Nâng cao hiệu quả Đào tạo nguồn nhân lực công ty cổ phần Ứng dụng công nghệ và dịch vụ kỹ thuật (tecate)trong bối cảnh làm việc từ xa
THEORETICAL BASIS FOR IMPROVING THE
Some basic concepts
Currently, due to different approaches, there are still many different understandings when discussing the concept of human resources
According to the United Nations in 2000, human resources encompass the knowledge, skills, experiences, abilities, and creativity of individuals that contribute to both personal and national development This perspective positions human resources as a vital form of capital, alongside monetary, technological, and natural resources.
In a broad sense, human resources are the source of labor for social production and human resources for development Therefore, human resources including the entire population can develop normally
Human resources refer to the labor capacity of society, which serves as a vital resource for socio-economic development This encompasses the working-age population capable of engaging in labor and social production Essentially, it represents the collective physical and mental attributes of individuals actively involved in the labor process.
Human resources encompass the total labor potential of a nation or region, consisting of a workforce that is prepared to engage in various jobs This includes skilled workers who meet the demands of labor restructuring and align with the economic shift towards industrialization and modernization.
Human resources are essential assets within organizations, varying in size, type, and function, and possess the capability and potential to drive success.
Human resources play a crucial role in the development of organizations while contributing to the socio-economic progress of countries, regions, and the global community This perspective views human resources as a vital asset, encompassing both material and spiritual dimensions, which enhances the overall capacity and strength of businesses and organizations.
According to Nguyen Tan Thinh in "Human Resource Management in Enterprises" (2005), human resources encompass the complete physical and intellectual capabilities of individuals utilized in production and business operations This definition highlights human labor as the most valuable asset among the production factors within an enterprise.
Human resources encompass the workforce potential of individuals, characterized by their quantity, structure—including industry and training levels, regional distribution, and sectoral composition—and quality, which involves intellectual, mental, physical, and occupational skills This labor potential is essential for fulfilling the economic and social development needs of a country, region, or specific industry.
Personality factors, aesthetics, and life views are essential considerations in the workplace, reflecting key employee values such as ethics, manners, dynamism, creativity, discipline, and a strong sense of responsibility.
In which, ethics plays an important role It plays an important role because it empowers people to better perform social functions and enhances their ability in practice
Human Resources encompasses the balanced integration of human intelligence, physical strength, and personality traits This foundational element is essential for guiding businesses in effectively shaping their human resource training processes.
Human resource training
According to Professor Hoang Phe’s Vietnamese dictionary, published in
1988, training is understood as "Training is the process of writing affect a person in
To effectively equip individuals with the necessary knowledge and skills for life and work, professional and vocational training play crucial roles in fostering socio-economic development and advancing human civilization These interconnected training types are tailored to meet the demands of production, social relations, and the evolving landscape of science and technology within a country's cultural context Various training formats, including accelerated, formal, and informal training, are utilized to enhance learning outcomes and adaptability in the workforce.
The point of view of author Nguyen Van Diem and author Nguyen Ngoc Quan in the Human Resource Management textbook published in 2004 is that
Training is a crucial learning process that equips employees with the necessary theoretical and practical knowledge to excel in their roles It involves various learning activities designed to enhance their existing skills and address any gaps in their knowledge By supplementing what employees already know, organizational training ensures they are well-prepared to meet job requirements and perform their duties effectively.
According to the Human Resource Management textbook (Volume II) of the University of Labor - Social Affairs edited by author Le Thanh Ha, printed in 2009:
Training is a structured process aimed at enhancing performance outcomes To be effective, training should address specific needs, outline roles and responsibilities, and establish clear objectives There are four primary types of organizational training: new training, retraining, supplemental training, and advanced training.
Human resource training is a structured learning process designed to enhance employees' understanding of their roles and expertise within a specific timeframe It aims to fill skill gaps and provide the necessary knowledge for improved job performance in the future.
1.2.2 Form of human resource training a, Training by scope:
Human resource training in enterprises can be categorized into two primary groups: on-the-job training and off-the-job development.
On-the-job training is a practical approach to learning that occurs in the workplace, where learners acquire essential job skills and knowledge through hands-on experience under the supervision of more experienced employees This training method encompasses various forms that facilitate skill development in real work settings.
Training in the style of job instructions:
A widely used approach for teaching performance skills to production workers and managers involves an instructor-led training process This begins with the instructor outlining the job's objectives and providing comprehensive, step-by-step instructions Participants are guided to observe, exchange ideas, learn, and experiment under the close supervision of the instructor until they achieve mastery.
This training approach starts with classroom instruction on theoretical concepts, followed by hands-on experience under the mentorship of experienced professionals Over several years, students engage in practical work, honing their skills until they achieve mastery in their chosen occupation This comprehensive method effectively prepares individuals for a complete professional career.
This approach is commonly utilized by managers and supervisors to acquire essential knowledge and skills for both current and future roles through effective tutoring and mentoring from experienced leaders There are three distinct methods of pairing involved in this process.
