Strategy on training and Development of Human resouce for Ho Chi Minh City power Corporation period of 2011-2015, vision 2020

Griccd GLOBAL ANVANCED MASTER OF BUSINESS ADMINISTRATION - human resource development in EVNHCMC: at the same time, combining with the strategic direction of business development of EVN

FOR HO CHI MINH CITY POWER CORPORATION

PERIOD OF 2011-2015, VISION 2020

Group 2: Do Thi Xuan Chi

Nguyen Trung Thu

Vo Dinh Chinh Nguyen Thanh Nghia

Vo Minh Duc

HCMC, January 2011

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ACKNOWLEDGEMENT

1 The necesity of the topic

bo Objectives and study tasks

C2 Subject and Scope of Research

4 Research methods and data sources

5 Structure of the capstone project

LIST OF TABLES

LIST OF FIGURES

Chapter 1 THEORETICAL BASIS

1.1 STRATEGY MANAGEMENT-HUMAN RESOURCE

MANAGEMENT

1.1.1 Strategy management

1.1.2 Human resource management

1.2 TRAINING AND DEVELOPMENT OF HUMAN RESOURCE

1.2.1 Concept and role of training and human resource management

[.2.1.1, Consept

1.2.1.2 Role of training and development

1.2.2 Objectives, principles of human resource training

1.2.2.1 The objectives of training

1.2.2.2 Principles of human resource training

1.2.2.3 Programs for human resource training

CONCLUSION OF CHAPTER 1

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Chapter 2 ANALYSIS OF THE REAL SITUATION OF THE

TRAINING AND DEVELOPMENT HUMAN RESOURCE

IN EVNHCMC

2.1 OVERVIEW OF EVNHCMC

2.1.1 The establishment and development

2.1.2 Functions, duties and organization structure

2.1.2.1 Functions, duties

2.1.2.2 Organizational structure

2.1.3 Results of business in the period of 2006 — 2010

2.1.4 Objectives — Development strategy in period of 2010-2015 with

orientation to 2020

2.2 REAL SITUATION OF THE HUMAN RESOURCE AND THE

TRAINING AND DEVELOPMENT AT EVN HCMC

2.2.1 Real situation of the human resource at EVNHCMC

2.2.1.1.Working environment of employees

2.2.1.2.Number and professional levels of employees

2.2.1.3.Training areas of the employees

2.2.1.4.Ages and gender of the employees

2.2.2 Real situation of the training and developing human resources

2.2.2.1.Orientation for training and development

2.2.2.2.Process of training and development

2.3 PLANNING STRATEGY THROUGH MATRIXES

2.3.1 SWOT matrix

2.3.2 SPACE matrix

2.3.3 Competitive profile matrix

2.4 Analyzing and selecting strategy -QSPM matrix

2.5 FORECAST OF WORKFORCE STAGE 2011 -2015 IN

EVNHCMC

2.5.1 Basis for forecast

4] 4]

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2.5.2 Forecasting Method

2.5.3 Foreast of labor force for period 2011 -2015

2.5.3.1.Expected labor demand

2.5.3.2.Expected structure on education levels

2.5.3.3 Forecast for demand of leaders and managerial

CONCLUSION OF CHAPTER 2

Chapter 3 STRATEGY FOR TRAINING AND DEVELOPMENT

OF HUMAN RESOURCES OF EVN HCMC IN THE

PERIOD OF 2010-2015, VISION 2020

3.1 ORIENTATION FOR DEVELOPMENT OF EVNHCMC

HUMAN RESOURCE UP TO 2015

3.2 BASIC IDEAS ON TRAINING AND DEVELOPMENT OF

HUMAN RESOURCE OF EVNHCMC UP TO 2015

3.3 STRATEGIC OBJECTIVES FOR TRAINING AND

DEVELOPMENT OF EVNHCMC’S HUMAN RESOURCCES

3.4 SOLUTION FOR BUILDING AND IMPROVING QUALITY

OF THE TRAINING AND DEVELOPMENT

3.4.1 Deccentraling in the training

3.4.2 Improving the quality of the staff in charge of training and

developing human resource

3.4.3 Determining the right training demand

3.4.4 Preparing the Competency Standards in EVNHCMC

3.4.5 Formulating the training to fill the competence gap for each work

position

3.4.6 Enhancing the training of foreign languages

3.4.7 Building the training quality management system

3.4.7.1 Quality management to the long-term training

3.4.7.2 Quality management to the short-term training

3.4.8 Application of information technology

3.4.9 Building the E-learning

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Authors of the project:

