Giải pháp phát triển nguồn nhân lực quản trị tập đoàn công nghiệp cao su việt nam tt tiếng anh

1 INTRODUCTION Rationale Economic groups play an important role in the economy thanks to huge resources such as human resources, capital, facilities, technology, and markets, etc., which lead to their economies of scale and major products and expansive coordination with domestic and foreign enterprises to make better use of their resources and brands From those, they can have higher efficiency and competitiveness in the integration context Economic groups are able to adopt, apply and deploy modern technologies and transfer them to their member companies at low costs to implement their development strategies Economic groups have made great contributions to the development of the national economy, and narrowed the gaps with developed countries However, in order to fulfill that role, economic groups are required to have high quality human resources, in which management at all levels play an essential role in developing the groups leading to the importance of managerial human resource development in economic groups State-owned economic groups in Vietnam are established by the State with the aim to be the leading force to guide the economic development based on restructuring state-owned corporations, including Vietnam Rubber Group The State manages economic groups by approving, implementing and controlling the execution of strategies, planning, policies, development plans, group charter and managing documents on top executives, capital and assets, etc In terms of managerial personnel in State-owned economic groups, the Government, and relevant ministries and agencies manage the planning, policies and plans on personnel development, employment, appointment, shuffling, training and remuneration, etc Over the past few years, under the Government regulations, Ministry of Agriculture and Rural Development (MARD), the direct management body of Vietnam Rubber Group, has coordinated with Ministry of Internal Affairs, Ministry of Planning and Investment, Ministry of Finance and relevant agencies to implement planning, policies, and plans on the development, training, education and remuneration for managerial human resources, to ensure and develop the managerial personnel for economic groups However, there have been limitations on some regulations on standards and procedures of planning, appointment, training, education, pay and rewards, etc Besides, there have been some shortcomings in implementing and monitoring the implementation of these regulations by the State administration agencies, so managerial human resources of economic groups, particularly top managerial human resources under the management of the State still have limited managerial competency and inadequate succession planning for top management, especially in the context of international competition and integration Therefore, it is necessary to have changes and adjustments in controlling the development of managerial human resources from the perspectives of State administration and management of managerial human resources inVietnam Rubber Group in the context of corporate equitization and modernization There have not been any in-depth studies covering major aspects of State administration in developing corporate managerial human resources in economic groups in general and Vietnam Rubber Group in particular Therefore, the author selected the topic “Solutions for Developing Managerial Human Resources in Vietnam Rubber Group” for his dissertation with the aims to perfect and clarify theories and suggest solutions for developing managerial human resources in Vietnam Rubber Group (from the perspectives of State administration and management of Vietnam Rubber Group under management hierarchy) in order to meet the need for development of Vietnam Rubber Group in the coming time Aims and tasks of the research The dissertation aims to systematize and clarify theories on managerial human resources development in Vietnam Rubber Group under the economic management approach; analyze and evaluate the current situation of managerial human resource development in Vietnam Rubber Group, then make some major recommendations on managerial human resource development in Vietnam Rubber Group (with the focus on top executives and middle managers under succession planning who are managed by the direct State administration agency) in the period to 2025 The research tasks are as follows: First, summarizing theories, clarifying the concepts on developing managerial human resources in economic groups, studying practices in similar countries in the development of managerial human resources in economic groups and drawing lessons for Vietnam Rubber Group Second, based on the theoretical background, stating the features of managerial human resources and the current situation of managerial human resource development in Vietnam Rubber Group under the State control; identifying achievements, limitations, causes and issues of managerial human resource development in Vietnam Rubber Group Third, on the basis of the development orientation and goals of Vietnam Rubber Group, establishing some targets and requirements for managerial human resource development in Vietnam Rubber Group; make some major recommendations on managerial human resource development in Vietnam Rubber Group, with the focus on planning, development plans, policies on planning, employing, training and rewarding state-controlled managerial human resources Research questions Research questions: (1) What are State-owned economic groups? What are the features of State-owned economic groups? How they affect the State administration of their managerial human resources? (2) What is developing managerial human resources of economic groups under the economic management approach? (3) What are the contents and activities of managerial human resource development in State-owned economic groups? (4) What are the determinants of managerial human resource development in State-owned economic groups? (5) What are the achievements, limitations and causes in the managerial human resource development in Vietnam Rubber Group? (6) What should State administration agencies and Vietnam Rubber Group to development managerial human resources to meet the need for development of Vietnam Rubber Group? Subject and scope of the research Research subject: Theories and practices of managerial human resource development in Vietnam Rubber Group Research scope: Content: The dissertation studies the development of managerial human resources at top and middle level (current executives and managers under succession planning for top positions) in Vietnam Rubber Group The development of managerial human resources mainly focuses on improving the quality of managerial human resources through the planning, policies and plans for developing managerial human resources (under the control of the direct State administration agency) of Vietnam Rubber Group Development policies for managerial human resources center on planning, training and remuneration, which are major tools of the State to monitor and develop managerial human resources of State-owned economic groups and particularly Vietnam Rubber Group Space: The study is done in Vietnam Rubber Group (including the parent company and member companies under Vietnam Rubber Group) and State administration agencies related to the management of its managerial human resources Time: The research uses primary and secondary data on managerial human resource