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Build HR development strategy in the phase of the five years (2013-2018) of Truong Hai Auto Company I OVERVIEW OF THE COMPANY 1.  Overview of THACO On April, 29th, 1997, after the registration procedure as required, Dong Nai provincial People’s Committee granted the company establishment license No.003433/GP-TLDN-02, named TRUONG HAI AUTO COMPANY LIMITED and on May 17, 1997, Dong Nai’s Department of Planning and Investment issued business license for the company No.054148 with the charter capital of VND 2.500 billion As of 6/2012, total number of staff, officers is nearly 7,000 people, in which, there are nearly 4,000 people in Chu Lai – Truong Hai auto complex Major business activities of THACO are: Manufacturing - Assembly - Distribute and supply maintenance repair services and auto parts, business activity of IZ - Urban - Real estate business investment 2.  Structure of Truong Hai Auto 3.  The development stages of the Company: In 1997 - 1998: Repurchase the car maintenance, exhibition center of An Hung Company Being sales agent for companies: Daewoo, Mitsubishi, Daihatsu, Mercedes Import, refurbish old cars On 05/10/1999: Establish a branch in Ha Noi In 9/2001: Establish Manufacturing-assembling Tracimexco - Truong Hai Auto factory to assemble KIA reach-in vehicle in Vietnam On 22/01/2002: Establish a branch in Da Nang In 2003: Building Chu Lai-Truong Hai Auto Manufacturing and Assembling Plant at Chu Lai Open Economic Zone, Nui Thanh district, Quang Nam province; In 2004: Establish Chu Lai – Truong Hai Shipping Company - Put Chu Lai – Truong Hai auto manufacturing & assembling factory in operation specializing in manufacturing and assembling of trucks, buses In 2005: Establish: Specialized chemical plant, Vietnam CNA car seat factory, electromechanical company On 06/4/2007: Converting model from Limited Liability Company to a joint stock company, capital increased to 680 billion dong - Build KIA tourism car assembly factory at Chu Lai, In 2008: Establish Industrial - urban infrastructure Investment Development Company at Chu Lai - Truong Hai - Develop and put in use An Suong Showroom, Binh Trieu Showroom, Phan Thiet Showroom, Duc Trong Showroom, Tien Giang Showroom, Showroom and service workshop in Hoang Hoa Thanh Hoa In 2009: - Establish Chu Lai - Truong Hai automotive mechanics Industrial Park - Establish Chu Lai - Truong Hai Company and investing in the construction of Hoa Thuan new urban area - Establish steel processing and supply plants - Establish Chu Lai - Truong Hai Basic Engineering Plant - Establish Autocom seat factory - Develop and put into use Bien Hoa Tourism car showroom, Bien Hoa Foton + Hyundai Showroom, Can Tho Showroom In 2010: - Launch to set up Bus factory, with capacity of 3,000 buses / year - Establish Factory of industrial refrigeration - Launch to set up Tam Hiep Chu Lai - Truong Hai port phase 1; - Launch to set up bonded warehouses with 33ha and establish Electromechanical Company - Establish Chu Lai - Truong Hai Vocational College - Develop and put into use Lai Thieu Showroom, Vinh Long Showroom; TM Giai Phong Showroom; In 2011: - On 17/6/2011, Inaugurate THACI bus plant and introduce the Vietnamese brand bus line - On 21/10/2011, VinaMazda inaugurated VinaMazda Auto Manufacturing & assembling On 11/18/2012, inaugurate KIA Giai Phong - Ha Noi showroom; - Develop and put into use Phu Nhuan Showroom (Kia Nguyen Van Troi), Kia Showroom District 7, Mazda Showroom District 7, Commercial Showroom District 7; Binh Tan Showroom; Mazda Bien Hoa Showroom; Tam Ky Showroom; Kia Giai Phong Showroom; Kia Long Bien Showroom; Kia+Foton Quang Ninh Showroom; Ha Nam Showroom; Cong River Thai Nguyen Showroom, TM Lang Son Showroom In 2012: - Complete and put into use Chu Lai - Truong Hai Port phase - Build Hyundai Chu Lai - Truong Hai Motor manufacturing and processing plant - Develop and put into use Huyndai Da Nang Showroom, Foton Da Nang Showroom, Quang Binh Showroom, Kia+Mazda+Peugeot Vinh Showroom, Kia Hai Phong Showroom Vision The company will try to achieve a stable and high growth rate, bring investors maximum efficiency and become the country's pride as a Vietnam-branded automaker 5.  Mission Create THACO-branded products to improve living quality of users Strive to make THACO become one of Vietnamese brands well known in AFTA area and in the world On the sustainable development foundation, THACO will focus on developing human resources and assets, contributing to the country's development process of economy, culture, society and engineering industry in the future Business results in recent years II OBJECTIVES, STRATEGY AND BUSINESS PLANS • Improve the core competence of the company: The ability to produce in large- • scale, modern technology combined with management model of full value chain Target: Build a complete closed auto business system from component manufacturing, parts, assembly, transport and distribution of direct retail systems and provide repair services and spare parts after sales, with various categories and • product segments Penetrated market strategy, constantly expanding market share: Increase production scale, technology investments to improve productivity, product quality, • expanding distribution network, after sales service and sales support Market Development Strategy: Aiming for gaining and maintainning No • position in VN market and towards the AFTA region Vertical integration strategy in the opposite direction: Enhance localization rate, reduce imports, Set up many companies in the supply chain Develop specialized distribution system For orientations, views, methods and especially management strategic adjusted in the period 2013 - 2018, Thaco plan in 2013 is oriented to implement as follows: - Retail systems: Implement the active program: "Improve operation activities of dealers and attached showrooms system " to capture the demand for products and after-sales service, for services in the best way, to achieve the confidence and the highest market share in each provincial market, the city of the country - Regional branches: Strengthen apparatus branch in the North, Central and South regions towards decentralization act ends of the distribution, management and market development as well as marketing operations Also as a part of owner (ensure effective activities) of attached showroom system in the area Research, test apparatus to set up the domain branch directly under regional branch to improve capacity management in the future - Production and sales of commercial vehicles (trucks and buses): Focus on developing additional products with specifications, in accordance with the changing requirements of the market according to the characteristics of each area, each region in order to increase market share over the years - Production and sales of tourism car: Increase brand value and market share for Kia car line Increase sales and market share for Mazda achieved 5th place in the market, ensuring business Mazda cars profitably Introduce and put into production Peugeot car line for car tourism business being full of segments: South Korea, Japan and Europe in 2013 - Chu Lai Truong Hai Complex and Auto Manufacturing Industrial Park : Restrict to expand investment in infrastructure, investment in-depth focus on human resources and equipment to suit changing technology , in order to improve quality, reduce production costs Develop new products according to changing requirements of the market through the development of research and product development (R & D), and increase cooperation with other ministries and partners to develop manufacturing and automotive assembly technology to keep up with the region Support and participate in managing SMT manufacturing specialized vehicles Company, forming nodal raw materials and spare parts to provide in Korea, through developing production technology of specialist vehicles in Vietnam - Delivery and transport: Continue project specialize in delivery and transport business, further reduction in the cost of delivery and internal warehouse, enhancing external business to increase efficiency for Chu Lai - Truong Hai port - Investment and basic construction: Continue to invest in building new showrooms more suitable plan for cars in the key areas, extension of the construction of supermarkets cars combined commercial center Participate in infrastructure, urban development projects and consider this as a new business line of the company in the future - Marketing: There are overall and specific orientations, as well as strategic marketing plan for Thaco brand and specialize for each business line, every vehicle, every market area; being always flexible dynamic to response with the change of market and operating decentralized control in a scientific way, closely to improve market share, increase revenue and reduce costs in tough, narrow market conditions - Financial Accounting Management: Implement program "parallel accounting management" strong to manage budgets and expenses rigorously, ensuring effective way under thinking change, way to Accounting personnel involves in the management, parallel in all business activities - Human Resources: Implement program "Parallel Human Resources" strongly to manage and develop staff towards training positive attitude, learning to improve professional skills and administration Leadership Development and evaluation of the effectiveness of human resources as well as the performance of each component unit, thereby fulfilling reward program exceeded delivery quarterly, first applied to parts sales and service in the attached showrooms Improve HR profession through adjustment of policies; rules and regulations based on a philosophy of proactive, strategic perspective and human resource development, and in accordance with the laws and new development trends of economy and society in the future - Corporate cultural management: Develop and implement corporate cultural management based on conclusions during the formation and development as well as philosophy, vision, mission to preserve and core value of Thaco, considering this as a prerequisite