Improving ineffective leadership in Tuan Loc CIC’s Head Office

UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Pham Minh Tuan IMPROVING INEFFECTIVE LEADERSHIP IN TUAN LOC CIC’S HEAD OFFICE MASTER OF BUSINESS ADMINISTRATION Ho Chi Minh City – Year 2018 UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business Pham Minh Tuan IMPROVING INEFFECTIVE LEADERSHIP IN TUAN LOC CIC’S HEAD OFFICE MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR PHAN THI MINH THU Ho Chi Minh City – Year 2018 SUPERVISOR’S REPORT ON THE THESIS PROPOSAL SUBMITTED FOR DEGREE OF MASTER of BUSINESS ADMINISTRATION The thesis proposal title: IMPROVING THE INEFFECTIVE LEADERSHIP IN TUAN LOC CIC’S HEAD OFFICE Student Name: Pham Minh Tuan Supervisor: Dr Phan Thi Minh Thu General comments:  Remarks on the student’s attitude: ……………………………………………………………………………………… …………………………………………………………………  Remarks on the assignment’s academic quality: ……………………………………………………………………………………… ………………………………………………………………… Overall assessment:  Meet requirement for submitting  Not meet requirement for submitting Other remarks:  Did the student follow the report schedule?  Yes  No  The Turnitin plagiarism percentage: Supervisor’s signature  Other………………………… Contents Executive Summary 1.1 Background 1.1.1 Company History 1.1.2 Symptoms 1.1.3 Importance of the selected symptom 2.1 Situation Analysis .7 2.1.1 Problem Identification 2.1.2 Potential Problems 2.1.3 Central Problem and Cause Identification 14 2.1.3.1 Cetral Problem 14 2.1.3.1 Cause Identification 15 3.1 Proposed solution and action plan 18 3.1.1 Solution’s Objectives 18 3.1.2 Potential Solutions 19 3.1.3 Evaluation of solutions 20 3.1.4 Action plan 23 Reference 28 Appendix – The report of Viet Nam salary online survey in 2016 31 Appendix – Transcript with Mr Viet – Deputy Planning Manager 32 Appendix – Transcript with Mr Phuc - Deputy Human Resource Manager 34 Appendix – Transcript with Mr Nghia - Chief Accountant 36 Appendix – Transcript with staffs who left the company 38 Appendix – Questionnaire to validate literature for leadership and actual situation in Tuan Loc CIC’ Head Office 41 Appendix Result of Leadership Survey Departments (Technical, Planning and Business) 42 Appendix – Questionnaire 2: Company Communications Evaluation 44 Appendix – Transcript with Ms Tam - Human Resource Manager 46 Appendix 10 – Transcript with Mr Thang - Deputy General Director 48 Appendix 11 – Transcript with Ms Tam – Human Resource Manager for Evaluation of solutions 50 Executive Summary High employee turnover rate becomes more and more complicated from 2014 up to now, impacts on many aspects of the company such as performance, reputation, finance and image Specially, in the last haft of 2016 and 2017, the turnover rate increases too quickly that seriously effect on the department’s activities as well as company’s performance There are a lot of potential problems causing the high employee turnover rate was found out as ineffective leadership, low compensation and poor work environment relied on interviews and literature After analysis, evaluation and validation process, department manager’s ineffective leadership is demonstrated as the central problem In this research, ineffective leadership is the term which describes poor leadership qualities as well as causes negative influences on job satisfaction and organizational commitment, results of this issue is high turnover rate The root causes and proposed solutions for solving problem are significant to reduce the employee turnover rate and improve department’s performance Finally, Results of research are four potential solutions: team building, developing an internal training, finding third party to train or finding the training courses (external training) and changing Department Managers Through solution evaluation process related to realistic and feasibility, cost saving, requirement of time and obtained benefits, external training and team building are the most appropriate solutions with available resources in order to improve ineffective leadership in Tuan Loc CIC’s Head Office 1.1 Background 1.1.1 Company History Tuan Loc Construction Investment Corporation (Tuan Loc CIC) is established and come into operation in 2005 The main business forms are road and bridge construction, industrial park investment, water supply system construction and investment The average employees are 250 in total and to ensure the stable and effective operation, the average number of staffs in Head Office is maintained from 55 to 65 people (excluding Manager) Tuan Loc CIC is promoting investment and construction activities in the whole country and foreign cooperation The company operates relied on the function