Training in Human Resources Management

As all we can recognize that the last three decades have seen a radical shift in the marketplace. A rapidly changing economic environment which is characterized by such phenomena as the globalization and deregulation of the market has been changing customer and investors of demand.. Business has become increasingly competitive as the fight for survival has intensified. A business is a collection of some resources that you have brought together manage to achieve your business objects, such as: financial resources, information resources, and human resources. In which, we could not deny that Human resource is the most important one. People are the most valuable assets the enterprise has. The success of your business depends on the effectiveness of your “personal management”-this includes how well you manage yourself, your employees, your customers, your suppliers and your creditors. However, my research would like to mention on managing employees only. As the result, the competitive pressures are driving business enterprises to invest more in recruiting, developing and training a knowledgeable and skilled workforce. Increasingly, training, educating, and providing learning experiences for an organization’s employees are an important means to achieve strategic as well as financial business goals for the organization. For many enterprises, the value of training derives from its role in the development of a smarter workforce that can render the enterprises more competitive in its market sector. The good managers need to make sure that training courses are appropriate in length, level and content, as well as ensuring that you have selected the right amount of staff to participate them. To build a perfect training program, managers not only determine the demand of the work but also understand their employees. My research base on the training theory of two PhD of Economist, Lloyd L.Byars and Leslie W.Rue to analysis the staff training problems of the Company I am doing my internship program, Song Da 11 Joint Stock Company. According to this theory, training process should be devised in to four main stages, such as: training needs assessment, determining principles learning, designing the training methods and training evaluation. Nowadays, understanding deeply each stage of employee’s training process would help managers get the key to open the success door to exist steadily in the competitive market

ACKNOWLEDGEMENT This report is a monumental task to me and there were many people who gave me the possibility to complete this successful work Although those named below are only few, I would like to express my gratitude to all of them First of all, I wish to express my sincere and deepest appreciation to my supervisor, Ms Hoang Thuy Ngoc-MBA, who was most responsible for helping me to execute the works I gratefully acknowledge her for the instruction and the encouragement to complete my work and the advice of writing and organizing this report My sincere thanks are due to Ms Le Thi Thanh– Chief of Human Resource Management Department of Song Da 11 Joint Stock Company, who provided me with so much valuable data and information for my research Her excellent knowledge in statistical analysis and her encouragement helped me a lot in producing accurate and reliable findings I also wish to give the special thank to all staffs who are working in five departments at Song Da 11 Joint Stock Company I am sincerely grateful for their willingness and participations in my surveys and interview Without their help, I would not have been able to collect most of the necessary data and information for the report Finally, I would be so grateful to Faculty of foreign language at National Economic University where I have been studying for nearly years I have learnt many valuable things from all my teachers and from classmates through exchanging opinions Thank you very much Nguyen Thi Hong Trang i EXECUTIVE SUMMARY My thesis aims to analysis the training human resources at Song Da 11 Joint Stock Company The training program analysis was based on the theory of Lloyd L.Byars and Leslie W.Rue, two PhD of Economic It includes four important stages in the training process The perfect training cycle should involve needs assessment, training methods, learning principles, and training evaluation The research was carried out through trainees’ feedback questionnaire and group interview There are 100 staffs of the company who take part in the survey with feedback questionnaires The group interview was used for Human resource management Department Besides, my research also analysis the figures from reports provided by Human resource management Department Data revealed that the training workforce program of the Company is ineffective The result of the survey, the group interviews and reports from Human resource Department showed that there are problems in training Information Technology (IT) skill, training foreign language for specialist fields, and training specialist knowledge and skill Basing the theoretical framework of my research, the reasons of these problems were found out My report also provides valuable suggestions to improve the training human resource programs of the company Those recommendations can help Song Da 11 JSC increase the productivity and competitiveness in the business market This report has 31pages Due to shortage of time and experience, my report may have some mistakes All the idea contributions are welcomed ii TABLE OF CONTENTS ACKNOWLEDGEMENT i EXECUTIVE SUMMARY ii INTRODUCTION .1 Introduction of the research topic Rationales Research questions Methodology CHAPTER 1: AN OVERVIEW OF SONG DA 11 JOINT STOCK COMPANY Introduction of Song Da 11 Joint Stock Company 1.1 History and development .4 1.3 Organization Structure .5 1.4 Products and Services 1.5 Business Performance Basic knowledge 2.1 Human Resources Management .8 2.2 Problems identification 2.3 Research questions and Methodology 10 CHAPTER 2: THEORETICAL FRAMEWORK 12 Basic knowledge of Training Human resource 12 Purpose of Training human resource 12 Methods of Training human resource 13 Principles of learning 14 Evaluation training human resource .14 CHATER 3: ANALYSIS AND FINDINGS 16 An overview the fact of Training human resources at Song Da 11 JSC .16 1.1 The characteristics of Human Resources of