to ensure the long term sustainable development First, establish the sense of discipline, mental discipline and culture disciplines in each of departments, and units throughout Thaco - The operation of the main office in Ho Chi Minh City and offices in Hanoi, Da Nang, Chu Lai, Bien Hoa: Implement programs to improve the operational capacity of the operational units such as Planning, Culture and Communications, Human Resources, Operations Secretarial, Finance and Accounting, Information Technology, marketing Technology, Legislation aimed at administrators and professional support for business activities Develop a routine and effective work for the offices, especially the general management office in Ho Chi Minh City, worthy being Thaco advisory body of corporate activity management effectively , properly oriented, and under plan and being Thaco representative image for partners, customers and society III STATUS OF MANPOWER Overall, Vietnam is considered as the advantages because of large population, it is in the period of "golden population", workforce at the age of labor is abundant This is really important resources to make our country successfully economic development strategy for phase 2011-2020 issued by Congress Socialist Party XI on 16/2/2011 However, the quality of human resources in Vietnam is still low and needs to be improved as soon as possible According to the census of May 12/2010, Vietnam has nearly 87 million people This reflects Vietnam's workforce growing abundantly Vietnamese manpower is composed mostly of farmers, workers, intellectuals, businessmen, and manpower of many sectors In which, human resources who are farmers are nearly 62 million people, accounting for over 70% of the population, human resources who are workers are 9.5 million people (nearly 10% of the population); intellectual manpower, graduated from colleges, universities are more than 2.5 million people, representing about 2.15% of the population, human resources from the business are about million people, of which the central sector has nearly million people The appearance of the young entrepreneurs is seen as a new factor in human resources, if known to exploit, foster, use effectively, it will solve many important problems in economic – social development Currently, Vietnam is forming two human resource types: universal human resources and high quality human resources Universal human resources now remain majority, while the proportion of high-quality human resources account for a very low rate The current lack of Vietnam is not universal human resources but high quality manpower According to 2010 statistics, out of 20.1 million workers have been trained on a total of 48.8 million workers working, only 8.4 million people with diplomas and certificates issued by the training centers at home and abroad The number of people aged 15 years or older trained technical expertise is very low, accounting for about 40% Training structure is irrational showing by the ratio: University and higher University is 1, secondary vocational schools is 1.3 and technical workers is 0.92, while in the world, this ratio is 1-4-10 According to the World Bank (WB), Vietnam is a shortage of qualified skilled, high technical workers and workforce quality of Vietnam is lower than many other countries If taking a point scale of 10, the human quality of Vietnam is only 3.79 points (placed 11/12 among Asian countries ranked by the World Bank) while South Korea is 6.91, India is 5, 76; Malaysia is 5.59, Thailand 4.94 Labor allocation structure by the industry is imbalance Engineering - technology, agriculture - forestry - fishery are weighted lower, while the law social industry, economics, foreign languages are too high Many industries and sectors have both redundant and insufficient manpower The fields are currently lacking labor such as: financical Business, banking, auditing, information technology, electronics, telecommunications, mechanical engineering For the Auto industry today, the current review, the manpower needs of the industry in Vietnam is ranked 8th after the other industries, as follows: (1) Textile - Garment Footwear skin – Crafts; (2) Food Processing technology; (3) Information Technology Electrical - Electronics – Telecommunications; (4) Construction - Architecture - transport; (5) Services - Serving - Travel - Recreation - Restaurants - Hotels; (6) Management Administration office; (7) Finance - Banking - Accounting - Insurance; (8) Mechanical Engineering - Metallurgy - motorcycle automotive Technology; (same 9th ranking) Markerting sector - Economy - Business - Sales and Chemistry - Chemical industries Medical, Pharmaceutical, Cosmetics Status of human resources in auto industry in general, and Truong Hai in particular has the following characteristics: Human resources are plentiful, but without the proper care, not planning, not to be exploited, not be upgraded, and training is not good, many people have not been trained The quality of human resources is not high, leading to conflict between quantity and quality The