The thesis proposed a number of solutions for state management agencies and focal points of the coal industry such as Vinacomin and DBCo to innovate and improve the SM of HRD in 2 Vietnam coal industry as well as to raise the efficiency and efficiency of the SM of HRD in the coal industry, aiming for the sustainable development (SD) of Vietnam coal industry in the future.
i MINISTRY OF EDUCATION MINISTRY OF PLANNING AND TRAINING AND INVESTERMENT CENTRAL INSTITUTE FOR ECONOMIC MANAGEMENT PHUONG HUU TUNG INNOVATION OF STATE MANAGEMENT FOR HUMAN RESOURCE DEVELOPMENT IN VIETNAM COAL INDUSTRY Major: Economic Management Code: 34 04 10 SUMMARY OF DOCTORAL THESIS OF ECONOMICS Hanoi, 2018 ii Completed at: CENTRAL INSTITUTE FOR ECONOMIC MANAGEMENT Scientific supervisors: Dr Nguyen Manh Hai Assoc.Prof, Dr Mac Van Tien Reviewer 1: Assoc.Prof, Dr Cao Van Sam Reviewer 2: Assoc.Prof, Dr Vu Thanh Son Reviewer 3: Dr Nguyen Van Hai This thesis defense is witnessed by Institute-level Thesis Examination Council of Central Institute for Economic Management at …… on ……, 2018 The thesis can be looked up at Libraries of: - Central Institute for Economic Management; - National Library, Hanoi INTRODUCTION The necessity of the thesis topic The most outstanding feature of production and Business Management (BM) in general, Human Resource Management (HRM) in Vietnam coal industry in specific is command of implementation and actions Specifically, Vietnam National Coal-Mineral Industries Group (Vinacomin) and Dong Bac Corporation (DBCo) are the management agencies who will set goals for branches in terms of business results, pricing, output, labour quota, wage and the like, meaning that enterprises are less independent, responsible and flexible in HRM State Management (SM) in Human Resource Development (HRD) in Vietnam coal industry is being dispersed among the Ministry of Industry and Trade and Ministry of Natural Resources and Environment, the Ministry of Labor, Invalids and Social Affairs, ministries, branches and localities having head offices of Vietnam coal industry This makes a unit in the coal industry can be instructed and commanded by different ministries and localities through inconsistent guidelines; Therefore, coal units are confused to implement coal production and business and manpower management of Vietnam coal industry There have been many domestic and foreign studies on HRD from the national, regional and group perspectives to corporate one Most of the research deal with the HRD from the perspective of corporate governance, with few research on HRD from a management perspective, and no research on SM of HRD in Vietnam coal industry To solve the problem above, the author selected topic: “Innovation of state management for human resources development in Vietnam coal industry” Purpose and meaning of the study of thesis topic * Purpose of study: The thesis proposed a number of solutions for state management agencies and focal points of the coal industry such as Vinacomin and DBCo to innovate and improve the SM of HRD in Vietnam coal industry as well as to raise the efficiency and efficiency of the SM of HRD in the coal industry, aiming for the sustainable development (SD) of Vietnam coal industry in the future * Theoretical meaning: The thesis supplements and clarifies the rationale of state management of human resource development of the coal industry on issues such as concepts, objectives, contents, methods and tools of SM of HRD Moreover, it helps develop evaluation criteria and elements SM of HRD of the coal industry At the same time, it identifies and assesses the impact of the factors on the SM of HDR of the coal industry in the context of deep international integration today * Practical meaning: The thesis provides scientific arguments for proposing a number of solutions to relevant SM agencies and local administrations having their headquarters in raising the efficiency and effectiveness of SM of HRD of Vietnam coal industry to meet the requirements of coal production and trading and SD of Vietnam coal industry Structure of the thesis Apart from introduction, conclusion, appendix and references, the content of this thesis includes chapters Chapter 1: Overview of state management studies on human resource development of the coal industry Chapter 2: Theoretical basis of state management for human resources development of coal industry Chapter 3: Current status of the state management for human resources development in Vietnam coal industry Chapter 4: Orientation and solutions innovation of state management for human resource development of the Vietnam coal industry CHAPTER 1: OVERVIEW OF STATE MANAGEMENT STUDIES ON HUMAN RESOURCE DEVELOPMENT OF THE COAL INDUSTRY 1.1 Overview of research published at domestic and abroad related to thesis topic 1.1.1 Overview of foreign studies The researches on State Management for HRD in the coal industry is approached from macro perspective and addressed the following issues: Firstly, build a well-educated and appropriate HR through training and HRD from the industry to country level Secondly, HR as a source of capital, if used well, will greatly contribute to the development of industries and countries Thirdly, SM of HRD in the coal industry of