Song Da 11 JSC 16 iii 1.2 The characteristics of training human resources at Song Da 11 JSC 17 Research analysis and findings 18 2.1 The IT training program problem 19 2.2 Specialist foreign language training problem 20 2.3 Training specialist knowledge and skills problem 22 CHAPTER3: RECOMMENDATIONS 25 Improvement of the training IT skill 25 1.1 Time training is irregular and not long enough 25 1.2 The methods are inappropriate .26 Improvement of the training foreign language for specialist fields 26 2.1 Lack of professional instructors 26 2.2 Lack of appropriate methods 26 2.3 Lack of modern teaching materials 27 Improvement of the training specialist knowledge or skill 27 3.1 Needs assessment of the training program is ignored 27 3.2 The content did not meet the expectation of trainees 28 3.3 The methods are not various 28 3.4 The evaluation is ignored .28 CONCLUSION 29 REFERENCES 31 iv INTRODUCTION Introduction of the research topic As all we can recognize that the last three decades have seen a radical shift in the marketplace A rapidly changing economic environment which is characterized by such phenomena as the globalization and deregulation of the market has been changing customer and investors of demand Business has become increasingly competitive as the fight for survival has intensified A business is a collection of some resources that you have brought together manage to achieve your business objects, such as: financial resources, information resources, and human resources In which, we could not deny that Human resource is the most important one People are the most valuable assets the enterprise has The success of your business depends on the effectiveness of your “personal management”-this includes how well you manage yourself, your employees, your customers, your suppliers and your creditors However, my research would like to mention on managing employees only As the result, the competitive pressures are driving business enterprises to invest more in recruiting, developing and training a knowledgeable and skilled workforce Increasingly, training, educating, and providing learning experiences for an organization’s employees are an important means to achieve strategic as well as financial business goals for the organization For many enterprises, the value of training derives from its role in the development of a smarter workforce that can render the enterprises more competitive in its market sector The good managers need to make sure that training courses are appropriate in length, level and content, as well as ensuring that you have selected the right amount of staff to participate them To build a perfect training program, managers not only determine the demand of the work but also understand their employees My research base on the training theory of two PhD of Economist, Lloyd L.Byars and Leslie W.Rue to analysis the staff training problems of the Company I am doing my internship program, Song Da 11 Joint Stock Company According to this theory, training process should be devised in to four main stages, such as: training needs assessment, determining principles learning, designing the training methods and training evaluation Nowadays, understanding deeply each stage of employee’s training process would help managers get the key to open the success door to exist steadily in the competitive market Rationales Because of the increasing strategic value and importance of training, organizations spend more and more money today on training for their employees than at any other time in history The American Society of Training and Development estimates that the total expenditure on training in the United States is around USD20 billion per year There is acknowledges that other industry estimate are considerably higher, varying between USD60 and USD200 billion (Pulichino, 2007) Similarly, in Vietnam, in recent years, the Party and Government has paid attention to the training human resources Training workforce who can meet the demand of the period integration in WTO is an important task in this time However, the training policy of Vietnam can not finish this task Despite such high costs used to develop human resource, the quality of training is still not good enough That is the big issue which needs the appropriate answer as soon as possible Since human resources are a particular kind of resource, where human inputs are the essential decisive factor for the business process Therefore, how to train and develop the workforce is always necessary task to almost enterprises of any industry That is the reason why I consider “Training in Human Resources Management” as the topic of my report Through my research about the training in Song Da 11 JSC, I hope can analysis effectively to find out the roots of some problems in training human resources of the Company Moreover, my research also would be expected to give some valuable suggestions to improve the training human resources of Song Da 11 JSC in particular and of Vietnamese workforce market in general Research questions This study seeks to gain a clearer understanding of training human resources based on the training theory of Lloyd L.Byars and Leslie W.Rue I designed some questions to conduct my research The following research questions were formulated to accomplish the purpose of this research: - How are staffs of the Company trained in using Computer (IT skill)? - How are staffs of the Company trained in English for specialist field? - To what extent both trainees and trainers know about the reason and the application of training knowledge into the working performance? Methodology When doing my internship in Song Da 11 JSC, I designed three methods to conduct my research These methods should be suitable with the working conditions and environment of the Company Since I conduct my research on office part of the company Thus, the objects of my research are all staffs who are working in the office departments of the Company They are engineers and office staffs of the company Therefore, the appropriate methodology to conduct this research should be included three kinds as following: - Trainees’ feedback questionnaires - Personal interview - Reports from Human Resources Management Department - Observation at the desk CHAPTER AN OVERVIEW OF SONG DA 11 JOINT STOCK COMPANY Introduction of Song Da 11 Joint Stock Company 1.1 History and