development in Vietnam Rubber Group from 2016 to now and suggests recommendations for the period to 2025 Contributions of the dissertation In theory: Building the theoretical framework on developing managerial human resources in economic groups by summarizing and clarifying issues on managerial human resources and its development; the development activities and criteria for managerial human resources in economic groups and major determinants of managerial human resource development in economic groups under the economic management approach; studying practices of managerial human resource development in economic groups in some countries and drawing lessons on developing managerial human resources in economic groups In practice: making 10 groups of solutions for managerial human resource development in Vietnam Rubber Group: (1) The State instructs the formulation and implementation of managerial human resource development, inspects and supervises the strategy implementation by tools of planning, policies and plans on managerial human resource development in Vietnam Rubber Group through the representative of the state capital in the Group, (2) The State enhances decentralization and authority for its representative at the Group in monitoring managerial human resource development in economic groups, especially postequitization, (3) The State and Vietnam Rubber Group should specify standards for top management for State-controlled personnel in appraising, planning and appointing top managerial personnel in Vietnam Rubber Group, (4) The State gives instructions to Vietnam Rubber Group through its equity representative to perfect the regulations on appraising managerial personnel for planning and appointing top executives in Vietnam Rubber Group to ensure accuracy and avoid loopholes, (5) The State should improve the procedure for planning top managerial human resources for its representative at Vietnam Rubber Group, (6) The State should issue policies on managerial human resource training and development in economic groups, Vietnam Rubber Group should specify the State policies by building and implementing plans on the managerial human resource training development in economic groups, (7) The State should develop training facilities, competence of training management and teachers for educating corporate executives in economic groups and Vietnam Rubber Group in particular, (8) The State and Vietnam Rubber Group need to perfect policies and plans on financial rewards for managerial human resources in Vietnam Rubber Group to motivate and facilitate the development of its managerial human resources, (9) Vietnam Rubber Group need to boost the training for its middle management, the main source for developing its top executives, (10) Vietnam Rubber Group should have sufficient budget for training its managerial human resources, especially in leadership, management skills and knowledge on corporate modernization Structure of the dissertation The dissertation is divided into chapters: Chapter 1: Literature review and methodology Chapter 2: Fundamental theories on development of managerial human resources in economic groups Chapter 3: Current situation of managerial human resource development in Vietnam Rubber Group Chapter 4: Orientation and solutions for managerial human resource development in Vietnam Rubber Group CHAPTER LITERATURE REVIEW AND METHODOLOGY 1.1 Literature review 1.1.1 Corporations, Economic groups, State-owned economic groups and State administration on State-owned economic groups Corporations are groups of enterprises including a parent company, subsidiaries and affiliated businesses The parent company is the center that links its members and affiliated businesses Economic groups can be owned by the State, individuals or families State-owned economic groups are established by the State, in which the parent company is a one-member limited liability with 100% chartered capital held by the State State administration on State-owned economic groups is executed by the ownership of equity in the groups and supervision by the inspection, audit, statements of Board of Directors of the parent company and regulations on management of the parent company 1.1.2 Managerial human resources, managerial human resource development in economic groups, and enterprises Managers, managerial human resources in economic groups and enterprises: Corporate managers are those who perform managerial tasks There are two types of managers, including strategic managers and operating managers with three levels of top, middle and first-line The total force of corporate managers is defined as managerial human resources of the groups Managers, managerial human resources in economic groups and enterprises: - Under the management approach to corporate managerial human resource development and under State administration approach to corporate managerial human resource development, some studies suggested macro-solutions such as reforming State administration, improving State administration policies and instruments the development of human resources, high quality resources and talents 6 - From the economic, human resource management approach, researches on theories and practices clarified the concept of human resource development in corporations under personal view, i.e improving physical strength, knowledge, skills and qualities to better meet the requirements of the positions, titles and jobs; from social view, it is the change in size, quality and appropriate structure to fulfill the employment demand; solutions on human resources focus on training and shuffling - Under State administration approach and other approaches related to managerial human resource development from State administration perspective: Some studies on managerial human resource development in State-owned economic groups presented the exercise of State administration functions and control of managerial human resources, but mainly State administration by legal regulations, policies on managerial human resources, especially top manager, including Chairman, members of Board of Directors, president, vice president, supervisors, etc A few studies mentioned State administration for managerial human resource development in economic groups, directors of state-owned enterprises at provincial level, etc in which the State formulated and implemented strategies, planning, policies, plans and programs on managerial human resource development, but mainly measures of training and policies such as creating sources, attracting, recruiting, employing, rewarding and creating active working environment Research gap, adoption and new contribution of the dissertation: Research gap: Although there have been quite many studies on economic groups, operations and management of State-owned economic groups, and corporate managerial human resources development, there is a lack of full and updated research on the development of managerial human resources at top and middle level in State-owned economic groups and on managerial human resource development in Vietnam Rubber Group since 2016 under the economic management approach Specifically: - They have not clarified the role of the State in controlling managerial human resources in State-owned economic groups - The previous studies have not specified managerial human resources and managerial human resources at top level in corporations, so they have not focused on the top and middle managers in groups - Regarding State administration instruments for managerial human resource