structure with Departments in Head Office including: Human Resource, Accounting, Technical, Planning, Business, Investment, Machine and Equipment; Water Department 1.1.2 Symptoms Through the initial interview with the Deputy Manager of Human Resource Department, he told that: “In 2015 and 2016, although there are a lot of employees who left company, it is not seemed to impact on the Company’s operation, number of staffs left the company continuous increase too many and impact on the operation of the company this year However, we have not found the effective solutions for controlling yet” He also shown the evidence for his talking regarding to numbers of staff left Tuan Loc CIC from 2014 to 2017 presented in the Table - Number of Staffs working and Left Tuan Loc CIC’s Head Office from 2014 to 2017 Number of Staff M Year HR Accounting Technical Planning Business Investment & Water Total Number (Average) of left E 2014 12 18 6 56 2015 12 20 66 2016 10 15 5 54 13 Number of Staff M Year HR Accounting Technical Planning Business Investment & Water Total Number (Average) of left 41 15 E 2017 11 5 Turnover Rate 40.00% 35.00% 30.00% 25.00% 20.00% 15.00% 10.00% 5.00% 0.00% Turnover rate 2014 2015 2016 2017 1.79% 10.61% 24.07% 36.59% Chart – Tuan Loc CIC’s Head Office Turnover Rate As the result of calculation shown in the Chart - Tuan Loc CIC’s Head Office Turnover Rate, the turnover rate in 2016 and 2017 are 24.07%, 36.59%, respectively Meanwhile, the average turnover rate is 15.7% for Real Estate – Construction Major referred to the report of Viet Nam salary online survey in 2016 (Appendix - The report of Viet Nam salary online survey in 2016) with participation of 300 companies and 106.925 employees performed by Macconsult Consultant Company As analysis, Tuan Loc CIC’s Turnover rate is higher compared with the average turnover rate and continue increasing year by year Specially, Mr Phuc – Deputy Human Resource also said that: “In the first haft of 2017, three departments: Technical Department, Planning Department and Business Department always complain with us about lack of direct staffs and required to recruit new staffs because they didn’t have enough staffs to work” Refer to the data about left staffs are provided more by Mr Phuc, most of employees left the company from Technical Department, Planning Department and Business Department, the details are given in the Table – Number of Staff Working and left of Departments: Head Office Staffs Technical Year Planning Total of Business Total leaving staff Staffs Leaving TOR Staffs Leaving TOR Staffs Leaving TOR 2014 18 0% 0% 17% 27 2015 20 15% 20% 43% 32 2016 20 35% 40% 40% 30 11 2017 15 11 73% 67% 33% 24 15 Remain Table – Number of Staff Working and Left of Departments According to functions and duties of departments, three Departments play important role with the key contents such as: - Technical Department: Completion of the shop drawing and calculation of quantity for bidding; managing the technical of all projects and controlling and improving the construction schedule, quality of projects - Business Department: Bidding for new projects and managing all of Subcontractors - Planning Department: Managing Contract related to collecting Payment, ensuring Schedule, Output and resolving the problems that need to be explained and prove with State Management Agencies; forecast the output, revenue and cash flow (including establish disbursement schedule) With the role and functions as given, high turnover rate will certainly impact on the company’s operation To identify these effects, the researcher conducts interviews with Mr Viet – Deputy Planning Manager, Mr Phuc - Deputy Human Resource and Mr Nghia – Chief Accountant 1.1.3 Importance of the selected symptom In year 2015 and 2016, although the turnover rate was high, it did not seem to impact distinctly on the management progress of the company yet However, in the first haft of 2017, there are a lot of problems the company shall face Mr Viet – Deputy Planning Manager said that: “The completion of documents is often late, impact on the reputation, finance and image of the company, For example: - In Package I, we submitted payment two months late, the value of payment is about fifty eight billion VND, and value of payment is about fifty eight billion VND It impacts on the finance for construction on site Up to now, because of delayed cash flow, the schedule of Package I is late for months compared with required Schedule If this situation keeps going up to completion of Project, as the condition and provision of Contract, we will be punished 0.1% of Contract Value, about 566.5 million VND per late day - In Sai Gon – Metro Project: Because late