planning that incorporates financial protection mechanisms and addresses specific employee needs through targeted services When employees experience greater equity, their satisfaction increases, leading to improved performance and better overall results at work.
HR reform in the stamp sector aims to enhance product and service quality, ultimately boosting customer satisfaction Quality is assessed through two main aspects: product quality, which encompasses both technical and inherent qualities, and service quality, which reflects how well products meet customer expectations By prioritizing these elements, the sector can better align with customer preferences and improve overall satisfaction.
1.3.3 Influencing factors for improving quality of HR 1.3.3.1.The internal factors affecting the quality of HR in organization
Effective policies and strategies are essential for enhancing the quality of human resources (HR) within an organization These policies should explicitly outline the rationale behind improving HR, detailing the rights and responsibilities of both employees and employers By establishing clear guidelines, businesses can motivate their workforce to enhance their skills and performance, while demonstrating a commitment to fostering a high-quality HR environment.
Businesses focused on growth and innovation must prioritize training and recruiting staff to meet their development objectives As new technologies emerge, companies need to equip employees with the necessary skills through targeted training programs Continuous innovation in management practices is essential for organizations to effectively implement new measures and enhance employee training initiatives.
Business owners acknowledge the critical role of enhancing HR quality in driving enterprise growth They have experienced firsthand the benefits of training and development, viewing it as a strategic investment that ultimately improves business performance and offsets training costs With a solid understanding of training needs analysis and planning, they are committed to providing training opportunities and are not deterred by the potential of trained employees seeking opportunities elsewhere.
The financial capacity of businesses significantly influences their ability to conduct employee training programs While many companies recognize the importance of training their workforce, limited financial resources often hinder their ability to enroll employees in reputable training institutions.
1.3.3.2 The external factors affecting the quality of HR in organization
In developing countries such as Vietnam, the government and international organizations play a crucial role in enhancing human resource quality for small and medium-sized enterprises (SMEs) Their support encompasses a wide range of initiatives, including capital investment, market development, technology enhancement, and targeted training programs aimed at improving HR capabilities.
Experiences on improving quality of HR
Vietnam must foster an environment that encourages collaboration between training institutions, employers, and skilled human resources to enhance HR quality This includes engaging in exchanges and learning experiences with highly developed countries in Asia and globally In the current market economy, numerous countries have successfully established cooperative mechanisms between universities or training centers and enterprises to improve HR training and quality.
Selecting the right training and development methods is crucial for enhancing the HR quality in SMEs Government support is also vital alongside the initiatives of small and medium enterprises International experiences highlight the importance of government attention to HR quality, reflected in various development programs and policies Research by MA Pham Thi Ngoan from the University of Economic and Technical Industries and PhD Do Minh Thuy from Hai Phong University suggests several policies from other countries that could be adapted for application in Vietnam.
Offering training and consulting services to enhance HR quality for SMEs can significantly boost product quality, business efficiency, and overall competitiveness This approach is effective across various countries, from developed to developing nations, though the implementation methods may vary based on each country's specific conditions.
Japan, despite its limited natural resources, is renowned for its innovative management methods and effective human resource practices that have led to significant success The approach to managing human resources in Japanese enterprises is both a science and an art, emphasizing the value of each individual This appreciation forms the foundation of global success for Japanese companies, with brands like TOYOTA and ISUZU exemplifying the high quality of their human resources, which has garnered international recognition.
Since 1985, Japan has implemented a law to promote Human Resource Development (HRD), which designates the Minister of Labor to create a framework for vocational training and occupational skill enhancement based on labor market needs This legislation aims to meet the evolving demands and aspirations of workers in dynamic environments Furthermore, it expands training opportunities beyond just employees to include business owners and other stakeholders, thereby fostering a more comprehensive approach to workforce development.
Toyota and Isuzu, along with other Japanese companies, value the "lifelong job" approach, fostering high employee motivation and supporting families during challenging times They prioritize comprehensive training and professional development for their workforce, ensuring that managerial roles are rotated across different branches, both domestically and internationally, to enhance global learning opportunities Emphasizing teamwork, these companies promote collaboration that facilitates mutual learning and fosters a competitive yet equitable environment Additionally, they focus on integrating research and development with marketing, continually encouraging creativity and rewarding innovative initiatives from employees.
The preferential regime in human resource management, along with effective training and development strategies, serves as a valuable compensation system This incentive mechanism fosters loyalty and dedication among employees, which is crucial for the global success of companies like Toyota and Isuzu.
In Malaysia, the government established the Human Resource Development (HRD) fund in 1992, requiring business owners in both production and service sectors to contribute 1% of their organizational salary fund This initiative aims to finance training in priority areas, including technical and professional skills, with funding levels varying based on the specific field of training.
