Human Resources training of Bac Ninh Department of Information and Communications = Đào tạo nguồn nhân lực tại Sở Thông tin và Truyền thông tỉnh Bắc Ninh

HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN ĐÌNH THẾ HUMAN RESOURCES TRAINING OF BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS ĐÀO TẠO NGUỒN NHÂN LỰC TẠI SỞ THÔNG TIN VÀ TRUYỀN THÔNG TỈNH BẮC NINH LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH Hà Nội – 2017 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - NGUYỄN ĐÌNH THẾ HUMAN RESOURCES TRAINING OF BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS ĐÀO TẠO NGUỒN NHÂN LỰC TẠI SỞ THÔNG TIN VÀ TRUYỀN THÔNG TỈNH BẮC NINH Chuyên ngành: Quản trị kinh doanh Mã số: 60 34 01 02 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH NGƯỜI HƯỚNG DẪN KHOA HỌC: TS TRẦN HUY PHƯƠNG Hà Nội – 2017 DECLARATION The author confirms that the research outcome in the thesis is the result of author’s independent work during study and research period and it is not yet published in other’s research and article The other’s research result and documentation (extraction, table, figure, formula, and other document) used in the thesis are cited properly and the permission (if required) is given The author is responsible in front of the Thesis Assessment Committee, Hanoi School of Business and Management, and the laws for above-mentioned declaration Ha Noi, dated month STUDENT Nguyen Dinh The i 2017 ACKNOWLEDGEMENT My study would not be completed without guidances and enthusiastic assistance of lecturers of Hanoi School of Business and Management – Vietnam National University First of all, I acknowledge my thankfulness to all lecturers of Hanoi School of Business and Management – Vietnam National University for their valuable time, kind assistances and support during study period I would like to express my endless thanks and greatfulness to my supervisor PhD Tran Huy Phuong who spent much time and dedication guiding and supporting me to complete the thesis I also would like to express my sincere thanks towards all respondents and managements of Bac Ninh which help me in completion of this dissertation At last, I express my gratitude toward my family and colleagues for their encouragement and motivation in the process of the study ii TABLE OF CONTENTS DECLARATION i ACKNOWLEDGEMENT ii LIST OF ABBREVIATIONS vi LISTS OF TABLES vii LIST OF FIGURES viii INTRODUCTION CHAPTER 1: THEORETICAL AND PRACTICAL BASIS OF HUMAN RESOURCE TRAINING 1.1 The theoretical basis of human resource training 1.1.1 The concept of manpower, human resources and human resources training 1.1.2 The concept of human resources training 1.2 The roles and characteristics of human resources training at the governing bodies 1.3 Contents of human resources training mission at the governing bodies 1.3.1 The content of human resources training at the governing bodies 1.3.2 The procedures of human resources training at the governing body 10 1.3.3 Criteria for assessment of human resources training at the governing bodies 14 1.3.4 The factors impacting on the effectiveness of human resource training 16 1.4 Experiences of units and localities on training human resources in state agencies and the lessons learned to the Bac Ninh Department of Information and Communications 18 1.4.1 The experiences of units and localities on the training of human resources in State agencies 18 1.4.2 The lessons of Bac Ninh Department of Information and Communications 24 CHAPTER 2: RESEARCH METHODS IN HUMAN RESOURCE TRAINING 26 2.1 Methodological basis 26 2.2 Specific research methods 26 2.2.1 Methods of collection of information, database and figures 26 2.2.2 Methods of processing information, database and figures 27 CHAPTER 3: THE FACTS OF HUMAN RESOURCE TRAINING AT BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS 31 3.1 The general overview of Bac Ninh Department of Information and Communications 31 3.1.1 Functions and missions 31 iii 3.1.2 Organizational structure 32 3.2 Characteristics of information and communication human resources and the characteristics of the information and communication sector of Bac Ninh province, its impact on the training of human resources at Bac Ninh Department of Information and Communication 35 3.3 Regulations on organizing the training and fostering of officials and civil servants of Bac Ninh province 37 3.4 The facts of human resources training at Bac Ninh Department of Information and Communications 39 3.4.1 The facts of human resources structure 39 3.4.2 The facts of the procedures for human resources training 