development Song Da 11 Joint Stock Company is a membership enterprise of Song Da Corporation which is a State-owned enterprise founded in 1960 and under the management of the Ministry of Construction It originally operated as a small factory specializing in electricity and water in 1961 According to the decision of Ministry of Construction, Song Da 11 Joint Stock Company was officially established on August 17th, 2004.Nowadays, Song Da 11 Joint Stock Company is located at A16 TT9 Building, Van Quan, Van Mo, Ha Dong, Hanoi Over more than 40 years of development and growth along with Song Da Corporation, Song Da 11 Joint Stock Company has accumulated a pool of experience in design, construction and production Presently, the Company has over 1200 qualified technicians and skilled workers (including 250 dolding university degrees and higher) With an intensive investment in technological innovation, the Company and other memberships of Song Da Corporation are now enterprises in Viet Nam possessing latest fleet equipment and machinery for construction execution 1.2 Mission From the initial operation of business, the Company has targeted to build and develop Song Da 11 Joint Stock Company into a strong economic enterprise with diverse operational fields and products while maintaining and developing its traditional business in lines to ensure the Company to be a powerful contractor and capable to act as general contractor of large domestic and international projects All workers and the whole Board of Management have been striving to make Song Da 11 Joint Stock Company become the famous and prestige brand name of the enterprise which providing consulting service in construction; importing and exporting materials such as steel and cement, equipment, construction technologies and others Moreover, the Company also has paid attention much to Human Resources Management One of Song Da 11 Joint Stock Company’s development orientations is building strong workforces who are more and more high-qualified technical and skilled in their working to sacrifice for the growth and success of the Company Song Da 11 JSC would develop all sources in order to improve competitiveness with other enterprises in the large and difficult business market, make a great contribution to the national industrialization and modernization 1.3 Organization Structure Song Da 11 JSC is organized into quite complex structure with many functional departments and production factories There are four departments under the management of General Director and five Deputy General Directors The five Deputy General Directors of the Company are responsible for many kinds of operation fields, such as: Deputy General Director Plan - Finance, Deputy General Director Technical- Technology, Deputy General Director Works, Deputy General Director Business, and Deputy General Director Projects The Company also has a Supervisor Board who observes and evaluates the managing performance of the Management Board The five functional departments of Song Da 11 JSC which are managed by five above Deputy General Directors includes Human Resources Department, Technical and Mechanical Department, Financial Department, and Projects Department The responsibility of each the functional department as follows: The Human Resources Department: is responsible for recruiting the required workforce for the Company and making provisions for expressed and promised payroll and benefits After recruiting successfully, they would train and developing the workforce to help these staff or workers can meet the demand of their works in the best way The Technical and Mechanical Department: handles the operations of all machineries or technical equipment of the Company The major function of this Department is dealing with technical matters related to Works Program to ensure safe, reliable and punctual operation of all machineries and high-tech equipment They also plan for development of infrastructures and monitoring of progress The Financial Department: has the overall responsibility for all matters relative to financial procedure and the application of the principles of sound finance The Department examine and report on all proposals for borrowing or giving of guarantee by the Company and being in to charge of all matters relating to the service of loans or discharge of guarantees The Projects Department: is charge of advising Board of General Management on managing, operating, and all the projects of the Company This Department has to combine with Finance Department to set up want of capital schedule of the projects, propose Board of Directors for approving, paying according to the rate of the projects 1.4 Products and Services HRD Deputy General Director Plan Finance ept Supervisor Technical Mechanic Dept Deputy General Director Technical Financial Dept Deputy General Director Works Finance Dept Management Board General Director Deputy General Director - Business Project Dept Deputy General Director Projects Chart 1.1: Song Da 11 Joint Stock Company Organizational Structure (Source: Human Resources Department of Song Da 11 JSC) According to the table describe above, we can obviously realize that the majority of workforce at the company is male This characteristic is accordant with the business activities of the Company which is doing business on contribution field The contribution field demands a large number of male labor force who have the capacity to work in technical and mechanical environment The female staff just accounts of 35% in total labor force of the company and almost of them are now working in some non-technical departments, such as: Economic plan Department, Human resource management Department and Financial Department Thirdly, in term of educational level, due to such high demand of the work, the majority of staffs at this company have degree of bachelor (80%) The number of staffs who own degree of Masters is people of total 120 staffs of the whole company Compared with other construction companies, t hat number is not small The rest of the staffs is the ones who have been graduated from many colleges You will see more detail in the table below Education level Quantity (person) Percentage Degree of Master 6% Degree of Bachelor 96 80% - Engineers 80 -Bachelor of Business 12 - Bachelor of Laws - Bachelor of Foreign language - Bachelor of IT 3 College degree 17 