+ Mentored by a more experienced manager
Job rotation and transfer involve moving managers between various roles within an organization to enhance their experience across different functions This strategy allows for flexibility in workforce management, aligning with the organization's evolving needs There are three primary methods for implementing job rotation and transfer effectively.
+ Transfer the training subject to a management position in another part of the organization but still with the same functions and powers
+ Managers are sent to take on new positions outside of their area of expertise
+ Managers are arranged to rotate jobs within a specialized profession
Off-the-job training is a training method in which learners are separated from actual work performance Forms include:
- Organizing classes next to businesses:
For relatively complex occupations or specific jobs, tutoring training does not meet the demand in both quality and quantity Businesses can organize training classes with learning facilities and equipment
- Sending to study at regular schools:
Enterprises can enhance employee skills by sending them to vocational training or management schools organized by government ministries or branches This approach provides learners with comprehensive theoretical and practical knowledge However, it is important to note that this training method can be both time-consuming and costly.
Lectures and conferences can take place either at the company or at an external venue, and they may be conducted individually or alongside other training programs During discussion sessions, participants engage in guided discussions on various topics, allowing them to acquire essential knowledge and practical experience.
- Training in document handling skills:
This exercise involves a manager receiving various documents, such as memos, reports, and instructions from superiors, upon arriving at the workplace The manager is then responsible for effectively handling and addressing this information.
15 quickly and properly This method helps managers learn how to make quick decisions in daily work
Lab-style training incorporates interactive learning methods, including case studies, computer simulations, management games, and problem-solving exercises This contemporary training approach equips learners with practical skills to effectively navigate real-life challenges.
- Training in the form of programming, with the help of computers:
Modern skill training, increasingly adopted by foreign businesses, utilizes pre-installed computer programs that enable learners to engage directly with the technology This approach allows machines to provide answers and assess students' knowledge effectively.
- Training with the help of audio-visual media:
Content of training human resources of enterprises in the context of
1.3.1 Identify training needs in the context of remote work
This is a particularly important stage in the training process, identifying the right training needs will create high efficiency in implementing the next steps of the
Effective training processes are crucial for enterprises to avoid wasted costs and risks associated with inadequate training investments Without a thorough analysis of training needs, organizations may fail to deliver relevant programs, leading to negative attitudes among employees When training does not align with employee needs, it diminishes their motivation to engage in future training opportunities.
Identifying training needs is crucial for effective workforce development, addressing key questions such as the timing of training, the relevant departments, the specific labor types, and the necessary knowledge and skills to be acquired Conducting a thorough needs assessment is essential to eliminate unsuitable training programs, pinpoint unmet training requirements, and establish clear objectives for approved training initiatives.
To effectively identify training needs, organizations must analyze labor requirements alongside the necessary knowledge and skills for job performance, while also evaluating the existing qualifications of their employees Various methods for gathering information can be employed, and key sources for conducting a comprehensive training and development needs assessment are outlined in the accompanying table.
Tables 1.1 Methods of gathering and sources of information to assess training needs
Methods of data collection for needs assessment
Searching for available data Current data (e.g output, quality, complaints, event reports, requirements for training, current interviews, performance reviews, equipment operations manuals, process manuals), job description, employee profile)
Assessment centers The person doing the work
Collect typical facts Lower grade
To assess training needs, it is necessary to pay attention to 3 main factors:
22 organizational analysis, job analysis and personal analysis
Organizational analysis: to determine the appropriateness of training activities with the development strategy of the unit, including the following contents:
- Consider the mission and strategy of the organization: providing priorities for training, businesses need to build their own mission, vision and development strategy
- Considering resources and resource allocation: a part of resources (human and financial) has been spent on training and development activities
To enhance job performance, it is essential to analyze the internal environment, focusing on factors such as organizational structure, management systems, and human resources Identifying whether these elements contribute to performance issues is crucial Additionally, assessing the need for training and understanding how these factors influence the effectiveness of training activities can lead to improved outcomes and overall organizational success.
Job analysis involves evaluating the essential requirements for performing a role within an organization, emphasizing key aspects that are vital for success This process identifies the skills and knowledge that employees currently lack, enabling the establishment of targeted training objectives to enhance their capabilities.
Job analysis is essential for understanding the specific tasks required to perform a job effectively, including the necessary knowledge, skills, and attitudes It involves identifying the tasks to be completed and predicting potential challenges employees may encounter Evaluating the significance of these factors is crucial for job performance and informs hiring decisions, ultimately serving as the foundation for determining appropriate compensation for labor.
Personal analysis, or people analysis, is a crucial step following job analysis, focusing on evaluating the employees currently in or capable of fulfilling a specific role This assessment helps forecast future skill requirements, enabling organizations to tailor training programs that enhance employees' skills and knowledge to improve job performance effectively.
Individual analysis of employees on job performance to determine: the
A 23% decline in job performance can be attributed to insufficient knowledge, skills, abilities, work motivation, or poorly designed job roles It is essential to identify development potentials and assess which employees require training, as well as evaluate their readiness for such training.