combination, complement, mix of human resources from farmers, workers, intellectuals, are not good, divided, lack of synergies to jointly implement the industrialization, modernization of the country In short, the situation in human Truong Hai Company is low-skilled, without industrial style, no really good general construction engineers, engineers, scientists, no good experts; consultants, advisers, no presenters, no leaders, good managers IV HUMAN RESOURCE DEVELOPMENT GOALS IN TRUONG HAI COMPANY (2013-2018) Overall objectives - The overall objective is to develop human resources in Truong Hai company period (2013-2018) to become the foundation and the most important advantages to develop and compete This is a period of deep integration in the WTO, especially tariffs are gradually removed Truong Hai will face very stiff competition with countries with a advanced car industry in the world and the region - Develop human resources to be able to meet the business development of the auto - manufacturers and companies involved auto industry of the country Truong Hai implements long-term workforce policies used by training programs and training assignments appropriately, in order to create the best environment to - develop human resources to accompany the development of company Focus on development of human resources and internal teams inherited, and recruit additional manpower from outside and foreign experts with the ability to - train Human resources integrate corporate culture and ensure the integrity of core values that the company has formed during development Specific Objectives The specific objectives need achieving is: a) For a management, leadership workforce - Build a team of professional managers with strategic vision and bravery to meet the changing requirements, strong integration - Ability to plan, develop goals for the responsible units - Ability to mentor, promote and motivate for subordinate staff b) For a workforce of expertise sector  Production sector: - Professional qualifications, technical qualifications meet current requirements - and keep pace with the development of science and technology in the future Thinking, creativity to make suggestions to improve application ffectively in - production Be responsible, conscious of organizing, working style in the modern industrial environment - Respect and apply innovative processes and regulations of the company - Honest, upright, not afraid of hard work - Takes responsibility and ethics towards quality of products made  Sales sector: - Have a minimum experience related to the job position - Good communication (presentation, negotiation, writing ), sales skills, - teamwork skills Dynamic, working independently, have progressive spirit, dedication; know to - share, sociable, quick and vivacious There is passion and knowledge of the automotive sector All working positions in the business sector (directly or indirectly) before taking - over the task of apprenticeship in the Business Department Frequent transfer human resources of sales consulatnts, services, the sales leader, sales leaders between the branches in the system   - A healthy competitive environment among sales consultants in the same branch Opening a new branch needs human resources transfered from another brances Service sector: Always care colleagues, customers Express desire to serve customers Professional passion, hard to learn and improve their professional skills Be whole-hearted to work and clients Ensure quality of assigned work Hospitality Honestly, know to overcome the flaws Basic Construction and Real Estate Investment sector: Professional qualifications meet the requirements to ensure the development of - the company Honest and responsible for the projects, works Attitude to the organization of work, propose innovative solutions applied cost - effectively to ensure proper use cost Be responsible and self-confident, responsible for the progress and completion time of the projects, works - Solidarity, sharing and helping colleagues  Financial and Accounting Investment sector: - Making good financial management: cost management, cash management, credit - management, price management Knowing the work of accounting management to monitor, advise and support - business activities Must be dynamic, understand system and proactively operate under the system Basic knowledge related to the business activities of the company (investment, - production, sales and spare parts service-after-sales…) There is a sense of self-education and training to meet the requirements of - professional, corporate strategy and new trends Strengthen the planning and control of the plan implementation Warning unit, company's leaders when there are activities affected or will affect the interests of the unit, the company… The indicators should be achieved Striving to achieve a number of key indicators of human development as follows: Some key indicators of human development period 2013-2018 Indicators In 2013 Rate of managers has higher graduate 20% In 2018 50% qualifications Rate of workers has 3/7 vocational 