14% Table 3: The education level of staffs at Song AD 11 JSC (Source: Report in 2009 from Human resource management Department, Song Da 11JSC) In general, the characteristics of Human resources (staffs) of Song Da 11 JSC are shown clearly in three tables above Almost workforces who are working at office site 17 of Song Da 11 JSC are the experienced staffs with more than 15 years f working Moreover, the typical character of the construction company effects strongly on the gender of the workforce: the majority of staffs of the company is male, and almost of staff have graduated from many qualified universities 1.2 The characteristics of training human resources at Song Da 11 JSC Although the characteristics of the workforce at the company are quiet good, managers still should pay attention to the training them to develop their skills and make them can work their best Due to improving employee performance can raise the productivity, competitiveness and profitability of the enterprise Therefore, like almost other companies, Song Da 11 JSC invests much in training program for their employees According to reports from Human resources management Department, the expenditures the company spends on training is VND 140.000.000 per year In which the majority of the figure is spent on training newcomers (percentage is 70 % of total) In term of methods, the kinds of training methodology are various This table below would reveal that characteristic Content Quantity (person) Methods Time training 3-10 months Improve specialist knowledge 25 Send to training Raise higher scale Classroom training Newcomers 30 Apprenticeship training 3months year (Table 4: Staff training plan of Song Da 11 JSC in 2009) (Source: Report in 2009 from Human resource management Department, Song Da 11JSC) Annually, mangers of the company hold some meetings to build a training plan for employees, especially for the newcomers to help them catch up with the working speed of the company Besides, the experienced staffs who are the main strength of the company also need to be trained to improve their specialist skill and knowledge or to raise their scale higher The workforce should be trained continuously to make them work better These appropriate training courses can discover the potential ability of each staff and show them the way to develop it A better staffs would make a better 18 company That the reason why the company should invest much in developing individuals to get success for the whole company Research analysis and findings As mentioned in chapter1, the methodology of this research is: trainees’ feedback questionnaires, personal interview and collecting data from some reports of Human resource management Department of the company Now, in this chapter, the result of this survey would be analysis carefully to help us identify problems of the company The trainees’ feedback questionnaires were delivered to 100 staffs working at four departments of the company (except the Human resource management Department) The staffs include 70 engineers and 30 office staffs Besides, I made some questions to interview the staffs of Human resource management departments who are responsible for training workforce of the company Despite the fact that they are too busy to talk with me, some short interviews also give me so much valuable information about the training human resources of the company The combination among three methods I used to collect necessary information and data help me complete the problem identification task about training strategy of the company These problems should be grouped into three major ones as following: 2.1 The IT training program problem After checking 100 trainees’ feedback questionnaires, I counted 65 papers which have the answer that they get difficult with using computer to work It means that there are 65 % of total staffs that could not use IT skill well to work The majority of the group is office staffs There are 16 people said that they sometimes get trouble with IT skill (account for 16 %) The people who said that they are totally working well with the computer account for only 20 percent (n = 20 persons) The rest is only people said that their work unrelated to IT skill They account for only % of total The result of the first question shows that many staffs of the company have the low level in using IT skill The 65 person group named some kinds of duties they get trouble with the computer using They are should be grouped in to two main duties, such as: contacting through internet (with managers, colleges or customers.), applying new software into their work As the result, the table1 above shows that the majority of the whole staffs are over 45 years old This kind of staffs are people who are experienced in their specialist field, however they are not young enough to catch up well with new information technology, especially office staffs With the questions about the joining in to IT skill training courses, there are 60 % of total said that they have not ever taken part in any IT skill training courses of the company yet (n=60 persons) 54 %( n=54 persons) confirmed that they joined in IT skill training class about or times The rest (6%, n=6 persons) said that they have 19 joined IT skill programs at the company more than times This result of the question reveals that there are too few staffs that have been trained IT skill many times during their work; even theses respondents mostly belong to group of age over 40 years old That means the training IT skill courses have been hold irregularly or not paid attention of all staffs Next, due to the participants who have the “Not yet” answer for the previous question are offered to stop the first half part of this survey, thus the number of respondents who are continued to answer the three following ones is 60 staffs When being asked about their feeling of IT skill training courses they had joined, none of them choose “interested” as their answer About 40 %( n=24 persons) of these 60 respondents feel normal when joining to the IT skill courses The rest 36 participants expressed their bored feeling with IT skill training program of the company (60%) As the result, we can see that the IT training program the company designed could not attract the staffs Therefore, when being required to give marks for the content, methods and instructors of the IT skill