Training and developing human resources activities in lavie vietnam

Paris Graduate School of Management Thai Nguyen University INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS TITLE: TRAINING AND DEVELOPING HUMAN RESOURCES ACTIVITIES IN LAVIE VIETNAM Student’s name: LAM TUAN Intake I 2012 ACKNOWLEDGEMENTS To be able to carry out thesis in a certain period of time the author has received the dedicated attention, helping, guiding of teachers, the Board of Directors and the Company's departments of Lavie Vietnam to help author complete this thesis in accordance with the regulations I would like to send my sincere thanks to Dr Nguyen Van Thoan, instructor thesis, has instructed me and helped author in all fields to complete the thesis Our warmest thanks to Teachers in the thesis Grading Council have made comments indicating the lacks and limitations of thesis, helping authors to better understand the limitations to complete, which lead to be better for thesis I would like to thank the leaders and officials and employees of the Lavie Vietnam to provide information, documents and cooperation in the process of implementation the Thesis, supporting to author data correctly for analysis, assessment, selection of topics I would like to send my sincere thanks again to the Training Board, University, Teachers who directly involved in teaching were dedicated guidance and training to help authors completed the course, gained the experience for yourself career as well as the way to apply these gained knowledge, experience to future My sincere thanks! TABLE AND CONTENT ACKNOWLEDGEMENTS INTRODUCTION The subject’s importance Research thesis purposes The subject of the research thesis .6 Scope of the research thesis Research thesis methods 6 Structure of the thesis CHAPTER I THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT .7 1.1 The concept and role of Human Resource management 1.1.1 Human Resource 1.1.1.1 Concept .7 1.1.1.2 The roles of human resources .7 1.1.2 Human Resource management 1.1.2.1 The concept of human resource management 1.1.2.2 The role of human resource management 10 1.1.2.3 The goal of human resource management .12 1.1.2.4 Human resource management model 12 1.1.3 Training and human resource development 14 1.1.3.1.The concept of training and human resource development 14 1.1.3.2 The role of training and developing human resource 15 1.1.3.3 The objective of the training and developing human resources 16 I.1.3.4 Discrimination training and developing human resource 16 1.2 The form of training and developing human resource 17 1.2.1 According object 17 1.2.1.1 Training and developing employees 17 1.2.1.2 Training and developing managers 17 1.2.2 According location 17 1.2.2.1 Training and developing at enterprise 17 1.2.2.2 Training and developing outside enterprise .18 1.2.3 According organizing form 18 1.2.3.1 Direct training 18 1.2.3.2 Remote learning 19 1.2.3.3 Training over the Internet 19 1.3 The factors that affect the training and developing of human resources 19 1.3.1 Work Analysis 19 1.3.2 Evaluate the performance of the work 20 1.3.3 Recruitment of human resources 20 1.3.4 Perform training and developing human resource activities 21 1.3.4.1 Identify training and developing human resources needs 22 1.3.4.2 Identify training and developing human resource goals 23 1.3.4.3 Selection of trainees .23 1.3.4.4 Construction program and selection of training and developing human resource methods 23 1.3.4.5 Estimating cost of training and developing human resource 23 1.3.4.6 Selecting and training of teachers 24 1.3.4.7 Evaluating program and results of training and developing human resource 24 CHAPTER II 26 SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM 26 2.1 An overview of Lavie Vietnam 26 2.1.1 The process of formation and development of the company 26 2.1.1.1 Formation history Lavie Vietnam 26 2.1.1.2 Vision - Mission - Values 28 2.1.2 Organization Chart 29 2.1.3 Production and business results 32 2.1.3.1 Product Structure of Lavie Co.ltd 32 2.1.3.2 Revenue and profit over the years 33 2.1.4 Characteristics of the labor and human resource management activities of the company 34 2.1.5 Analysis and Forecast the key factors affecting the development of human resources of the company 35 2.1.5.1 Macro environmental factors 35 2.1.5.2 The factors outside the enterprise 43 2.1.5.3 The factors inside the enterprise 44 2.1.5.4 The employee factors .45 2.2 Current situation of training developing human resources in the Lavie Vietnam: 45 2.2.1 About the training 45 2.2.1.1 Training Manager 45 2.2.1.2 Training sales staff 49 2.2.1.3 Worker training 50 2.2.2 Evaluate the advantages and limitations exist in the training and developing human resources in the Lavie Vietnam 50 2.2.2.1 The advantages 50 2.2.2.2 Some restrictions and causes affecting performance of training and developing human resource of Vietnamese companies Lavie 52 2.2.3 Overview of current human resource of Lavie Vietnam 54 2.2.3.1 Number of employees 54 2.2.3.2 Labor quality: 56 2.3 Analyzing of situation of operation and development of the company's human resources Lavie .61 CHAPTER III 62 SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE 62 3.1 The general direction of training and developing