countries in the world with developed mining industries such as Germany, China and Indonesia focus on issues such as forming strategy HRD, ensuring labor safety and SD of the coal sector of the country 1.1.2 Overview of research in the country First, HRD in enterprises researches and proposes solutions to HRD in enterprises The main researched subjects are technical workers and managers at State-owned enterprises, small and medium enterprises in Vietnam, electricity enterprises, textiles and garments, high quality human resources, managers at groups and corporations with State capital Secondly, the SM of HRD of the coal industry includes studies on attracting HR, motivating people to work, analyzing and assessing the HRD of coal industry 1.1.3 The issues of the thesis have not been researched and solved in publicized studies - Most of previous studies on HRD from the perspective of corporate management, a few research from perspective of SM for HRM - There is no study on the concept, role and assessment criteria of state management for HRD in Vietnam coal industry - There is no study on the contents, methods and tools of SM for HRD in Vietnam coal industry 1.1.4 Critical issues will be researched and solved in the thesis Firstly, the development of the HR of the coal industry needs to be approached from the perspective of SM of HRD at the sectorial level Secondly, the thesis clarifies the practical basis of SM for HRD in Vietnam coal industry Thirdly, the SM of HRD in Vietnam coal industry needs to be managed in a way that is effective, consistent and highly sustainable 1.2 Directional resolution of researched issues in the thesis 1.2.1 Research objectives of the thesis The thesis proposes several innovative solutions to SM for HRD of Vietnam coal industry that help to enhance efficiency and effectiveness of SM for HRD towards sustainable development of Vietnam coal industry in future 1.2.2 Research questions of the thesis Firstly, what are the research perspective, content, method, used tools, impact elements, and assessment criteria and indicators of SM for HRD on Vietnam coal industry? Secondly, what are issues of SM for HRD on Vietnam coal industry till 2025 Thirdly, what we need to innovate SM for HRD on Vietnam coal industry till 2025 to achieve sustainable development of human resources as well as Vietnam coal industry 1.2.3 Research subjects and scope of the thesis topic - Research subjects: theoretical and practical issues of SM for HRD in Vietnam coal industry - Scope of work: + Content: HRD in Vietnam coal industry follows target approach SM of HRD in Vietnam coal industry follows management process: Strategic planning; Policy issuing; Policy implementing; Inspecting; and testing HRD in Vietnam coal industry + Scope: The thesis majorly studies coal exploration, investigation, construction, investment, and exploitation enterprises; and coal screening and processing enterprises managed by Vinacomin and DBCo - Defense Ministry + Time: Real circumstances of SM of HRD of Vietnam coal industry in the period 2010-2016, secondary database of 2016 and 2017 Several solutions to SM of HRD of Vietnam coal industry till 2025 1.2.4 Research approach and research method of the thesis 1.2.4.1 Theoretical analysis framework of the thesis Research process: Topic, on line, policy, war of HRD in Vietnam coal industry Factors affecting: * International context * Macro environment * The coal industry * Enterprises, workers Tasks and requirements on SM for HRD in Vietnam coal industry SM for HRD in Vietnam coal industry Strategic orientation in HRD Policy, legal framework in HRD Organization of implementation in HRD Solutions of SM for HRD in Vietnam coal industry Limitations, causes of limitations Inspection, testing, supervision in HRD Figure 1.1 Analysis framework diagram of the thesis 1.2.4.2 Approach of research subjects SM of HRD of Vietnam coal industry follows management process: Strategic planning; Policy issuing; Policy implementing; Inspecting; and Testing HRD of Vietnam coal industry 1.2.4.3 Research method; collecting and processing information and materials * Research method: The author uses several research methods namely: descriptive statistics, exploratory factor analysis (EFA), professional methods * Collecting secondary information and materials: Pulished statistics database, reports of management agencies as the Governemnt, General Statistics Office of Vietnam, Ministry of Foreign Affairs, Vinacomin, DBC – Defense Ministry, Vietnam Coal Enterprises * Collecting primary information and materials: - Survey: Respondents are Vietnam coal companies, specifically 92 enterprises questionnaires devided into groups: (i) Managers at Vinacomin and DBC; (ii) Head of Administration Department – HR Department of enterprises - Data processing: Collected and investigated data is analyzed by SPSS 20.0 software and comparatively analyzed by excel - Measurement scale formation and accreditation: To measure implementation level of 18 elements based on 04 assessment criteria of SM for HRD of Vietnam coal industry, the author uses the identification scale and Liker scale with 05 levels that fits to each specific criteria To indentify credit and suitable level of scale, the author uses