Do Thi Xuan Chi Nguyen Trung Thu

Vo Dinh Chính Nguyen Thanh Nghĩa

Vo Minh Duc

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ACKNOWLEDGEMENT

1 The necessity of the project

Along with the development of science and technology and the advent of the knowledge economy human resource issues and human resource development (HRD) have become one of the core issues in the development strategies of all the organizations

Ho Chi Minh City Power Corporation (EVNHCMC) is a_ state-owned enterprise directly under the Electricity of Vietnam (EVN) with functions of management and distribution of electricity to 24 districts of the City Currently, under the direction of the Ministry of Industry and Trade, and EVN, EVNHCMC is restructuring to meet the demand of social development gradually deleting the monopoly in the stages of electricity distribution In order to response to changes in the new situation EVNHCMC’s leaders have identified the training and human resource development in EVNHCMC is a very important and urgent job in which special attention paid to improve staff competence ensuring that employees in the Corporation can have essential skills and knowledge to complete assigned tasks, enabling staff to develop their maximum personal cpmpetence resources to meet the requirements of new missions In addition, successful implementation of training and human resource development will also help the Corporation build EVNHCMC human resource brand - that is the image of a dynamic and innovative corporation

in the awareness of employees, and the image of a service provider dedicated and professional in the eyes of customers

So far, EVNHCMC performs the training task according to the annual plan There is no strategy of training and human resource development for long term For that reason, the preparation of "Strategy for Training and Development of Human Resource at EVNHCMC in the period of 2010-2015, vision 2020" is a necessary requirement and very relevant to the current context of EVNHCMC

11

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- human resource development in EVNHCMC: at the same time, combining

with the strategic direction of business development of EVNHCMC to propose solutions to improve the quality of training and human resource development

to ensure that EVNHCMC can perfoms successfully its business strategy for the period of 2010-2015, with orientation to 2025

2.2, Tasks

To achieve the above objectives, the Group will go further to solve the following tasks:

- In terms of reasoning: Systemizing some basic theoretical issues, research

on the real common issues to clarify the concept of training and human resource development in strategic of human resource management

- In terms of practice: Analysing the training — human resource developemnt

at EVNHCMC, finding out the strong points and weak points, the outstanding issues, the shortcomings in order to propose solutions for training and developing human resources to ensure human resource requirements for the development of EVNHCMC up to 2015 with

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- About space: Researching the head-office and subsidiaries of EVNHCMC

on the area of Ho Chi Minh City

4, Research methods and data sources

4.1 Research methods

Using a combination of methods:

- Survey methodology and statistics

- Comparison method

- Systems analysis method

On this basis, the Group prepares the strategy for training and human resource development in EVNHCMC

4.2 Data sources

The data are mainly collected from EVNHCMC and the books, documents

on human resource management

5 Structrure of the project

Out of the Acknowledgement Conclusion, References and Appendix the project structure has 3 chapters:

Chapter 1: Theoretical basis on training and human resource development

Chapter 2: Analysis of the real situation of training and human resource

development in EVNHCMC Chuong 3: Strategy for training and human resource development for EVNHCMC

in the period of 2010-2015, vision 2020

1V

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LIST OF TABLES

| | Table 2.1 - Statistics of number and education level in the period of :

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a | Table 2 2.2 - Training areas of the eniployess 79