50% 70% qualifications Rate of employees quits the jobs 20% 10% V SWOT ANALYSIS OF THE HUMAN DEVELOPMENT OF THACO Strengths: - THACO currently owns modern automotive assembly factory complexes with the largest scale in Vietnam This complex was built in Chu Lai Open Economic Zone, which includes 10 Auto manufacturing and assembling companies, freight forwarding and distribution companies and spare parts Business Company In 2009, the production complex helped the company shipped 20,346 vehicles There is full range of supply chain set in a geographical area - Management team: THACO leadership Board came from the private sector, clear about long-term strategy and efforts on the highest transparency towards shareholders' interests The THACO major shareholders have experience in the field of automotive business THACO is operated by the pioneers, experience in manufacturing and assembling automobiles in Vietnam - Thaco human resources are the core values and characterized by outstanding staff with the spirit of the dedication - Strategy and plans for practical training, the remuneration policy of the team that would give employees peace of mind and the dedication - The fierce competition of the market to some extent, promotes the spirit of learning, selfimprovement, self-renewal and the accumulated experience of each worker in Thaco staff Weaknesses - Uneven level workforce - Young, inexperienced workforce so caring customer is not careful - Investing in training for officers and employees, but the investment cost for the training is not much Opportunities - Along with the strong development of the company, employee quality will be significantly improved Thaco Staff will have the opportunity to interact and cooperate with all employees who set partnerhip with Thaco as Toyota, Ford … - Thaco developed strongly to attract high-quality labor resources from competitors or attract workers from developing countries in the world Challenges - The biggest challenge for Vietnamese workers in general and Thaco staff in particular is poor quality both physically and intellectually - Due to the high competition of the market economy, officials and employees of Thaco can’t avoid the fluctuations of their employment - Moreover, Thaco imported high quality officers and employees from rivals and advanced countries make the use value of older workers and workers diminished, causing them bored at work VI HUMAN RESOURCE STRATEGY AND POLICIES: As one of the largest corporations of Vietnam industry, Truong Hai always has human strategy for both width and depth With the principle of "8 T works": "Commitment Honesty - Intelligence - Confident - Respect - Faithfulness – Caring – Convenient" This is the core value of THACO culture, the intangible asset to build a THACO cultural environment based on internal criteria (commitment, honesty, Intelligence, confidence) and the external criteria (respect, faithfulness, caring, convenient) Truong Hai Company has developed strategies to develop, transfer and apply a variety of policies and regulations of behavior allowed in the company Followwing to the criteria on the development of human strategies, Truong Hai must be assured of the key elements of the human organization: The role of each individual in the organization The legal framework, rules and regulations - laws Treatment measures - consequences The tools for handling With the required contents above Truong Hai has built and launched HR strategies and policies in the following points: HR strategies:  Development of human resources has the right attitude and appropriate capacity to operate the administration system to be improved over time  Develop the execellent workforce with the spirit of dedication, self-consciously training attitude, capablity and co-operation to create typical core values of Thaco Human resource development policy of Thaco:  Human is critical and valuable capital  Develop human resources to be able to meet the business development of the automobile manufacturers and companies involved automobile industry of the country  Thaco implements long-term human resource policies used by training programs and reasonable working assignments, in order to create the best environment to develop human resources to accompany the development of the company  Focus on development of internal human resources and inherited team, and recruit additional manpower from outside and foreign experts with the ability to train  Human resources integrate company’s culture and ensure the integrity of core values that the company has formed during development Human resources development policy in specialized sector: Production sector:  Professional qualifications, technical qualifications meet current requirements and keep pace with the development of science and technology in the future  Thinking, creativity to make suggestions to improve application effectively in production  Be responsible, conscious of organizing, working style in the modern industrial environment  Respect and apply innovative processes and regulations of the company  