Cronbach Anpha coefficient of statistics analysis of IBM SPSS Statistics 20.0 software The majority of researchers agreed that Cronbach Anpha factor at 0.7 or higher is usable, but Cronbach Anpha value at 0.63 or higher (DeVeliss, 1991) is usable in SM for HRD of Vietnam coal industry that is a new concept CHAPTER THEORETICAL BASIS OF STATE MANAGEMENT FOR HUMAN RESOURCE DEVELOPMENT OF COAL INDUSTRY 2.1 Human resources of coal industry, HRD in the modern market economy and international integration 2.1.1 Human resources of coal industry 2.1.1.1 Concept and features of human resources in coal industry - Concept: HR of coal industry is the entire workforce in the coal enterprises at a certain time, which is expressed by quantity, proportion, and quality and working ability of each employee contributing to common goals of coal enterprises - Features: Coal industry use a large number of employees; direct employees account for a major proportion, the majority of labour are male under 40 years old Coal employees often work underground in deep level and hard working environment which harms to their health as they frequently engage to such harmful sustances as methane and carbon At the same time, manufacturing locations of coal enterprises are mainly mountainous and remote ares with poor transportaion It is true that coal exploration must be accompanied with the environmental protection 2.1.1.2 Human rerource market in coal industry Human resource demand in coal industry: HR demand tends to decrease due to competetion pressure leading to reduce labour to boost productivity HR supply is rare in the circumstance of intensively international integration and touch compatition of well-qualified, trained, and management labour HR market of coal industry in the context of intensively international integration has 02 basic features, which are the shortage of management labour and well-qualified workers with international standard tranining (supply is less than demand), and the redundancy of indirect workers and direct workers who are fail to meet international standards (supply greater than demand) 2.1.2 HRD of coal industry in the condition of modern market and international economic integration 2.1.2.1 Concepts - Modern economic market: is the economy of humanism, competition, equality that motivates capable people as well as supports incapable ones to share opportunities to everyone - International economic integration: is the process that countries activities to enhance cohesion among countries based on shares of benefits, goals, value, resources, and power as well as comply common rules within international institutions or orgranisations - HRD of coal industry in the condition of modern economic market and international economic - economic integration: is the process to ensure enough quantity, reasonable scale, quality improvement of human resource, productivity improvement to meet requirements of manufacturing and current and future business activities; towards sustanable development and standardization of the global coal industry 2.1.2.2 Requirements for HRD of coal industry in the condition of modern economic market and international economic - economic integration - Training human resource to meet social needs, and regional and international standards - Enhane the quality and efficiency of training, using coal labour is the piority 2.1.2.3 Content, method of HRD in the coal industry in the condition of modern economic market and international economic integration a Content of HRD in the coal industry - Ensure human resource quantity - Rationalize human resource structure - Enhane human resource quality - Improve productivity b Method of HRD in the coal industry - Develop labour market of the coal industry - Invest in HRD in the coal industry - Expand and strengthen connection among coal industry with enterprices inside and outside the industry in HRD - Enhance management capability of HR in the coal industry - Develop training facilities of coal industry to meet requirements of international economic integration and 4.0 industrial revolution 2.2 State management for human resources development in the coal industry 2.2.1 Concepts and some theories of SM for HRD in the coal industry - Concept: SM for HRD in the coal industry is impact of the state on HR of the coal industry to create sufficient workfoce in terms of quantity, reasonable structure, high quality and productivity; employees works in a dependent, creative ways and have long-term commitment to the sector, towards sustanable development of HR 11 Table 2.1 Assessment criteria of SM for HRD of coal industry Criteria Sign Assessment criteria HL1 HL2 HL3 Effectiveness HL4 HL5 HL6 HL7 HQ1 HQ2 Efficiency HQ3 HQ4 PH1 Suitability PH2 PH3 BV1 BV2 Sustainability BV3 BV4 Requirement extent of HR to HR strategy and plan and coal manufacturing and business activities Full-up extent of policy of HRD of coal industry Support extent of Group, Corporation to HRD of coal enterprises Policy follow extent of attracting and recruiting HR Policy follow extent of labour safety and protection Policy follow extent of assessment policy of work commitment, emulation, and rewards for employees Commitment extent of wage and incentive policy Productivity