In conducting a training needs assessment, information is categorized into three types: organizational, job, and individual These types of information are interconnected and can often be gathered simultaneously For instance, during job analysis interviews, insights into organizational barriers affecting job performance can also be obtained Additionally, individual analysis allows for the examination of job performance variations, which helps identify organizational factors influencing performance, as well as the underlying causes related to employees' knowledge, skills, and attitudes.
To effectively assess training needs, both individuals and organizations must prioritize employee development This is achieved through a regular development review process that encourages self-assessment and values the efforts of those who mentor and train others Additionally, it is crucial for subordinates to have a positive perception of the evaluation process and to trust that the training provided will enhance their personal growth.
1.3.2 Define human resource training goals
Determining training objectives is the outcome to be achieved of the training program Defining training objectives is the identification of:
- Specific skills that need to be trained and the level of skills acquired after training
- Number and structure of students
The identification of training objectives will contribute to improving the effectiveness of human resource training and is the basis for assessing the
To enhance employee qualifications within an organization, it is essential to establish clear, specific, and measurable training objectives Training effectiveness can be evaluated across four levels: participant response, knowledge retention, on-the-job behavior, and overall results For instance, at the response level, it is crucial to gauge trainees' satisfaction with the training program, which can be categorized into three levels: very satisfied, not very satisfied, and not satisfied Ultimately, the success of the training can be measured at both the group and organizational levels.
The training program's objective is to identify the list of trainees and their respective positions To determine the necessary departments and subjects for training, the program developer must consult with department leaders and heads to understand job performance, career prospects, and employee training needs This process should be guided by standards such as job performance evaluations, job analysis, and annual training monitoring results to effectively ascertain who requires training, in which department, and the appropriate training format.
Determining the right training subjects to ensure the right training for the right people, their abilities and aspirations, avoids confusion that wastes time and money
A successful human resource training plan must integrate effective labor motivation measures, as motivation enhances employee engagement in training, facilitates the transformation of training achievements into new organizational value, and fosters long-term commitment to the company Without these motivational strategies, training becomes merely a formality, yielding minimal benefits for the organization and primarily benefiting the individual.
A comprehensive human resource training plan must include a budget estimate, a clear commitment to the duration of the training courses, and established measures for evaluating and monitoring the training process Prior to implementation, all plans require approval from the organization and must be closely overseen by leadership to ensure effectiveness.
1.3.4 Developing training programs and selecting training methods
A training program is a structured system of subjects and lessons designed to outline the necessary knowledge and skills to be taught in the classroom, as stated by Phan Thuy Chi in 2008 It also provides a framework for determining the appropriate training methods to be used.
Factors affecting the effectiveness of human resource training in the
- Objectives, strategies, policies of the business
Every business establishes specific goals and strategies tailored to its developmental stages, which guide all activities, including employee training As companies scale their production or alter their organizational structure and technology, it becomes essential for employees to receive training that equips them with the necessary knowledge and skills to effectively adapt to these changes.
33 policies, philosophies, ideas and views of the organization's senior managers on how to manage people in the organization also greatly affect the training of human resources
- Size and organizational structure of the business
Larger enterprises face increased complexity in training, while simpler organizational structures enable quicker decision-making, enhance information exchange, and foster greater cohesion.
A complex organizational structure complicates management and hinders synchronous and flexible training Changes in the organizational structure directly impact the training needs within enterprises There exists a dialectical relationship between scale and management apparatus; as an organization grows larger, its management becomes more intricate, encompassing multiple levels and departments, each with varying qualifications Conversely, smaller organizations tend to have a simpler management structure.
Assessing the qualifications of the current workforce is essential for identifying training needs By analyzing labor quality in relation to job requirements, companies can more accurately determine the necessary number, structure, and skill levels for employee training This targeted approach ensures that human resources are effectively developed to meet organizational goals.
The labor structure of an enterprise, influenced by age and gender, significantly impacts training demands Companies with a younger workforce typically require more training due to the psychological characteristics of younger employees, who are often more eager to learn Conversely, older workers tend to have a reduced need for ongoing education and training.
- Situation and changes in production and business of enterprises
A thriving business can create favorable opportunities for investing in human resource training, while a struggling business may need to reduce training costs due to financial losses.
The effectiveness of human resource training in enterprises is significantly influenced by the quality of facilities and technology When these conditions are optimal, training programs yield better results, while inadequate resources can hinder the training process.
If the change of industry and business field is faster, the demand for human resource training will increase and vice versa
1.4.2 External factors of the enterprise
The legal environment significantly influences all business activities, including human resource training, as enterprises must operate within the constraints of state-prescribed legal frameworks It is essential for businesses to ensure compliance with these laws to avoid any illegal practices.
The training of human resources is significantly influenced by the economic and political landscape In times of economic growth and political stability, there is typically a heightened demand for employee training, which remains largely unaffected by external factors.
The rapid advancement of science and technology necessitates a corresponding enhancement in the skills and expertise of the workforce As technology evolves, workers must improve their proficiency to effectively master the operations and processes integral to their jobs.