construction, we must bear the cost of waterway warrant (560 million VND per month), for months - In general, in this stage, payment document is late compared with the payment plan from haft of month to months because we don’t have enough staffs for performance Employers regularly complain these situations” Mr Phuc – Deputy Human Resource Manager added: “The document works in projects are regularly slow, cannot meet the requirement lead to delay on construction on site We received a lot of writings in this year from Employer for complaining and punishing due to late schedule on site, late document for payment and so on All of these situations seriously impact on the reputation of our company” In the interview with Mr Nghia – Chief Accountant, he explained consequences of delaying document and schedule: “We built the finance planning based on the disbursement schedule and construction schedule on site of all projects In 2017, the actual disbursement and construction schedule are slower than planning, although the planning is changed many times Therefore, we have to change the source of financing to meet operation needs by bank loans and bear more financial cost” From all information, high turnover rate impact directly on performance, finance, image as well as reputation of company, problem identification and solving is very significant as well as important in order to improve performance, maintain sustainable growth and development 2.1 Situation Analysis 2.1.1 Problem Identification Researcher conducts the interviews to identify problem that Tuan Loc Construction Investment Corporation shall face The first, the face to face interview with Mr Phuc – Deputy Human Resource Manager, He said that: “The number of staffs left increase so quick in recent year, I used to ask several people about the reasons which they decided to leave the company Most of them complain the salary and direct manager” Two interviewees who left the company participate in the next interview, the first one shared that: “Managers only care about the results of the work, not care about the process so rarely support staff to complete the work, seldom empower, all of things are decided by manager and my tasks are performing the process, reporting regularly” In addition, two interviewees confirmed that: their manager frequently losses his temper and blames on employees Participants are not satisfied with their direct manager and feel uncomfortable when work with their Manager Deputy Human Resource Manager also recognized that: “Most of them are good in the technical skill because they graduated and worked with this field many years before become the manager However, everyone has certain limitations” He added: “Many Managers in the Department cannot maintain good relationship with staffs and control their temper In addition, most of managers are the detailed – focus and make decision all of situation” The second one said that: “I am not really satisfied with the company's salary policy because the determination of wage is based on the assessment of direct management and I think my manager misjudges my competent when he set up salary” To clarify the information got from interviews, more data was collected from Ms An – Human Resource Staff about the salary of 30 staffs working for departments with high employee turnover rate in 2016 and another survey about salary from other sources The first, average salary as calculated based on data provided by Ms An, the average Mr Nghia: Yes I know This is the subjects I have heard in many meeting of the company recently to solve And other departments also talk with me about this issue In addition, It also impact on the finance of the company so I am really interested in this problem Interviewer: Could you explain more about impact on finance? Mr Nghia: Ah, I will briefly explain to easily understand We built the finance planning based on the disbursement schedule and construction schedule on site of all projects In 2017, the actual disbursement and construction schedule are slower than planning, although the planning is changed many times Therefore, we have to change the source of financing to meet operation needs by bank loans and bear more financial costs Interviewer: Why you know the problems that come from lack of people? Mr Nghia: In the report of Planning Department last months, there are many reasons, but the turnover in short time is identified as the main reason causing this issue Interviewer: Dose your department face with the situations as others? Mr Nghia: No There are only staffs left our department from 2014 to 2017 However, of them move to subsidiaries for working and one left because of family reasons Interviewer: What