completion extent compared to plan Manufacturing and business completion extent compared to plan Ability of bringing benefits when doing HRD to the development of coal industry Ability of saving costs of Manufacturing and business activities of coal industry after applying HRD activities Suitability extent of legal framework of SM for HR employment in enterprises Suitability extent of targets of HRD plans and HR employment of coal Suitability extent of HRD policy of coal industry and national HRD strategy Connection extent of HRD policy and national HRD strategy Suitability extent of HR quality, structure and sustainable strategy of coal industry Enhancement and suitability extent of HR quality and sustainable strategy of coal industry Deployment and assignment job extent of HR to be reasonable and effective for sustainable strategy of coal industry 2.3 Elements impacting on effectiveness and efficiency of SM for HRD of coal industry The coal industry does business in an market economy and intensively international integration; SM for HRD of coal industry is affected by 02 12 elements namely: (i) Objective factors (ii) Subjective factors as Figure 2.2 below: Figure 2.2 Elements impacting on SM for HRD of coal industry 2.4 Experience of SM for HRD of coal industry in some countries and lessons for Vietnam Experience of SM for HRD of coal industry in some countries with a developed mining industry such as Germany, Japan, China helps to build 05 lessions learned for Vietnam: Firstly, enhancing effectiveness and efficiency of HRD Secondly, building long-term and highly practical HRD strategy Thirdly, recruiting management is critical Fourthly, vocational training for coal employees to equip them practical and effective skills Finally, wage and welfare management of employees based on job efficiency CHAPTER 3: CURRENT STATUS OF THE STATE MANAGEMENT FOR HUMAN RESOURCES DEVELOPMENT IN THE VIETNAM COAL INDUSTRY 3.1 Overview of the coal industry and human resource development for Vietnam coal industry 3.1.1 Overview of the Vietnam coal industry Vietnam coal industry has a history of over 175 years, with 79 years of 13 glorious tradition, from the total strike on November 12, 1936 of more than 3,000 miners won a brilliant victory In the beginning of the 1990s, Vietnam coal industry faced severe difficulties and challenges VIETNAM COAL INDUSTRY Vietnam Coal and Mineral Industries Group * Coal industry * Mineral industry * Electrical industry * Industry explode materials * Other jobs Dong Bac Corporation * Coal industry * Mineral industry * Building materials industry * Manufacturing industry * Other jobs Figure 3.1 Main business fields of Vietnam coal industry The coal industry consists of Vinacomin, DBCo formerly the same unit By 2014, DBCo was separated from Vinacomin and under the overall management of the Ministry of Defense Vinacomin and DBCo are the two leading units of the state-owned coal industry and account for 100% of charter capital 3.1.2 Current situation of human resources development in Vietnam coal industry According to the data collected and Figure 3.3 and Figure 3.4, the scale of the HR of the coal sector in Vietnam has not changed significantly, and the motivation to attract labor to the coal industry from the workforce is not big The structure has not changed sharply in the direction of reducing indirect HR, not really suitable with the current market mechanism 14 Figure 3.3 Number of HR in Vietnam coal industry in 2010-2016 Figure 3.4 Structure of HR by title for period 2010-2016 3.2 Current status of the state management for human resources development in Vietnam coal industry 3.2.1 Current situation of strategic orientation for human resource development in Vietnam coal industry - The coal industry has built up a workforce with the goal: “Intellectual + Loyalty + Discipline + Concentration = Win” - To build and develop a system of training establishments at all levels of the coal industry in a synchronized and modern manner meeting the national, regional and international standards 15 - Good localization and traditionalization of human resources - Prioritize the treatment of heavy, hazardous and dangerous workers (especially in pit mines) - Maintaining and developing the traditional culture and corporate culture of the Vietnam coal industry 3.2.2 Creating a legal framework for human resources development in Vietnam coal industry 3.2.2.1 Policy of attracting the smelters into the Vietnam coal industry: The coal industry has implemented a policy of attracting workers since they were miners Vinacomin and DBCo have instructed and coordinated the training institutions and enterprises to strengthen the communication on regimes and policies for the students to learn the pit industry; electrical engineering, transportation Support for working conditions, treatment policies for workers working in the pit 3.2.2.2 Recruitment policy: All employees recruited into Vietnam coal industry must pass the form of recruitment to ensure the quality of labor, with priority given to children who are land recovered for investment projects, children employee's death due to labor accident 3.2.2.3 Priority policy for workers working in coal mines: Occupational preferential policies