human resource of the company in the next seven years (2013 to 2020) 62 3.1.1 Enhanced technology applications 63 3.1.2 Increasing dependence between global market .64 3.1.3 Expenses for employee welfare will increase 64 3.1.4 More flexible working environment 65 3.1.5 Demographic changes .65 3.2 Some solutions for improving the quality of training and developing activities at the Company 66 3.2.1 Orientation, forecasts, objectives, and requirements for training and developing human resource activities in Lavie 66 3.2.2 Tows matrix analyzing to find solutions for training and developing human resource for Lavie .68 3.2.3 Selecting solutions for training and developing human resource in Lavie in next years (the period 2013 - 2020) .72 3.2.3.1 Focused training, more priority on direct labor team production with low qualifications .71 3.2.3.2 Networking, digitalizing, computerizing, upgrading management systems and production by modern software and machinery: 73 3.2.3.3 Increase investment in training and developing human resource and create favorable conditions for each staff member in the company is an important member to participate in the training and development 74 3.2.3.4 Attracting talent and having reasonable remuneration policy to encourage employees .75 3.2.3.5 Incorporates between outsourcing and internal promotion for the company's key human resources especially human resource management department 77 CONCLUSION .80 LIST OF TABLE .81 LIST OF CHART 81 REFERENCES 82 APPENDIX 83 INTRODUCTION The subject’s importance In first years of the XXI century, the development of the world economy was suffered from a series of impact of the new trends Which are typical trend of development of scientific and technological revolution, specifically internationalization, globalization trend These trends have made the world's economic moving from confrontation to dialogue as well internationalize productive forces highly It also makes the business environment is increasingly expanding, the elements of the business environment increasingly drastic changes, opportunities and challenges of every business have never such advantages and risks Therefore, it creates extremely fierce competitive environment The competition is now not only brands, machinery and modern equipment, advanced technology lines but also the human resources, which is reflected in the quantity and quality of human Thoroughly understanding this, many managers did not stop making these policies: recruitment policy, training policy, remuneration policy, bonus, welfare policies, and rewards to attract and retain maintenance to improve the quality of human resources of their business In all policies, the training and developing activities is seen as an active connection between the activities of human resource management to get good human resource Lavie Vietnam is one of the large enterprises in the manufacturing sector of the country's mineral water To obtain such results, the Company has made quite well management activities in which training activities are also paid attention To the company, in order to develop and constantly reach out to new positions in the future, human activities must be further improvement, including training activities and human resource development So I choose: “Training and developing human resources activities in Lavie Vietnam” as a subject Thesis for graduation Research thesis purposes - To arrange system of the theoretical basis of training and developing human resource development - Analysis of the current situation of training and developing human resource development in Lavie Vietnam - Provide solutions and recommendations to improve the training and developing human resource in Lavie Vietnam The subject of the research thesis The training and human resource development in Lavie Vietnam Scope of the research thesis + Period of time to analyze: Training and developing human resource in Lavie Vietnam from 2009 to 2011 + Place to research: The training and developing of human resources in the company in Long An and three branches: Hanoi, Hung Yen and Ho Chi Minh City Research thesis methods - Comparison method - Statistical, analysis and synthesis methods - Methods of sociological survey through questionnaires Structure of the thesis Chapter I: THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT Chapter II: SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM Chapter III: SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE CHAPTER I THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE DEVELOPMENT 1.1 The concept and role of Human Resource management Human Resource Management relates to two basic concepts:” Management” and “Human Resource” Management is the process of making the work is completed with high efficiency through others It requires collaboration between science and art of leadership Businesses have the resources, including money, material, equipment and people needed to produce goods and services that businesses put on the market Most of them develop procedures and regulations on the supply of raw materials and equipment to ensure full supply them as needed Also, the businesses have to pay attention to people management processes - an important resource 1.1.1 Human Resource 