Một số giải pháp nâng cao hiệu quả sử dụng nguồn nhân lực tại VNPT Tuyên Quang

Một số giải pháp nâng cao hiệu quả sử dụng nguồn nhân lực tại VNPT Tuyên Quang Một số giải pháp nâng cao hiệu quả sử dụng nguồn nhân lực tại VNPT Tuyên Quang Một số giải pháp nâng cao hiệu quả sử dụng nguồn nhân lực tại VNPT Tuyên Quang luận văn tốt nghiệp,luận văn thạc sĩ, luận văn cao học, luận văn đại học, luận án tiến sĩ, đồ án tốt nghiệp luận văn tốt nghiệp,luận văn thạc sĩ, luận văn cao học, luận văn đại học, luận án tiến sĩ, đồ án tốt nghiệp

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ VĂN ĐỨC SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF HUMAN RESOURCE USE AT VNPT TUYEN QUANG MỘT SỐ GIẢI PHÁP NÂNG CAO HIỆU QUẢ SỬ DỤNG NGUỒN NHÂN LỰC TẠI VNPT TUYÊN QUANG LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ VĂN ĐỨC SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF HUMAN RESOURCE USE AT VNPT TUYEN QUANG MỘT SỐ GIẢI PHÁP NÂNG CAO HIỆU QUẢ SỬ DỤNG NGUỒN NHÂN LỰC TẠI VNPT TUYÊN QUANG 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 PHẠM VĂN HỒNG HÀ NỘI - 2020 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 i ACKNOWLEDGEMENT I would like to take this opportunity to express my deepest gratitude and appreciation to the people who have given me their assistance throughout my studies during the preparation of this thesis They are my teachers, my colleagues, my family and my friends I would like to express my great thanks to all of them First of all, I would especially like to thank my advisor, Dr Pham Van Hong, for her continuous encouragement and especially for her academic and creative guidance She has been my source for inspiration thoughout my thesis Without her support, I would not be able to complete my thesis And I really appreciate her patience in reading and correcting my thesis Last but not least, many thanks to my family, friends and classmates for their great love and care in both spirit and health during preparation for the undergraduate thesis in Finance Finally, I have to give myself credit because I endured to the end of my thesis instead of giving up, losing my mind or getting sick due to the stress ii CONTENT INTRODUCTION .1 Rationale Literature review .2 Aims of research .4 Scope of research Research methodology CHAPTER 1: THEORETICAL BACKGROUND ON EFFICIENCY OF HUMAN RESOURCE USE .6 1.1 Human resources in the enterprise .6 1.1.1 Definition of human resources 1.1.2 The necessity of improving human resource 1.2 Improving the efficiency of human resource use 1.2.1 Some definitions related to efficiency of human resource use 1.2.2 Contents of improving the efficiency of human resource use 10 1.3 Factors affecting the efficiency of human resource use .11 1.3.1 External factors .11 1.3.2 Internal factors 14 1.4 Criteria for assessing efficiency of human resource use 15 1.4.1 Physical indicators 15 1.4.2 Criteria assessing professional qualifications 16 1.4.3 Criteria assessing skilled level 17 1.4.4 Criteria assessing professionalism 17 1.4.5 Moral criteria 17 CHAPTER 2: ASSESSING THE SITUATION OF EFFICIENCY OF HUMAN RESOURCE USE AT VNPT TUYEN QUANG .18 2.1 Overview about VNPT Tuyen Quang 18 2.1.1 Establishment and development 18 iii 2.1.2 Functions and tasks of VNPT Tuyen Quang 19 2.1.3 Organizational structure of management apparatus of VNPT Tuyen Quang 20 2.1.4 Business results of VNPT Tuyen Quang in the period of 2016-2018 21 2.2 Overview of human resources of VNPT Tuyen Quang .22 2.2.1 Statistics of human resources of VNPT Tuyen Quang 22 2.2.2 Labor structure by age .23 2.2.3 Labor structure by gender .24 2.2.4 Labor structure by professional qualifications 24 2.3 Efficiency of human resource use at VNPT Tuyen Quang 25 2.3.1 Current physical indicators .25 2.3.2 Current criteria assessing professional qualifications .30 2.3.3 Current criteria assessing skilled level 31 2.3.4 Current criteria assessing professionalism 34 2.3.5 Current moral criteria 35 2.4 Factors affecting the efficiency of human resource use at VNPT Tuyen Quang 37 2.4.1 External factors .37 2.4.2 Internal factors 43 2.5 Evaluating efficiency of human resource use at VNPT Tuyen Quang 46 2.5.1 Achievements 46 2.5.2 Limitations 47 2.5.3 Causes of limitations .49 CHAPTER 3: PROPOSAL ON SOLUTION TO IMPROVE THE EFFICIENCY OF HUMAN RESOURCE USE AT VNPT TUYEN QUANG .52 3.1 Evaluating the new context and the requirements set for improving the efficiency of human resource use of VNPT Tuyen Quang .52 3.1.1 Context impacts on improving the efficiency of human resource use of VNPT Tuyen Quang .52 3.1.2 Orientation and general targets of VNPT Tuyen Quang 56 iv 3.2 Some solutions to improve the efficiency of human resource use at VNPT Tuyen Quang .58 3.2.1 Rearranging the organizational structure 58 3.2.2 Raising awareness and management skills .59 3.2.3 Building a human resource development strategy for VNPT Tuyen Quang 60 3.2.4 Building a job description .61 3.2.5 Improving the quality of recruitment and renovating training and retraining 62 3.2.6 Renewing salary and bonus policy 65 3.2.7 Renewing labor