such as labor restructuring policy, renovation of rehabilitation policy Maintain preferential welfare regimes for workers working in the pit and implement social security within the entire coal industry 3.2.2.4 Use policy, human resources: To implement preferential policies in accordance with the actual conditions of the school so as to create the most favorable conditions for students to study successfully after graduation in the long service in the coal industry To maintain and improve the efficiency of the implementation of preferential regimes for smelters, heavy and harmful laborers 3.2.2.5 Human resource training and development policy: 16 To concentrate on training and raising the qualifications of the existing contingent of technicians; additional training for missing, weak points; To build up a coalition of employees and workers in both quality and quantity so that they can master the advanced technologies and equipment To develop a number of specialized training schools in the field, striving to build Vietnam-based College of Mining and Mineral Resources up to international standards 3.2.3 Organizing the development for HR in Vietnam coal industry 3.2.3.1 Attracting and recruiting workers into Vietnam coal industry: Annually, the number of newly recruited employees contributes nearly 10% of the total labor force of the whole coal industry in Vietnam, indicating a great change in the human resources in the sector and more than 50% of the additional labor force The sector is a new source of employment from the labor market 3.2.3.2 Employing and treating workers in Vietnam coal industry: - Wages: upward trend in the period 2010-2016, especially from 2014 to 2016 when DBCo separated from Vinacomin, the wages of labor significantly increased coal industry; In 2014 the average in this industry was 8.625 million VND/person-month and direct labor of 12.750 million VND/person-month By 2016, the direct labor wage was 13.275 million VND/person-month, increasing by 2.894 million/person-month, which was 27,87% higher than that of 2010 - Welfare: Every year, the units organize convalescence, visit the resort for workers and laborers According to the survey, 88.7% of the workers were held by the company for convalescence or vacation In 2014 and 2015, the total number of workers for rest, rehabilitation and rehabilitation are 13,139 people; The number of days for each nursing period is 11 days with the cost of one day nursing and rehabilitation is 205,000 VND/day, nursing and rehabilitation after lung washing is 237,000 VND/day 3.2.3.3 Training and fostering HR in Vietnam coal industry 17 The coal industry directly manages two training centers, namely the Vietnam College of Coal and Mineral Industries and; Vinacomin Business School Among the sectors that have been trained at university or higher, main majors are the mining and mechanical engineering majors, the number of post-graduate graduates and the number of trained graduates Cooperative training with local and foreign universities: The Vietnam coal industry has actively cooperated with universities in Russia, Poland, China, Germany and Japan A number of prestigious universities and vocational training institutions in the country 3.2.4 Inspecting and examining the HRD of Vietnam coal industry At the central and local levels, the strengthening of the inspection system, the strengthening of inspection, anti-corruption, corruption and waste are now considered as a focus in state management HRD Labor inspection activities are not strong enough to inspect all incidents arising in the relationship between employers and workers with more than 100 enterprises in Vietnam coal industry The inspection, examination and handling of violations in the implementation of policies and laws on human and HRD have not been regular in time and are not serious enough 3.3 Assessing the efficiency and effectiveness of the state management for human resources development in the Vietnam coal industry a The results of the measure of effectiveness Basically, managers believe that human resources have a certain contribution to the business and development strategies of the coal industry in Vietnam The implementation of policies is effective, with the high rate of approval proportion of businesses which is from 40 to 60% b Results measure the effectiveness The efficiency of the state management of HRD is also measured by the efficiency of coal production in Vietnam The coal industry is always interested in increasing labor productivity for workers and improving 18 their productivity Business efficiency with the high rate of approval of enterprises over 40% c Results of measurement of suitability Legal aspects of HRD are not suitable with the current use of human resources in Vietnam coal industry in, with the rate of confusion and disagreement of enterprises is still high over 50% d Results of sustainability The quantity, structure of human resources, layout, arrangement and use has not changed positively for the development of human resources in Vietnam coal industry, the rate of confusion still high, which is 44.6% e Some limitations and causes of limitations - The strategic orientation of HRD of Vietnam coal industry is in line with the strategic documents