The Singapore government has established the Skills Development Fund and the Skills Redevelopment Program to enhance workforce capabilities The Skills Development Fund offers financial incentives to employers, promoting their participation in advanced skills training programs This initiative aims to improve workers' fundamental knowledge and math proficiency, ultimately fostering lifelong employability and enhancing overall workforce productivity.
South Korea is a very poor natural resource country but has emerged as one of the
The 15 most developed countries in the world attribute their achievements to the strength of human resources The Korean government emphasizes its commitment to fostering creativity, self-discipline, and competitiveness, aiming to enhance the skills and character of its citizens This focus on human resource development (HRD) is a priority for both the government and businesses, ensuring optimal conditions for training and positioning Korea as a significant player in global affairs.
Korean initiatives focus on enhancing human resources for small and medium enterprises (SMEs) by reshaping university students' perceptions of these businesses through practical opportunities The program aims to attract young talent to SMEs while also fostering entrepreneurship among middle and high school students.
Transnational corporations, such as SungKwang Bend and SungKwang Electronic, heavily invest in research, development, science, and technology, underpinned by robust human resource development (HRD) policies These companies emphasize collaboration with universities and research institutions to enhance HR capabilities and professionalism in production and customer service A well-structured management information system is crucial for establishing an information infrastructure that supports human resources development and oversees all company activities Additionally, their remuneration strategies are designed to align with the efforts of their workforce, ensuring fair compensation for contributions.
1.4.1.5 Experience of South African businesses
Since joining the company, the HR department has thoroughly communicated the personnel policies, labor contract terms, and sanctions for violations, ensuring that all employees understand and are committed to adhering to the company's regulations.
HR are well trained in occupational safety, working time and all safety regulations in production are strictly followed
Each year, the company offers opportunities for selected technical staff to study abroad, emphasizing its commitment to fostering creativity among employees The organization recognizes and rewards innovative contributions, particularly honoring the designers whose work transforms concepts into marketable products.
To establish a sustainable competitive edge, the company focuses on developing a skilled human resources core, emphasizing intelligence and expertise Additionally, ongoing enhancements to production machinery and equipment are implemented to maximize production capacity while minimizing investment costs.
Analysing the real situation of HR quality of Cotevina
ASSESSING THE QUALITY OF HUMAN RESOURCES AT THE VIETNAM
2.1 General view of Vietnam Stamps Company 2.1.1 The process of formation and development of brand
Vietnam Post Corporation was established as part of a pilot project aimed at creating the Vietnam Post and Telecommunications Group (VNPT Group), which received approval from the Prime Minister through Decision No 58/2005/QD-TTg on March 23, 2005.
On June 1, 2007, the Prime Minister approved Decision 674/QD-TTg, establishing the Vietnam Post Corporation as a state-owned entity specializing in postal services with independent economic accounting The corporation operates under the oversight of the VNPT Group, which represents the state as the owner Following this, on June 15, 2007, the Ministry of Posts and Telematics, now known as the Ministry of Information and Communications, issued Decision No 16/2007/QD-TCCB-BBCVT to formalize the establishment of Vietnam Post Corporation.
On November 16, 2012, the Prime Minister issued Decision No 1746/QD-TTg, transferring the state ownership representation of Vietnam Post Corporation from the Vietnam Post and Telecommunications Group to the Ministry of Information and Communications Subsequently, Vietnam Post Corporation was officially renamed to Tổng công ty Bưu điện Việt Nam, as per Decision No 2596/QD-BTTTT issued on December 28, 2012, by the Ministry of Information and Communications.
January 6, 2015, the Ministry of Information and Communications issued Decision
The No 09/QD-BTTTT decree outlines the reorganization of Vietnam Post Corporation, transitioning it to a General Corporation management model This structure includes a Board of Members and a Board of Directors, aligning with the stipulated regulations.
No 69/2014/ND-CP of the Government The management and operation apparatus of the Corporation under the new organizational model has also been strengthened
Organizational structure of Vietnam Post: 67 dependent accounting units (including
The Corporation oversees 63 provincial and municipal posts, along with the National Newspapers Distribution Company, Datapost Company, VNPost Logistics Company, and a Training Centre It also manages two wholly-owned limited liability companies: Vietnam Stamps One Member Limited Liability Company (Cotevina) and Post Stamp Printing One Member Limited Liability Company (Intevina) Additionally, the Corporation holds more than 50% of the charter capital in three joint stock companies and has eight associated companies.
2.1.2 The process of formation and development of the Vietnam Stamps Company
Established on July 1, 1977, Vietnam Stamp Company operates as a state-owned enterprise under the Ministry of Information and Communications Initially founded by Decision No 988/QD on June 10, 1977, it became an independent accounting unit of Vietnam Post Corporation in 1996, following document No 425/TCCB-LD issued on September 9, 1996.