The enterprise operates in a broad market with high sales volume, resulting in a steady increase in revenue and profit This growth allows for the allocation of funds towards human resource training initiatives However, fluctuations in market demand necessitate rapid adjustments in product and service offerings, highlighting the need for ongoing training activities.
THE REALITY OF HUMAN RESOURCE TRAINING AT
Overview of Technology Application and Technical Services Joint
Full name: Technology application and technical service joint stock company
English name: TECHNOLOGICAL APPLICATION AND TECHNICAL SERVICES JOINT STOCK COMPANY
Address: L3-01B, 3rd floor, FLC building, number 36, Pham Hung street -
My Dinh 2 ward - Nam Tu Liem district - Hanoi
Legal representative: Mr La Xuan Dung
Type of business: Joint stock company
2.1.1 History of formation and development
TECATEC Company, officially known as Technology Application and Technical Services Joint Stock Company, was established in accordance with the Vietnam Enterprise Law and holds Business Registration License No 0105566610, issued by the Hanoi Department of Planning and Investment The company specializes in providing a range of products and services, including telecommunications equipment, software solutions, and technical services.
TECATEC., JSC is a leading company in the trading of information technology and telecommunications products, services, and comprehensive solutions As the telecommunications and informatics industries evolve, TECATEC., JSC has significantly enhanced its facilities, scientific capabilities, and workforce expertise.
TECATEC., JSC has expanded its operations beyond the Telecommunications and Information Technology industry to encompass various related sectors The company is currently focused on providing advanced IT services and high-tech applications From its inception, TECATEC., JSC has prioritized the recruitment and training of skilled personnel, resulting in a technical team of over 132 professionals, including masters and hardware and software engineers, who possess both domestic and international training and practical experience.
TECATEC., JSC has experienced significant growth due to its commitment to delivering high-quality products and services, which has established a strong reputation among its customers.
TECATEC., JSC boasts a dedicated team of employees characterized by their selflessness, discipline, and strong teamwork skills Their ability to quickly master new technologies makes them a vital asset to the company The staff at TECATEC., JSC are committed to successfully completing tasks and providing exceptional service, making them the most valuable resource for the company's continued growth and success.
TECATEC., JSC has established strong partnerships with numerous domestic and international entities in the telecommunications and informatics sectors These collaborations enable TECATEC., JSC to access cutting-edge technologies and successfully execute large-scale projects.
2.1.2 The organizational structure of the company
TECATEC is structured with a management board and six affiliated departments The management board comprises the General Meeting of Shareholders, the Board of Directors, and the Executive Board The affiliated departments include Finance and Accounting, Business, Technical, Administrative, Technology, and Business Support The organizational structure is illustrated in Picture 2.1 below.
Pictures 2.1: Organizational structure of Technology Application and
Technical Services Joint Stock Company
(Source: Administration Department of Technology Application Joint Stock Company and Technical Services)
2.1.3 Functions and duties of the rooms
The General Meeting of Shareholders serves as the supreme authority within the Company, holding the essential responsibility of approving development strategies and making key decisions regarding production and business plans Additionally, it has the authority to amend and supplement the Company's charter capital and to elect, relieve, or dismiss members of the management team.
Technology room Business support room
Board of Directors; and decide on the reorganization and dissolution of the Company and other rights and duties in accordance with the provisions of the Company's Charter
The Board of Directors serves as the highest management body of the Technology Application and Engineering Services Joint Stock Company, consisting of one Chairman and three members elected for a five-year term, with the possibility of unlimited re-elections At least one-third of the Board must be independent non-executive members This Board is responsible for making decisions that align with the company's goals and interests, except for issues reserved for the General Meeting of Shareholders, and oversees the activities of both the Board and other management personnel within the company.
The Board of Directors consists of one Executive Director and two Deputy Directors, with the Executive Director responsible for overseeing the company's production and business activities This individual is accountable to the Board for fulfilling assigned rights and obligations Meanwhile, the Deputy Directors support the Executive Director in specific areas, taking responsibility for their designated tasks and proactively managing assignments as authorized by the Director, all in compliance with legal standards and company regulations.
The Sales Department is accountable for developing and executing monthly, quarterly, and annual business and production plans, alongside implementing pre-sales marketing and advertising initiatives It provides customers with essential information regarding networking and communication products and solutions while coordinating with other departments to create tailored technical and financial solutions that meet customer needs Additionally, the department estimates and consults on technical items, recommends products and technologies, and safeguards investment value for clients Furthermore, the Business Support Department plays a crucial role in assisting the sales team with the execution of economic contracts, including procurement and import-export procedures.
We provide comprehensive support for acquiring supplies, raw materials, spare parts, and tools essential for production and business operations Our services include advising on and executing legal procedures related to the signing, supervision, payment, and settlement of economic contracts with suppliers Additionally, we compile reports on the execution of production and business plans, ensuring compliance with regulations and management requirements of the Company.