the factors help you maintain the stable personnel system like that? Mr Nghia: I think I create the good relationship with my staffs and I understand their needs I find the way to meet their needs in my authorization All of people in my department are like a family and complete all of task and targets together Interviewer: Oh Have you ever participated in other training course about soft skill? Mr Nghia: Yes, I have But I think skills can be learned The important and necessary thing is awareness about the skills Interviewer: I heard Mr Phuc share that: several staffs left the company was not satisfied with salary and the direct manager, what you think about that? Mr Nghia: I think the really problem come from the direct manager because the salary of my department is also lower than other departments However, no one complain and left I usually talk with my staffs, if the salary is low, they are willing to share About the dissatisfaction with direct manager, I used to see the manager in my company show the hate 37 attitude with their staffs, regularly scold staffs in front of others All of these things will make staffs feel uncomfortable and unsatisfied Interviewer: How you evaluate accuracy the competence of your staffs and set up a reasonable salary? Mr Nghia: I usually establish a valuation standard in every year and inform all of staffs in my department After that everyone will contribute their opinion to complete this standard In the time for rising salary, all of staffs will conduct table of evaluation, one for himself/ herself, one for others I will synthesize and make the final decision Interviewer: Do your staffs feel satisfied with your setting up salary? Mr Nghia: No one complain about this Interviewer: Do other department like your way? Mr Nghia: Everyone applied another way However, I think most of them not spend much time for doing it, they often evaluate by themselves Interviewer: Thanks for your useful information Mr Nghia: I am glad when I can help you Interviewer: See you later Mr Nghia: Ok See you Appendix – Transcript with staffs who left the company Interviewer: Hi Nice to meet you today Thanks for your participating in this interview Mr Binh: Hello Ms Hanh: Nothing, I am willing to help you Interviewer: I discuss about the contents about the interview before I want to find out the main reason you left Tuan Loc CIC and other related contents Let’s start During the work, are you pleasure with the salary and bonus policies? Mr Binh: I am not really satisfied with the company's salary policy because the determination of wages is based on the evaluation of direct management And I think my 38 manager misjudges my competent when he set up salary In addition, the company does not pay for overtime and I think the salary is lower than other company Interviewer: About Ms Hanh? Ms Hanh: Actually I not care much about this The salary is reasonable with me Interviewer: Why did you leave Tuan Loc CIC? Mr Binh: The work environment is uncomfortable because my manager is not very friendly I think my manager set up salary base on the average salary of other department in many times Ms Hanh: Not satisfied with the direct management Interviewer: Where you work for nowadays? How you evaluate the conditions (including salary, working environment and manager) compared with Tuan Loc CIC? Mr Binh: Now I work for Eurowindow JSC Salary is higher than working in Tuan Loc, but not too much However, both manager and employees in the new company are very friendly and always support and help together Ms Hanh: I work for Binh Chanh Mechanical Co., Ltd I work for this company about months, so I can talk more about my manager, but the working environment is very friendly, always cheerful and sociable About salary, it is lower than my salary in Tuan Loc CIC However I am very comfortable Interviewer: What you think Tuan Loc CIC should change about? Mr Binh: Adequate criteria for evaluating staff competence to set up adequate compensation and create a friendly working environment between management and employees Interviewer: What is your opinion, Hanh? Ms Hanh: Changes in management styles of department managers Many departments are in a situation where staff does not feel comfortable with their direct management, special in my department Interviwer: Does your manager often care, share to help employees more comfortable? 