development, the studies have not updated State administration in planning, policies on managerial human resource development in economic groups, especially State administration in developing managerial human resources in Vietnam Rubber Group; there have not been any solutions on managerial human resource development in Vietnam Rubber Group for managers under the control of State administration agencies Therefore, the author selected the topic “Solutions for Developing Managerial Human Resources in Vietnam Rubber Group” for his dissertation The adoption and new contribution of the dissertation: The dissertation clarifies the concepts, definitions, issues and operations of State administration in developing managerial human resources in Stateowned economic groups in Vietnam, in which the State plays a major role in managerial human resource development in economic groups through the organization of parent company as the main controller of corporate managerial human resources Particularly: - State administration instruments for managerial personnel in Stateowned economic groups and Vietnam Rubber Group are legal regulations, policies, plans and programs on managerial human resource development in economic groups - Legal regulations, policies, plans and programs on managerial human resource development in economic groups are implemented by State administration agencies as well as the management of the parent company The dissertation builds the theoretical framework on managerial human resource development in economic groups, with some concepts, issues and practices of managerial human resource development in economic groups from economic management approach; studies practices of managerial human resource development in economic groups in some countries and draws lessons for developing managerial human resources in economic groups The author collect updated primary and secondary data and uses data analysis tools to evaluate the current situation of managerial human resource development in Vietnam Rubber Group to build the practical ground for suggesting solutions The dissertation suggests ten practical solutions on managerial human resource development in Vietnam Rubber Group There have been many studies on economic groups, business and management of State-owned economic groups, corporate managerial human resources development, but there has been no specific study on managerial human resource development in Vietnam Rubber Group under economic management approach with details on State administration instruments for managerial human resource development in economic groups Therefore, the author selected the topic “Solutions for Developing Managerial Human Resources in Vietnam Rubber Group” for his dissertation 1.2 Methodology 1.2.1 Research approach The dissertation takes the economic management approach: It studies State administration instruments to develop managerial human resources in State-owned economic groups, namely, legal regulations, policies, plans and programs on managerial human resource development in economic groups and corporation activities for developing managerial human resources at top level under the State decentralization The dissertation limits the research subject to the development of corporate managerial human resources at top level, including: Current top managers and managers under the succession planning for top level 1.2.2 Research process The study is conducted in this process from identifying research aims to suggesting implications on policies 1.2.3 Data collect Secondary data: Materials, coursebooks, ministry-level projects, articles on trade journals, national and international conference proceedings on State administration, corporate human resource management and controlling managerial human resources in economic groups Secondary data on Vietnam Rubber Group is mainly collected from the organizing division of the group and member companies, including regulations on charters, organization, human resources, development of managerial human resources of the group and member companies at top level; the implementation of plans, policies and results; resources, business results of Vietnam Rubber Group; the corporate governance through reports filed in the relevant departments of the group and members Primary data: Questionnaire and interview Questionnaire: Participants are top and middle managers under succession planning for top level; and those who involve in planning and appointing managerial human resources at top level of the group Questionnaires are given to participants (154 people) Interview: Participants are leaders of State administration agencies regulating Vietnam Rubber Group, including Ministry of Agriculture and Rural Development, Ministry of Internal Affairs and consulting agencies for Prime Minister on the development of managerial human resources at top level in Vietnam Rubber Group The interviews focus on advantages, limitations and their causes in laws, policies, plans and programs on development of managerial human resources at top level in Vietnam Rubber Group (17 people) 1.2.4 Data analysis The author uses the analysis, synthesis and generalization to analyze, interpret and summarize theoretical and practical issues on managerial human resource development in economic groups, with a focus on managerial human resources at top level of the group, including the current and potential top managers and draw lessons on developing managerial human resources at top level in Vietnam Rubber Group, then suggest feasible solutions Descriptive statistics is used to systematize the factors affecting the development of top managerial human resources, analyze and evaluate primary data on issues and activities of managerial human resource development in Vietnam Rubber Group CHAPTER FUNDAMENTAL THEORIES ON DEVELOPMENT OF MANAGERIAL HUMAN RESOURCES IN ECONOMIC GROUPS 2.1 Economic groups, State-owned economic groups and roles of State-owned economic groups 2.1.1 Definitions and features of Economic groups, State-owned economic groups Definitions and features economic groups: According to the author, Economic groups are groups of companies connected by stock ownership, equity or others Economic groups are not a type of businesses, so they are not a legal entity Economic groups consist of a parent company, subsidiaries and other member companies The parent company, subsidiaries and each member company in economic groups have the rights and duties of independent businesses under legal regulations Definitions and features of State-owned economic groups: State-owned economic groups in Vietnam are groups of companies including a parent company, subsidiaries and affiliated businesses; the corporations are not legal entities, but their parent companies are; parent companies have huge capital owned by the State or with controlling stake of the State They operate in many sectors with large size The State manages State-owned economic groups by establishing, dissolving, reorganizing, changing the equity rate, approving the corporate charters, regulations, appointing, dismissing corporate managers, approving plans and issuing policies, supervising the implementation by direct checks or reporting scheme 2.1.2 Roles of State-owned economic groups First, State-owned economic groups play a significant role in the process of industrialization and modernization in Vietnam It is important to build up State-owned economic groups to protect domestic production against the competition of foreign companies and expand in the world