and plans for the development of the coal industry by 2025, not yet quantified into specific targets - Create a legal framework and organize the implementation of planning, plans and policies on HRD in Vietnam coal industry: Some units are still quite rigid in implementing related policies For example, the salary gap between positions and occupations is not linked to the nature of work New recruiters are not diversified, so businesses still have to receive labor but not really satisfied As for the recruitment in the leadership positions, still the most common traits of the familiar secondhand dominant employment results The coordination between schools and businesses is not synchronized, some enterprises have not clearly expressed the role of selfmanagement of HR, but entrusted to schools in the recruitment of HR The investment in training and HRD of enterprises is not well prepared - The work of HRD in Vietnam coal industry has not been very drastic CHAPTER 4: ORIENTATION AND SOLUTIONS INNOVATION OF STATE MANAGEMENT FOR HUMAN RESOURCE DEVELOPMENT OF THE VIETNAM COAL INDUSTRY 4.1 Context and advantages and disadvantages of innovation SM for human resource development in Vietnam coal industry to 2025 19 4.1.1 Context of innovation state management for human resources development in the coal industry of Vietnam until 2025 In a flat world like today, all resources must be integrated and highly competitive Hence, it requires countries, industries and businesses to prepare for integration soon Vietnam is a country that actively integrates and participates in multilateral and bilateral international economic integration 4.1.2 Advantages, difficulties and requirements innovation SM for human resources development in Vietnam coal industry 4.1.2.1 Advantages At present and in the future, Vietnam coal industry, Vinacomin and DBCo have many comparative advantages compared to other units Vinacomin is an economic group with the State holding the chartered capital at the controlling level, assigned by the State to manage the majority of important natural resources such as coal and some important minerals Vinacomin also has a transparent and effective business strategy 4.2.1.2 Difficulties - SM of HRD faces the renewal of the business model and growth model of Vietnam coal industry - SM of HRD in Vietnam coal industry faces difficulties in resource depletion and climate change; - SM of HRD in the coal industry in Vietnam with the industrial revolution 4.0 4.2 Objectives, viewpoint and direction of innovation SM for human resource development in Vietnam coal industry to 2025 4.2.1 Viewpoint of innovation state management for human resource development in Vietnam coal industry - Identify the role of HRD in the production and business of Vietnam coal industry - It is necessary to separate the core role of the Government into orientation, creating and serving HRD activities - SM of socialization of investment in HRD of Vietnam coal industry - Renovation of SM of HRD of Vietnam coal industry by 2025 must go hand in hand with administrative reform and must be linked with the 20 socialist-oriented economic integration and international economic integration 4.2.2 Orientation of innovation state management for human resources development in Vietnam coal industry to 2025 - SM of HRD of Vietnam coal industry towards international economic integration - Complete the legal framework for HRD of the coal industry - To promulgate and implement policies on HRD of the coal industry in Vietnam in the direction of meeting the needs of the society as a whole - The inspection and examination of the HRD of the coal industry towards autonomy and self-responsibility of the units; The sanctioning of violators is strong enough, strictly and fairly 4.3 A number of key solutions to innovation state management for human resources development in Vietnam coal industry to 2025 4.3.1 Innovation for human resources development orientation in Vietnam coal industry Set the objective of HRD of the Vietnam coal industry in line with the State's undertakings, policies and laws To plan the development of the human resources of the coal industry in the national socio-economic development master plan and the national HRD plan of each locality with the head office of the coal industry of Vietnam Strengthening the forecast of HRD and HR needs Having specific criteria and norms on the size and structure and quality of HR and labor productivity in line with the demand for development of Vietnam coal industry 4.3.2 Complete the legal framework for human resource development in Vietnam coal industry 4.3.2.1 Creation of a legal framework for the human resource development in Vietnam coal industry - To review and perfect the system of legal documents regulating the coal production and trading activities in order to strengthen the SM of coal production and trading - Improve the legal basis for the labor market - Planning and development of job placement establishments - Formulation of the informal labor market management policy 21 - Formulating and implementing policies on training, fostering, rewarding and rewarding talented people 4.3.2.2 Improve policies to attract and retain employees - Continuing to maintain the work of living, working