- Company name: Vietnam Stamps Company (Vietnamese name: Công ty TNHH MTV Tem Bưu chính)
- Company code: 0100686199, provided by Hanoi Authory Planning and Investment, on 7th October 2014
- Head Office: No 14 Tran Hung Dao, Phan Chu Trinh ward, Hoan Kiem District, Hanoi city, Vietnam
- Branch: 18 Dinh Tien Hoang, District 1, Ho Chi Minh city, Vietnam
- Email: stampcentre1@hn.vnn.vn
- Join the international market since 1980
- Trademark registration and trademark: over 20 years
- Domain name and website for online sales: over 20 years
- Company size according to stage:
+ From 1977 to 1996: 200 people + From 1996 to 2011: 100 people + From 2014 to now: 25 people
+ The highest time is 42 billion + The lowest time (2014) 10 billion
Since September 2015, the Company has focused on enhancing its organizational structure and staff training, fostering innovative practices and strategic investments across various sectors This commitment has led to significant growth in both domestic and international stamp markets, expanding beyond traditional stamp collecting to include creative product ideas for gifts and communications.
In January 2016, the Company embarked on its first development phase for 2016-2020, focusing on five years of strategic planning and goal setting This initiative aimed to foster an engaging atmosphere and promote unity among the majority of staff and young employees, ensuring they are equipped to meet the evolving development needs of Stamps Company.
2.2 Analyzing the real situation of HR quality of Cotevina 2.2.1 Structure and organizational model of the Company
* The structure of the Company includes:
The Chairman of the Board of Directors at Vietnam Post Corporation, typically the Deputy General Director overseeing the stamp sector, represents the Corporation's equity within the Company.
- Control Board of the company
- Board of Directors: General Director and Deputy General Directors, Chief Accountant
- Head of departments, units, branch directly under the company
The Board of Management and Control Board of Vietnam Post oversees the company's operations, but its members do not work at the Vietnam Stamps Company and are not considered part of its workforce.
* Units under the Company include:
- Postal stamp center II in Ho Chi Minh City
Diagram 2.2.1.1 Organisational structure of Vietnam Stamps Company
2.2.2 Functions and tasks of production and business of the company
The design, production, and distribution of postage-prepaid stamps, which are stamps with an applicable shipping fee, were managed by the provincial-level Stamp-Post Company until 2014, when this practice was discontinued.
- Organization preserved the professional stamp store, national storage stamps and UPU stamps (since 2014 no longer implemented)
- Providing services of organizing stamp exhibitions at home and abroad; research services, advice on postage stamps and stamp collection skills
- Designing, manufacturing and trading all kinds of cultural products and gifts on postage stamps
- Advertising and brand recognition services; event organization
- Trading in play stamps and cultural products domestically and internationally
- Preserving the stamp store, the stamp store remains from 1946 up to now
* Professional organization on managing and trading postage stamps
- The design organization produces, publishes and supplies stamps on the network of over 1,000 stamps with about 4500 stamps
- Preserving assets and stamps with hundreds of millions of children
- Apparatus, internal regulations on business and professional management on postage stamps, stamp collection and long-term experienced workers
- Being a unit of Vietnam Post Corporation, there are available favorable conditions to expand business development (brands, customers, products, networks )
2.2.3 Production and business situation of the company
* Business results up to September 2015
Since 2012, the Vietnam Stamps Company has shifted its focus away from postage prepaid stamps, resulting in no revenue from this source that year, despite it accounting for 53% of the company's total revenue in 2011.
Sales of collection stamps declined significantly, from VND 4,743 million in 2011 to VND 3,819 million in 2014 with domestic 75% and 10% export
Revenue from philatelic items accounts for about 15% of total revenue in the years 2012-2014
Table 2.1 Results of production and business activities of the Vietnam Stamps Company in the period of 2011-2015
Year 2011 Year 2012 Year 2013 Year 2014 Year 2015
Results % Result s % Result s % Results % Results %
- Strength Stamp products are unique products, containing knowledge, aesthetics and investment value There are a number of existing domestic and international customers within collection stamp market
The thickness of experience and brand name of the Company has become a trust of customers about products and prices, also building customers loyalty
Sales and distribution network combined with management and business management policies of Vietnam Post Office help the business scale gain potential for growth and growth strongly
Capital sources and conditions on premises, facilities and customer relationships create greater advantages for the company
Business organization of Cotevina is suitable for the market economy, flexible in using resources to meet business development requirements in each period
The organizational structure, labor force and internal regulations of the Company easily to focus immediately on business development
The company's product development innovations fail to align with customer needs, particularly in the area of postage collection stamps, where it relies entirely on the supply chain of stamps provided by external units.