market 10 Second, State-owned economic groups have the economies of scale in terms of organization and technologies that overcome the limited resources of individual company Third, State-owned economic groups can enhance research and development (R&D), application of new technologies to production Fourth, the formation of State-owned economic groups helps improve management efficiency, utilize economies of scale and apply specialization to diversified business and separate State administration from business management 2.2 Managerial personnel and development of managerial human resources in State-owned economic groups 2.2.1 Definitions of human resources, human resource development In the author’s opinion, human resources are the power of each person and consist of three factors, namely, physical strength, mental strength, qualities/ attitudes to ensure the creation of material and spiritual wealth for the society Under social view, human resources of a company are the groups of workers who have sufficient physical and mental strength and willingness to work for that organization Human resource development is to increase in number, improve the quality and adjust the structure to meet the need for human resources to efficiently achieve socio-economic objectives 2.2.2 Definitions of managerial human resources and development of managerial human resources in Economic groups Under social view, managerial human resources of an organization are groups of managers with sufficient physical, mental strengths and qualifications to fulfill managerial tasks in the management system Development of managerial human resources in economic groups is to increase in number, improve the quality and ensure the appropriate structure to meet the requirements for management at all levels in economic groups 2.2.3 Issues on development of managerial human resources in economic groups Objectives of controlling the development of managerial human resources in Economic groups: It is important to ensure sufficient number and structure of managerial human resources in economic groups: (i) The group and member companies should have plans for developing managerial human resources from the current workforce, (ii) The group should deploy strategies to attract managerial human resources from external sources or shuffle managers among member companies The development activities have to be based on the required scale and structure of management at all levels 11 Developing managerial human resources in terms of quality is to improve the physical strength and managerial competence (knowledge, skills and professional proficiency) of managers at different levels and divisions in economic groups State administration in the development of managerial human resources in State-owned economic groups: From the perspective of State administration, State administration agencies manage the development of top managerial human resources, managers at lower levels are managed by the group and its member companies As Vietnam Rubber Group has not had strategies for business and human resources as well as managerial human resources, the dissertation focuses on studying the current State administration instruments for managerial human resources in Vietnam Rubber Group including planning, policies and plans for managerial human resource development in economic groups - Planning for top managerial human resource development include (i) Requirements of human resource planning, (ii) Issues of planning, (iii) Procedures of planning corporate managerial personnel of the group and member companies - Policies on development of managerial human resources: The State policies on corporate managerial human resources consist of planning, recruitment, training, development and remuneration - Plans and programs on managerial human resource development in economic groups: State administration agencies should build shorter-term plans and programs on managerial human resource development in economic groups, during - years 2.2.4 Criteria for managerial human resource development in Vietnam Rubber Group Regarding State administration in different economic sectors, the author uses criteria: (i) Efficiency, (ii) Effectiveness, (iii) Relevance, (iv) Sustainability 2.3 Factors affecting the development of managerial human resources in State-owned economic groups 2.3.1 External factors Macro-environment: Macro-economic factors such as economic growth, recession, transitions, strategies and policies on economic, political, cultural development and integration have great impacts on the business and corporate governance, thus affect the requirements for competence and qualities of corporate managers, managerial personnel and corporate managerial personnel markets 12 Industry: In the market economy, the competition for managerial personnel among corporations is fierce because of the decisive role of managerial human resources in the success and failure of companies The success in production mainly depends on the ability to attract managerial personnel by attraction, employment and remuneration policies for managerial human resources of the State and State-owned economic groups Training system: The training system for managerial human resources influences the number, quality and structure of trained managers; the training capacity of the system decides the competence of the management and the fulfillment of requirements for corporate governance in the highly competitive environment 2.3.2 Internal factors Features of State-owned economic groups: Business sectors, products, markets and competition can have great effects on the managerial human resource development in economic groups Therefore, the corporate managers have to be professionally trained in the management of their own areas Activities for developing managerial human resources from sourcing, planning, recruitment, training, development and rewards have to focus on the business sectors of the group and take place systematically Strategy and policy on managerial human resource development in State-owned economic groups: Strategies for developing corporate human resources and managerial human resources in economic groups are longterm plans for the development of managerial human resources, which are formulated and approved by the State to ensure the implementation of business strategies The formulation and implementation of strategies on managerial human resources can decide the success of the corporate management Policies on managerial human resource development and detailed plans are important to implement the strategies on managerial human resource development in economic groups Perception of top executives towards managerial human resource development: Perception of top executives towards managerial human resource development in economic groups plays an important role in allocating resources, formulating strategies and making right decisions on the managerial human resource development at present and in the future Competence of the existing corporate management: Competence of the existing corporate managers can have an effect on the managerial human resource development in economic groups In case the competence is good, the State and the group can save money on training, or vice versa Size and financial resources of the group: Corporations with large 13 scale, multi-sector business and fierce competition require large investment in managerial human resource development in economic groups 2.4 Practices of human resource development in some countries and lessons