1.1.1.1 Concept Be understood as all human physical and mental capabilities of human resources are employed in the process of productive labor It is also considered the working power of labor - a most valuable resource in production of enterprises Human resources of the business include all the employees working in the business 1.1.1.2 The roles of human resources - Human resources are a key factor for profit of business They also play a role as sources of creativity in organizations Only humans can create goods, services and checking the production process Although the equipment, assets, financial resources are the resources that the organization needs to have, but in which human resources are particularly important There are no people to work effectively, the organization can not achieve the target - Human resources is a strategic resource Technological factors, capital and raw material are reducing its role in the knowledge economy In addition, human factors knowledge is increasingly important position because of their creativeness, dynamism - Human resources are endless resources for development of social in general and business in particular If properly exploit this resource, it will create more wealth for society, to satisfy the increasing needs of the people 1.1.2 Human Resource management 1.1.2.1 The concept of human resource management Human resources management concept is presented in a variety of different angles: - At the organizational level the labor process: "Human Resource Management is a field monitor, guide adjustment, check the metabolism (energy, nerves, muscles) between people with material elements of nature (work tools, objects of labor, energy, etc.) in the process of renovation of material and spiritual wealth to satisfy the needs of people and society in order to maintain, protection and development of human potential Human Resource Management including planning, organizing, commanding, coordinating and controlling the activities related to attracting, using and developing of employees in the organization Deeply understanding: Managing human resources is the recruitment, use, maintenance and development as well as providing facilities for employees in organizations In summary, human resources management can be define on both narrow and broad meaning Narrow definition of human resource management is the management specific things such as: Career, commentary, assignments, wage settlement, fostering and assessing the quality of staff members to abide by the objectives and plans of the organization From the perspective of management, exploitation and management of human resources value of human-centric and application management and exploitation activities to address the interaction between the work, between the people and between people and organizations In summary, the general concept of human resource management is understood as follows: "Human Resource Management is activities which to enhance the effectiveness of individual contributions to the goals of the organization while at the same time trying to achieve social goals and personal goals " Point of view based on the following aspects: (i) Human aspect: Human Resource Management is the management of people within an organization, so the enterprise has to pay more attention to human interests in the process of implementation of their objectives Moreover, to manage their managers need to be very understanding of people, must respect them as well as encourage positive ability, initiative, and creativity latent in every human member Doing it well mean that the social and new businesses can be successful and rapid development (ii) Management aspect: Management is a combination of conscious activity to carry out the purposes and objectives of the organization through individual effort Management consists of the following activities: planning, organizing, commanding, coordinating and testing Human resource management is the responsibility of all managers in the organization Human resources management units have to consult and serve for all managers in the unit so that they can better manage the employees in his department (iii) System aspect: the enterprise is complex and opening, in which each individual parts and modules and elements have a close and intimate relationship together to make their purposes Only one element that is not working properly, the whole business will be affected Therefore, in addition to knowing the division of labor in a balanced and reasonable for each individual and each department, managers have to know how to organize and create good working conditions for - Calculator class: Perform calculations to produce results based on the data set was input into the system (user input, create, data from other devices such as timekeeper, results from previous processes and the calculated parameters (wage formula, conditions and policies, etc.) - Management class: in task to link initialization of management and input information to implement sequentially complying with the management flowchart of company, implementation of decentralization and management decentralization use of information as well as privacy documents in accordance with rank Increasing investment in modern machinery and