training, the majority of them gave bad mark: the highest mark they gave for content of the training courses is only points Similarly, they marked points for both instructors and 5.5 points for methods The worst mark they could give is point for contents, points for instructors and points for methods Like this, the main factors which cause the boring and low quality of IT skill training program are content and methods In the last question of this section, the participants were asked to give some comments as well as their own suggestions for IT skill training program, almost of them would like to have the courses more frequently (65%, n=65 persons), more appropriate methods (35%, n=35 persons), have more relevant content (25%,n=25 persons), and change instructors account for less at 14%(n=14 persons) To have more detail understand the training IT skill program of the company, we should listen from Human resource management about this issue They said that the company seems to not have detail and frequent plan for training IT program When the company has to apply new software to the work, they would hold a short meeting to teach all staffs how to use it Sometimes, they even only invite instructors to guide them at their desk for one or two hours The training schedule of IT skill program is unstable In summary, we can see the result of the survey to find out some weakness of IT skill training program, such as: - Training timetable is irregular 20 - Training methods are inappropriate - Training time is not long enough 2.2 Specialist foreign language training problem Almost questions asked to study about the training foreign language for specialist field in Song Da 11 JSC are similar to the ones used to study IT skill training program The result as following: The majority (82%, n=82 persons) of total staffs could not hide their difficult they get when taking on the duties related to specialist English There are equality between the number of staffs who confirmed that their work not related to specialist foreign language (9%, n=9 persons), and the ones who are proud of their specialist foreign language (9%, n=9 persons) This result shows that there is a huge shortage of specialist foreign language knowledge in the work of staffs in Song Da 11 JSC As they identified in the questionnaires, the work they often get the difficulties of specialist foreign language consist of using new technology which are often imported from other countries, studying the documents which are written by foreigners Lacking of the specialist foreign language is really the barrier to make staffs lag behind in the modernization Unlike the result of studying IT skill training, the number of staffs who have not ever jointed in any specialist English is quiet less (8%, n=8 persons) The quantity of staffs who have taken part in the specialist English training courses for or times and the number of ones who jointed in it for more than times are equality (both are 46%, n=46 persons) These figures shows that the company also has provided the staffs with many specialist foreign language courses, however, how much effective these courses performed would be shown in the studying the result of three following questions of the survey Apart from staffs who have never joint in any specialist foreign language training courses, the rest 92 staffs not highly appraise the quality of foreign language training program of the company The majority said that the foreign language training courses could not interested them totally (60%, n=27 persons) 30 %( n=14 persons) of total participants have the normal attitude toward these training courses Few people satisfy the training English courses (10%, n=4 persons) The low appraisement of staffs toward the training specialist foreign language program is continuously shown in the next question The highest score they marked for the content is points, for the instructors is points and for the methods is points The worst mark is only point for the instructors, 3.5 points for methods and points for content This result shows that the problems of specialist English come mostly 21 from the content and instructors In term of comments, most participants would like to take part in the courses which have various methods (45%, n=50 persons), and more modern training materials 45% of respondents hope that the teachers should have much more enough knowledge of both foreign language and construction field That can raise the quality of the specialist foreign language training courses The information from interviews with some staffs of human resource management Department also could provide me some valuable analysis for this issue Most of them confirmed that training specialist foreign language program is regular one, unlike the IT skill training program The company often hires foreign language teachers from many famous Universities or Centers of foreign language to be instructors for these training courses On average, the company holds two or three training courses of specialist foreign language per year, each course may last two or three months However, they can see that the quality of these training courses is not high as much as expected In brief, these figures and information above can reveal the fact that despite having more attention of the company than IT skill program, the specialist foreign language training program is not ineffective because of lack of - professional instructors - appropriate methods - and modern teaching materials 2.3 Training specialist knowledge and skills problem The feedback’s questionnaires were provided to 100 staffs to study how much effective the specialist skills and knowledge training program can bring to them This kind of training course is more important than because it impacts directly on their work The result of this survey should be analysis carefully to find out the weaknesses Unlike the IT skill and specialist foreign language training programs, none of the staffs choose the “Not yet” option to answer about the taking part in specialist knowledge and skill training program The majority of them (70%, n=70 persons) have jointed in these training classes more than times Fewer of them, 30 %( n=30), have jointed 1or times Almost of the “1 or times” group are newcomers who are from 20 to 30 years old The main fields they are trained are construction, electricity and