for Vietnam Rubber Group 2.4.1 Experiences of some countries and corporations In the US: There are development strategies for high quality human resources, especially managerial personnel The U.S human resource strategies focus on training and acquiring talents In Japan: There are incentives in training, recruiting and using high quality personnel Japan encourages workers’ initiatives, creates good working environment and conditions and provides advanced knowledge, technology and know-how In Singapore: It aims to develop the economy based on high quality human resources, in which the Government formulate and implement strategies for high quality human resource development In China: It pays attention to strategies on human resource development, especially high quality personnel It considers human resources the leading factor and issue education strategies for building China and national policies to build a learning society Practices of Samsung: It actively training corporate top personnel Samsung designs suitable training programs for different positions, qualification and requirements of international business environment to implement corporate development strategies Practices of Toyota: It formulates and implements managerial human resource development strategies based on the maximum competence of each manager; specific standards of each management level, the operating conditions of the managers to build typical training programs for different types of trainees, positions and job titles 2.4.2 Lessons on managerial human resource development in Vietnam Rubber Group For State administration: The State needs to motivate the development of education institutes for training managerial human resources at different levels; specify instructions which see human resource training, especially managerial personnel as the most important task It is necessary to attract foreign investments into training, call for investments from corporations, enterprises and individuals for training managerial personnel The State should offer more authority and accountability to corporations in formulating strategies on developing human resources and managerial human resource in economic groups It is important to specify standards for managers into typical criteria 14 for each job titles, planning, appointment and appraisal of corporate managers There should be required budget for training in the corporations (certain percentage of the expenses) It is vital to attract talents and experts for training and corporations from countries in the world by immigration and talent attraction policies; retain managerial talents by remuneration, good working environment and compensation including those with master degrees from developed countries; encourage overseas study It is needed to grant the authority and accountability to the group chairman; the State only issues instructions and policies on managerial human resource development and guidance and supervision For economic groups in Vietnam: It is essential to build specific criteria for each managerial positions, create competitive environment for human resources, implement training programs for managers, organize training by managerial tasks, allocate sufficient budget to training managers at all levels, and issues better policies to attract managerial talents from the labor market CHAPTER CURRENT SITUATION OF MANAGERIAL HUMAN RESOURCE DEVELOPMENT IN VIETNAM RUBBER GROUP 3.1 Overview on Vietnam Rubber Group and managerial human resources 3.1.1 Establishment and development of Vietnam Rubber Group It was originally Southern Rubber Department, then reformed into Rubber Division and to Vietnam Rubber Corporation In 2006, it was piloted to form Vietnam Rubber Group and the parent company – Vietnam Rubber Group, then the State-owned one-member limited liability company In June 2018, the parent company was equitized to become Vietnam Rubber Group – a joint stock company 3.1.2 Functions, tasks and organizational structure of Vietnam Rubber Group Before 2018, Vietnam Rubber Group consisted of 127 units, namely the parent company, general companies and 122 companies operating in such fields as planting and processing rubber latex, processing wood, industrial zones, rubber industry, hydro-power, banking, securities, facilities, warehousing and real estate, etc Functions, tasks and structure of parent company: The parent company is controlled and operated under the Charter by Board of Directors, Supervisory Board and Executive Management Board Its functions, tasks and authorities are stated in Decree No 28/2014/ND-CP 15 and organized into Board of Directors, Supervisory Board and Executive Management Board and functional departments Organizational chart and operations of the group: Shareholders’ meeting, Supervisory Board, Board of Directors, President Board, functional departments and member units 3.1.3 Overview on resources of Vietnam Rubber Group Capital and facilities: By 2018, the total area of rubber forests was 407,997.36 hectares; the total State capital reached nearly VND36,500 billion; investments in infrastructure, facilities and equipment increased steadily In terms of equity, the audited value in 2018 was over VND40,000 billion Workforce: In 2018, the total workforce of the group was 81,771 including 39% of female, and 28.6% of ethnic minority 3.1.4 Business performance of Vietnam Rubber Group Business operations of the group during 2016-2018 focused on unprocessed rubber products, with the highest percentage of rubber latex, followed by processing wood products, rubber processing industry and services 3.2 Current situation of managerial human resource development in Vietnam Rubber Group 3.2.1 State administration for managerial human resources in Vietnam Rubber Group Functions, tasks, authority and organization of State administration for managerial human resources in Vietnam Rubber Group before the equitization of the parent company: The Government controls the top corporate managerial human resources and the managerial personnel under succession planning for top level by establishing the group and appointing top corporate managerial human resources; issuing the organization charter and operations, decrees and decisions related to the jobholders in the one-member limited liability company; guiding the development by approving plans and policies on the development of top corporate managerial human resources In order to control the top managerial human resources in State-owned economic groups, the State organizes the structure of State administration for top corporate human resource development, which specifies the functions, tasks and authority of each State agency in the system and Vietnam Rubber Group After the establishment of Commission for the Management of State Capital at Enterprises and formation of Vietnam Rubber Group – a joint-stock company: 16 Since June 1, 2018, Vietnam Rubber Group has been equitized into a state-controlled joint stock company with legal entity The management is performed by the Board of Directors with members Therefore, the key managerial positions in Vietnam Rubber Group are still decided by the State State administration for managerial human resources in Vietnam Rubber Group – a joint stock company: In February 2018, the Government set up Commission for the Management of State Capital at Enterprises (CMSC) to exercise rights and duties of representatives of state capital at enterprises In the organization of State administration for managerial human resources in Vietnam Rubber