The Technical Department is responsible for managing technical and warranty-related issues, including equipment installation, training, support, and after-sales maintenance services It oversees the construction, reception, transfer, and management of equipment and IT operating procedures Additionally, the Technical Board engages in research and development for new products, establishes product quality standards, and ensures the quality of both incoming raw materials and outgoing products The department also develops maintenance plans for machinery provided to customers and collaborates with other departments to create and implement training programs for technical specialists.
The Finance and Accounting Department is responsible for managing the company's financial and accounting operations, ensuring compliance with tax obligations and regulatory reporting This department formulates and implements the annual financial plan, organizes accounting tasks, and prepares financial statements and management reports as required Additionally, it oversees the balance of receipts and payments, manages inventory, and guides the preparation of initial invoices and vouchers The department also compiles statistical reports on labor norms and wage unit prices, advises the Board of Directors on employee salary and bonus regulations, and plans financial strategies aligned with the company’s business and investment objectives while managing company assets effectively.
40 investments, analyze cash inflows and outflows to adjust investment and business plans
The Administrative Department is responsible for advising on the organizational structure of production and business management, staff planning, and developing training and recruitment strategies It ensures compliance with labor regulations and company policies, oversees disciplinary actions, and manages administrative tasks such as archival work and vehicle management Additionally, the department coordinates the implementation of annual plans for security, national defense, and fire prevention, while also collaborating with other departments on activities like seminars, training programs, and employee engagement events This ensures a supportive environment that fosters the well-being and spiritual life of employees within the company.
The current situation of human resource training of JSC applying
Recognizing the critical role of human resource training in the growth and sustainability of enterprises, TECATEC Technology Application and Technical Services Joint Stock Company prioritizes the development of its workforce amidst increasing competitive pressures From its inception, the company has viewed human resources as the cornerstone of its operations and essential to the value chain While many organizations engage in training, the actual benefits often fall short of managerial expectations By understanding and adhering to an effective training process, TECATEC can better define its goals and identify the necessary methods to achieve them.
2.2.1 Identifying human resource training needs in the context of remote work
Determining training needs is the first step and has a decisive influence on all subsequent activities in training Based on the planned objectives of the business
The company conducts 46 activities in each period, carefully evaluating necessary factors to meet its objectives based on the actual situation With an adequate supply of human resources, the identification of training needs is managed by the administrative and human resources department, which also assists other departments in determining their specific training requirements.
Identifying training needs within a company is crucial for effective human resource management Each department has unique requirements based on management roles, specialties, and professional expertise, which inform their specific human resource needs These needs can be addressed through targeted training activities, as well as during recruitment and labor rotation processes The primary method for determining these training needs involves gathering feedback from departments, incorporating their requests and suggestions to the HR department.
The bases for determining the training needs of the Technology Application and Technical Services Joint Stock Company are:
- Standards of performance: each job title in the company has different requirements for qualifications, skills and competencies
The HR Department evaluates employees based on their job titles and actual performance to determine if they have met the required standards This assessment helps identify any skills gaps, allowing for the development of targeted training plans to enhance employee performance.
For example, for the position of Sales Manager, the basis for determining the training needs for this position is shown in the following table:
Table 2.4: Determination of training needs for the position of Sales Manager
Job requirements Actual workers achieve
General management of sales department personnel
The staffing situation tends to increase
(-) The new employees still have difficulty and embarrassment in handling
Need to conduct training on
Assign business plans according to required sales to staff of Sales
Executing the business according to the set schedule the work of working in groups with the old employees
(+) Timely and clear assignment of work, there is no difference between employees in the same position human resource management skills
Develop and execute business plan according to assigned sales
In the last quarters of the year, the targets exceeded the plan, but at the beginning of the year, this target only reached the approximate level
(+) Sales staff are constantly looking for new potential customers
(-) Some employees do not have the mindset of wholeheartedly for their work and have a stagnant spirit
Need to conduct training on motivational skills for employees
Develop training and development plans for employees in the
Department and Sales support department
Each training session of the Company presents a training needs sheet that is quite close to the training needs of the Sales Department
(-) There is no master plan for the staff in the room
(+) Focused on training highly qualified staff
(-) Some employees have poor job performance has not been considered for professional training
Training in planning skills and staff training should be carried out
- Production and business strategy and specific production and business situation of the company, through the business strategy that the company has to
To effectively meet the annual production and business plan, companies must assess the number of new employees required This estimation helps identify necessary training areas and ensures alignment with the detailed annual plan for products, output, and revenue By doing so, organizations can determine the workforce needed for training and development to achieve their established objectives.
Effective training needs assessment in a company is driven by manager evaluations, which identify the essential skills employees require to excel in their roles By analyzing performance, managers can propose targeted training programs that enhance employee effectiveness and overall organizational performance.
- The company also based on the training needs of the employees to carry out the identification of training needs through the collection of training applications of the employees
Based on those common requirements, the department's managers will propose the training requirements of their department for the HR department to gather and plan those trainings
Specifically, in order to identify training needs, Technology Application and Technical Services Joint Stock Company implemented the following process:
Step 1: Based on job title standards and annual labor statistics report
Each year, we assess training needs by comparing employee qualifications against job title criteria The Executive Board is committed to announcing training guidelines and developing comprehensive training plans The Director has collaborated with the training staff to implement these plans, ensuring that each department meets specific training targets, including the number of employees trained and the types of educational programs offered.