39 Mr Binh: Never Ms Hanh: Managers only care about the results of the work, not care about the process so rarely support staff to complete the work Interviewer: Does management empower the job that you think can decide? What you and how you it? Mr Binh: I only actively work with stakeholders to handle and I regular report the process to manager and my manager seldom empower, the whole is decided by the manager Ms Hanh: The all of things are decided by manager My mission is performing the process, reporting regularly Interviewer: Is direct manager a specialist in the field of management or not? Explain why? Mr Binh: Not really a specialist because he is young and has not been trained professionally yet However, the ability to hit the mentality of the staff and pressured his staff to complete the task and his ability to stick to his job very well Ms Hanh: I not think so Although he is good in the technical skill, he have to improve many other skill to become a specialist Interviewer: Does manager often loss his temper during work? Is it regular or not? Mr Binh: Sometimes, he losses his temper because he is very young and tempered Ms Hanh: Usually He used to shout employees in front of others Interviewer: Will Direct Management Blame You During Work? Mr Binh: Of course it is, he is his boss he has that right Ms Hanh: Yes Interviewer: Thanks Binh and Hanh 40 Appendix – Questionnaire to validate literature for leadership and actual situation in Tuan Loc CIC’ Head Office Components for Please chooses one number evaluation for each item Idealized influence I admire, respect and trust your direct manager Strongly Strongly Dissagree Agree 5 5 5 5 My direct manager share responsibility with staffs in the working process My direct manager often discuss and understand staff’s needs Inspirational motivation My direct manager is enthusiastic person My manager ever encourages staffs by the attractive future states My direct manager provides staffs with meaningful, challenging work Intellectual stimulation The manager stimulates innovation and creativity in staffs by questioning assumptions, reframing problems, and approaching old situations in new ways My manager seldom publicly criticizes individual member's mistakes 41 Components for Please chooses one number evaluation for each item Strongly Strongly Dissagree Agree My manager encourages staffs giving ideas and proposing solutions to solve 5 problems 10 My manager empowers staffs to make the decision many cases Individualized 11 My manager recognizes consideration my needs and desires Appendix Result of Leadership Survey Departments (Technical, Planning and Business) No Strongly Questionnaires Strong Average agree score 17,39% 4,35% 2,57 56,52% 8,70% 8,70% 2,96 52,17% 8,70% 4,35% 4,35% 2,00 4,35% 26,09% 43,48% 21,74% 4,35% 2,96 8,70% 34,78% 30,43% 13,04% 13,04% 2,87 8,70% 39,13% 13,04% 26,09% 13,04% 2,96 Disagree Neutral Agree 13,04% 43,48% 21,74% 4,35% 21,74% 30,43% disagree I admire, respect and trust your direct manager My direct manager share responsibility with staffs in the working process My direct manager often discuss and understand staff’s needs My direct manager is enthusiastic person My manager ever encourage staffs by the attractive future states My direct manager 42 No Strongly Questionnaires provide staffs meaningful, Strong Average agree score 4,35% 4,35% 1,96 17,39% 13,04% 8,70% 2,43 17,39% 47,83% 13,04% 3,48 Disagree Neutral 47,83% 21,74% 21,74% 26,09% 34,78% disagree Agree with challenging work The manager stimulates innovation and creativity in staffs by questioning assumptions, reframing problems, and approaching old situations in new ways My manager seldom publicly criticizes individual member's mistakes My manager encourages staffs giving ideas and proposing solutions to 4,35% 17,39% solve problems 10 My manager empowers staffs to makes the decision 30,43% 39,13% 13,04% 13,04% 4,35% 2,22 43,48% 30,43% 17,39% 8,70% 0,00% 1,91 many cases 11 My manager recognizes my needs and desires Average 2,57 43 Appendix – Questionnaire 2: Company Communications Evaluation Note: The purpose of this questionnaire is only to collect data regarding to identifying the main causes you left the company The data is vital for the mini research so hoping that these questions will be answered honestly Keeping all information secret is committed Thank for your doing this questionnaire Why did you leave Tuan Loc CIC? A: Low and unreasonable salary/ bonus B: Working stress C: No opportunity for promotion D: Dissatisfaction with Department Manager E: Family reason or displaced F: Bad relationship with colleague G: Better suggestion from other company H: Others: ………………………………… How you evaluate salary of Tuan Loc CIC? A: Very low B: Low C: Reasonable D: Quite high E: Very high How you feel about the working environment? A: Very poor B: Normal C: Friendly and sociable How you evaluate the relationship between staffs? A: Very bad B: Bad C: Normal 44 D: Quite good 45 Appendix – Transcript with Ms Tam - Human Resource Manager