conditions, housing for laborers working in pits, doing particularly heavy, hazardous and dangerous jobs - Implementing the policy of using less labor, paying high salaries at a reasonable level to retain high quality workers - Implementing the supplementary pension insurance policy to attract and retain positions where labor plays a decisive role in the stability and development of each enterprise and the coal industry 4.3.2.3 Improve the recruitment policy of human resources - From 2018 onward, we will continue to carry out all units of policy on recruiting human resources through recruitment examinations with all employees recruited into Vietnam coal industry - With the characteristics of mining in the pit, miners play a very important role in production and business, so the health of the miners are of prime concern, labor safety is on over 4.3.2.4 Improve the training policy and coal mining sector - Vinacomin, DBCo need to improve the capacity of training facilities, teachers for the specialized training field - Improving the quality of vocational training for workers and laborers To form a number of advanced training establishments of the region, linking training with technology transfer and experimental production at a number of mines - Vinacomin, DBCo build up the contingent of workers and workers in the coal industry of Vietnam with high quality, sufficient quantity in a reasonable structure, suitable to the requirements of each enterprise 4.3.3 Innovate the regulation of State and organize for human resources development in Vietnam coal industry a Innovate to attract, recruit human resources into the coal industry - Innovation of the recruitment of mine trainees - Innovation of training at the University - Innovation of training and production practices - Innovating the quality of vocational training 22 b Renovation of training and HRD in the coal industry in the context of international integration - Plan, renovate, rearrange, invest and build a system of training schools of the coal industry in line with international standards - To build a contingent of teachers into key personnel in improving the quality of human resources in the coal industry - Regularly paid attention to the investment in facilities for schools to improve the quality of education and training - Improve the management capacity and improve the quality of the human resources of the coal industry - To expand and raise the efficiency of international cooperation on mining 4.3.4 Strengthen the inspection, supervision and supervision for human resources development in Vietnam coal industry - The State performs the function of creating a legal framework and examining, inspecting and supervising law enforcement and creating a healthy competitive environment in the field of coal production and trading - Strengthening the inspection team of Vietnam coal industry at all levels Complete the legal framework for inspection, monitoring and evaluation of units in the energy sector in general and coal production and trading in particular - Expeditiously reorganize and build up a team of highly skilled military personnel as well as expertise - Institutionalizing and strengthening the implementation of vocational training monitoring and quality assessment at coal industry facilities 4.4 Conditions for implementation of solutions to innovate the SM for human resources development in Vietnam coal industry In order to improve the quality of the labor force, the renovation of state management of human resources development in Vietnam coal industry in the coming time requires the participation of the whole political system, State enterprises, Vinacomin, DBCo, People's Committees of provinces and cities having their headquarters in the coal industry, and enterprises and workers in Vietnam coal industry 23 CONCLUSION SM for HRD in Vietnam coal industry in the context of modern market economy and international economic integration, bilateral and multilateral economic agreements that Vietnam participates in, especially the context of public revolution The fourth and fierce competition from the international labor market The issue of theoretical and practical research on SM for HRD of Vietnam coal industry will contribute to improving the effectiveness, efficiency and sustainable development of Vietnam coal industry in the future The author's thesis entitled “Innovation of state management for human resource development of Vietnam coal industry” has obtained the following results: (1) The author has systematized the theoretical basis of SM for HRD of the coal mining in terms of concepts, objectives, contents, methodologies, tools and criteria for assessment of SM for HRD of the sector Experiences on SM for HRD in the coal mining in countries around the world and lessons learned in Vietnam coal industry (2) The thesis analyzes the current status for HRD in Vietnam coal industry; analyzing and evaluating the state of the SM of the coal mining industry of Vietnam under the management process; evaluated according to 04 criteria of effectiveness, efficiency, relevance and sustainability and concretize into 18 indicators of SM assessment of Vietnam coal mining; This brings out the achievements and advantages as well as