Internship report title a critical analysis of and proposed improvements to employee hiring and training practices at hưng việt ltd

CHAPTER 1: LITERATURE REVIEW1.1 Introduction to Human Resource Management 1.1.1 Definition of Human Resource Management 1.1.2 Role of Human Resource Management 1.1.3 Function of Human R

UNIVERSITY OF ECONOMICS HO CHI MINH CITY

COLLEGE OF BUSINESS SCHOOL OF MANAGEMENT

CONFIRMATION OF ORGANIZATION

CONFIRMATION OF SUPERVISOR

CHAPTER 1: LITERATURE REVIEW

1.1 Introduction to Human Resource Management

1.1.1 Definition of Human Resource Management

1.1.2 Role of Human Resource Management

1.1.3 Function of Human Resource Management

1.2 Employee hiring process

1.2.1 Definition of employee hiring process

1.2.2 Sources of hires

1.2.3 Candidate selection methods

1.2.4 Steps of the employee hiring process

1.2.5 Factors affecting employee hiring process

1.2.5.1 Internal factors

1.2.5.2 External factors

1.2.6 Metric for evaluating quality of hires

1.2.6.1 Time to fill vacant position

1.2.6.2 Employee turnover rate

1.2.6.3 Cost per hire

1.3 Employee training process

1.3.1 Definition of employee training process

1.3.2 Employee training methods

1.3.3 Steps of the employee training process

1.3.4 Factors affecting employee training process

1.3.4.1 Internal factors

1.3.4.2 External factors

1.3.5 Metric for evaluating employee training effectiveness

1.3.5.1 Training completion and drop-off rate

1.3.5.2 Cost per employee

1.3.5.3 Observations of Pre and Post training productivity

1.4 Limitations of the research

CHAPTER 2 - THE INTRODUCTION OF THE ORGANIZATION AND ACTUAL SITUATION OF EMPLOYEE HIRING AND TRAINING AT HƯNG VIỆT LTD.

2.1 General information about the organization

2.1.1 General information

2.1.2 History of establishment and development

2.1.3 Vision, mission, and company value

2.1.4 Business field / products and services

2.1.4.1 Overview of the Vietnamese construction industry

2.1.4.2 Hưng Việt LTD products and services

2.1.5 Organizational structure

2.1.5.1 General organizational structure

2.1.5.2 Structure of human resources department

2.1.6 Results of business performance from 2022 – 2024

2.1.6.1 Achievements and explanation

2.1.6.2 Limitations and explanation

2.2 Analysis of the current situation relevant to employee hiring and training practices Hưng Việt LTD.

2.2.1 Overview of employee hiring practices at Hưng Việt LTD

2.2.1.1 Hưng Việt hiring process for manual labor

2.2.1.2 Hưng Việt hiring process for administrative staff

2.2.2 Overview of employee training practices at Hưng Việt LTD.2.2.2.1 Hưng Việt training process for manual labor

2.2.2.2 Hưng Việt training process for administrative staff

2.3 Evaluation of strengths and weaknesses relating to

employee hiring and training practices at Hưng Việt LTD.

2.3.1 Evaluation of employee hiring practices of HV

2.3.1.1 Overall evaluation (nhận xét những con số)

2.3.1.2 Strengths of employee hiring practices at Hưng Việt LTD.2.3.1.3 Weaknesses of employee hiring practices at Hưng Việt LTD.2.3.2 Evaluation of employee training practices of HV

2.3.2.1 Overall evaluation

2.3.2.2 Strengths of employee training practices at Hưng Việt LTD2.3.2.3 Weakneses of employee training practices at Hưng Việt LTD

CHAPTER 3: RECOMMENDATION AND SOLUTION

3.1 Defining a new organizational orientation for the future

3.1.1 Reorienting Hưng Việt LTD for the future

3.1.2 Direction for the human resources department

3.2 Recommendations and solution

3.2.1 Propose improvements for Hưng Việt hiring process

3.2.2 Propose improvements for Hưng Việt training programs

LIST OF ABBREVIATIONS

LIST OF TABLES, FIGURES AND IMAGES

*TABLES:

Table 2.1 Demographic and characteristics of new hires for current projects Table 2.2 Demographic and characteristics of new administrative staff hires Table 2.3 Turnover rate of manual laborer from 2014 to September 2024

Table 2.4 Turnover rate of office workers from 2014 to September 2024

Table 2.5 Delays in finding enough manual labor

*FIGURES:

Figure 2.1 Hưng Việt LTD’s general organizational chart

Figure 2.2 Hưng Việt’s human resources and general administrative department

*IMAGES:

Image 2.1 Lương Văn Can Highschool computer rendering

Image 2.2 HV sources for new candidates for manual labor by percentage

Image 2.3 “Những kỹ thuật căn bản của thờ hộ” handbook by Nguyễn Trọng Đa issued to all new recruits

1 The rationale of the topic

Employee acquisition and development are crucial for the success and smoothoperation of any business Identifying individuals who align with the company'sobjectives and fostering their abilities to add value is a continuous process that isessential for organizational performance The extensive body of theoretical workdemonstrating the link between effective hiring and training practices and overallbusiness success spans across various industries and fields One significant theory inthis area is the human capital theory, first proposed by Adam Smith Smith argued thateach worker possesses a set of abilities and skills that can be enhanced throughtraining and education This idea was later refined by Becker (1962) Another relevantframework is the resource-based view (RBV), initially introduced by BirgerWernerfelt (1984) and further developed by Jay B Barney (1991) and other scholars.This perspective posits that a company's human capital - its employees -represents acrucial strategic resource that can provide a sustainable competitive advantage Thisunderscores the importance of effective hiring and training practices in nurturing thisvaluable resource of human capital While there is extensive research projects onemployee hiring and training within the Western business context including the twopreviously meantioned framework, there is a notable lack of studies focused onVietnamese firms, particularly in the construction and related industries which could

be noted to still be steeped in traditionalist and outdated views on employment as well

as employee participation Furthermore, practical data specific to this context is scarce.This study aims to bridge this gap by analyzing the hiring and training practices of