equipment to replace the old and obsolete technology, use the management to reduce system, improve product quality, rapid adaptation in terms of integration, pay attention on management team with high technology applications, networking, information technology and network settings in electronic synchronization system corporations and factories, branches and reduce staff ineffective who work indirectly 3.2.3.3 Increase investment in training and developing human resource and create favorable conditions for each staff member in the company is an important member to participate in the training and development Human resource development and training of employees is a significant source of profitable investment which will create momentum for the development of the organization of the business most effectively And only increasing the cost of training and developing human resource, the human resource management can work on a better response to training needs and development of the Company's resources, to promote the development of the company to create innovative business environment Create favorable conditions for member of companies involved in the training and development This issue requires the objectivity of manager, they should understand that: People are fully capable to develop Everyone in the company has the ability to develop and regularly tries to maintain the enhanced development of the company as well as for them Therefore, the company should 74 create favorable conditions for them by giving the policy mechanism to encourage staff to attend advanced training courses, as well as encourage them to continuously improve their professional knowledge and understanding to assert itself So the Company will develop the full capacity of each employee, avoid omitting the talent From that it will have a objective view in the implementation of training and developing, reduce the negative psychological impact of staff members 3.2.3.4 Attracting talent and having reasonable remuneration policy to encourage employees We know everywhere also need people with real power, smart, assertive The companies today are "hungry" the talent and one of the most effective measures that attract talent through income stabilization, preferential policies on direct income and other income as reward, subsidies difficulties (physical treatment) to encourage the creativity of staff management team It is impossible that staff can be used in many different countries for the project or a technical professional work thanks to the application of information technology and the Internet to support remote working Staffing logically, appropriately to forte, professional to maximize their creativity, promoted them to a more important position in the company because the promotion is the factor of the job and the needs of the workers When these needs are met, it will create motivation and job satisfaction Also, the company should upgrade it manager to replace the incompetent and retirees ones In this problem, the company needs a combination of training and re-training Can be specified in the following ways: - Using wages and salaries as a tool to stimulate material for employees Wage income is a key component of income, and it is the most manifest economic interests of workers Therefore, it must be used as a powerful economic leverage to stimulate employees Wages must be paid satisfactorily compared to the contribution of employees, fairly 75 - - Using appropriately financial forms such as: wage increases appropriate to finishing job, , pay incentives, forms of bonuses, rewards to enhance the efforts and achievements of the workers - - Using appropriate non-financial forms to meet the spiritual needs of employees, such as: praise, organizing emulation, building a good psychological environment in the collective labor, create learning opportunities, development, opportunities to improve job responsibilities, opportunities for advancement - The specific factors can create real motivation to help employees develop their capacity: - If employees are required to a job monotonous and boring, let's try to add to them a little bit of humor and variety Allowing employees freedom to choose how to their job when they are assigned - Encouraging personal responsibility as well as creating opportunities for advancement within the company here with the first group of companies should take this factor which will encourage staff, recognizing the dedication and arranged one suitable position for them to take - - Promoting the exchange and team work to create environment where employees considered as his second home and family, where they spend most of the time living After that employees return their families and they will determine the importance and passion in work - Avoid harsh personal criticism - Allow employees to take initiative at work - Set challenging objectives and tasks for all employees - Develop evaluation criteria reflect the increase in performance 76 3.2.3.5 Incorporates between outsourcing and internal promotion for the company's key human resources especially human resource management department Outsourcing in key positions should only be used in cases of necessity and urgency Those who are hired should be checked carefully