43 3.5 General assessment on human resources training at Bac Ninh Department of Information and Communications 60 3.5.1 Advantages in training human resources at Bac Ninh Department of Information and Communications 62 3.5.2 Limitations and reasons of human resources training at Bac Ninh Department of Information and Communications 63 CHAPTER 4: ORIENTATION OF HUMAN RESOURCES TRAINING AT BAC NINH DEPARTMENT OF INFORMATION AND COMMUNICATIONS IN THE FUTURE 65 4.1 Orientation of human resources training at Bac Ninh Department of Information and Communications in the future 65 4.1.1 Training plan of Bac Ninh Department of Information and Communications up to 2020 65 4.1.2 Objectives of human resource training of Bac Ninh Department of Information and Communications 65 4.2 Several solutions to improve human resources training at Bac Ninh Department of Information and Communications 66 4.2.1 Completion of training needs identification 66 4.2.2 Completion of training goals and plans 67 4.2.3 Completion of identification of training subjects 68 4.2.4 Renovation of the method and content of the training program 70 4.2.5 Completion of the evaluation of the effectiveness of the training program after the course70 4.2.6 Exploitation of financial resources to support the training of human resources 71 4.2.7 Recommendations to Bac Ninh People’s Provincial Commitee 73 CONCLUSION 74 iv REFERENCES 76 APPENDIX…………………………………………………………………………… …78 v LIST OF ABBREVIATIONS No Abbreviations Meaning CDCS Cadres, Civil servants CS Civil servants FL Foreign language GM Governing management IC Information and Communications ICT Information and Communications Technology IT Information Technology PAR Public administration reform PS Public servants 10 DE Decision 11 PC People’s committee 12 OFF Official 13 DIC Department of Information and Communication vi LISTS OF TABLES Table 1.1 Criteria for distinguishing between cadres, civil servants and officials Table 3.1 The number of employees at Bac Ninh Department of Information and Communications at the stage of 2011 and 2016 40 Table 3.2 Human resources structure of Bac Ninh Information and Communications by age 42 Table 3.3 Human resources structure of Bac Ninh Department of Information and Communications by qualification 43 Table 3.4 Summarize of training demands of department and units under Department of Information and Communications 45 Table 3.5 The number of officials and civil servants sent to training at the stage of 2011 and 2016 47 Table 3.6: training demands of Department of Information and Communications between 2011 and 2016 49 Table 3.7: Training plan for officials and civil servants under the scope of the Department 52 Table 3.8: The training costs for cadres of Bac Ninh Department of Information 56 and Communications 56 Table 3.9: The training costs for cadres extracted from the funds of center of information and communications technology over the years 56 Table 3.10: The percentage of cadres meeing the requirements of the Department after training between 2011 and 2016: 57 Table 3.11: The results of assessment and classification of cadres, officials and civil servants of Bac Ninh Department of Information and Communications in 2016 58 Table 3.12: The percentage of cadres, public servants and officials at the rank of official upwards 60 Table 3.13: Quantity of cadres achieved the excellence 63 vii LIST OF FIGURES Figures 3.1 The units managed by Bac Ninh Department of Information and Communications 32 Figure 3.2: The structure of leadership, department and units under the Bac Ninh Department of Information and Communications – Source: Office of the Department of Information and Communications in 2015 33 viii APPENDIX APPENDIX JOB DESCRIPTION OF POSITIONS Positions Main missions Output Title No Name No Annual results Missions I The title associated with the management Positon head of units Position Deputy head of units 1.1 First mission 1.2 Second mission 2.1 First mission … Position … 3.1 First mission Mission … … … II 4.1 First mission … Mission … 5.1 First mission … Mission … 6.1 First mission … Mission … The title associated with the operation Position …… Position …… … … III The title associated with the support work Position ……… 7.1 First mission … ………… … … PREPARED BY HEAD OF THE UNIT (Sign and write full name) (Sign and write full name) … date … month … year … 76 APPENDIX 2: THE TARGETS OF ASSESSMENT Full name: Unit: Results The points No Contents and indicators assessed by the The Maximum Self- department or pointsassessed points similarities by the leader Political