Group, CMSC is the controller of the state capital Vietnam Rubber Group through its representatives 3.2.2 Impacts of factors on managerial human resource development in Vietnam Rubber Group Macro-environment factors: Vietnam Rubber Group was restructured to operate in many sectors, so it is affected by the macro-environment factors not only in Vietnam but in Laos and Cambodia where Vietnam Rubber Group plants, exploits and processes rubber latex as well as exports Therefore, it is necessary to change policies on managerial human resource development in the group and its members to meet the requirements of restructuring and managerial competence Industry factors: Vietnam Rubber Group has recently faced some competitors with great potentials of capital, technology, performance, high product quality and great supply in the world market The increasing competition requires VRG to improve its technological application, corporate governance and competence of the management In the management force of Vietnam Rubber Group 80% are not well-trained in management and market economy and international integration with limited language and IT skills, which lead to limitations in accessing foreign partners and business regulations and policies in other countries, export markets and technology transfer partners Training in domestic and international management training centers: Most universities in economics and management have majors in management, economic management and industrial economics, which would facilitate the training for managerial knowledge, skills and practices However, most of them focus on training bachelors of business administration, enterprise management or general management instead of special programs for managers at all levels The training courses for managers are mainly made to order 17 Business operations of Vietnam Rubber Group: Vietnam Rubber Group operates in large scale and many sectors and the international environment, so managers are required to have specialized knowledge and skills to ensure the effective management However, the corporate managers have not been well trained, especially managerial knowledge, skills and practices Managerial personnel policies of Vietnam Rubber Group: Managerial personnel policies specify criteria on managerial experience and qualification; methods and procedures of recruitment and appointment of leading positions Perception of top executives in Vietnam Rubber Group towards managerial human resource development: In the interviews with the top managers, they all appreciated the managerial personnel development and top managerial personnel development in particular However, they have not paid adequate attention to the activities of developing top managerial human resources The group has not had any official strategies for managerial human resource development; Training potential managers has been limited in quality, especially the appraisal Current competence of managers in Vietnam Rubber Group: Most managers in Vietnam Rubber Group and top executives have bachelor degrees, but they have not been officially trained in management, management in the market economy, language and IT skills are still limited Scale of Vietnam Rubber Group: Vietnam Rubber Group is a Stateowned economic group established from Vietnam Rubber Corporation with the main operation in planting, exploiting, processing and exporting rubber latex The corporate managers have originally been managers at Vietnam Rubber Corporation, so they still lack expertise and experience in managing a large, multi-sector organization in the market economy Financial resources of Vietnam Rubber Group for managerial human resource development: The budget for activities of managerial human resource development is available, but the policies on financial assistance to training managers are limited, which is reflected in the financial plans for training Remuneration for corporate managers is low compared to the market and irrelevant to the performance of the managers 3.2.3 Evaluation on the current situation of managerial human resource development in Vietnam Rubber Group by secondary data Quantity, quality and structure: 18 In terms of quantity, top management posts are now held by sufficient number of managers The planning source for top executives is in accordance with regulations of State administration agencies In terms of quality, the current top executives can meet the standards for top managers under regulations of State administration Some potential managers have not been well trained in management and operations in the economy and international integration with limited language and IT skills In terms of structure, the current top managers and the planned source for top management level are relevant to the regulations The general and operation managers have appropriate professional specialities, but their competence has not been evaluated specifically and accurately Therefore, they have been relevant in quantity, but not in quality Development activities: Top managerial personnel in Vietnam Rubber Group include chairman of Board of Directors, directors, president, and vice presidents From the view of State administration, the Government, MARD and Ministry of Internal Affairs have issued comprehensive management documents on the criteria and procedure of planning for top managerial human resources There are currently 23 middle managers in the succession planning for directors and potential managers as planned for a post in Supervisory Board The planning and approval procedures are quite strict, but the appraisal of managers has not been done effectively; management regulating documents have not clarified the responsibilities of different levels and individual managers in planning phases Policies and plans for managerial human resource development in Vietnam Rubber Group include: Policies and implementation of planning and employing top managerial human resources in Vietnam Rubber Group, in general abide to the State regulations The implementation of planning for corporate managerial human resources in recent years has met the requirements for corporate management, i.e “dynamic” and “open” with the focused and democratic style However, the standards are general with the lack of particular criteria for accurate evaluation and unclear regulations on the responsibilities of different levels and individuals in planning Policies and plans on training managerial human resources in Vietnam Rubber Group are regulated in many documents by the Government, MARD and relevant agencies MARD issues documents and implements the training for managerial personnel and top managerial personnel in groups, corporations and subsidiaries, including Vietnam Rubber Group Policies on financial remuneration for managerial human resources in Vietnam Rubber Group: The State has regulations and decisions on pay, 19 compensation and rewards for state-owned enterprises, including groups, corporations, state-owned companies, State-controlled joint stock companies The group builds its own pay system in relation to their business sectors and conditions for typical periods and submits for the approval of the supervising ministry with the evaluation of Ministry of Labor, Invalids and Social Affairs Accordingly, the average pay of corporate managers is relatively low at VND36 million per month (maximum VND108 million and minimum VND36 million per month as regulated by the State) 3.2.4 Evaluation on the current situation of managerial human resource development in Vietnam