evaluation work 66 3.2.8 Building corporate culture .68 CONCLUSION 71 REFERENCES 73 v ABBREVIATION HR Human resources VNPT Vietnam Posts and Telecommunications Group VND Vietnam Dong VT-IT Virtualization Information Technology vi LIST OF FIGURES Figure 2.1: Organizational chart of VNPT Tuyen Quang 20 Figure 2.2: Training process and division in charge 32 vii LIST OF TABLES Table 2.1: Results of the main business targets for the period of 2016-2018 21 Table 2.2: Labor change data for 2016-2018 at VNPT Tuyen Quang 22 Table 2.3: Labor structure by age for 2016-2018 at VNPT Tuyen Quang .23 Table 2.4: Labor structure by gender for 2016-2018 at VNPT Tuyen Quang 24 Table 2.5: Labor structure by professional qualifications for 2016-2018 at VNPT Tuyen Quang .24 Table 2.6: Health situation of workers in VNPT Tuyen Quang .25 Table 2.7: Current health care for workers .27 Table 2.8: Welfares of VNPT Tuyen Quang 29 Table 2.9: Division of labor by qualifications in units in 2018 30 Table 2.10: Population size of Tuyen Quang for 2016- 2018 38 viii publicizing the work evaluation criteria so that people can be assured to develop their creativity without fear of competition or repression Secondly, leaders and managers need to ensure skills in assessing human, practicing to motivate employees, knowing how to give real rights to subordinates, promoting the potential of young employees and keep good people In addition, it is also necessary to consider this as one of the mandatory standards when appointing officers 3.2.3 Building a human resource development strategy for VNPT Tuyen Quang Based on the plan of the Group, VNPT Tuyen Quang needs to systematically, scientifically and accurately plan human resources, which is a prerequisite solution to implement other solutions to ensure human resources of the unit to be sufficient in number and suitable in structure However, at present, human resource planning in VNPT Tuyen Quang is still fragmented, scattered and passive with short-term nature each year The content of planning has not yet followed the strategy and business plan of the unit In the coming time, VNPT Tuyen Quang needs to perfect the work of human resource planning according to the following contents: - Analyzing current situation and human resource development in terms of quantity, structure and quality; - Analyzing the appropriateness of human resources with the development strategy of VNPT Tuyen Quang; - Forecasting human resources needs to ensure the implementation of the objectives of the unit's development strategy; - Balancing human resources to build solutions to solve the labor surplus or lack of a most reasonable way; - Forecasting human resource supply; - Developing detailed, specific implementation plans with high feasibility; - Checking and evaluating the courses in the scientific and timely manner 60 3.2.4 Building a job description In order to renovate the structure and create the basis for the most rational and effective organization, arrangement and use of human resources, VNPT Tuyen Quang needs to analyze the work to build a system of job description for each title standard This is considered a fundamental solution to select and use human resources within the Group most effectively A job description is a document listing the functions, tasks, relationships at work, working conditions, inspection requirements, monitoring and standards to be achieved when performing the job Job descriptions help us understand the content, requirements of the job and understand the rights and responsibilities when performing the job The title standard table is a document that lists the requirements for individual competencies such as educational level, work experience, problemsolving ability, other skills and personal characteristics most appropriate for each title Table of title standard helps the unit understand how the Group is in need of employees to perform the best job The development of job description must be based on the analysis and indepth evaluation of the requirements and job content of each departmental unit of each unit on the basis of the size and organizational structure established to payroll the laborers in the scientifical and specific manner: - Identifying what titles each department needs? - What are the specific jobs of each title? - What is the level of knowledge required in the fields? - Describing in detail the tasks to be done and the level of completion Criteria for titles from senior executives (directors, deputy directors) to midlevel managers - professional executives (heads - deputy managers) and to each officer and employee must be clear, specific and accurate The requirements for qualifications, experience and personal qualities of titles that are expressed in general or specific constructions without serious application should be avoided 61 It is necessary to link the development of job description with the methods and ideology of the ISO9001:2000 Quality Management Standard, listing what will be done; exactly what was written and committed; examining and controlling