HV By identifying strengths, weaknesses, and areas for improvement, this researchwill offer evidence-based recommendations for enhancing employee onboarding anddevelopment initiatives Ultimately, the insights from this study will be valuable forsimilar Vietnamese construction firms striving to build high-performing workforcesand achieve sustained success

Another important reason for choosing this topic is the current economic climate,which affects both the global job market and the Vietnamese domestic labor market.

We are living in a time of rapid change, with significant disruptions like the recentCOVID-19 pandemic from 2020 through 2022 which in 2024 still have major negativeeffects on people’s health and the ongoing global economic crises, including risingliving costs in many developed countries, oil shortages, and widespread inflation.These challenges have made effective hiring and training practices more critical thanever The COVID-19 pandemic, in particular, has dramatically shifted traditionalworkplace dynamics, pushing many organizations toward remote work and digitalcollaboration This has forced companies to rethink their hiring processes, moving tovirtual interviews and onboarding while also focusing on digital skills and remotemanagement The need for agile training programs that can quickly adapt to newtechnologies and work setups has become clear Additionally, global economicdisruptions, such as supply chain issues and fluctuating market conditions, especially

in the Asia-Pacific region, have shown the importance of strategic workforcemanagement Companies now face uncertainties like labor shortages, economicdownturns, and increased competition for skilled talent As reported by “Người laođộng” newspaper in 2023, many of Vietnam’s top industries are struggling to fill high-skilled labor yet they lack the training capacity to do so, for example, the tourismindustry needs about 40,000 new employees each year, and 25,000 employees must beretrained, even more notably, Vietnam's information technology and digital industryneeds about 150,000 engineers each year but the training capacity currently only meets40% - 50% In particular, the semiconductor industry alone currently needs about10,000 engineers/year but is only met by less than 20% As of Febuary 2024 in thereporting of “Đại biểu nhân dân” digital newspaper, The Ministry of Labor, Warinvalids and Social Affairs of Vietnam believes that if there are no timely solutions toretrain and supplement skills for workers, especially soft skills and informationtechnology skills, it will likely lead to a surplus of low-skilled labor, disrupting thetraditional labor market which is why they have put worker training as a top priortityfor firms in large tech industries and industries that receives goverment contracts such

as the construction industry In this environment, hiring and training practices are not

just about filling positions; they are crucial for ensuring that employees can adapt torapid changes and help build long-term organizational resilience.

2 The aims and objectives of the research

This study aims to achieve the following objectives:

1 Conduct a comprehensive review of existing theories and models related to human

resource management, particularly recruitment and training processes and relating it back to the Vietnamese construction industry context most specifically HV and other countries with developed construction sectors

2 Analyze the current state of recruitment and training practices at HV,

evaluating the effectiveness of these activities and identifying

strengths, weaknesses, and challenges

3 Propose improvements to the recruitment and training processes at HV to

enhance organizational performance, meet the company's development needs, and ensure employee satisfaction

3 The subject and scope of study

- Research subject

Employee Hiring and Training Practices in HV

- Research scope

+ Geographical Scope: This research will focus on the Vietnamese construction

industry, specifically examining the practices of HV

+ Company Scope: The primary focus will be on HV, with potential comparative

analysis of other construction companies in Vietnam

+ Timeframe: The research will analyze current hiring and training practices The

research process and report will take place from August of 2024 to October of 2024

+ Data Scope: The study will include quantitative data such as company

documents, and performance metrics bolstered by further outside literature and

additional observational information

4 Research methods

This study employs a mixed-methods research design to investigate the recruitmentand training practices at Hung Viet Company Primary data will be collected through acombination of document analysis and direct observation. Company records, includingemployee files, training materials, and performance metrics, will be examined tounderstand the current state of recruitment and training processes. Direct observationwill be conducted to observe the practical application of these processes within thecompany's operations Secondary data will be gathered from a variety ofsources, including academic journals, industry reports, and governmentpublications. This data will provide a broader context for analyzing the company'spractices and identifying industry benchmarks as well as laying out a solid theoreticalframework for the overall study

5 The structure of the study

CHAPTER 1: LITERATURE REVIEW

This chapter defines key terms and delineates the study's scope and limitations Acomprehensive literature review will be conducted to establish the theoreticalfoundation and identify research gaps

CHAPTER 2 - THE INTRODUCTION OF THE ORGANIZATION AND

ACTUAL SITUATION OF THE TOPIC

This chapter provides an in-depth overview of HV including its history ofdevelopment, organizational structure, size, and industry position It will delve into thecompany's current human resource management practices with a specific focus onrecruitment and training processes Challenges and opportunities within these areaswill be identified to inform subsequent analysis

CHAPTER 3: RECOMMENDATION AND SOLUTION

Based on the findings of the previous section, this chapter will proposerecommendations to enhance recruitment and training practices at HV Specific

strategies for improvement will be outlined, along with an implementation plan Thechapter will also discuss potential challenges and mitigation strategies.