qualities, observing the Party's lines, undertakings and policies as well 40 as the State's laws Perspective, firm stance of political thought, steadfast determination of the 1.1 goal of national independence in association with socialism; Speaking and following Party resolutions (maximum of points); Scale of performance: + Excellent: + Good: + Average: + Fair: To abide by directives, resolutions of the Party, policies and laws of the State; 1.2 the operation regulations and other regulations of the agency; Self and family have a healthy lifestyle (maximum 10 points); Scale of performance: + Excellent: 10 + Good: + Average: + Fair: 77 assessment Implement the categories“Need, save, integrity, justice, impartiality” in public service activities Not corrupt and have 1.3 a resolute attitude to fight bureaucracy, corruption, waste and negative manifestations (maximum of 10 points); Scale of performance: 1.4 + Excellent: 10 + Good: + Average: + Fair: Spirit of attitude to serve the organization, dedicated citizens, thoughtful; Attitude in court, modest in the process of performing duties, tasks (Maximum of 10 points); Scale of performance: 1.5 + Excellent: 10 + Good: + Average: + Fair: High self-criticism and critique; To actively study, study and improve the level of political theory, professional skills and working capacity (maximum of points) Scale of performance: + Excellent: + Good: + Average: + Fair: Resuts of implementation of assigned 60 missions: 2.1 On working time, working day; 78 (Maximum of points); Scale of performance: 2.2 + Excellent: + Good: + Average: + Fair: Quality, efficiency of work assigned (Progress, level and number of completed and unfinished works) (maximum of 20 points) Scale of performance: + Complete the work assigned on 20 schedule with good quality: + Complete the work assigned on 15 schedule with good quality or good quality but slow progress: + Complete the work assigned on 12 schedule with medium quality or quality but slow progress: + Failing to complete the assigned tasks or delaying the tempo so as to cause the case to cause serious consequences to the extent of being disciplined in form of warning upward 2.3 Responsibility in the performance of assigned tasks; The observance of regulations and disciplines in the performance of tasks; The execution of the direction, assignment of tasks (maximum of 20 points) Scale of performance: + Excellent: 20 + Good: 15 + Average: 10 79 + Fair: 2.4 Independence, initiative, creativity, professional in performing tasks (maximum of 10 points); Scale of performance: 2.5 + Excellent: 10 + Good: + Average: + Fair: Collaboration with colleagues in the agency while performing the task; To coordinate with officials and employees of other agencies and units involved in the performance of their personal duties; To receive feedback from colleagues (maximum of points); Scale of performance: + Excellent: + Good: + Average: + Fair: Total: 100 HEAD OF UNIT (Sign and write full name) CADRE (Sign and write full name) 80 APPENDIX 3: ASSESSMENT SHEET OF TRAINING COURSE FOR CADRES, CIVIL SERVANTS AND OFFICIALS OF DEPARTMENT OF INFORMATION AND COMMUNICATIONS IN 2016 Traing course:…………………………………………………………………………… Time/ Date: …… ……………………Location:………………………………… Name of learners: …………………………………………………………………………… Position: …………………………………Unit: ………………………… For evaluation of the effectiveness of the course to improve the training and retraining of cadres, civil servants and officials, the trainees should answer the following questions: Did you attend full training time? Yes No Are training courses useful for your professional or personal development? Yes No If the answer to question is "yes", how can you apply the knowledge that you have learned? High Low Normal Materials content: Appropriate Inappropriate Facilities for the training program: Appropriate Inappropriate Teaching methods of teachers: Appropriate Inappropriate After the training course, how high your level of performance? High Normal Low 81 APPENDIX 4: PERSONAL SURVEY TO IDENTIFY THE DEMAND OF TRAINING Part I: Personal information Full name:………………………………………………………………………………… Year birth:………………………….Place of birth……………………………………… Gender:…………………………………………………………………………………… * Qualification: Qualification Major Training method Full time Location Broaden In-service Year of graduation PhD MA University College Vocational education *Working period: No Time Name of agency (From…/…/…to…/…/…) Position and Remarks missions Current job:………………………………………………… ………… Major missions: ……………………………………………………………………………………….