Interviewer: Hello Ms Tam and thanks so much for participating in interview today I will focus on the main content to save time Ms Tam: Ok Interviewer: I have sent you the problem and reasons causing this problem Ms Tam: I saw and read this content However, I really don’t understand means of the terms of causes you write Could you explain more about this term? Interviewer: The first emotional intelligence is ability to understand one’s own and the emotions of others The second, interpersonal skill is the ability to communicate effectively with staffs And finally, trust is keeping promises and commitments Ms Tam: Ok I understand What is the main contents you want to find out today? Interviewer: My main purposes are about the identifying the root causes that impact directly with problems that company have to face and how to solve the problem effectively 46 Ms Tam: I am very glad to answer your question today Interviewer: What reasons you think causing the ineffective leadership of the department manager? Ms Tam: I think the first cause is from emotional intelligence Because, as I know, the department manager rarely discusses to understand their staffs, they should improve this aspect When we conduct the survey, most of staffs are not pleasure with their direct manager about the enthusiastic and communication with them So the manager cannot understand his subordinates Interviewer: Why you think the managers not understand staff’s emotion and control staff’s emotion? Ms Tam: Many staffs left Tuan Loc CIC, they are unsatisfied with the direct manager If managers own the emotion intelligence, they will find out the reasons and solution for improving by themselves However, up to now, everything has not changed Interviewer: What about other reasons? Ms Tam: About the trust, our Department have never surveyed before I cannot share anything with you about this aspect About the interpersonal skill, I saw that: There are some problems with department managers, such as shouting staffs in front of others and regularly repeat the last faults of employees as several ones complain I know situation, the manager made difficulty for employees to take leave Interviewer: Ok I summary the reasons you mentioned: the first is emotional intelligence, the department manager cannot understand their subordinates because they seldom discuss and share feelings with others The second, the interpersonal skill of the department manager is limited, many staffs complain about their manager about this matter About the trust, you not have information about this Ms Tam: Yes That’s right Interviewer: What are the solutions for solving ineffective leadership with the contents as discussed last time? Ms Tam: I think several ideas: 47 The first, organizing team building every or months to create good relationship between staffs and direct manager; staff and staff The second, we should develop an internal training program to train the department manager The third, find third party to train or find the training course to manager participate in Interviewer: In your opinion, what is the best solution? Ms Tam: At that time, I could not answer this question Because it belongs to a lot of factors, I have to consider all of factor and make a detailed evaluation Then I will answer your question Interviewer: Pleased help me evaluate and find the best solutions I will make another interview when you are ready for this question Ms Tam: I will call you when I completed Interviewer: Yes Thanks you so much, Ms Tam Ms Tam: Ok See you later Interviewer: See you soon Appendix 10 – Transcript with Mr Thang - Deputy General Director Interviewer: Thank you so much for participating in this interview today I will focus on the main contents to save time Ms Thang: I hope you will get the necessary information for your research Interviewer: Thanks Sir I will introduce briefly the problem and potential causes of our company: The first, in my research, central problem is ineffective leadership impact on the satisfaction of the employees causing high turnover rate taking place in departments: Technical, Planning and Business The second, after conducting interviews with HR Manager combined with other theories, I identified root causes: negative emotional intelligence, poor interpersonal skill and lack of trust Mr Thang: Last month, I required the Human Resource Department reported detail of this situation – a lot of staffs left company this year This problem impacts on the performance 48 in this year Standing on a management perspective, we focus all resources to solve the problem soon Interviewer: What you think when the result shown that: the problem is ineffective leadership in departments (Technical, Planning and Business)? Mr Thang: I also recognize that problems come from the skills of Department Manager, because it only occurs in these Departments I think they are lack of the necessary skills to become a good leader beside technical skill Interviewer: The first question, what reasons you think causing the ineffective leadership of the department manager? Another example for interpersonal skill: I used to see management scolded employees in front of other employees This expresses of lack of confidence in his skills Interviewer: What about other causes? Mr Thang: Ah, emotional intelligence is a cause I’m sure Ms Tam shared with you about this cause I want to emphasis that the good relationship between Department Manager with their staffs not be maintained It proved that managers cannot understand their emotion and control emotion Interviewer: What about lack of trust? Mr Thang: I think if Department Managers cannot meet the requirement of intelligence emotional and interpersonal skill, trust cannot be built Interviewer: I understand In your opinion, are there any other causes? Mr Thang: It’s enough Interviewer: What are the solutions for solving ineffective leadership with identified causes? Mr Thang: Training is a appropriate solutions However, HR Department has to analyze and choose the training forms Another way, change Department Manager can be performed if it is really necessary Interviewer: Are there any other solutions? 49 Mr Thang: No In this case, solutions can be applied Interviewer: In your opinion, what is the most effective solutions? Mr Thang: I think training is the best solutions because I know leadership skill can be improve by training About remaining solution, I am not sure our company can be find better managers and it can be costly Interviewer: Yes Thanks you so much Ms Tam: You are welcomed Appendix 11 – Transcript with Ms Tam – Human Resource Manager for Evaluation of solutions Interviewer: Nice to meet you today, Ms Tam Ms Tam: Nice to meet you, too Interviewer: As discussion last weeks, you showed three solutions including: organizing team building; developing an internal training program; external training Today, we will continue identify the best solutions for solving our problems What components you use for analysis and evaluation of solutions, Mr Tam? Ms Tam: There are necessary factors including: realistic and feasibility; requirement of time; cost saving; company’s resources and obtained benefits need to be analyzed and evaluated to identify the most reasonable to apply for solving problem Interviewer: You talk: realistic and feasibility; requirement of time; cost saving; company’s resources and obtained benefits, aren’t you? Ms Tam: Yes Interviewer: Ok So we will focus on every factor How you evaluate benefits of solutions? Ms Tam: We can create the environment to practice, interact, share and get feedback between all people in organization by using teambuilding or internal training Meanwhile, when our manager participate in the external training, it is impossible All of solutions have an common benefit that is “improving the skills, knowledge and performance” Interviewer: What about Realistic and Feasibility? 50 Ms Tam: Board of Director supports solutions because they are perfectly fit with Company policies and culture So, we can apply all of them However, Board of Director will approve the most appropriate with company condition Interviewer: Can you evaluate the advantages or disadvantages of solutions? Ms Tam: The first, with team building, my department is very easy to prepare all of programs The second, there are many disadvantages with internal training because our company is not professional in training & education and if training program is improper, we will not get the expected results The third, external training overcomes the weakness of internal training due to training by expert Interviewer: I understand Could you evaluate remaining factors: requirement of time; cost saving; company’s resources? Ms Tam: Ok About time and resources, team building and internal training take long time to get the effectiveness, and many resources Meanwhile, team building is lower cost than internal training As our survey, only external training is the more advantages such as more quickly to get the results, lower cost and company not need to spend their resources Interviewer: As your analysis and evaluation, which solutions should Tuan Loc CIC choose to solve problem? Ms Tam: In my opinion, we should choose solutions: team building and external training for improving emotional intelligence and interpersonal skill Interviewer: Thanks for your help Ms Tam: Ok See you later Interviewer: See you 51