economic However, the construction field still account for most (80%, n=80 persons), electricity and other technical field account for 10 %( n=10 persons), and 10% of participants are trained about economic field 22 Answering the question about the necessary of this kind of training courses, almost participants agreed that they are very important (60%, n=60 persons) Only 20% of participants think that these training courses are normal, and the rest10 % ( n=10 persons) not find the specialist knowledge and skill training program necessary Therefore, almost staffs realize the necessary and importance of these courses The majority of respondents take part in these training courses as following the assignment the seniors gives (80%, n=80 persons) The rest ones who that due to their own needs is only 20 %( n=20 persons) The result show that the making decision on training courses often depend on the managers, not depend on the needs of staffs Next, surprisingly, I received the same result when asking participants about the relevance of the training courses’ content and methods to their current jobs, 20 % ( n=20 persons) of participants approve, 40 %( n=40 persons) feel normal, and 40% not approve This result means that both the content and methods of the training courses still could not meet the expectation of the staffs That maybe the reason causes the infrequent participation of staffs into the specific training courses Only 26 %( n=26 persons) said that they come to the training classes frequently The 30 others are sometimes absent from these training courses (30%) The rest 44 %( n=44 persons) are often absent because of many reasons That might be caused by lacking the motivation from the training classes and from the seniors The next question is about the application of training knowledge back to the workplace Most of them complaint that get many troubles to apply the specialist knowledge and skill trained to their current work (70%, n=70 persons) The reasons of this problem are different Some said that the content of the training courses have too much theory, it is unpracticed training courses The others think that the knowledge they are trained is necessary and the necessary one which they need is ignored In contract, few participants could use easily and conveniently the things they had been trained in to their working performance (10%, n=10 persons) The rest 20 respondents (account for only 20%) said that it is normal to apply the theory to the real working The last question offers the participant giving their comments and ideas to build more perfect specialist knowledge and skill training program Unlike the other question’s result, there are the same levels in their comments 35 %( n= 35 persons) of total respondents would like to change methods more attractive and effective The 35 ones who account for 35% said that they hope the training time more suitable to help them balance between work and training The rest 30 staffs (30%) expected that the 23 managers should consider the needs carefully before making training decisions to design the appropriate training content Last but not least, there are some interviews which are about the program of training specialist knowledge and skill When being asked about the way the Department selects individuals or teams to be trained, they said that they usually depend on the target figures of leaders more than on the real requirement of the work Next is the question about the training methods They answered that the department use the traditional methods which they are much experienced in and similar with all staffs, such as: Classroom training, Apprenticeship training and send workforce to training centers Besides, I also made a question about the ability of application to the current work after the training They answered that the department now have not official evaluation frame to measure the application of participations Briefly, the result of the survey and the detail answers of Human resource management Department bring out some disadvantages in training specialist knowledge and skill program of the company, as following: - Needs assessment of the training program is ignored - The content did not meet the expectation of trainees - The methods are not various - The evaluation after training is not paid attention of managers 24 CHAPTER3 RECOMMENDATIONS As all we know training is very crucial stage in Human resource management performance Good quality and appropriate training can make an enormous difference to the efficiency of your human resources Your staff should see that they can continually develop and improve their skills as their jobs progress With the very important function all managers can not deny, the training process should be paid attention more any other stages However, through data and survey analysis as well as the result of the interview, some problems in training program of the company were identified If this problem continuously exits longer, they would reduce the productivity of staffs’ working and make the workforce of the company lag behind other companies Therefore, some problems above should be analysis carefully to find out the suitable solutions to improve the quality of training program of the company After studying carefully the theory of training process of two PhD of Economic, Lloyd L.Byars and Leslie W.Rue, I decided to choose it as the theoretical framework for my research Therefore, in this chapter, I would like to give some suggestions which base on that theoretical framework to solve these problems Improvement of the training IT skill There seems to be clear and widespread agreement among the company and all managers that their staffs need to be proficient computer users That means staffs need to be “computer literature” Due to the modernization demand of the society, the companies also try to apply many modern technology theory as well as machinery, equipment in to their production to get more and more profit One duty of this demand is improving IT skill of staffs in their working Song da 11 company should pay attention to training IT skill program through these actions to change some weaknesses as below: 1.1 Time training is irregular and not long enough As some staffs of the Human resource management Department confirmed that they seems to not have exact plan for training IT skill program That causes