7 | Table 2.7 - Number of new recruits in the period gỸ 2011 -2015 46

8 | Table 2 8 Seneca of "Bữngriinh tenes ™ the —" of2 20I11-

47 levels

10 | Table 2.10 - Demand for high rank and intermediate managerial

staff in the ND TRE DU a of2010 -2015 Số 1] Table 2.11- Number of f high-r -rank anenaestiel staff to be added each

12 Table 2 12 - Number of intermediate rữnageflÍ staff to be added

49 each year

V

3 “Fi Figure 1 4-1 Process for trams and | development in nthe comporate | ; |

6 | | Figure 2.3 - Reroerlaye dĩ the occupation of of the - employees SỐ oA |

7 | eer 24 - Percentage o of the emplo oyees according to ae Sóc ¬a |

§ Figure 2.5 - Percentage of the employees according to may and | 5 |

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of resources necessary for carrying out these goals” (Alfred Chandler)

From this definition the following can be extracted:

1 That strategy as a plan is concerned with setting realizable, definite, measurable, agreeable and challenging objectives

2 That timely and effective actions-tactics must always be taken based on efficient decisions

That resources must be properly allocated and utilized to minimize cost

4 That efforts should be made to ensure that a firm’s offering (products) meets the need of the target market for achievement of the desired goals and objectives

There are many different opinions on the strategy However, all have a common goal, that is to ensure the success of the firms and a business strategy of a firm is the means to achieve long-term goals, it is also the product combining what the environment has, what the firm has and what the firm wants The main strategy

of a firm includes the objectives, the assurance of resources to achieve the goals, the major policies that needs to be followed while using these resources

Strategy is the direction for the firm’s development, if strategy is considered

the goal, then the policies are the means to achieve that goal

The purpose of strategic planning is "expecting the future in the present" and based on business strategy, leaders can set up plans for the next years But that process must be tightly controlled, must be adjusted in each step A strong strategy

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always needs the capability, the flexible management the efficient use of resources

to be able to gain certain advantages over competitors with acceptable costs

Strategic Management encourages enterprises direct to the future, promoting the dynamic and creativity, preventing the thoughts against the change clarifying the individual responsibility and strengthening the collective which helps the firm increasing its competitive position, improving the revenue targets, increasing labor productivity increasing management efficiency, avoiding financial risk, enhancing prevention capability and preventing problems of firm, improving the lives of the employees, ensuring sustainable development of the firm in the competitive

environment

Strategic Management encourages enterprises direct to the future, promoting the dynamic and creativity, preventing the thoughts against the change, clarifying the individual responsibility and strengthening the collective, which helps the firm increasing its competitive position, improving the revenue targets, increasing labor productivity increasing management efficiency avoiding financial risk, enhancing prevention capability and preventing problems of firm, improving the lives of the employees, ensuring sustainable development of the firm in the competitive

ị oppotunities ƒ | tem i | yearly

strategl § RedeterrninEb : sources evaluating

1.1.2 Human resource management

Human resource is resource of human being, and is researched in various

aspects First, as a source of labor for the entire society, human resource includes all the population within the ages, with the capability to work, is one of three basic elements of reproduction in the society (work tools, objects of labor and labor force) With this understanding, human resource is equivalent to the workforce

Human resource may also be understood as the sum of human individuals specifically involved in the process of labor, the sum of the elements of physical and mental that are mobilized into the labor process

Progam

the human To enhance the role of man, of human resource in the organization,

training and human resource development is an essential and important element for

all business activities

Human resource management is the activities to enhance the contribution of individuals to achieve organizational objectives while simultaneously, trying to achieve personal goals

Basic functions of human resource management

Activities of human resource management focuses on five functional areas:

1/

3/

Staffing: the process through which the an organization ensures that it always has the proper number employees with appropriate skills in the right jobs, at the right time to achieve organizational objectives

Human resource development: this is the major HRM function consisting not only of training and development but also of career planning and development activities, organization development, and performance management and appraisal Training and development towards improving the value of human resource for business assets in order to increase competitiveness and ability to adapt to the changing environment