The operation scale of the Company is small; the revenue is low so the ability to meet business needs on a large scale requires time and appropriate methods
The labor force is still inadequate, weak, and slow to catch up with the market mechanism, renew production organization and expands business
Small-scale operation, customers are limited Core product service accounts for a low proportion
Customers who collect stamps exhibit strong loyalty, presenting a valuable opportunity for businesses Both domestic and international markets remain underexplored, indicating significant potential for growth Additionally, there is an untapped market for gift items crafted from stamps, highlighting a unique avenue for engagement and sales.
The international market for playing stamps has experienced significant growth, establishing a well-defined playing field This sector is characterized by traditional, organized, and large-scale business activities, showcasing a strong potential for development in both international and domestic markets.
Model and organization of postage stamp business facilitate the company to develop and expand business
Product stamps play in the world are diverse, eye-catching and attractive The ability to exploit and learn for Vietnam is very good while learning from other countries
Actual situation of activities to improve the quality of HR of Cotevina
The company currently faces challenges in attracting top talent, primarily due to a lack of effective policies aimed at recruiting high-quality workers, leading to a concerning trend of "brain drain" among qualified personnel Leadership's focus on "utilizing and attracting talents" has not translated into actionable strategies, hindering the enhancement of the company's human resource quality However, improvements in the recruitment process began to emerge by the end of 2017, with higher salaries introduced in job descriptions to draw more candidates to both the Hanoi headquarters and the Ho Chi Minh City branch by the first quarter of 2019.
Since 2016, Cotevina has significantly improved its recruitment processes, particularly in late 2017 and throughout 2018 The introduction of a comprehensive Regulation on labor recruitment has established clear principles, procedures, and decentralization, leading to enhanced quality in hiring Overall, Cotevina's recruitment has evolved positively compared to previous practices.
The company's recruitment needs are primarily driven by its operational requirements, specifically arising when there is a shortage of employees during production and business activities or when a particular department requires additional staff.
Mainly when recruiting new employees, the Company requires recruitment and search for candidates based on different sources of information Specifically:
When a company needs to fill vacant positions or address increased workloads, the Organization - Administration Department facilitates the transfer of suitable internal candidates from departments with surplus staff to those in need Additionally, for internal promotions, the department advises the Board of Directors on potential candidates, overseeing their training and evaluation to ensure the most qualified individuals are appointed.
The company primarily recruits external candidates when internal applicants do not meet job requirements or when there is a shortage of employees in specific departments Despite a focus on internal recruitment, many internal candidates often fall short of the necessary qualifications, leading to a significant reliance on external sources To facilitate this process, the company prioritizes candidates who are children, relatives, or acquaintances of current employees Recruitment efforts include posting job descriptions on the company website, www.vietnamstamp.com, and the Facebook fan page "Tem chơi Việt Nam," as well as displaying banners at reputable universities to attract qualified graduates Since late 2017, the company has also expanded its recruitment strategy to include professional job platforms and well-known job centers like timviecnhanh.com and VietnamWorks.
As companies expand and develop new products, there is a growing demand for recruitment to support increased revenue and project implementation Additionally, hiring is essential to replace employees who have retired, resigned, or relocated.
Cotevina's recruitment process primarily focuses on candidates' health status, education level, and professional qualifications, while soft skills have not been sufficiently prioritized The company establishes specific requirements tailored to each job position, and it is a positive development that detailed job descriptions are now created for every role during the recruitment process.
In 2018, the company faced challenges in recruiting qualified candidates for sales and marketing positions due to the specific product and customer requirements Cotevina primarily serves domestic and international stamp collectors, offering stamps and philatelic items Additionally, the company collaborates with ministries, branches, committees, and foreign companies to provide culturally significant gifts made from stamps, showcasing Vietnam's rich history and beautiful landscapes.
- Company's recruitment process Steps in the recruitment process at Cotevina are as follows:
Step 1 Based on the personnel requirements of the functional departments Office of Organization - Administration announces recruitment of workers and provision of applications
Step 2 Receiving and appraising application: After having a list of qualified documents, the Administration Department contacted the candidates about the location, time, content and interview form
Step 3 Job interview The Recruitment Council conducts interviews with candidates according to the criteria set out and reports on the Director's results
Step 4 Probationary decision Step 5 Probationary regime Employees recruited to work at the Company must undergo a probationary period before the two parties agree to enter into a formal labor contract
Despite its achievements, Cotevina's current recruitment process faces limitations The reliance on internal sources for filling management and leadership positions hinders the company's ability to attract skilled and highly qualified external candidates.
The company's recruitment strategy prioritizes hiring acquaintances of current employees, which often results in selecting candidates with inadequate professional knowledge compared to the job requirements This practice negatively impacts the overall quality of the workforce, leading to increased training costs and extended onboarding periods.