by the highest administrative levels base on ethical, qualified to advisory position On the other hand, outsourcing the key advisory position of the Company not form the usual, as this will affect the process of training staff adjacent of the Company the Company may apply the position such as in the functional departments and human resource management department to meet the job requirements - Human resources managers need to have a vision and be trained with good qualifications In past time, although there are some Lavie managers is high qualifications but there are still some of the limitations in human resource management The training results is not high, not properly assess the quality of training, the management not have specific plans and management is mainly based on self-awareness Human resources management team is particularly important in the company because recruiting process as well as the arrangement does not meet the requirements for qualification is too low input will also be negatively affected in the training process of the acquisition of their knowledge lead to post-training performance is not high To get reasonable quality as well as the supply and demand of human resources need having plan and specific steps: Human resource planning will identify training needs, how many people with the skills and qualifications, On that will plan training and development in a more specific way Phase 1: Analysis of the use of human resources and forecast the supply of human resources Phase 2: Prediction of human needs Phase 3: Balancing supply and demand of labor Phase 4: Constructing of solutions to implement 77 Demand for human resources Supply of human resources Strategic and plans of the company in 2013 The company's human resources situation in 2012 Adjusting working time & improving work productivity The labor movement and change of company The number of labor and qualification skilled expecting in 2013 in the parts of company & in the company The number of labor and skill in fact in 2012 of workers in the parts and throughout the company Comparing the labor supply and demand Lack of labor or unbalanced structure Balance of labor and structure Labor surplus or unbalanced structure of labor The adjustment measures inside and outside the company Every year, depending on the actual situation, business strategy, the company's scale to balance human resources between the current situation and the needs of human resources required to plan appropriate training to stabilize production 78 CONCLUSION Currently, the situation of human resource does not meet requirements of the job, the solution "manhunt" proved less effective for many businesses In order to overcome this difficulty, many companies have invested in training and retraining of its employees system Thus, with the development of the revolutionary storm of scientific, technical, technological and development trend of knowledge economy, equipment and update knowledge of the employees to complete their tasks well is an essential demand Therefore, enterprises need to develop their own a reasonable training policy to continuously improve the quality of its human resources Recognizing the importance of training and developing human resources for the continued development of every business, I focus on fact-finding on the implementation of training and developing human resource in this thesis Thereby, reviews the strengths and weaknesses of the training and developing of human resources in the company in the planning, implementation and training work and recommend in order improving the training and developing human resources in the company, to work really effectively commensurate with its importance In the thesis, the author has analyzed the small steps in the implementation phase of the training program to learn Where the company has done well and Where has not In the coming time, the company building the training program to be conducted focusing on: Identify, and evaluate training needs which are business analysis, staff analysis and task analysis In the process of implementation of training Companies need to expand the forms and methods of training in order to create excitement for students, especially in post-training assessment results, the Company needs more in-depth assessment of training results through quantitative criteria of assessment 79 LIST OF TABLE Table 1: Summary of revenue and profit 34 Table 2: Growth rate of GDP in the period 2002-2011 36 Table 3: GDP per capita in 2002-2011 37 Table 4: Data of Vietnamese population 42 Table 5: Age structure of the population, 2009 43 Table 6: Evaluate the performance of the training 48 Table 7: Evaluate the performance of the training 49 Table Evaluate the performance of the training 50 Table 9: Cost of training being paid over the years 2010, 2011, 2012 51 Table 10: Total of capital over the years 52 Table 11: Number of employees 55 Table 12: Classification of employees by position and gender 56 Table 13: Structure of employees degrees 57 Table 14: Structure of employees degrees 59 Table 15: The age structure of the labor force 60 Table 16: Total number of foreign employees over the years 61 LIST OF CHART Chart 1: Model of Human Resource Management 15 Chart 2: Organization