Step 2: Inform the orientation of training and retraining in the year to all departments in the company
The HR department develops employee training orientations for the year based on the business strategy, title standards, and current labor qualifications, which are then submitted for the director's approval.
49 training plan for the whole year, the HR department notifies all employees so that individuals can register their training and retraining needs
Each year, employees assess their skills and needs against job requirements and the company's human resource training policies They then complete a training demand registration form and submit it to the HR department for consideration.
Step 4: The department heads, the Department gather the human resource training needs of the department
Department heads assess job requirements, the actual capabilities of their teams, employee training registration forms, and the company's training orientation to identify training needs They must prioritize these needs, select key subjects for training, and identify specific skills that require improvement After organizing this information, they submit a comprehensive training registration list to the HR department.
Step 5: The administrative committee summarizes training needs
Once the training needs from individual units are submitted, the Administration's training staff will compile these requirements for all employees They will create a detailed list of participants for each professional course and document employees attending seminars and conferences Additionally, any unforeseen training needs must also be collected by the training staff.
After gathering training needs, the Executive Board sends the list of training to the director, the director signs and approves the decision on specific training forms and methods
Table 2.5: Training needs of Technology Application and Technical Services
Joint Stock Company over 3 years 2019-2021
The data indicates a consistent demand for training among employees at Technology Application and Technical Services Joint Stock Company In 2019, 39 employees registered for training, representing 37.14% of the workforce This number increased to 54 registrations in 2020, accounting for 44.63%, and reached 59 in 2021, which is 44.7% of total employees This trend highlights employees' strong interest in professional development and their proactive recognition of the benefits of training programs.
The investigation reveals that employees at the Joint Stock Company of Technology Application and Technical Services primarily require additional specialized knowledge for their roles, highlighting a significant training need within the organization.
Professional training is essential for employees, encompassing foreign language proficiency, communication skills, teamwork, and negotiation abilities, all of which are vital for workplace success This training helps employees recognize their job responsibilities and identify areas for improvement, allowing them to address shortcomings effectively.
Table 2.6 Results of answering survey questions about training needs in terms of knowledge and skills
Identifying a company's training needs is essential for aligning employee development with business goals This process involves analyzing departmental requirements and verifying training needs to ensure that employees receive relevant training that enhances their skills and productivity By accurately assessing training needs, companies can effectively train the right individuals for specific roles, thereby improving overall training efficiency and post-training performance while minimizing waste from misidentified needs However, many companies overlook critical steps in this assessment, such as job and employee analysis, which can result in inaccurate identification of training requirements.
SOLUTIONS TO IMPROVE THE EFFICIENCY OF
Development orientation of the company and forecast of the company's
The management department currently exhibits weaknesses in executive roles and management skills, necessitating the organization of a comprehensive training program This initiative aims to retrain management and professional staff, ultimately fostering a team of highly qualified and skilled workers.
To enhance employee engagement and creativity, it is essential to establish new recruitment regulations and improve social welfare alongside a suitable remuneration system Achieving these goals will significantly increase the efficiency of the organization in the future.
Firstly: Human resource training must go hand in hand with development
Human resource training is crucial for any company, as it plays a vital role in the overall development of human resources This integration is essential for the sustainable growth of the organization.
Second: Human resource training must be implemented comprehensively, not only at the company's leadership department but also the departments must self-regulate
Human resource training is essential for aligning with a company's strategic goals and meeting requirements Today, a skilled workforce is a key competitive advantage, demonstrating that investing in human resources often yields greater efficiency than investing in technological innovations or other production elements.
Third: The clearer and more detailed the company's career development policies are, the more clearly employees define their direction and, of course, the
A strong human resource development strategy is essential for companies aiming to enhance employee motivation and achieve their goals By investing in a 5-10 year plan that focuses on career development, advancement opportunities, and recognition of employee strengths, organizations can foster a deeper attachment between employees and the company When employees perceive a clear path for career growth, they are more likely to make long-term commitments and contribute positively to the organization's success.
Fourth: Building an industrial working style for employees at the company, ensuring the implementation of company rules
Fifth: build a regime to attract and retain good managers and skilled workers
In addition, there are also sanctions for those who commit violations that adversely affect the company's image activities.
Results of survey questions about training costs at the company
A recent survey of 100 employees revealed that 82% receive full coverage of their training costs from the company, while 14% have partial support, and only 4% pay for their own training These findings indicate that the company is committed to addressing employee needs by allocating funds from its business results to support training initiatives.