CONCLUSION

The conclusion summarizes the key findings of the study, reiterates the researchobjectives, and highlights the contributions of the research The limitations of thestudy will be acknowledged, and recommendations for future research will beprovided

CHAPTER 1: LITERATURE REVIEW

CHAPTER 1: LITERATURE REVIEW

1.1 Introduction to Human Resources Management

1.1.1 Definition of Human Resource Management (đưa thêm định nghĩa từ nhiều nguồn)

There is a lot of literature on the issue of human resource management, hencenumerous definitions have been presented According to Noe et al (2023), Dessler(2023), and Cascio (2018), human resource management is a strategic and coherentapproach toward the effective and efficient management of people withinorganizations In this regard, HRM deals with a wide range of activities aimed atmaking employees perform maximally and contribute to the success of theorganization

Noe et al (2023) specifically defines HRM as "a systematic approach to managingpeople in organizations.” The underlying theme in this definition is that there must be

a structured and organized manner of conducting HRM Dessler (2023) agrees withthis definition by adding that HRM is "the effective and efficient management ofpeople in organizations.” In substance, this definition enumerates the two objectives ofHRM: effectiveness pertains to the ability of the organization to meet its objectiveswhile efficiency refers to the level of costs incurred to achieve these objectives, whichmust be minimized and augmented by high productivity According to Cascio, "HRM

is the process of managing people in organizations to achieve strategic objectives."This is a broad definition that aims at focusing on the strategic nature of HRM and itsalignment with human resources to achieve organizational objectives

Based on these definitions, we can come up with a useable definition of HRM as astrategic and systematic approach to managing people in organizations with the goal ofmaximizing employee performance and contributing to the organization's success

1.1.2 Role of Human Resource Management (lấy từ 1 nguồn, Quản trị nguồn nhân lực – Trần Kim Dung)

Human Resource Management (HRM) plays a critical role in organizations,contributing to their overall success and strategic objectives. It encompasses a widerange of responsibilities that aim to maximize employee performance and create apositive work environment including but not limited to the following:

+ Strategic partner: HRM professionals act as strategic partners, aligning HR

practices with the organization's overall goals and objectives (Noe et al., 2023). They provide advice and guidance to senior management on human capital issues and

contribute to the development of the organization's strategy

+ Administrative expert: HRM is responsible for managing a variety of

administrative tasks, such as payroll processing, benefits administration, and

compliance with labor laws and regulations (Dessler, 2023)

+ Employee champion: HRM advocates for the needs and interests of employees,

promoting a positive and supportive work environment (Cascio, 2018) This includes addressing employee concerns as well as coming up with policies for resolving

workplace conflicts, and ensure that fair treatment is given out to all workers

+ Change agent: HRM helps in managing organizational change, giving employees

the ability to adapt to new processes, technologies, or structures (Armstrong, 2023)

+ Cultural steward: HRM is responsible for maintaining and promoting the

organization's culture, which can have a significant impact on employee overall

+ Recruitment and selection: HRM is responsible for attracting, recruiting, and

selecting qualified candidates to fill open positions (Dessler, 2023). This neccessitate the development of effective recruitment strategies, screening applicants, and

conducting interviews

+ Employee development / training: HRM has to ensure that employees have the

necessary skills and knowledge to perform their jobs effectively which could mean providing training and development opportunities, mentoring, and coaching to

employees or future employees (Cascio, 2018)

+ Performance management: HRM establishes performance expectations, provides

feedback, and evaluates employee performance. HRM helps to identify areas for improvement and reward high performance (Armstrong, 2023)

+ Compensation and benefits: HRM determines employee compensation, including

salary, bonuses, and benefits This involves conducting salary surveys, developing compensation structures, and administering benefits programs

+ Employee relations: HRM manages relationships between the organization and its

employees, including labor relations, conflict resolution, and employee engagement

+ Health and safety: HRM is responsible for ensuring a safe and healthy work

environment for employees. This includes complying with health and safety

regulations, conducting risk assessments, and implementing safety measures

(SHRM, 2023)

+ Legal compliance: HRM ensures that the organization complies with all relevant

labor laws and regulations set by the state, including employment discrimination laws, wage and hour laws, and workplace safety laws as well as future proof current policies to adapt to potential future changes in labor laws (WorldatWork, 2023)

(nhưng function nào là chính  công dụng những chapter tiếp theo)

1.2 Employee hiring process

1.2.1 Definition of employee hiring process (đưa ra nhiều định nghĩa trước rồi cô động lại)

Various definitions have been given for the process of finding appropriate talent forthe organization’s needs which is often referred to as employee recruitment or

employee acquisition After reviewing several textbook sources that include HumanResource Management (16th ed) and Essentials of Human Resource Management byDessler (1998, 2020) as well as Fundamentals of Human Resource Management (12thed.) by Decenzo et al (2016), a usable definition for the research can be found:

The employee hiring process involves a systematic way of identifying, attracting,evaluating and selecting qualified candidates to fill vacant positions in an organization.This is made up of several steps aiming at ensuring that the best applicants are selectedhence contributing to overall success of the company In the most conclusive sense,the employee hiring process embodies the recruitment and selection aspects of thefunctions of HRM

Furthermore, it also aids in comprehending the roles and objectives of employeerecruitment processes by drawing on additional insights from Picardi (2020) andArmstrong (2012) as well as sources mentioned previously This process is vital tobusinesses for many reasons By efficiently identifying and attracting qualifiedindividuals, organizations can secure the required talent to meet their strategic goals Awell-executed hiring process also ensures that the organization has the right number ofemployees with essential skills to satisfy present and future business needs thusaverting staffing shortages or surpluses which might harm productivity or efficiency.Employing the appropriate people also helps to enhance overall organizationalperformance, boost job satisfaction among workers, and raise employer attractivenessratings Finally, selecting individuals who match with the organization’s values such

as mission and vision would enhance a positive corporate culture; thus contributingtowards building better companies through improved collaboration at work places