the training courses infrequently Moreover, the staffs feel that the time spend on training IT is long enough for them to get much knowledge and skill to be influent in their using computers There fore, the first action the company should now is make a system plan in detail for IT training courses Training IT skill courses should be hold as a training 25 classroom, not as only a meeting Being a training class room means that the IT training courses also have list names of trainees to check their absence, and have the stable time to train Besides, the time of each IT courses should be longer The staffs should have enough time to get the theory and practice them in the real performance 1.2 The methods are inappropriate IT skill itself is not attractive theory There fore, designing the appropriate method to attract trainees is very difficult However, being difficult is not being impossible The trainers of the company should choose On-the-job method to apply in training IT skill The effective rate of training courses would be rise when trainees can get the theory at the same time they can practice Moreover, if trainees have any troubles or confusedness, they could ask trainers immediately Improvement of the training foreign language for specialist fields Due to being a construction company, Song Da 11 JSC often have to apply new technology and import modern equipment from other countries Therefore, the shortage of foreign language is really barrier for the stepping up of the company To solve this problem, the company should some reformations in training foreign language for specialist fields 2.1 Lack of professional instructors This may be the biggest weakness of the training specialist foreign language The main reason is that almost teachers are hired from University of Foreign language or Foreign language Centers Unfortunately, they are very excellent in only foreign language but specialist knowledge Thus, they get difficult in teaching the foreign language for specialist knowledge, especially for construction field The company should select carefully instructors for the kind of training courses These instructors should be hired from the Departments of Foreign language at Universities of Technology Besides, to improve the knowledge of instructors about specialist fields, the company also can hold short courses to train them about the specialist knowledge That helps them more confident to teach staffs specialist foreign language It is sure that the quality of the training courses will rise dramatically 2.2 Lack of appropriate methods Method is important to almost kinds of training courses Thus, the company also designs the suitable one to make staffs interested in the specialist foreign language training courses 26 Off-the-job method may be more suitable for this kind of training course The reason is that the complicated knowledge requires learners concentrate so much Thus, the class should be away from work to avoid being interrupted However, to gain the effectiveness as much as possible, trainers should keep trainees in the center of the course The teachers try to ask learners much to understand what their strength is, what they want to be improved Then teachers let learners ask back to them to understand what they need That method could motivate the learners study more actively and not rely on teachers only The effective classes are the place in where learners should ask more and talk more than teachers 2.3 Lack of modern teaching materials Training foreign language requires the investment in teaching materials which help the content more vivid and attractive The effectiveness of the courses would rise sharply when trainers use some modern teaching materials Video players or sound and high-quality moving pictures are not bad suggestions for trainers to design a training foreign language courses full of excitement Improvement of the training specialist knowledge or skill It is obvious that specialist knowledge or skill is the most important to the company’s working Thus, some problems in training specialist knowledge or skill should be solved as soon as possible to keep the growth of the company at stable rate 3.1 Needs assessment of the training program is ignored We can deny that needs assessment takes time and money Therefore, unfortunately, a great many of companies undertake training program without this necessary investment Training program that is undertaken without a careful analysis of whether or not it is needed is likely to be ineffective and a waste of money Some actions should be done to solve this shortcoming Before making a decision to hold a training course, managers should make small surveys for three main subjects, such as: supervisors and clients and staffs The surveys should study of the complaints of supervisors and clients about the working performance of staffs These subjective complaints can reveal the weaknesses of staffs which are needed trained The surveys on staffs can provide human resource managers with needing skill and knowledge the staffs expect to train Besides, human resource managers also should pay attention to analysis performance appraisal data, objective measures of output or quality, and even special performance tests given Those help them determine the current specialist knowledge and skill level of employees 27 3.2 The content did not meet the expectation of trainees According to the theory of Lloyd L.Byars and Leslie W.Rue, they shown that the attitudes and expectations of trainees when they start a training program can effect their reactions to the program and the amount they learn Undoubtedly, trainees who freely choose to attend a training program could learn more than those who are required to attend Therefore, to design the training content which can meet the expectation of trainees; it is important to understand learning principles The human resource management board should make some interviews as well as observation data to understand their motivation, their feedback about their needs to design the suitable training contents 3.3 The methods are not various As discussed in the theoretical framework of my research, there many types of training method They are On-the-job, Off-the-job, Apprenticeship and Web-based method The managers should apply all of four methods above flexibly to attract and satisfy trainees For example, with