Honest, upright, not afraid of hard work  Takes responsibility and ethics towards quality of products made Sales sector:  Have a minimum experience related to the job position  Good communication (presentation, negotiation, writing ), sales skills, teamwork skills  Dynamic, workings independently, have progressive spirit, dedication; know to share, sociable, quick, and vivacious  There is passion and knowledge of the automotive sector  All working position in the business sector (directly or indirectly) before taking over the task of apprenticeship in the Business Department  Frequent transfer human resources of sales consulatnts, services, the sales leader, sales leaders between the branches in the system  A healthy competitive environment among sales consultants in the same branch  Opening a new branch needs human resources transfered from another brances Service sector:  Always care colleagues, customers  Express desire to serve customers  Professional passion, hard to learn and improve their professional skills  Be whole-hearted to work and clients  Ensure quality of assigned work  Hospitality  Honestly, know to overcome the flaws Basic Construction and Real Estate Investment sector:  Professional qualifications meet the requirements to ensure the development of the company  Honest and responsible for the projects, works  Attitude to the organization of work, propose innovative solutions applied cost effectively to ensure proper use cost  Be responsible and self-confident, responsible for the progress and completion time of the projects, works  Solidarity, sharing and helping colleagues Financial and Accounting Investment sector:  Making good financial management: cost management, cash management, credit management, price management  Knowing the work of accounting management to monitor, advise and support business activities  Must be dynamic, understand system and proactively operate under the system  Basic knowledge related to the business activities of the company (investment, production, sales and spare parts service-after-sales…)  There is a sense of self-education and training to meet the requirements of professional, corporate strategy and new trends  Strengthen the planning and control of the plan implementation  Warning unit, company's leaders when there are activities affected or will affect the interests of the unit, the company 4 Recruitment policy:  Unity and publicity throughout the system  Recruit under the demand and criteria  Preferred experience in the automotive industry and the local workforce  Focus on strengthening human resources support for Chu Lai Complex  Attracting high-level human resources and training experts from abroad Training policy:  As the most important task in building and developing human resources  Apply various training programs: integration, professional skills, development, new technologies , internal or external  Focus training on the job: superiors train subornates, high level professionals / skilled workers train lower level  Transfer human resources to train through practical work  Training production human resources from Vocational College of Chu Lai Truong Hai Complex Human resource development and management policy:  Manage employees in accordance with law and the rules, regulations and policies of the company  Develop a healthy working relationship based on the development of unions in accordance with corporate culture  Manage human Resource from the nodal point, strict hierarchy and accountability  Job description; define the responsibilities and rights to each title  Promote, reward and remuneration based on assessment of individual's attitude and capacity Policy of salaries, bonuses, remuneration and benefits:  Ensure employees' income and compete commensurate with the job in the same industry, the same area at each time  Wage income includes basic salary and other allowances commensurate with the effort, responsibility and working efficiency  Consider adjusting wages 02 times/year  The collective and individual with outstanding achievements will be honored and deserved commendation timely, public and fair  Periodical reward oolicy at the middle year and the end of the year depending on the results of operations  Extraordinary bonus mode according to achievements of individuals and collectives VII REFERENCE Peter Boxall, John Purcell,And Patrick Wright (2007), Human Resource Management, Oxford University Press Truong Hai Auto JSC : http://www.truonghaiauto.com.vn/ ... dedication - The fierce competition of the market to some extent, promotes the spirit of learning, selfimprovement, self-renewal and the accumulated experience of each worker in Thaco staff Weaknesses... transfer human resources of sales consulatnts, services, the sales leader, sales leaders between the branches in the system  A healthy competitive environment among sales consultants in the same... people, of which the central sector has nearly million people The appearance of the young entrepreneurs is seen as a new factor in human resources, if known to exploit, foster, use effectively,