Chart Company La Vie 31 Chart 3: The growth rate of GDP of Vietnam during the period 2002 - 2011 36 Chart 4: GDP per capita in 2002-2011 37 Chart 5: Regular graphics: Structure of employees degrees 58 Chart 6: Regular graphics: Structure of employees degrees 59 Chart 7: Regular graphics: The age structure of the labor force 60 80 REFERENCES Human Resources Economic, Tran Xuan Cau & Mai Quoc Khanh, Publishing House National Economic University, 2009 Human Resources Management, Tran Kim Dung, Statistical Publishing House, 2005 Human Resources Management Textbook, MS Nguyen Van Diem, PRf DR Nguyen Ngoc Quan, Labor and Social Publishing House Ha noi, 2004 Training and development activities in the Commercial Bank of Vietnam Situations and Solutions, Tran Vo Truong Gian, Thesis of University of Foreign Trade, 2007 Human Resources Management in Enterprises (Episode 1), Ha Van Hoi, Hanoi Post Office Publisher, 2003 Management and Labor Used in Enterprises (Episode & 2) Dang Duc San Nguyen Van, Labor and Social Affairs Publishing House, Hanoi, 2002 Human Resource, Nguyen Huu Than, Statistical Publishing House, 2004 Human resource management in Enterprises curriculum, Nguyen Tan Thinh, Labor, Social Publishing House, 2003 International Business Episode 2, Nguyen Thi Huong, the University of the National Economy Labor and Social Publishing House, 2003 10: Methods to quantify the effectiveness of training activities, Bui Anh Tuan, Journal of Development Economics, No 8, 2000 11 Documents Provided by Lavie Human Resource Department 12 Document Provided by the General Statistics Office Publishing statistics Hanoi, 2009 13 Human Resouce Managemen,t John Wiley & Sons, Ins, P 242, United State of American ,1999 14 Human resource development through education and training: the Asian experience, Institute of World Economy, Social Sciences Publishing House, 2003 81 15 Enterprise Vietnam WTO Accession 2006, VCCI, National Political Publishing House, 2007 16.Enterprises of Vietnam 2007, Labour and Human Resource Development VCCI, National Political Publishing House, 2008 17 http://www.chinhphu.vn/portal 18 http://thuonghieuviet.com.vn 19 http://www.laviewater.com.vn 20 http://www.bansacthuonghieu.com/ 21 http://www.doanhnhan360.vn/ 22 http://www.business.gov.vn 82 APPENDIX Appendix - Synthetic training demand Year: 20…… N0 Position/Job Title LAVIE Quantity Code : tt,03-02 Training Training Demand Objectives Number bh: 83 day: Notes Appendix - Training Plan Year: 20… No Code of Plan Content / Position / Training job title course are name trained LAVIE Number of students Training Training purposes facilities Code : tt,03-02 84 Duration Funding ( Time of thousand training vnd) Number bh: day: Note Appendix - table of training tracking Year: 20… Content / No Code of Training Plan Positio n / job course title are name trained Number of students Training Training purposes facilities Time Duration Funding of ( thousand training vnd) Training Assess results ment Pass Not trainin Pass g Training time: Start - End LAVIE Code: tt,03-05 Nuber bh: 85 Day: Note Appendix – Reported on training Full name of student: ………………………………………………………… Course name: ………………………………………………………………………… Training content: …………………………………………………………………… Training time: …….……………………………………………………… …….… Name of lecturer (address, telephone): ……………………………………………… Materials for the course: …………………………………………………………… Assessment training: ………………………………………………………………… The necessity of the course Necessary Unnecessary (Reason ………….) Program& content of course Accordance with the work Not accordance with the work Apply knowledge work Immediately In the future Not applicable (Reason ……………………………) Teacher quality Very good Medium Good Not good Learning materials Good Not good Ways of organizing the class Good Not good Other Reviews, Evaluations LAVIE Code: t,03-06 Number bh: 86 Day: Appendix - Effective assessment after training Name students: Position / job title: Training courses: Training content: Training time: Assessment of team leader: Level of applied knowledge on the job training Applied Applied innovatively Not applicable Reason for being not applicable Workers not participate in full-time training Employees have the ability to apply knowledge on the c Other reason Other reviews: Day month year 20 Team leader LAVIE Code: tt,03-07 Number bh: 87 Day: Appendix – Training demand Year: 20…… Team/Divison: ………………………………………………… Position / No Name job title Vocational Training Training level demand Objectives Note Training objectives: Fostering and meet / improve professional standards, improve the professional skills … LAVIE Code tt,03-01 Number bh: 88 Day: ... construction training and developing human resource including the steps: 21 1.3.4.1 Identify training and developing human resources needs The first and immediate thing to in training and developing human. .. 1.2.2.1 Training and developing at enterprise Training and developing at enterprise is to train and develop at the enterprise It includes initial training and training in the work process Initial training. .. Discrimination training and developing human resource Training and developing are providing knowledge, training, skills and professional qualities for employees However, the training emphasizes training