……… ……………………………………………………………………………………………… …………………………………………………….…………………………………… Joined training courses: ……………………………………………………………………………………………… …………………………………………………………………………………………… Part II: Personel training demands 82 *Current skills: Rank: Officer and Official similarity and Principal official and Public servants similarity similarity * Current knowledge: - Qualification……………………………………………………… ………… - State administrative management: …………………………………… …………… - Political theory: …………………………………………….…… …………… - Informatics: ……………………………………………………… .…………… - English:………………………………………………………… …………… - Others: …………………………………….………………………………… * Demands for training and fostering: No Content of subjects Method Time 83 Remarks APPENDIX 5: JOB DESCRIPTION Management: Reporters: JOB DESCRIPTION (The APPENDIX is implemented by organization cadres and managers) Code: Full name: Beginning date: Workplace Direct management Direct management Functional management Functional management Relationship of job (Other positions related to this position) Relevant job (Materials and relevant jobs) Objectives of the position (general summarization): Main missions Portion of Categories of evaluation time (%) 84 Competence of decision The number of cadres under management: Financial competence: Qualification: Working experiences: Capacity Core capacity: required Management capacity: Professional capacity: Special requirement of the job (if any): Requirements (besides personal capacity) to complete the job (for instance, requirements for supports and coordination): Working conditions Workplace: Equipment: Other conditions (if any): Implementer: (Manager) Direct manager: (Chief office/Manager of Home affairs) Signature: Signature: Date Date On the basis of the list of job positions defined in Appendix 4, the job descriptions of each position shall be covered the following contents: a) Describe the tasks, activities and time (if identified) to accomplish each task, activity at each job site For example: receiving dossiers and documents; research; text 85 editor; making plans, conducting surveys, organizing meetings, exchanging opinions; combination; b) Results (job) of job placement; c) Working conditions (equipment, management software, facilities, working environment, scope of work, working relationship) For job positions in the leadership, management or administration group, if additional tasks are included in the execution and execution team, the description of execution work shall be performed as for the position of employment associated with the professional work in the agency, organization or unit 86 APPENDIX 6: CAPACITY FRAMEWORK OF EACH POSITION Direct management: Reporter: CAPACITY FRAMEWORK OF EACH POSITION (The APPENDIX is implemented by organization cadres and managers) TT Position Capacity and skills Remarks Position A Capacity: - - - Skill: - - Date…month…year Prepared by Leader (Sign and write full name) (Sign and write full name) 87 Remark: - Column requires the skills and skills required to complete tasks at each specific job position, such as: synergy; Capacity to solve problems arising in the reality of the industry; capacity to gather and gather; operational and operational capacity; editing document skill and others 88 APPENDIX 7: STUDENT ASSESSMENT FORM (For teacher of lecturers) Lecturers:………………………… Subject:…………………… Training course: …………………… Time: ……………… Classes:……… …………… Full name of learner: ………………….……Unit:……………… …………… No Content Degree of comprehension Edequately attend classes Contribution Initiatives Teamwork skill Ability to generalize the problem Energetic, enthusiastic Ability to communicate Remarks information Total Others: ………… ………… ………… …………… …………… PREPARED BY (Sign and write full name) 89 APPENDIX 8: JOB SCHEME Full name: …………………………………………………………………… …………… Title:…………………………………………………………………… …………… Unit:……………………………………………………………… …………… Strengths: ……………………………………………………………………………………………… ……………………………………………………………………………………………… ……………………………………………………….………………………………… Weeknesses: ……………………………………………………………………………………………… ……………………………………………………………………………………………… …………………………………………………………………………………………… Reasons: ……………………………………………………………………………………………… ……………………………………………………………………………………………… …………………………………………………………………………………………… Aspiration and requirements for better job: ……………………………………………………………………………………………… ……………………………………………………………………………………………… …………………………………………………………………………………………… Remarks of the leaders: ……………………………………………………………………………………………… ……………………………………………………………………………………………… …………………………………………………………………………………………… TELLER HEAD OF UNIT (Sign and write full name) (Sign and write full name) 90