Despite having established recruitment regulations and a clear process, the company's hiring remains largely theoretical, lacking a quality workforce Key issues include ineffective vacancy identification and limited recruitment sources, leading to few available positions and a narrow pool of candidates This significantly hampers recruitment quality, making it challenging to cultivate a skilled and innovative labor force within the company's professional activities.
Recruiting only when necessary can lead to a lack of careful preparation and unexpected personnel shortages When companies hire for specific positions without assessing the performance of existing employees, they may end up retaining underperformers while adding new hires This approach can result in resource excess and an inability to adapt effectively to changing workforce needs.
The company's poor recruitment practices have resulted in a limited quality of human resources, adversely impacting productivity, work outcomes, and overall business performance.
2.3.2 Training activities, improving skills and professional qualifications
To enhance the quality of Human Resources within the company, it is essential to focus on individual development, particularly in skills and professional qualifications The company actively encourages employees to cultivate both professional and soft skills through various means, including on-the-job experiences, training programs, self-directed learning, and knowledge sharing Each year, the Organization and Administration Department creates a training plan tailored to the specific needs of the workforce and the input from departmental leaders.
Figure 2.4 Research on employee’s demand of organizing training classes within the Cotevina Company in 2018
Figure 2.5 Research on employee’s willingness in participation of training classes that organized by Cotevina
The majority of employees at Cotevina express a strong desire for company-organized training classes, with over 80% recognizing the importance of such training and indicating their willingness to participate.
Opinions of Cotevina's employees in necessary in organising training classes
SOLUTIONS FOR IMPROVING THE QUALITY OF HUMAN
Orientation to improve the quality of HR of the company
The decline in prepaid stamp usage and collecting, driven by technological advancements, has created challenges for the Vietnam Stamps Company and stamp companies worldwide As customer demands for higher quality products and services increase, stamp organizations must adopt strategic approaches to enhance their production and business operations This includes exploring innovative sales methods for traditional products, entering new markets, and developing new product lines that incorporate stamps alongside existing offerings Cotevina emphasizes that people are the cornerstone of this initiative, with the Company’s Board of Directors prioritizing the enhancement of human resource quality as a fundamental objective.
Under the direction of the Board of Directors of Vietnam Stamps Company, specific development goals are set as follows:
The existing stamp collection market aims to cater to both domestic and international collectors, with a stronger focus on the international audience The company advocates for the Ministry of Information and Communications to issue more stamp sets that reflect current national and international topics Additionally, by incorporating creative ideas into their product offerings, they seek to broaden their customer base and enhance public perception of the diversity of stamp products Customers can easily access programs that provide essential information on trending topics, unique Vietnamese souvenirs, and educational insights through stamps.
To rapidly and sustainably enhance the gift product and communications service market, it is essential to foster a healthy competitive environment that offers a diverse range of high-quality gift options This initiative aims to particularly cater to foreign customers, showcasing the rich cultural products of Vietnam.
Promote your gift products through the extensive Vietnam Post network by enhancing the cotegift.com website This strategy aims to strengthen brand visibility in the market and diversify offerings beyond traditional stamps By incorporating innovative, market-trending products such as eco-friendly items and customized designs, businesses can capitalize on significant events and seize emerging opportunities in the gift market.
- Promote online business activities Complete sales tools: collection stamp website, personalized stamp app, gift website, fanpage, and sales management and goods management software
To ensure sustainable development, it is essential to build a highly qualified human resource team that can effectively navigate business challenges Strengthening the recruitment process for high-quality talent is crucial in achieving this goal.
Between 2018 and 2022, the company significantly enhanced its production and business outcomes by focusing on its core products and services, achieving annual revenue and profit growth of 30% or more, beyond just rental space offerings.
3.1.2 Orientation to improve the quality of human resources of Cotevina
Cotevina’s Board of Directors recognizes human resources as a crucial element for achieving success, leading to a strategic focus on enhancing the quality of the company’s workforce through 2022.
To align with the company's production and business development strategy, it is essential to create an HRD strategy that ensures the human resources are optimized in quantity, quality, and structure, effectively supporting the company's growth objectives.
To enhance production and business efficiency, it is essential to implement a Human Resource Development (HRD) strategy alongside strengthening the organizational structure This involves effectively arranging and reallocating labor, optimizing human resource utilization, and making necessary staff reductions by replacing underperforming employees By focusing on improving the quality of the workforce, companies can align their operations with their business model and drive overall performance.
- Well implement policies to detect, select and recruit to attract and retain high- quality workers
- Develop and implement a flexible and flexible leadership policy, improve management quality, work well in planning staff to have a long-term training and retraining plan.