1.2.2 Sources of hires (recruitment source)

Organizations can utilize various sources to recruit qualified candidates for open positions. The most common sources include:

+ Job boards: Online platforms like Indeed, LinkedIn, and Glassdoor allow

employers to post job openings and candidates to search for opportunities (Noe et al., 2023). These platforms can be one resource for reaching a wide range of

candidates, especially for entry-level or general positions

+ Social media: Social media platforms like Facebook, and Twitter, can be used to

connect with potential candidates and promote job openings (Dessler, 2023) which can

be particularly effective for targeting passive candidates who may not be actively searching for a new job This method is quite popular in modern times and especially for searching for students and interning work

+ Employee referrals: Encouraging current employees to refer qualified candidates

can be a highly effective recruitment method (Cascio, 2018). Employee referrals often lead to higher-quality hires and lower turnover rates

+ Direct sourcing: This involves actively seeking out qualified candidates through

networking, industry events, or professional associations. Direct sourcing can be a valuable strategy for filling specialized or hard-to-fill positions

+ Employment agencies: Staffing agencies can assist organizations in finding

qualified candidates for open positions. However, this can be a costly option, and it's important to select a reputable agency that understands the organization's specific needs

+ College and university job fairs: Attending job fairs at colleges and universities

can be a good way to attract entry-level talent

+ Professional associations: Networking with professional associations can help

organizations identify potential candidates and build relationships within their

industry

(đưa khái niệm và giải thích)

Some of the aforementioned recruiting sources are more traditional and obsolete thanothers; nonetheless, the most successful source of hire will differ based on the exactposition, the organization's industry, and the needed qualifications of the candidates It

is frequently advantageous to use a variety of sources to reach a varied pool ofcandidates and boost the likelihood of finding the best candidate for the position

While all of the sources mentioned above can be used to recruit candidates, some may

be more effective than others in acquiring skilled labour Factors such as job level,geographic location, experience, and work attitude must all be considered when anorganisation selects sources for their new hire

1.2.3 Candidate selection methods

After recruitment has outlined a pool of qualified candidates, an organization should carefully evaluate each applicant to determine the best candidate for the job opening This evaluation process must rely on a battery of selection techniques that quantify the skill level, experience, knowledge, and, in a broader sense, the viability of candidates

Common candidate selection methods employed by companies include interviews,which may take the form of structured, semi-structured, or unstructured formats (Noe

et al., 2023) These interviews serve to evaluate candidates' communication skills,problem-solving capabilities, and their alignment with the company’s culture.Additionally, various assessments—such as psychometric tests, cognitive ability tests,personality evaluations, and situational judgment tests—can be utilized to gaugespecific skills or competencies (Dessler, 2023) Reference checks entail reaching out tothe contacts listed by candidates to confirm their qualifications and work history(Cascio, 2018) Similarly, background checks serve a comparable purpose, aiming toverify employment history, criminal records, and other pertinent information(Armstrong, 2023) Additionally, candidates may be asked to provide work samples toevaluate their skills and abilities in a practical context Assessment centers make use ofvarious exercises and simulations to measure the performance of candidates in anartificial working atmosphere Depending on the job and the organization, the mosteffective selection methods are open to variation It is very important to use a mix ofmethods to conduct a comprehensive evaluation of each candidate (chia thành nhiềuphần)

1.2.4 Steps of the employee hiring process

Employee hiring is a cornerstone of human resource management, directly influencing

an organization's ability to secure the right talent for achieving strategic goals Wheneffectively implemented, this process can enhance employee satisfaction, boostproductivity, and improve overall organizational performance The process of hiringemployees generally consists of several essential steps: job analysis, recruitment,screening, interviewing, assessment, selection, and onboarding It's important to notethat specific practices and processes for hiring may vary across industries andcompanies While the outline provided here outlines common steps, individualorganizations may adapt or modify these steps to suit their unique needs

To give a thorough explanation of each key steps:

+ Job analysis: Identifying the specific duties, responsibilities, and qualifications

required for the position (Noe et al., 2023)

+ Recruitment: Attracting qualified candidates through various channels, such as job

boards, social media, employee referrals, and direct sourcing (Dessler, 2023)

+ Screening: Reviewing applications and resumes to identify qualified candidates

(Cascio, 2018)

+ Interviews: Conducting interviews to assess candidates' skills, experience,

knowledge, and cultural fit with the organization (Armstrong, 2023)

+ Assessments: Using tests or assessments to measure specific skills or abilities + Selection: Making a hiring decision based on the evaluation of candidates.