Maintenance and utilization of resources: this function is aimed at efficient use of human resource It directs towards promoting at maximum the abilities

of the staff and creating the loyalty to the organization Policies relating to the right encouragement will contribute to improving the spirit and enthusiasm to

information relating to employees and services of welfare to employees

Information on labor including issues such as wages and salary policy

information on recruitment training promotion, job evaluation information

relating to labor relations or other information about labor safety Doing

well this function is to create the employee satisfaction They feel respected

as when nothing is secret to them

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INTERNAL ENVIRONMENT _ POLICIES ON MANPOWER, REWARDING SYSTEM

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1.2 TRAINING AND HUMAN RESOURCE DEVELOPMENT

1.2.1 Concept and role of training and human resource management

1.2.1.1 Concept

Training and development is understood as a system of measures used to affect the learning process to help people acquire the knowledge new skills, changing the opinions or behaviors and enhance the job performance of individuals That is the overall activities with organization and implemented in a certain time to bring changes to employees for their work in a better direction

> Training: understood to be the activities to help the employees perform more effectively the functions and duties Training provides employees with the knowledge and skills needed for their present job For businesses, the demand for training is indispensable because they cannot always recruit empoyees with sufficient qualifications and skills for the job

> Development: Learning that goes beyond today’s job and has a more long- term focus It prepares employees to keep pace with the organization as it changes and grows

Training and development in common refers to a process similar to each other That is the process enabling people to acquire knowledge, new skills, change attitudes or behaviors and improve job performance of individuals Training and development all use similar methods to affect the learning process to improve the knowledge of practical skills

Training and development have a similar process in common That process enables people to acquire knowledge and new skills, change their attitudes or behaviors and improve job performance Training and development use similar methods to affect the learning process to improve practical skills However, training and development are distinguished basing on the purpose of such activities

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emplovees for the current job but also aim to improve themselves in all aspects for future development step

technologies

Demand determined by

\

Figure 1.3 — Process for training and development in the corporate

Source: NG THANH HOI, 2002, ‘Human Resource Management”

1.2.1.2 Role of the training and development

Human resource plays an important and decisive role to the development of the firm Customers are continuously requiring higher quality, lower cost and faster cycle time Therefore, firm must strive to constantly improve their overall performance Businesses have been helped in this endeavor by technology and improved process But the most important strategic component is the quality of a

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includes a logical structure which is considered on industrial structure professional structure aspects

Training is a learning process supporting employee to perform better in their current job and duties Endeavor for the economic development partly done by improving the potential quality of human, making them work with higher productivity Training includes activities aimed at improving skills or professional for an individual at current or for a long time purpose This content is essential for any organization with utilization of the workforce

Training in a firm is true to create opportunities for its employee to learn, and with the continuous learning, the employees will have better knowledge, skills and personal competence to be more suitable with the real requirements It means that when being trained, the employees quickly acquire the knowledge professional and experience to apply into business activities, bringing high productivities which may not only compensate for the training cost but also reach higher profits, create the succeeded workforce for the development of the firm

So, training and development human resource is investment in human capital,

a considerably profitable activity Human is a very important factor of production, affecting to all elements of the production process After all, human is decisive

factors to the success or failure of a business

In order for training to meet the requirements, companies must simultaneously focus on all contents including training plans, training contents, training methods and other resources aiding the training process In any organizational structure, the training of human resource must contribute effectively to the company’s operation

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1.2.2 Objectives, principles of human resource training

1.2.2.1 The objectives of training

There are five basic objectives in human resource training in an organization

as follows:

1/ Developing and implementing a plan to develop human resource of the enterprise by organized training activities; performing analysis and assessment of training needs of workers at all levels

2/ Preparing professionals to manage, control and evaluate training programs 3/ Developing some professional options and development plans for each certain stage, consistent with the potential of the enterprise arranged in order of the main occupations

4/ Researching on manpower, preparing data on work force structure and

relevant areas

5/ Creating favorable conditions for internal communication between managers

and workers

1.2.2.2 Principles of human resource training

Man can have fully competence to develop in life Similarly, every employee

in an organization has the ability to develop and will often try to develop themselves like the growth of the business in an organization