Rubber Group by primary data To further clarify the situation of managerial human resource development in Vietnam Rubber Group, the author conducted a research on the sample, then analyzed data by SPSS with IPA model Data analysis by SPSS: Managerial human resources whether or not under the succession planning should require a development strategy while State administration agency and Vietnam Rubber Group have not had a comprehensive strategy for top managerial human resource development The appointment procedure of planned managerial personnel is quite relevant, but the quality of planned managerial personnel is rated low It is attributed to unclear planning criteria leading to inaccurate evaluation of management competence and limited implementation The completeness, transparency and relevance of the standards for planning top managerial human resources are rated average It shows that the standards for planning top managerial human resources in Vietnam Rubber Group are generally inadequate It is due to the fact that the governing ministry has not specified the standards for personnel and limitations on the competence of human resource officers in specifying government standards to Vietnam Rubber Group The clarity, transparency and completeness of the planning procedure are rated at rather good, especially the implementation is appreciated at high level However, the quality of planning, the level organization, components and number are evaluated average It shows that the quality of planning, level organization and components and frequency of planning are not relatively high because there are many steps and organizations in planning, but their responsibilities have not been stated clearly The quality, relevance and clarity of policies on top managerial human resource development are evaluated rather good, but the policies on training 20 and development are not relevant Therefore, Vietnam Rubber Group should pay more attention to these policies in the coming time Data analysis by IPA: Factors to improve consist of 12 factors including in efficiency, in effectiveness, in relevance and in sustainability From these, it is possible to suggest solutions to improve their performance to ensure the emphasis on important factors Factors to maintain include factors with great importance and performance, namely in efficiency, in effectiveness, in relevance and in sustainability They are rather essential for managerial human resource development in Vietnam Rubber Group under economic management approach Therefore, State administration agency should have specialized division to maintain these factors Factors not to get many resources: There are two factors which are low in importance but high in performance With the limited financial and personnel capacity for the economic management of managerial human resource development in Vietnam Rubber Group, it is advisable not to invest in these two factors Factors not to focus on: Under Kano model, there are factors which are low in both importance and performance including the implementation of human resource attraction and recruitment policies in the rubber industry; benefits of managerial human resource development for the development of Vietnam Rubber Group; cost-saving possibilities for Vietnam Rubber Group from the implementation of managerial human resource development 3.2.5 General evaluation on situation of State administration and corporate governance managerial human resource development in Vietnam Rubber Group Achievements and reasons: Achievements: State administration in top managerial human resource development has been performed systematically by Government, ministries and agencies by issuing regulations on planning human resource development, and training plans for top managerial human resource development in Vietnam Rubber Group The group has made training plans for managerial personnel to improve the quality; managerial human resources have been planned to fully meet the requirements of planned positions; the competence of current top managerial human resources have been improved Reasons: State administration agencies from Government to related agencies and Ministry of Agriculture and Rural Development have been well-aware of the management of top managerial 21 human resource development; studied and issued relatively sufficient policies; guided and monitored the implementation Leaders of Vietnam Rubber Group have had full perception and responsibility for implementing the instructions of the supervisors and facilitating managerial human resources at all levels to improve their knowledge and skills, including current top managerial human resources and those under planning Limitations and causes: In terms of planning for managerial human resource development in Vietnam Rubber Group: Some criteria in the job title standards are still general, leading to difficulties in evaluating the leadership and management competence; the quality of planned managerial human resources and the relevance of the appointment procedure is not very high due to the lack of specific criteria; despite many levels involving in planning, they have unspecified responsibility and limited evaluation; the implementation of managerial human resource development plans is still ineffective (it would be better if the supervising ministry issues general regulations on managers who need training, assistance and close supervision on the implementation) In terms of policies on managerial human resource development in Vietnam Rubber Group: The detailed training policies of Ministry of Agriculture and Rural Development have created opportunities for corporate managerial human resources to improve their competence, but they have not focused on management knowledge, skills and practices; the post-training employment and remuneration policy are still limited Remuneration policy (pay, bonus) is irrelevant to the labor market with relative difference between corporate managers and workers, which makes it hard to attract, maintain and development competent managers with sufficient motivation In terms of plans on managerial human resource development in Vietnam Rubber Group: The biggest problem in training human resources is identifying training needs of corporate managerial human resources The group and its members have mainly identified the needs based on inadequate standards for the professional development of managers; State administration agencies and corporate management have not specified the appraisal of managerial human resources, and the appreciation of training and education results; State administration agencies and corporate management have not paid enough attention to the role of training results in planning, appointment and compensation, the productivity, quality and performance of individual managers after training, which leads to the negligence of managers towards self-learning The compensation system has not been built on work-related performance Therefore, the state and group should change their thinking 22 and build remuneration policy suitable for the market and related to employee performance and competition Kano – IPA analysis on the importance and performance of the criteria reveals the factors that need improving State administration agencies and Vietnam Rubber Group need to formulate strategies for development of human resources and corporate managerial human resources – the key factor to ensure the success in corporate governance It is important to improve factors on support to the parent company