the same content, trainers could use many different methods The purpose of this action is to make trainees feel less bored and to find out which kind of methods is the best 3.4 The evaluation is ignored Evaluation is the final phase in training cycle However, it is more important than many mangers often think This stage can determine the extent to which the training program met the objectives Therefore, it is very necessary for the company to make a survey on the participants’ feeling about the training program The managers could design questionnaires to deliver to trainees immediately after the specialist knowledge or skill training programs Besides, individual or group interviews with supervisors of trainees should be undertaken to determine whether staffs are visibly using knowledge and skill they have been taught on the job after training 28 CONCLUSION As all we know that people are the most valuable assets of any enterprise The business success of a company depends on the effectiveness of managing human resources Human recourse management is a series of activities that the company has to conduct in deploying the workforce to reach the objectives The process consists of recruiting, managing, paying and training employees in the company It is the fact that training is the longest period in Human resource management process Training can impact on the productivity and competitiveness of a enterprise We should remember that training courses are a good way for you to ensure you meet your future business goals Therefore, my thesis just focuses on training Human resources The purpose of this thesis is to carry out an evaluation of effectiveness in training human resource program of Song Da 11 Joint Stock Company It is a huge and famous company for many valuable achievements in construction business The theoretical framework of this thesis is the theory about the training cycle of L.Byars and Leslie W.Rue There are four necessary categories in training process They are needs assessment, principles of learning, training methods, and evaluation training First, needs assessment is a systematic analysis of the specific training activities the organization requires to achieve its objectives Secondly, there are four major methods can be used to satisfy the enterprise’ training needs, such as: On-thejob training, Off-the-job training, Apprenticeship training, and Web-based training Thirdly, to design a good training content, it is important to understand principles of learning Learning principles includes motivation, knowledge of result (feedback), reinforcement, flow of the training program, practice and repetition, whole or part training Last but not least, evaluation of training program is measuring the effectiveness of the training program This stage is usually done after the training program Evaluation of training should be broken down into four areas: reaction, learning, behavior, and results To analysis the training workforce of Song Da 11 JSC, I conducted a survey on all staffs of the company Trainees’ feedback questionnaires and group interview were carried out to find out the weaknesses in training program of the company There are 100 questionnaires delivered to 100 staffs of five departments of the company, includes 70 engineers and 30 office staffs The questionnaire form consist nine questions designed simply Each question has to options for participants to choose In term of group interview, this method was conducted with the staffs of Human 29 recourse management Department Due to their intensive schedule, interviews were sometimes done through email or yahoo messenger The other information and data sources are reports of training workforce from Human resource management Department The combination among three methods could bring out the overview of training human resources of the company Data showed that there are some problems in training programs of the company These problems should be grouped into three major ones They are the problems in training IT skill, training foreign language for specialist fields, and training specialist knowledge and skill After carrying out the analysis and basing the training theory of L.Byars and Leslie W.Rue, I could provide some recommendations to solve these problems In term of training IT skill problem, the company should make a training plan in detail to hold IT skill training course more regularly and longer In term of training foreign language for specialist fields, the company should invest more to design appropriate methods, hire and train more professional instructors who should be excellent on both foreign language and specialist knowledge, and provide learners more modern teaching materials Finally, to improve the training specialist knowledge and skill, the managers of the company should make a training strategy in which have enough stages of training process, such as: needs assessment, training methods, principles of learning and training evaluation The full training process could build a perfect training course for employees Some recommendations for those problems have ended my thesis During the time conducting this research, I get much precious knowledge about human resource management in general and the training in particular It is very important to understand that each person has potential ability, and training have the task is to explore and develop it The employees who can work their best can build the company which develops most In brief, I expect my thesis could help some enterprises improve their training human resources programs to gain the goals in business 30 REFERENCES http://en.wikipedia.org/wiki/Human_resource_management Human Resource Management 7th Editon (Lloyd L.Byars, PhD ; Leslie W.Rue, PhD ) - Mc Graw Hill 31 ... According to this theory, training process should be devised in to four main stages, such as: training needs assessment, determining principles learning, designing the training methods and training. .. system plan in detail for IT training courses Training IT skill courses should be hold as a training 25 classroom, not as only a meeting Being a training class room means that the IT training courses... the Training function includes four major categories, such as: Purposes of training, Methods of training, Principles of learning, and Evaluating training (Lloyd L.Byars, PhD, 1998) Purpose of Training