Some solutions to improve the quality of human resources at the company
To secure high-quality human resources, companies must invest appropriately in recruitment and talent attraction The recruitment phase is crucial, as it determines the quality of new hires, ultimately contributing to a skilled and effective workforce that enhances overall company performance.
Improving the quality of human resources significantly relies on enhancing recruitment practices Although Cotevina has established recruitment regulations, their implementation often serves merely as informational rather than focusing on achieving effective recruitment outcomes Several observations have been noted throughout the recruitment process.
Effective recruitment should adhere strictly to established procedures and regulations, ensuring that it addresses manpower shortages efficiently It is essential to match the right candidate with the appropriate job, considering the specific position, career path, timing, and objectives of the recruitment process.
- The company needs to develop a plan to recruit workers according to the following contents: quantity, structure, time, standards, professional qualifications, responsibilities, workers' rights and other necessary requirements for recruitment
To enhance employee engagement and reduce recruitment costs, companies should focus on leveraging internal recruitment resources and facilitating appropriate labor transfers By motivating all employees to pursue career advancement opportunities, organizations can foster a stronger attachment to the company, encouraging a more proactive workforce while maintaining stable employee numbers.
To attract high-quality candidates, companies should diversify their recruitment strategies by actively engaging with universities, colleges, and vocational schools to identify talented graduates with strong achievements Collaborating with reputable job introduction centers can further enhance recruitment efforts by increasing the visibility of job postings and expanding the pool of potential applicants.
Recruitment should be conducted transparently and fairly to prevent favoritism and nepotism It is essential to disseminate comprehensive recruitment information widely across various platforms, including the corporate website, reputable job boards, television channels, and social media networks like Facebook and Twitter.
Cotevina must identify and implement effective policies to attract high-quality talent, as competition in the labor market is challenging With fewer young professionals interested in state organizations, it is crucial for the company to leverage its strengths to appeal to potential candidates.
To effectively position its employer brand in the market, Cotevina must differentiate itself from competitors by developing a robust strategy for attracting and recruiting top talent This includes innovating policies to enhance its appeal and implementing suitable mechanisms to incentivize and attract high-quality human resources.
To effectively harness talent, the company must focus on key stages: detection and selection, training and retraining, and utilization and treatment It is essential to establish mechanisms that foster an environment where individuals can thrive based on their unique qualities, skills, and commitment Ensuring fairness and objectivity in the planning and remuneration processes, including salary and bonuses, is crucial for promoting talent development.
3.2.2 Promote the effectiveness of training and retraining to improve the level of employees
To enhance the efficiency of professional training and retraining for human resources, Cotevina must establish clear training regulations with specific requirements tailored for each managerial group This approach will ensure targeted development and effective skill enhancement across the organization.
To effectively address training needs, it is essential to analyze the specific requirements of the company, including its labor production and business objectives This involves evaluating whether the current workforce meets these needs and planning targeted training initiatives Key activities in this process include conducting job analyses, assessing work performance, and engaging in human resource planning to ensure alignment with organizational goals.
To effectively conduct the training segment, companies must clearly identify training subjects and issue specific standard documents for each department It is essential that the trainees meet established standards, ensuring that each group is relatively homogeneous in terms of occupation, management level, and knowledge requirements.
- Thirdly, changing and renewing the content of training programs for employees
To meet current job demands, companies should enhance their offerings of intensive professional training courses while emphasizing the development of employees' soft skills Training content must align closely with the actual responsibilities of participants to ensure relevance and effectiveness Additionally, programs should be tailored to be specific, flexible, and appropriate for various training needs.
The training method should be brief, clear, and effective, fostering creativity among trainees It is essential to keep training sessions short to minimize disruption to the company's production and business operations while still meeting the necessary training and retraining requirements.
The company actively utilizes the expertise of retired long-time employees by inviting them to conduct training classes for technical workers, focusing on skill enhancement and vocational training Additionally, it encourages administrative and indirect labor staff to pursue further education to improve their qualifications, thereby reducing turnover rates To foster motivation during the learning process, the company combines emotional and material support, which not only inspires learners but also strengthens trust and loyalty between employees and the organization.
HUMAN RESOURCES QUALITY QUESTIONAIRES (for individuals)
PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC (dành cho cá nhân)
Kính gửi quý Anh/chị! Để thu thập số liệu thực tế và khách quan phục vụ cho nghiên cứu luận văn tốt nghiệp với đề tài “Nâng cao chất lượng nguồn nhân lực tại Công ty TNHH MTV Tem Bưu chính”, chúng tôi rất mong quý Anh/chị dành thời gian trả lời một số câu hỏi dưới đây Xin lưu ý rằng các câu hỏi chỉ mang tính chất tham khảo cho nghiên cứu khoa học, và thông tin cá nhân cũng như ý kiến của quý Anh/chị sẽ được bảo mật Chân thành cảm ơn sự hỗ trợ nhiệt tình của quý Anh/chị.