Everyone has his/her own values Thus, each person is a specific person,

unlike the others and able to contribute new ideas

Interests of employees and the interests of the organization can be combined together So human resource development should include:

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+ Opportunities for promotion

~ Having a favorable work position to contribute, to devote the most

+ Provided with information on training that related to them

Human resource development and training is a significantly benefitable investment, because training and development are the means to achieve the most effective organization development

1.2.2.3 The progarms for human resource training

Programs for human resource training include:

- Orientation: the purpose of this program is to supply the employees with information, orientation and provide new knowledge Those are the employment situation, company policies and rules, compensation, corporate culture

- Skill development: the purpose of this program is training the employees

to gain the skills necessary to carry out the work and experience to gain new skills, preparing for job changing or technology changing

- Safety Training: This training program is implemented to prevent and minimize the occupational accidents that may occur

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knowledge professional skills from obsolete The training 1s to disseminate new knowledge or knowledge in the fields related to specific occupational nature

- Training supervisors managers: all managers and supervisors need to be trained to know how to make the administrative decision and how to work with people

The steps of a training process: a training process includes 07 steps:

Human resource managers need to catch the trend of training and development

to guide the management activities of training and development of the organization Those are trends that approach the human resource management strategy with the view that the human are core competencies; maintaining behavior and standards of human resource activities Management of training and development is one of the

Progam

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CHAPTER 2: ANALYSIS OF THE REAL SITUATION

OF THE TRAINING AND DEVELOPMENT OF HUMAN RESOURCE

IN EVNHCMC 2.1 OVERVIEW OF EVNHCMC

2.1.1 The establishment and development

After the complete liberation of the South, to 1976 the Vietnam Electricity Corporation changed its name to Southern Power Company under the Ministry of Electricity and Coal After several changes in organizational structure, Southern Power Company renamed to Power Company No.2 under the Ministry of Energy which managed Electricity department of Ho Chi Minh City

In the period from 1986 to 1995, the power industry was growing more and more, and Ho Chi Minh City Power company was growing along with the economic development of the City Therefore, in 1995 the Electricity Ho Chi Minh City Power Distribution Department was seperated from Power Company No 2 with independent accounting and was directly under EVN called the Power Company of

Ho Chi Minh City On February 02, 2010, with the decision No 768/BCT of the Ministry of Industry and Trade, Ho Chi Minh City Power Company officially renamed Ho Chi Minh City Electricity Corporation (EVNHCMC), operating under the parent company model

2.1.2.1 Functions, duties:

EVNHCMC is a state-owned corporation directly under the Electricity of Vietnam with functions of managing and distributing electricity power for 24 districts of Ho Chi Minh City, with natural area of 2095 km2 and a population of 7.2 million people The main task of the Corporation is generating and trading electricity, management and distribution of electricity to a voltage of 110kV and other services related to electricity sector such as consultancy survey design and construction of electrical works, testing and adjustment of electrical equipment, agents of public telecommunications services, telecommunications equipment business, management and operation of telecommunications networks and information technology and some other tasks under the direction of the Electricity

of Vietnam The principal business of EVNHCMC 1s as follows:

Electricity industry: transmission, distribution and trading of electricity

- Manufacture and repair of electrical equipment

- Construction of transmission lines and substations

- Export and import of electrical equipment and materials

- Hotel business

- Survey and planning the power grids at district level

- Bidding on appraisal for project design, budgeting and construction supervision at voltage up to 110kV

- Consulting for investment projects, construction supervision, procurement of power lines and substations up to voltage level of 110kV

- Agencies for telecommunication services

Progen

Sales of telecommunications equipment

Construction and installation of public telecommunication work

Survey, design project investment preparation and management of tendering, construction and operation of small and medium hydropower plants

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2.1.3 Results of business in the period of 2006-2010

Results of the business activities of EVNHCMC are shown through the norms in the following table:

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to 2015 service sector accounted for 57%, industry 42%, agriculture 01% Under the plan Vietnam's electricity market will continue to develop under the road map: the competitive generation markets (2014) the wholesale competitive electricity market (2015-2022) In addition, electricity prices have been gradually adjusted upwards step by step according to market mechanism, with the management of the government, and will further reduce the cross-compensation between electricity prices for lighting and production Key targets that EVNHCMC sets for period of

2011-2015 are as follows:

1 Increasing the max capacity in average 8-9%/year, to 2015 to gain about 4.000MW

No Growing commercial electricity to 8-10%/year in average, striving to 2015

to gain about 21-23 billion kWh Growth rate of electricity output supplying for industry — construction (which is of highest proportion, nearly 42%) will be 9-10% yearly in average; household consuming (with proportion of 40-41%) will be 5%: trading — hotels (with proportion of about 12%) will be 15% per year

3 Reducing electricity for transmission and distribution to 5,2% in 2015

4 Raising the reliability of the network, according which, number of outages and time of outages will reduce 6-7% yearly

5 Saved electricity will be at least 1% of the commercial electricity output yearly

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6 Reducing elastic ratio of energy (growth of electricity over growth of GDP)

to below 0,9 and later year will lower than the previous years

7 Ensuring the business to fulfill the planned targets every year: preserving and developing the State capital in the entire Corporation

8 The average electricity energy per capita per year to be approximately 2.350 kWh in 2015

9 Implementing the investment with the average annual fund of 1320 billion VND (excluding 220kV network investment, putting power network underground and upgrading the power voltage to 22 kV) By the end of

2015, the volume of electricity to increase more about 160km of 110kV power grid, capacity of 2.800MVA for transmission substations, 2.300km

of medium voltage lines and 5.000MVA of distribution substations; Implementation the energization of the power projects at the right approved schedule and comply with load demand of the City Striving to 2015 to put underground 100% of medium and low voltage network on the stable streets in the city center area (District 1, 3); for each other suburban districts, implementing 3 - 5 projects of underground medium and low voltage power network Total volume of putting underground the network for the entire period (2010 - 2015) to be about 300 km of medium voltage

lines and 400 km low voltage lines with a total investment of 3,200 billion

VND

10 Increasing labor productivity of the Corporation in average of about 8%,

by 2015 will be approximately 3 million kWh/person/year The average real income of employees higher than the previous year (average income increasing is higher than the annual inflation rate)

11 Improving the quality of electricity supply services, focusing on customer services Ensuring the grade of surveys measuring customer satisfaction to

be higher than the year before

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2.2.1 Real situation of the human resource at EVNHCMC

Assessment of the real situations of EVNHCMC human resource is based on the factors: work environment of employees; number and qualifications; occupational training: age and gender

2.2.1.1 Work environment of employees

Electricity distribution industry is dicisive industry in the overall economic development of the City Its special features is that the electricity service must be brought to the customers by a special mean, fixed and safe: the transmission and distribution network To get this network, EVNHCMC has invested largely and must comply with the provisions of the City, coordinate closely with other sectors

of the City For this reason, EVNHCMC almost exclusively monopoly in the

investment into transmission and distribution systems Although now, EVNHCMC

has no competitors in the field of energy trading, but in human resource area, there are many electrical equipment companies, many other industries competing quite strongly to attract the senior engineer group with EVNHCMC

Labor can be divided into 2 sections: direct and indirect In the direct labor, it can be divided into two main forces: sales and engineering With engineering section, the work often requires good health and usually have risk of accidents Main force of this section is technicaal workers and technical engineers For the section of technical workers, EVNHCMC has virtually no competition in human resource with external units Main competition for human resource is of the skilled engineers This force is rather small but often the backbone of the subsidiaries of EVNHCMC

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2.2.1.2 Number and professional levels of the employees

Since its establishment EVNHCMC had just 1000 staff (1975), in 2005, EVNHCMC had 7412 employees This figure is virtually unchanged in the period 2006-2010 Details are shown in Table 01