Specifically, the actual training costs over the years are shown in the following table:
Table 2.11: Average training costs per capita over the years
Ordinal Targets Unit 2019 2020 Năm 2021 Ch nh l ch ( )
Depending on the training needs of each year and the specific training course, the human resources department will estimate the training budget For example, in
September 2019, the company organized a 1-day course "Management skills" for managers for the company at the office hall The Management Department
(Administration Department) has budgeted as follows:
Table 2.12: Estimated cost of Management Skills training course in 2019
Ordinal Cost content Unit Amount Unit price
The above is a table of the cost calculation for the implementation of the management skills training course for managers in the company in September 2019
The administrative committee will perform a survey to negotiate the most accurate cost estimate for the training program proposed by the human resources department, which will be approved by leadership for implementation However, additional expenses such as writing materials, printing documents, and other learning tools have not been factored into the expected training costs, resulting in an incomplete expenditure estimate for the company.
The company determines the cost of training based on many factors:
Training costs are determined by the number of employees trained annually and their respective roles For managers and research staff, costs range from 3,000,000 VND to 10,000,000 VND per person per training course, while departmental staff incur costs between 1,000,000 VND and 3,000,000 VND Additionally, training duration influences expenses, with longer courses typically resulting in higher costs.
The company covers training expenses in line with its regulations, which include costs for learning materials, salaries, and social and health insurance for both learners and instructors Additionally, the company incentivizes instructors by offering salary subsidies and bonuses for tutoring at work.
The company has established a dedicated budget for each training session and object, resulting in a significant increase in training costs over the years, which has enhanced both the number of trainees and the quality of training However, the training fund primarily relies on production and business performance, presenting a limitation for the company's training initiatives To ensure consistent and high-quality training, it is essential for the company to secure a stable source of funding beyond profit deductions, while departments must develop suitable planning strategies.
The administrative committee collaborates closely with teachers to establish training content, set objectives, and choose suitable teaching methods Primarily, the company utilizes internal training instructors, although some courses may involve trainers from specialized institutions The selection of teachers—internal or external—depends on the teaching format and method For repetitive knowledge or onboarding new employees, internal instructors are preferred, while external trainers are often engaged to provide fresh insights or enhance employees' qualifications.
Within the company, teachers primarily serve as department managers, with a selection of experienced employees from the Technology Department chosen to develop relevant training content This trusted team is assigned tasks by leadership based on their professional expertise and experience However, some lecturers, despite their strong qualifications and tenure, lack pedagogical skills, which limits their ability to effectively impart knowledge to students.
Part-time lecturers play a crucial role in employee training by leveraging their understanding of the company's personnel and activities To enhance their pedagogical and professional qualifications, some lecturers receive specialized training, enabling them to effectively contribute to the development of employee skills However, many part-time lecturers may lack strong pedagogical skills, which often limits their activities to training focused on professional documentation within the company.
Teachers conducting corporate training are tasked with developing training programs aligned with course objectives and overseeing the evaluation of training outcomes after each session Part-time instructors receive the same benefits as full-time educators during the teaching process, along with additional allowances for their training contributions.
When selecting teachers for training programs outside of enterprises, it's essential to choose from reputable ministries, schools, institutes, training centers, or qualified experts who understand the program's objectives While outsourced lecturers often possess strong professional and pedagogical skills due to careful selection and extensive testing by the company, they may lack a deep understanding of the company's operations This can lead to lessons that are overly theoretical and disconnected from practical realities.
Table 2.13 Evaluation of teaching staff at Technology Application and
Technical Services Joint Stock Company Ordinal Criterion Excellent Good Rather
2 Professional knowledge and experience of teachers
Evaluation of teaching staff at Technology Application and Technical
Technical Services Joint Stock Company
Through a survey of 100 employees on the presentation of lecturers, 62
In a recent assessment, 67 individuals (62%) rated the overall experience as excellent, while 25 (25%) rated it as good, and 13 (13%) gave a fair rating, with no participants rating it as average When evaluating the professional knowledge and experience of the teachers, 52 respondents (52%) rated them as excellent, 33 (33%) rated them as good, and 15 (15%) rated them as fair Overall, the teaching staff of the Corporation demonstrates high-quality technology application and technical services, ensuring the quality of the company's training programs.
The direct manager is responsible for evaluating an employee's attitude and skills after attending a training course, typically being the head of their department This manager reports the results to the head of the administrative department, who oversees human resources and uses this feedback to improve future training sessions Despite the company's leadership recognizing the significance of training and investing in it, there remains a lack of focus on assessing the training's overall effectiveness.
The evaluation of training results should be based on the following bases:
- For employees who are trained outside the enterprise, at schools and training centers, the assessment will be based on certificates and certifications of the training place after each course
- For training programs at the unit, the results are through the quality of work after the training process
Table 2.14: Criteria for evaluating training results
(Source: Summary report of the Finance and Accounting Department)
The data indicates a steady increase in the number of trained employees over the years, highlighting the company's growing training needs and associated costs However, the Profit/Training Cost indicator shows that profits are rising as training investments yield higher operational efficiency Notably, the average training cost in 2021 decreased compared to 2020 and 2019, primarily due to the economic impact of the epidemic, which led to lower overall costs.