+ Onboarding: Welcoming new hires and providing them with the necessary training

and resources to succeed in their roles (SHRM, 2023)

(ghi thành dạng step 1 2 3)

1.2.5 Factors affecting employee hiring process

The employee hiring process is influenced by a variety of factors, both internal andexternal to the organization. These factors can significantly impact the effectiveness ofthe process and the quality of hires

1.2.5.1 Internal factors

+ Organizational strategy: The organization's strategic goals and objectives usually

play a role in determining the types of talent needed and the hiring criteria used (Noe

et al., 2023). For example, a company focused on innovation may prioritize hiring individuals with creative problem-solving skills or technical abilities

+ Company culture: Values, beliefs, and norms held by the firm can influence the

hiring process by shaping the desired characteristics of new hires (Dessler, 2023). A company that emphasizes teamwork and collaboration may seek candidates who demonstrate strong interpersonal skills

+ Budget constraints: The availability of financial resources can limit the scope and

frequency of the hiring process (Cascio, 2018). Organizations may need to prioritize certain positions or use more cost-effective recruitment methods

+ Existing workforce: The composition and skills of the current workforce can

influence the types of candidates sought and the hiring criteria used (Noe et

al., 2023). For example, if the existing workforce lacks diversity, the organization mayprioritize hiring candidates from underrepresented groups

1.2.5.2 External factors

+ Labor market conditions: The availability and quality of talent in the labor market

can impact the recruitment and selection process (Dessler, 2023). In a tight labor market, organizations may need to offer competitive salaries and benefits to attract top talent

+ Economic conditions: Economic factors, such as unemployment rates and

economic growth, can influence the supply and demand for labor (Cascio, 2018) During economic downturns, there may be a surplus of job seekers, while economic booms can lead to talent shortages

+ Industry trends: Changes in the industry can affect the skills and qualifications

required for specific roles, influencing the hiring process (Noe et al., 2023). For

example, technological advancements may necessitate hiring individuals with

specialized technical skills

+ Legal and regulatory requirements: Employment laws and regulations can impact

the hiring process, such as requirements for equal opportunity employment and discrimination (Dessler, 2023)

non-1.2.6 Metric for evaluating quality of hires (cho thêm acceptance rate)

To assess the quality if hires of the hiring practices at Hưng Việt LTD, we will need toidentify some quantifiable and calculatable metrics. These metrics will serve asconcrete data points to evaluate our research subjects and inform recommendations forimproving the organization's human resources practices related to these areas

1.2.6.1 Time to fill vacant position

The time to fill a vacant position is a key metric for assessing the efficiency of thehiring process and can also be an indicator of the quality of hires. A longer time to fill

a position may suggest that the organization is struggling to attract and select qualifiedcandidates, which could be due to ineffective recruitment strategies, a poor employerbrand,unrealistic job requirements, or other factors (Noe et al., 2023) The benchmarkfor whether the time to fill a vacancy is suitable and efficient will be eleborated in afurther section, data will be collected from primary sources such as records from hiringmanager who can track the time it takes to interview candidates, make offers, andonboard new hires as well as records from the human resources department itselfwhich collects data on the time to fill for all open positions in the organization For anaccurate picture of the time to fill for an organization, it's also possible to calculate theaverage time to fill for a sample of positions over a specific period. (cho công thức)

1.2.6.2 Employee turnover rate (turnoverate before 6 month)

This metric relays the rate at which employees are leaving the organization, and it canagain be a good indicator of the quality of hires if complemented with the elementmentioned above High turnover rates may indicate that employees are unhappy eitherwith their jobs or with their career prospects, probably because of poor hiringdecisions that result in mismatched candidates, or simply lack employee developmentand support The low rate of turnover, on the other hand, may be taken to imply that

the organization selects and maintains high potential employees in their ranks Data iscollected from primary sources of the Human resources department It is usuallycalculated as the number of employees who left the organization divided by theaverage number of employees in a given period: Employee Turnover Rate = (Number

of Employees Who Left / Average Number of Employees) x 100 %

1.2.6.3 Cost per hire (cho công thức)

The cost per hiring is an important metric for determining how effectively andefficiently a firm employs new employees to fill vacancies It will be the only criteriaconsidered for determining the research's outcomes It totals the money spent on hiring

a new employee, from posting job advertising to screening applications, conductinginterviews, administering exams, and bringing the new recruit up to speed Whenbusinesses keep an eye on this statistic, they can identify opportunities to minimiseexpenses and streamline recruiting For example, a high cost per hire typicallyindicates that the organisation spends too much time and money looking at people whoaren't qualified for the position or employs ineffective hiring procedures The financedepartment can offer information on the costs of job posts, advertising, recruitingagency fees, and other hiring-related charges, while the human resources departmentcan track the costs of interviews, assessments, and onboarding

1.3 Employee training process

1.3.1 Definition of employee training process (cho nhiều định nghĩa và tổng hợp)

From three main sources Fundamentals of Human Resource Management (8th ed.) by Noe et al. (2023), Human Resource Management (17th ed.) by Dessler (2023), and Managing Human Resources: Productivity, Quality, Ethics, and Sustainability

(9th ed.) by Cascio (2018), we can define the employee training process as anapproach, administered from the top down, to develop and improve employees' skills,knowledge, abilities to further their performance and contribute to the organization'ssuccess This process typically involves identifying training needs, from then developand deliver training programs, lastly evaluate the effectiveness of those traininginitiatives

Employee training provides serves many roles for any businesses Investing in trainingcan help companies boost their employee’s performance by providing them with theskills and information they need to do their jobs successfully and efficiently, resulting

in better productivity, fewer errors as well as higher job satisfaction Training alsohelps organisations improve their competitiveness in the marketplace (Dessler, 2023),because it ensures that staff have the skills and information required to match changingclient expectations and industry trends, allowing organisations to stay ahead ofcompetitors Training may also help employees maximise their potential by givingthem opportunity to learn new skills and further their careers (Cascio, 2018), allowingthe company to retain top talent and promote a healthy work environment

1.3.2 Employee training methods (check slide, lấy từ một nguồn)

There are various methods that organizations can use to train their employees, eachwith its own advantages and disadvantages. The most effective training method willdepend on the specific needs of the organization and its employees Some commonemployee training methods can include but not limited to the ones mentioned below:

+ On-the-job training: This involves learning by doing, where employees acquire

skills and knowledge while performing their job tasks (Noe et al., 2023). It is often used for hands-on training and skill development

+ Off-the-job training: This type of training takes place outside of the

workplace, such as in classrooms, workshops,or online courses (Dessler, 2023). It is often used for theoretical knowledge and skill development

+ Internships: Internships provide practical experience and exposure to the industry

or profession (Cascio, 2018).They can be valuable for developing skills and building networks

+ Mentoring: Mentoring involves pairing experienced employees with less

experienced employees to provide guidance, support, and coaching (Noe et al., 2023)

+ Job rotation: This involves assigning employees to different jobs or departments to

broaden their skills and experience (Armstrong, 2023)

+ Online training: This type of training uses technology to deliver content and

instruction. It can be cost-effective and flexible, but it may require self-discipline and motivation from learners

Which training method works best will vary for each organization and variedcharacteristics of employees as well as being subjected to financial factors In mostinstances, a mix of several methods will work best in ensuring that proper trainingtakes place though it must be note that internships have been and will likely be themost popular form of training for potential candidates, especially in the modern globaleconomy

1.3.3 Steps of the employee training process (check slide, dùng 1 nguồn)

The important steps in the employee training process involve needs assessment,training design, training delivery, and evaluation With an understanding of the steps,

an organization in business is able to make the necessary adjustments to develop theright training programs intended to improve performance by meeting both employeeand organizational needs It is worth noticing that, just like the steps for hiringemployees in a company, every company will train its existing or future employees in

a manner that is particular to their determinants Hence, the steps mentioned belowmight not reflect every industry and firm However, they will serve as general rulesthat any organization could follow with a few modifications:

+ Needs assessment: Identifying the specific training needs of employees based on

performance gaps, job requirements,and organizational goals (Noe et al., 2023)

+ Training design: Developing training programs that address identified needs and

align with organizational objectives (Dessler, 2023)

+ Training delivery: Implementing training programs using various methods, such as

classroom training, online courses, on-the-job training, and simulations (Cascio, 2018)

+ Evaluation: Assessing the effectiveness of training programs to measure their

impact on employee performance and organizational outcomes (Armstrong, 2023)

1.3.4 Factors affecting employee training process

The employee training process is influenced by a variety of factors, both internal andexternal to the organization, with some factors overlapping with the employee trainingprocess, especially internal factors

1.3.4.1 Internal factors

+ Organizational strategy: The organization's strategic objectives and goals play a

crucial role in determining the types of training programs needed (Noe et

al., 2023). For example, a company focused on innovation may prioritize training in problem-solving and creativity

+ Company culture: The organization's values, beliefs, and norms can influence the

design and delivery of training programs (Dessler, 2023). A company that emphasizes teamwork and collaboration may incorporate group activities and peer-to-peer learninginto its training initiatives as an example

+ Budget constraints and other resources: The availability of financial resources

can limit the scope and frequency of training programs (Cascio, 2018). Organizations may need to prioritize training based on the greatest need or return on investment Training programs can be delivered by organizations using their own internal

resources, including subject matter experts, trainers and facilities Alternatively, they could opt for outsourcing training services to external providers such as consulting firms or training companies Moreover, through the employment of technological systems, instructional content can be offered online hence saving time and money, all costing a certain amount that must be accounted for

1.3.4.2 External factors

+ Industry trends: Changes in the industry can necessitate new skills and knowledge

for employees (Noe et al., 2023).For example, technological advancements may

require training in new software or equipment

+ Economic conditions: Economic factors, such as unemployment rates and

economic growth, can influence the demand for training (Cascio, 2018). In times of economic uncertainty, organizations may prioritize cost-effective training solutions

+ Legal and regulatory requirements: Compliance with industry regulations and

labor laws can influence the types of training required (Dessler, 2023). For

example, healthcare organizations may need to provide specific training to comply with patient privacy regulations

+ Technological advancements: Advances in technology can provide new

opportunities for training, such as online courses and virtual reality simulations

(Galagan, 2022). However, organizations must ensure that employees have the

necessary skills and access to technology to benefit from these advancements,

especially with the advent of AI technology (World Economic Forum, 2020)

1.3.5 Metric for evaluating employee training effectiveness

Applying the same rationale as the employee hiring practices to the training process, if

we want to fully evaluate the overall effectiveness of employee development at HưngViệt LTD, we also need quantifiable and calculatable metrics to use as data points

1.3.5.1 Training completion and drop-off rate (công thức)

These metrics measure how effective the design is and how the delivery of the trainingprograms is The high completion rate will indicate that employees find the trainingsrelevant and engaging, and a low drop-off rate will indicate that they are motivatedenough to complete the training A low completion rate or high drop-off rate couldindicate a lack of finding the trainings relevant or engaging, or the access is not there.Manual records of training attendance and completion can be used to gather data,especially in organizations like HV without Training Management System (TMS) orLearner Management Systems (LMS)

1.3.5.2 Cost per employee (công thức)

This is a measure of how much the training of an employee would cost, which can beused in assessing the efficiency of the training programs The high cost per employee

would raise a red flag that the training programs are actually too expensive or that theorganization is not getting much value from the invested money Cost per employeecan be tracked in a way that enables an organization to identify areas where it can cutcosts and work on its training programs to be more effective Factors such as trainingtype, training length, training frequency as well as salary costs for trainers, otherresources like time investment and training materials all have an effect on the cost pertrainee and all are recorded by the Finance and HR departments.