About the leaders, managerial staff in the year 2010:

Total number of leaders from level of Directors/deputy director upwards are

131 persons, accounting for 1.789 % of employees (7322 employees), in which men are 108 persons, representing 82.44%, women are 23 persons, representing 17.56%

Total medium managerial staff of the departments in EVNHCMC’s susidiaries are 420 persons, accounted for 5.736 % of the total employees, in which women are 56 persons, representing 13.33%, men are 364 persons, representing 86.67%

Table 2.1 Statistics of number and education level in the period of 2002 -2009

Total | Under- +technical

§ of graduates Graduates Colleges workers Others labor

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Figure 2.1 Number of employees in the period of 2002 -2009

Percentage of the education level of employees

(31/10/2010)

PhD 0,01%

Figure 2.2 Percentage of education level of the employees 2.2.1.3 Training areas of the employees

Training areas of the employees listed up to 31/10/2010 are shown in Table 2.2, percentage of the training areas of the employees is shown in Figure 2.3

Progen

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Eco 1.91% —

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section the work often requires good health and usually have risk of accidents Thus, almost 100% of this force is male In contrast for the sales section work like customer transactions on bill collection electrical metering installation procedures, answering customer's queries are suitable for women Thus the ratio of women in the forces is very high

b/ About ages

Age distribution of staff in the EVNHCMC to the date 31/10/2010 is shown

in the statistics table 2.3 and Figure 2.4

Table 2.3 Statistics of EVNHCMC employees according to ages in 2010

Source: Organization and HR Dept of EVNHCMC

Percentage of the ages of the employees

( 31/10/2010)

Age over 55 Age of 50-55 1,79%

7,91%

Age under 30 28,28%

Age of 31-39 37,18%

Figure 2.4 Percentage of the employees according to ages

Progam

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Through analyzing the current situation of human resource of EVNHCMC in quantity, training, age and gender, it shows that:

- Since establishment in 1995, over 15 years of development, human resource of EVNHCMC has developed greatly both technical and management level, especially in years 2009 and 2010, when leaders of the Corporations paying special attention to the development of human resource

- Number of staff in the years of period 2006-2010 has changed slightly and tended to reduce as some employees have been moved to the privatized companies and some resigned, more important reason is that the leaders want to increase labor productivity; Number of employees reduced in the section of sales (intermediates and lower level); number of

kV substations: recruiting qualified engineers to meet the requirements of new technology

Every year almost the regional power companies of EVNHCMC lack young technical workers meeting the requirements for direct grid operation (maintenance, repair .) Therefore, the recruitment and training

to supplement for this team are focused

The rate of employees at university level increased quickly from 0.37%

in 2008 to 1.10% in 2009 However, the rate of employees at post- graduate was still low (1.19%)

The rate of employees at ages under 40 is quite high, accounting for 65.46% This is the young and dynamic labor force creating the “spring

force” for EVNHCMC

2.2.2 Real situation of the training and development of human resource at

EVNHCMC

Training process for an employee in HCMC EVN is done in 3 ways:

Training after recruitment: The new employees are introduced overview of the Corporation (history of establishment and development, functions and responsibilities, organizational structure), work rules, policies and regulation, process of internal information exchange, Corporate culture

On the job training

Advanced training and regular improvement during working in EVNHCMC The advanced training can proceed in two ways: to combine training and working, or temporary suspend work for training The

Global Advanced Masier of Business Administration

Program

G RI G G GLOBAL ANVANCED MASTER OF BUSINESS ADMINISTRATION

combined training and working is the major ways: the employees go to the training at evenings or on weekends Every year, only one or two employees suspend the job for full time training

- Training for future work: This is to train the staff in the new position planning to provide the knowledge and skills to prepare for these individuals do a good job / position in the future This task has only been implemented in EVNHCMC in recent years

- Forms of training, number of participants, costs through the years of period 2006-2009 are shown in Table 2.4 Statistic data indicates that number of participants as well as expenditures for training increase greatly over the years