1 Họ và tên (không bắt buộc):
5 Tuổi/thâm niên công tác:
6 Thời gian làm việc tại Công ty Tem: … năm, từ ……đến …… (tháng/năm)
II NỘI DUNG KHẢO SÁT
Câu 1 Anh/chị năm nay bao nhiêu tuổi? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)
Dưới 30 tuổi □ Từ 30-45 tuổi □ Trên 45 tuổi □
Câu hỏi 2 yêu cầu bạn đánh giá mức độ phù hợp giữa công việc hiện tại và chuyên ngành đào tạo của mình Bạn cần xác định xem công việc đó có phù hợp với bản thân hay không bằng cách đánh dấu (x) vào ô lựa chọn.
Rất phù hợp Phù hợp Tương đối phù hợp
Không phù hợp, cần phải thay đổi Đánh giá
Khi dự tuyển vào công ty, anh/chị có được thông báo rõ ràng về yêu cầu công việc và tiêu chuẩn tuyển dụng hay không? (Xin vui lòng đánh dấu (x) vào ô lựa chọn của anh/chị).
Câu 4: Anh/chị cho biết, cá nhân được tuyển vào công ty theo nguồn nào? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)
Chuyển từ đơn vị khác về □ Thông qua thi tuyển/ phỏng vấn □
Tuyển dụng trực tiếp/ không qua thi tuyển □ Khác □
Câu 5: Vui lòng cho biết nguồn thông tin và kiến thức về ngành, sản phẩm/dịch vụ của công ty bạn (Hãy đánh dấu (x) vào ô lựa chọn của bạn).
Lớp đào tạo/ bồi dưỡng từ TCty/ Bộ TTTT □ Do đơn vi tổ chức □ Trao đổi thu thập từ đồng nghiệp □ Tự tìm hiểu □
Câu 6: Bạn có tham gia các lớp đào tạo, bồi dưỡng và cập nhật kiến thức chuyên môn do đơn vị tổ chức không? (Vui lòng đánh dấu (x) vào ô bạn lựa chọn).
Thường xuyên □ Thỉnh thoảng □ Chưa bao giờ □
Mức lương hiện tại của bạn có phù hợp với công việc mà bạn đảm nhận hay không? Hãy đánh dấu (x) vào ô lựa chọn của bạn.
Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp lắm □
Câu 8: Anh/chị có hài lòng với chế độ đãi ngộ hiện nay của công ty không? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)
Theo ý kiến của bạn, liệu mức lương hiện tại có phù hợp với công việc bạn đang đảm nhiệm hay không? (Vui lòng đánh dấu (x) vào ô lựa chọn của bạn).
Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp lắm □
Câu 10: Theo anh/chị mức độ cần thiết của ý thức tuân thủ nội quy, quy chế cơ quan?
(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)
Mức độ cần thiết của ý thức tuân thủ nội quy, quy chế cơ quan
Rất cần thiết Khá cần thiết Cần thiết bình thường
Không cần thiết Đánh giá
Câu 11: Theo anh/chị mức độ cần thiết của ý thức trách nhiệm, tác phong trong công việc?
(Anh/chị hãy đánh dấu (x) vào ô anh/chị lựa chọn)
Mức độ của ý thức trách nhiệm, tác phong trong công việc
Rất cần thiết Khá cần thiết Cần thiết bình thường
Không cần thiết Đánh giá
Câu 12: Anh/chị đánh giá hiệu quả của công tác đánh giá thực hiện công việc tại công ty hiện nay như thế nào? (Xin vui lòng đánh dấu (x) vào ô lựa chọn của mình).
Rất hiệu quả□ Hiệu quả □
Bình thường □ Không hiệu quả □
Câu 13: Theo anh/chị yếu tố nào ảnh hưởng chủ yếu đến hiệu quả công việc của đơn vị? (Anh/chị hãy đánh dấu (x) vào ô anh/chị lựachọn)
Trình độ quản lý của cán bộ, lãnh đạo □ Chất lượng nguồn nhân lực □ Phân công công việc □ Yếu tố khác □
Việc tổ chức đào tạo và nâng cao kỹ năng nghiệp vụ cho đội ngũ cán bộ công nhân viên trong công ty là rất quan trọng Điều này không chỉ giúp cải thiện hiệu suất làm việc mà còn nâng cao chất lượng dịch vụ và sản phẩm Đào tạo thường xuyên sẽ trang bị cho nhân viên những kiến thức và kỹ năng mới, từ đó tạo ra một môi trường làm việc chuyên nghiệp và hiệu quả hơn Việc này cũng góp phần tăng cường sự hài lòng và gắn bó của nhân viên với công ty.