1.3.5.3 Observations of Pre and Post training productivity

The research will observe changes in employee productivity before and after training

to judge the overall effectiveness of the training program and practices at HV. Ifemployees demonstrate improved performance or achieve higher key performanceindicators (KPIs) such as reduced error rates or improved efficiency followingtraining, it suggests that the program has been successful in equipping them with thenecessary skills and knowledge While subjective biases can influence theevaluation, it's crucial to approach it with some level of objectivity to minimize theirimpact

1.4 Limitations of the research

This research on employee hiring and training practices at HV has severallimitations. First, the scope of the study is limited to a single construction company inVietnam. While the findings may provide some useful knowledge into broaderindustry trends, they may not be directly applicable to other organizations, especiallythose in different sectors or regions in Vietnam Second, the availability and quality ofdata can affect the depth and accuracy of the analysis The research may beconstrained by the limitations of the company's HR records, which may not capture allrelevant information or be consistently maintained as well as the company’sconfidentiality policy not allowing interns access to certain information and data.Third, as an intern within Hưng Việt LTD, the researcher may be influenced by thecompany's internal perspective and may not be able to fully capture externalviewpoints or potential biases Fourth, the relatively short internship period of around

10 weeks may limit the duration of the research, affecting the depth of data collectionand analysis Fifth, external factors such as economic conditions, industry trends, andregulatory changes that occur during the study period may influence the researchfindings. Finally, the findings may not be fully generalizable to other constructioncompanies or organizations, as specific factors such as company culture, size, andindustry dynamics can influence HR practices.

CHAPTER 2: THE INTRODUCTION OF THE ORGANIZATION AND ACTUAL SITUATION OF EMPLOYEE HIRING AND

TRAINING AT HƯNG VIỆT LTD.

2.1 General information about the organization

2.1.1 General information

⁃ Company name: CÔNG TY TNHH SX-TM-XD HƯNG VIỆT

⁃ Headquarter: B45 Tạ Quang Bửu, Phường 4, Quận 8, TP.HCM

⁃ Tel: 028.5431 0630 – 028.5413 0637, Fax: 028.5431 0637

⁃ Website: http://xaydunghungviet.vn

⁃ Email: xaydunghungvietvn@gmail.com

2.1.2 History of establishment and development

- Establishment period and important milestones

Hưng Việt had been a household business since its establishment in 1978, havingreceived initial authorization from the District 8 People's Council. Founded by twobrothers with a starting capital of 200 million VND (equivalent to 340 million VND in

2023, adjusted for inflation), they commenced operations in District 8 of the named Saigon City Initially specializing in government contracts for constructingpublic buildings such as schools and cultural centers, the business also suppliedbuilding materials like bricks and concrete to various businesses nationwide. Thebusiness started with a workforce of approximately 10 permanentemployees, primarily family members, supplemented by temporary laborers andexternal assistance for functions like transportation and accounting In 2002, HưngViệt transitioned from a business household to a limited liability company, obtaining abusiness license in August of that year. Founded as a family enterprise by five familymembers, with the eldest brother serving as the current chairman, HV had an initialcharter capital of 5 billion VND (approximately 5.5 billion VND in 2023, adjusted forinflation), primarily funded by family members, complemented by local governmentgrants and bank loans By 2002, the company had grown to employ 35 individualsacross various departments, eliminating the need for outsourcing transportation and

then-accounting services Hưng Việt continues to secure government contracts and has beeninvolved in numerous public infrastructure projects both within District 8 and otherdistricts of Ho Chi Minh City under the administration of the department of planningand investment of Ho Chi Minh city.

As a small business household, Hưng Việt primarily undertook regional projects withbudgets under 3 billion VND. Since transitioning to a limited liability company in

2002, the firm has secured numerous government contracts with significantly largerbudgets, exceeding 10 billion VND

Two months after its establishment, HV's first major project was a contract to buildLương Văn Can High School in District 8, with an investment of 12 billion VND and acompletion time of two years. Concurrently, the company increased its distribution ofbuilding materials, particularly brick products, nearly twofold, from 5.23% to 8.3% oftotal annual revenue

Image 2.1 Lương Văn Can Highschool computer rendering

In 2014, the company underwent a restructuring process, expanding variousdepartments to accommodate growth and hiring additional staff to fill assistant andadministrative roles within the newly formed offices. This expansion resulted in a total

workforce of approximately 67 employees distributed across different departments and

a manual labor force of 135 members working on various sites

During the COVID-19 pandemic of 2021, the company was forced to reduce its officeworkforce by 20%, primarily affecting employees in the sales and accountingdepartments. However, following the lifting of COVID restrictions in 2022, thecompany expanded its administrative workforce to a total of 101 employees.Concurrently, the company experienced a leadership change, with the long-standingchairman stepping down and being replaced by a younger individual. This new leaderhas taken steps to modernize the company and embrace digital technologies

To date, the company's largest project is the construction of Ngọc Hầu PrimarySchool, which they secured through a contract with the Bình Tân District People'sCouncil in 2023. The total value of the project is 46 billion VND (Anh, T.,2023)

- Current scale of operations of Hưng Việt LTD

As of July 2024, the company is actively involved in several large-scale constructionprojects commissioned by local and municipal authorities. These projects includemultiple high school buildings, a convention center, and an art institution in Lâm Đồngprovince. The investment values of these construction contracts range from 20 billion

to 35 billion VND The company is currently transitioning its focus away fromconcrete powder and scaffolding, emphasizing bricks and house paints as its primaryconstruction material products. Reports indicate that the construction materialsdivision of the company constitutes a relatively small portion of overall revenue,currently at approximately 7.8%. This percentage is projected to decrease to 7.4% bythe end of the year As of the current time, Hưng Việt employs approximately 120administrative staff members. Additionally, the company maintains a variableworkforce of manual and low-skilled laborers for its construction operations and laborservices, ranging from 200 to 250 individuals depending on demand and projecttimelines (đưa xuống 2.1.7)