the limited aspects of SM in Vietnam coal industry (3) The author also proposed a number of measures to modernize the state management of the HR to meet the development strategy of the coal industry, the requirements of coal production and trading activities to 2025 and vision to 2030 + Reinforce the strategic orientation in Vietnam coal industry, clearly, fully, reasonably and sustainably for the development in Vietnam coal industry + To improve the legal framework for Vietnam coal mining such as: (i) policies on attracting and recruiting HR; (ii) priority policy on labor in 24 the pit; (iii) Policy on the use and enjoyment of HR; (iv) Policy on training and development of HR for the coal industry; (v) Policy on localization and traditionalization for HR in Vietnam coal industry + To renovate the mechanism of regulating, impacting and organizing the implementation of policies on development of the coal industry in Vietnam to ensure the seriousness, publicity, transparency and democratic justice in order to increase effectiveness and efficiency, suitable and sustainable Vietnam coal industry in the future + To renovate and improve the inspection, inspection and supervision of the coal mining activities in Vietnam coal industry order to enhance the efficiency, effectiveness, suitability and sustainability of the State policies at coal enterprises Vietnam strict sanctions enough deterrence In order to be effective, effective and well implemented in practice, the solutions for the renewal of state management in Vietnam coal mining by 2025 require the involvement of the entire political system, Ministry of National Defense, People Committees of provinces and cities having their headquarters in the coal industry, and enterprises and workers in Vietnam coal industry Despite many efforts, however, the author's thesis is inevitably shortcoming such as: the topic focuses only on the state management of general HR for the coal industry of Vietnam and the process of house management country; The thesis has not studied the manpower management method according to each type of enterprise, according to each business field, according to each specific locality The content of SM for HRD in Vietnam coal mining is a broad issue, covering; While the level of doctoral students is limited, these are the first steps in the path of scientific research that are difficult and extensive; The author has just limited some basic contents of SM for HRD We hope to receive the contributions of scientists, lecturers and readers interested in thesis topics to help the author continue further refine his research 25 LIST OF PUBLICATION OF THE AUTHOR Phuong Huu Tung (2015), “Solutions to attract laborers into Vietnam coal industry”, Journal of Vocational Education, No 20, May 2015, pp 22-24 Phuong Huu Tung (2015), “Development of professional skills for workers in Vietnam coal industry”, Journal of Vocational Education, No 24, September 2015, pp 14-15 & 28 Phuong Huu Tung (2015), “Improvement of internationlization of HR training in Viet Nam’s coal industry in the context of international economic integration”, Proceeding of the 2ND International scientific conference on Economic Management in Mineral Activities (EMMA 2015), Ha Noi Phuong Huu Tung (2015), “Vocational training in Vietnam coal industry in the context of international economic integration”, Journal of Vocational Education, No 26, November 2015, pp 19-21 Phuong Huu Tung (2016), “Improve the training capacity of vocational training institutions of Vietnam coal industry”, Journal of Vocational Education, No 32, May 2016; pp 21-24 Phuong Huu Tung (2016), “Experience in human resource development at the corporation and lessons for the Vietnam Coal-Mineral Industries Group”, Vietnam Economic Management Review, No 78, October 2016, pp 47-54 Phuong Huu Tung (2016), “Strengthening state management on HR development of Viet Nam’s coal industry”, Proceeding of the 3ND International scientific conference on Economic Management in Mineral Activities (EMMA 2016), Ha Noi Phuong Huu Tung (2017), “After years of implementation of Resolution No 02 /NQ-TW on Strategic Orientation for Minerals and Mining Industry”, Journal of Economics and Forecast, No 07, March 2017, pp 12-14 Phuong Huu Tung (2017), “Strengthening state management of mineral resources in Viet Nam”, Proceeding of International conference on Geo-Spatial technologies and Earth resources (GTER 2017), p437444, Ha Noi 10 Phuong Huu Tung (2017), “Challenges when Vietnam participates in a transparent initiative in the mining industry”, Journal of Economics and Forecast, No 32, November 2017, pp 22-24 ... difficulties of national coal industry 2.2.3 Innovate State management for HRD in the coal industry 2.2.3.1 Concept of innovation of SM for HRD in the coal industry Innovation of SM for HRD of coal industry. .. viewpoint and direction of innovation SM for human resource development in Vietnam coal industry to 2025 4.2.1 Viewpoint of innovation state management for human resource development in Vietnam coal. .. of key solutions to innovation state management for human resources development in Vietnam coal industry to 2025 4.3.1 Innovation for human resources development orientation in Vietnam coal industry