implementation; prevention and improvement activities, with the aim of promoting the capacity, ability, enthusiasm with the highest responsibility of each person Job description must be precise and specific so that each officer or employee holding the title must understand: What is his/her position, title and role? Which works they can fulfill and well-fulfill? How to conduct the work, how to coordinate the organization of the working relationship with whom? 3.2.5 Improving the quality of recruitment and renovating training and retraining The success of recruitment is to select candidates who are educated, able to meet the requirements and have the potential to meet the development trend of the organization In order to attract human resources, VNPT Tuyen Quang must be a reputable organization in terms of labor, that is a stable job (state employees), high intellectual content, a hard and soft labor environment and can be considered superior to other businesses The problem is the way to recruit competent people, who have the potential to develop and stick to the long term of unit development Therefore, it is necessary to have a scientific recruitment policy, demonstrating the practicality and specificity of VNPT Tuyen Quang At the same time, it is necessary to adjust the method and process of examination in the direction of putting efficiency first, reducing the administrative procedures in the examination The decisive factor in choosing or rejecting a candidate is their competence expressed through: personality, professional ability, communication ability and leadership ability In the current labor market conditions that are not perfect, the candidates who are good and have the potential as expected not have much, so when selecting, they must prioritize each type of standard and only applying uniformly the selection criteria will ensure the reliability and efficiency of recruitment On the other hand, in order to increase competitiveness and be able to 62 choose the best for leadership positions, a position-based bidding mechanism should be implemented Based on the results of human resource planning to select potential people and allow them to have an election program with their own options Organization - Personnel Department is responsible for selecting the most feasible option and advising the Leaders to select worthy people According to the concept of modern human resource development, employees are considered as the assets of an enterprise, so training and retraining is an investment activity that brings long-term benefits to the organization, because training is strategic measures to improve the quality of human resources The unit should implement demand-driven training principles and requirements of human resource quality to classify human resources training plans in three directions: - Training to meet improvement of the capacity of the team to perform the current tasks well - Training to meet the standards of professional titles - Developing human resources to meet the requirements of future jobs Specific solutions in training activities are: + Innovating training plans and planning to enhance the quality and effectiveness of planning in particular and training in general • Training planning must be linked to the arrangement, use and implementation of policies on maintaining human resources; from human resource planning to training planning and development of training and retraining plans Training plans should be considered as normative norms • Taking the results of performance evaluation as a basis for sending cadres and employees to participate in long-term study programs Minimizing the rampant training in the ineffective forms • Taking learning results, applying knowledge learned into the task as an criteria to assess, consider appointment to leadership positions Changing current order of training after appointment by training before appointment and training after 63 recruitment Leading cadres must go through standardized training courses to be fully prepared before taking on a new responsibility + Implementing the principle of lifelong learning: it is necessary to diversify the types of training to create conditions for every civil servant to have the opportunity to improve his/her level and knowledge • Training at the workplace: This is traditional training and quite popular Staffs learn how to perform work right in the process of working under the guidance of their previous colleagues Its process includes: observing, memorizing, learning and following This method has the advantage of being simple to implement, low cost, and can immediately check the staffs' study results on their jobs However, its disadvantage is that it follows the trail so it does not promote the newness of knowledge, the lack of quantitative basis of professional standards makes it difficult to evaluate the effectiveness after training • Instruction-based training: A list of work tasks to be performed along with key points to be aware of when performing to guide students to practice step by step This type of training is