Cần thiết □ Không cần thiết □
Rất cần thiết □ Khá cần thiết □
Câu 15 Bạn có muốn tham gia các khóa đào tạo nâng cao nghiệp vụ do công ty tổ chức không? (Xin vui lòng đánh dấu (x) vào ô bạn chọn).
Nêu lý do cho câu trả lời:
Câu 16 Ngoài những vấn đề đề xuất trên đây, anh/chị có ý kiến gì khác về công tác nâng cao chất lượng nguồn nhân lực của đơn vị không?
……… ……… Chân thành cảm ơn và chúc anh/chị sức khỏe, thành công!
(for departments in the company, including: Office of Organization - Administration; Business - Professional Department; Planning - Finance - Accounting Department; Postal
PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC
(dành cho các phòng ban trong công ty, bao gồm: Phòng Tổ chức – Hành chính; Phòng
Kinh doanh – Nghiệp vụ; Phòng Kế hoạch – Tài chính – Kế toán; Trung tâm Tem Bưu chính II)
Kính gửi Phòng ban công ty Tem! Để thu thập dữ liệu thực tế và khách quan phục vụ cho nghiên cứu luận văn tốt nghiệp với chủ đề “Nâng cao chất lượng nguồn nhân lực tại Công ty TNHH MTV Tem Bưu chính”, chúng tôi kính mong quý phòng ban dành thời gian trả lời một số câu hỏi dưới đây (Các câu hỏi chỉ nhằm mục đích tham khảo cho nghiên cứu khoa học và mọi thông tin sẽ được bảo mật) Xin chân thành cảm ơn.
Câu 1: Cung cấp tài liệu về lịch sử và quá trình phát triển của Công ty Tem trong giai đoạn 2010-2020, và dữ liệu của 3-5 năm gần nhất
Câu 2: Tình hình kinh doanh của công ty ở thời điểm hiện tại và kế hoạch mục tiêu trong thời gian sắp tới
Câu 3: Thông tin chung về nguồn nhân lực của công ty Đánh giá thực trạng nguồn nhân lực của công ty ở thời điểm hiện tại
Câu 4: Cung cấp bảng tổng hợp thông tin khám sức khoẻ của các CBCNV trong 2016-
Câu 5: Thông tin về các chính sách và chương trình chăm sóc sức khoẻ và an toàn người lao động mà công ty đang thực hiện
Câu 6: Đánh giá về ý thức kỷ luật của nhân viên trong việc thực hiện các quy định, nội quy của công ty
Câu 7: Hoạt động tuyển dụng của công ty đang được thực hiện như thế nào? Khó khăn và thuận lợi
Câu 8: Chương trình thực hiện đào tạo và kế hoạch trong năm
Câu 9: Chế độ đãi ngộ nhân viên được thực hiện như thế nào, có quy định không
Câu 10: Cung cấp bộ văn hoá doanh nghiệp của công ty.
Perform recruitment round according to the following process:
Clause 1 Based on the personnel requirements of the functional departments (departments) Department of Organization - Administration informs the recruitment of employees as follows: a) Notice of recruitment of employees on mass media, social networks; b) The contents of the notice include: Brief introduction of the Company; General introduction about the field, job position to recruit workers; Conditions and requirements for professional qualifications, experience and skills; Number of recruitment; Specify the place of work; Employee regimes; Time limit and location for receiving dossiers; Guidance on application dossiers as prescribed; c) Application for admission includes:
- Job application (according to the form of the application);
- Curriculum vitae according to the prescribed form certified by the residence administration (the validity time limit must not exceed 6 months);
- Notarized copy: People's identity card, professional diplomas, certificates, professions, foreign languages, computers (foreign language certificate with a term of 2 years);
- Health certificate of authorized medical facility (original) within 06 months up to the date of submission;
- 02 4x6 sized photos (taken within 6 months);
- Other documents depending on the nature of the job required
Clause 2 Receiving and appraising dossiers: a) Receiving records The Administration Department receives, reviews, and filters the records b) Evaluation of records
- The recruited dossiers must be a dossier that fully satisfies the requirements prescribed at Point c, Clause 1, Article 9 of this Regulation;
The Administration Department compiled a list of qualified records to report to the Director Subsequently, they reached out to the candidates to provide details regarding the interview location, time, content, and format.
Clause 3 Job interview a) The Recruitment Council conducts interviews with candidates according to the criteria set out; b) The results of the interview are agreed between the members of the Council and recorded in minutes, with opinions and signatures of all Council members; c) After obtaining the interview results of the Recruitment Council, the Administration Department sends notice of the results of the interview to the candidates; d) Report the results of the Director and carry out the procedures: letter of invitation to receive a job, issue a decision to recruit probation, conclude a labor contract.