2.1.3 Vision, mission, and company value

Vision: To be a leading force in the Vietnamese construction industry, renowned for

our innovative solutions, exceptional quality, and commitment to sustainabledevelopment

Mission: At Hưng Việt, we are dedicated to delivering exceptional construction

solutions for key and reliable projects. Our experienced team, with a proven trackrecord of successful projects, is committed to providing comprehensive constructionservices, including design, labor, material supply, and project management. Weprioritize precision and professionalism in every aspect of our work to ensure thehighest quality and progress on each project

Company value:

+ Integrity and ethics: We uphold the highest ethical standards in all our business

dealings, ensuring transparency, honesty, and fairness. We believe in conducting our business with integrity and respect for all stakeholders

+ Innovation and quality: We embrace innovation to develop innovative construction

solutions that enhance efficiency, sustainability, and quality. We are committed to delivering projects that meet or exceed industry standards

2.1.4 Business field / products and services

2.1.4.1 Overview of the Vietnamese construction industry

The Vietnamese construction sector has been defined by a combination of traditionalmethods and developing market forces Historically, the industry has been mostlystate-run, with government agencies having a prominent role in project inception andexecution This impact is most noticeable in the awarding of government contracts forsignificant infrastructure and public construction projects State-owned firms, such asVinGroup and the Vietnam National Construction Corporation (VNCC), are heavilyinvolved in large-scale projects, such as urban infrastructure and transportationnetworks In 2023, the Vietnamese prime minister Pham Minh Chinh called for aroundVND 100 trillion (about USD 4.2 billion) for public infrastructure projects in bonds,

emphasising the importance of governmental support in influencing the industry'slandscape as reported by Tuoi Tre Online newsletter.

Despite the state's central role, the industry is prone to corruption, a problemcompounded by reliance on government contracts and state-run enterprises Bribery,nepotism, and fraudulent activities have been reported as factors impacting projectefficiency and quality Transparency International's Corruption Perceptions Indexcontinually identifies corruption as a major issue in Vietnam, demonstrating theindustry's vulnerability to such malpractices One significant example is the BenThanh - Suoi Tien Metro Line in Ho Chi Minh City, which had delays and costoverruns due to corruption and incompetence

In recent years, there has been a steady change towards a more market-orientedstrategy in the building industry The Vietnamese government has made measures toboost private sector engagement, such as reducing restrictions and fostering public-private partnerships (PPPs) The amended Construction Law, which goes into effect in

2020, is a huge step in the right direction since it simplifies procedures and reducesbureaucratic red tape This change attempts to increase competitiveness and efficiency

in the sector

However, the building industry continues to confront issues due to heavy regulation.The regulatory system is extensive, with multiple regulations, standards, andpermission procedures that construction companies must traverse Obtaining buildinglicenses frequently requires numerous levels of clearance from various governmentalauthorities, resulting in delays and increased project expenses Furthermore, theregulatory burden is exacerbated by inconsistencies and frequent changes inlegislation, which can cause uncertainty for domestic and foreign businesses.According to a poll done by the Vietnam Chamber of Commerce and Industry (VCCI)

in 2022, almost 60% of construction enterprises cited regulatory complexity as a keyimpediment to operations

2.1.4.2 Hưng Việt LTD products and services

HV provides a variety of services and solutions to assist predominantly public-sectorinitiatives The organisation is well-known for its work on government contracts,which include the construction of public facilities including schools and culturalcentres Hưng Việt LTD contributes to the development of community amenities inthe region through these initiatives Hưng Việt LTD offers a range of building supplies

in addition to construction services This comprises essential supplies like as cement,steel, and aggregates These materials are employed in the company's own buildingprojects and are also offered for sale to other clients Hưng Việt LTD supplies thesegoods to guarantee building projects meet requirements and are finished successfully

The organisation also provides labour services, which include skilled and semi-skilledpersonnel for a variety of building projects This service is critical for keeping projects

on schedule and ensuring that work is completed effectively HV prioritises recruitingskilled and dependable labour to support construction operations and maintain aconsistent workflow, they also handles transportation for building projects whichinvolves transporting goods, equipment, and staff to and from the job site Theirtransportation services aid in construction logistics, ensuring that all project materialsreach on schedule and without incident (ghi ba đoạn về 3 sản phẩm chính)

2.1.5 Organizational structure

2.1.5.1 General organizational structure (đỗi tên lại – dùng general manager and deputy manager)

Figure 2.1 Hưng Việt LTD’s general organizational chart

Hưng Việt adopts a traditional hierarchical organizational structure, featuring a board

of directors (or in this case, a board of members) headed by a chairman. The chairmanoversees the majority of significant decisions within the firm, including overallstrategy, values, and culture

Directly below the board is the general manager, responsible for the day-to-dayoperations of the company. While the general manager oversees various departments,they do not exercise direct authority over all of them. However, they retain fullresponsibility for the finance and accounting departments

The remaining four departments—human resources, planning and technical, sales, andinvestments and projects—are each headed by a vice president who reports directly tothe general manager. These vice presidents are supported by personal assistants andvarious directors with specialized expertise within their respective fields along withemployees who don’t hold any special titles within the department but rather acts assupport staff