and its members in training managerial human resources, building remuneration policy and ensuring its feasibility It is necessary to actively train managerial human resources with sufficient number, quality and suitable structure in according with the management requirements, especially managerial human resources with relevant competence, qualities and diversified educational background, and look for managerial human resources from domestic and international markets CHAPTER ORIENTATION AND SOLUTIONS ON MANAGERIAL HUMAN RESOURCE DEVELOPMENT IN VIETNAM RUBBER GROUP 4.1 Development orientation and managerial human resource development 4.1.1 Development orientation of Vietnam Rubber Group Under the proposal approved by the Government, VRG has implemented the equitization of the parent company and some member companies and rearranged the ownership of its members as well as restructuring the shareholders 4.1.2 Context and issues on managerial human resource development in Vietnam Rubber Group Human resource development, particularly managerial human resource development, is one of the strategic decisions Although Vietnam Rubber Group is a great economic organization with important role in the socioeconomic development and national defense, its business performance has not been up to expectations due to limited management competence and corporate managerial human resources Limitations on management competence have resulted from State administration and corporate governance on managerial human resource development from planning, plans and programs of managerial human resource development In the context of increasing competition, the fourth industrial revolution and the corporate business, the need for equitization has become more urgent 23 4.1.3 Orientation for managerial human resource development in Vietnam Rubber Group Developing managerial human resources by reviewing and planning top managerial human resources in Vietnam Rubber Group is to ensure that they can fulfill management tasks and focus on the key businesses It is needed to guarantee suitable number, structure and quality and planning for top managerial human resources It is necessary to provide corporate governance knowledge and skills in the context of market economy and international integration and practices of management in joint-stock companies State administration for the group organization and top managerial human resources only focuses on the representative of the state capital in the group The State only interferes into the corporate decisions through the representatives instead of direct intervention In the training policy for top managerial human resources, the State should only pay attention to its representatives The State needs to improve the number and quality of corporate managerial human resources, with the suitable structure to build relevant remuneration policy 4.2 Major solutions on managerial human resource development in Vietnam Rubber Group Although Vietnam Rubber Group has become a joint stock company, the State still holds the controlling stake (over 90% of its equity) Therefore the State and state-appointed managers in Vietnam Rubber Group need to make policies on managerial human resource development to have significant competence and qualities so as to realize the state development orientation as follows: 4.2.1 The State guides the formulation and implementation of strategies on managerial human resource development, inspects and monitors the implementation by measures of planning, policies, plans on managerial human resource development in Vietnam Rubber Group through the representative of the State capital 4.2.2 The State enhances decentralization and authority for its representatives in controlling managerial human resource development in economic groups, especially post-equitization 4.2.3 The State and Vietnam Rubber Group need to specify standards for top management titles under State control into detailed criteria in appraising, planning, and appointing top managerial personnel in Vietnam Rubber Group 4.2.4 The State directs Vietnam Rubber Group through its representatives to perfect regulations on appraisal of managerial personnel for planning and 24 appointing top managerial personnel in Vietnam Rubber Group, to ensure accuracy and avoid loopholes 4.2.5 The State should improve the procedure for planning top managerial human resources for its representatives at Vietnam Rubber Group 4.2.6 The State issues policies on managerial human resource training and development; Vietnam Rubber Group specifies State policies into programs for managerial human resource training and development 4.2.7 The State needs to develop training facilities, management and teachers for corporate managers and Vietnam Rubber Group 4.2.8 The State and Vietnam Rubber Group should make relevant financial remuneration policies for managerial human resources to create motivation and conditions managerial human resource development 4.2.9 Vietnam Rubber Group should enhance training for middle managers or equivalent as the key source for potential top management 4.2.10 Vietnam Rubber Group needs to allocate sufficient budget to training corporate managerial human resources, especially in leadership, competence, knowledge and practices of corporate governance CONCLUSION State-owned economic groups are a new form of business with large size, and multi-sector operations Originally a State corporation, the group has faced a lot of difficulties in management as well as State administration for State-owned economic groups Top managerial human resources play a decisive role to the corporate performance, thus State administration for top managerial human resource development has been appreciated The State administration for top managerial human resource development in Vietnam Rubber Group has seen certain positive development, but there still exist some limitations Top management of State-owned economic groups and Vietnam Rubber Group has revealed their weaknesses in competence, experience and fulfillment of the State orientation for the development of Vietnam Rubber Group in the next few years Therefore, it is required to have useful solutions on State administration for top managerial human resource development in Vietnam Rubber Group The dissertation builds the theoretical background on managerial human resource development in economic groups as a basis for evaluating full and accurately the situation of managerial human resource development in Vietnam Rubber Group under the State control, presents reliable conclusions for suggesting solutions on managerial human resource development Research data was widely collected from reliable primary and secondary sources and analyzed by latest models Based on the research findings, the author suggests 10 major groups of solutions 25 to apply to State administration for managerial human resource development in Vietnam Rubber Group by 2025./  ... Vietnam Rubber Group? (6) What should State administration agencies and Vietnam Rubber Group to development managerial human resources to meet the need for development of Vietnam Rubber Group? Subject... development in Vietnam Rubber Group to build the practical ground for suggesting solutions The dissertation suggests ten practical solutions on managerial human resource development in Vietnam Rubber... managerial human resources in the success and failure of companies The success in production mainly depends on the ability to attract managerial personnel by attraction, employment and remuneration