The evaluation of training quality at the Technology Application and Technical Services Joint Stock Company has been insufficiently addressed Typically, after each course, student knowledge is assessed through tests administered by instructors However, many working students feel apprehensive about studying, leading to lower efficiency and an inflated perception of their actual knowledge Consequently, the assessments often lack realism To optimize training expenditures, it is crucial for the company to focus on evaluating training quality by testing employees' competencies post-course.
Table 2.15 Results of answering survey questions about why the knowledge of workers learned is applied in practice
1 Skills learned are relevant to the job 75%
2 Skills learned are consistent with their own abilities 20%
3 Learning skills applied to work to meet personal development needs
Results of answering the survey question about why the knowledge of
of workers learned is applied in practice
A recent survey revealed that 75% of employees believe their acquired learning skills are well-suited to their job roles, while 20% feel that these skills align with their personal abilities Additionally, 4% of respondents noted that the application of learning skills meets their personal development needs, with 1% citing other reasons This indicates that most employees perceive the company's training programs as effectively tailored to their professional requirements Furthermore, 95% of employees reported a significant improvement in their work performance following the training, highlighting the company's success in enhancing human resource capabilities.
A recent training course significantly improved the working abilities of 70 managers and employees, with 95% reporting enhanced performance compared to their pre-training skills This high percentage indicates that the course effectively met the job requirements established by the company, reflecting its overall quality.
Table 2.16 Results of effective responses after training of trainees
Trainees' effective responses after training
2.2.8 Arrangement and use after training
Effective management of human resources at the Technology Application and Technical Service Joint Stock Company post-training is essential for optimal job placement After training and retraining, staff will be reassigned based on the current needs and conditions, ensuring that the right individuals are matched with the right roles.
To optimize workflow in the office, there are two effective strategies: either assign the tasks to newly hired staff or train existing departmental employees to enhance their skills and take over the responsibilities.
The head of each department will oversee the re-arrangement of work for staff who have undergone training Following the training, employees will gain new professional knowledge and skills, prompting department heads to assign them new roles aligned with their learning and the guidance from their superiors.
Employee training is essential for facilitating job transfers and preparing staff for new positions After completing their training, employees are effectively reassigned to roles that align with their enhanced skills and knowledge This strategic approach ensures that the workforce is well-equipped to meet organizational needs.
The primary objective of training and retraining cadres is to prepare them for more complex roles and higher positions within the organization Upon their return from training, it is essential for company leaders to facilitate the appointment and promotion of these individuals, ensuring they are positioned to take on greater responsibilities.
The utilization of human resources at the Technology Application and Technical Services Joint Stock Company has effectively enhanced employee potential in the short term However, the promotion of employees to higher positions has been ineffective, as the training provided does not align with the actual skills and knowledge required for these roles.
2.3 Evaluation of the current situation of human resource training at the company Technology application and technical services joint stock company in the context of remote working
The company has established a consistent training process across all departments, ensuring that employees receive tailored training programs designed to enhance their skills and knowledge comprehensively over the years.
- The identification of training subjects in each training program has relatively specific standards: managers and employees
The rise in training costs reflects the company's commitment to investing in human resource development By recognizing and harnessing the strengths and potential of its workforce, the company emphasizes the crucial role of human capital in all its operations.
- The implementation of the training program is generally organized according to the plan, supervised, flexible and changed when necessary
In addition to the results that the company has achieved, the training of human resources in the context of remote work still has the following limitations:
The company has struggled with effective job and employee needs analysis, resulting in three key outputs: job descriptions, job requirements, and job performance standards Unfortunately, these outputs are typically communicated only verbally, lacking clear documentation or a structured system for reference.
In the needs assessment process, the company employs various methods, including direct interviews with employees and reviewing existing documents such as job descriptions and employee survey results, primarily guided by managerial recommendations.
- Employees are often sent to train when there is a need and meet the requirements, not depending much on determining the difference between the required performance and the current performance
Identifying a company's training needs is a straightforward process, primarily relying on managers' experience, employee willingness, and the observed lack of initiative in recognizing training requirements.
- The company has not built a long-term training strategy The most important goal is to build training by title that has not been implemented synchronously and effectively
- The determination of training objectives is not specific to each subject, each training course, not specific to each period
The choice of training topics is not aligned with employee job performance and does not address the knowledge and skills gaps within the company's workforce This disconnect arises because department heads and teams have not effectively identified the relevant training needs.
73 really cared and evaluate employee performance
The company's training program is predominantly theoretical, lacking practical components that engage employees and stimulate critical thinking This limitation is evident not only in the training for researchers but also in the overall employee training content.
The company's teaching facilities lack full equipment, resulting in teachers primarily delivering pre-prepared content This approach limits their ability to address students' lingering questions, ultimately diminishing the effectiveness of the training provided.
- Staff in charge of training are not capable of formulating training strategies and implementing training strategies, teachers are mainly experienced people in the company
The evaluation of the training program lacks comprehensiveness and objectivity, relying solely on the manager's subjective feedback There is no established system of evaluation criteria or standardized assessment metrics, and the evaluation process is not linked to specific performance targets, such as job performance for managers.