often accompanied by the publication of "work manuals", "operating manuals" This is a form suitable for jobs with clear professional processes and standards and staffs must be the group of officers and employees who perform direct production and business tasks such as: mailing service, postal service, postal workers' parcel, call center process, wire operation machine for telecommunication workers • Lecture-based training: Applied when the need to provide complete systematic expertise for a focused group of learners The advantage of this method is the systematic amount of knowledge, official information, rich content and high requirements for students It is required to have adequate material and organizational conditions for training activities, with careful preparation on the part of lecturers and selected persons to participate This form needs to be implemented regularly when there are new types of products, services and techniques Depending on the type of training chosen, the type of training course shall be chosen such as 64 large thematic-based training courses should be held at the Post and Telecommunications training centers I, II, short-term technical training courses should be held at technical secondary schools in each region and region: Ha Nam Post School, Thai Nguyen, Da Nang Thus, through the diversification of activities, training is not only an independent activity, separate from other functions of HR development management, but it is carried out before appointment, after recruitment and regular throughout the working process, depending on each staff Training is an integral part of the HR management process In order to have a quality staff, the human resources must be constantly developed in accordance with the standards of professional titles and have a plan to use post-training personnel 3.2.6 Renewing salary and bonus policy (1) For salary policy In order to promote the efficiency of human resources, VNPT Tuyen Quang needs to renovate the salary policy with the following contents: Firstly, the unit must ensure its interests and its employees; maintain the optimal relationship between the accumulated part and the share for employees to organize the reproduction of labor power by themselves and the common organization of the unit in the fair and transparent manner At the same time, using the form of payment that best suits the urgent needs and priority satisfaction of each type of worker Secondly, designing and rebuilding the salary system according to each group of specific job description based on the requirements of professional qualifications, handling skills, complexity and consumption of mental and physical strength of people in compliance with each title with content to ensure a reasonable correlation between titles as well as between coefficients of the same specific title, on the basis of reference to labor price in labor market Thirdly, the salary distribution must be based on the exact determination of the contribution rate of each unit, each person actually contributing to meeting the 65 needs of partners and customers and consumers, on the results of common labor The contribution rate of each individual or unit is determined on the basis of summarizing the evaluation results of the following aspects: - Contributing in terms of quantity; - Contributing in terms of compliance with quality regulations; - Contribute in compliance with progress; - Trained professional qualifications and skills; - Seniority Based on the maximum and minimum actual data on each side of the unit, dividing and giving points with weight of each contribution, then measuring and evaluating specifically for each person and for each unit Fourthly, studying the forms of organization of salary payment to employees in the direction of diversification, in order to exploit the maximum efforts of employees for the achievement of the unit's objectives (2) Renew the bonus distribution mode Firstly, the reward level must be commensurate with the labor spent to complete the work and the economic efficiency will bring to the unit Secondly, the unit needs to establish the reward criteria accurately and timely in order to promote both the material and mental motivation of employees, creating a healthy emulation movement, bringing about practical effect, in particular: - Annually, considering and awarding titles to really typical people, based on the quantity and quality of labor - Paying more attention to rewarding those who have initiatives in management and applied techniques effectively 3.2.7 Renewing labor evaluation work It is necessary to improve the model for evaluating officials and employees through a combination of traditional and modern methods, suitable to the specific conditions of VNPT Tuyen Quang The traditional assessment method is based on available input parameters such as professional qualifications, work experience, 66 knowledge level, management level The modern method is to assess the extent to which each individual's individual competencies are applied through the use of a "competency model" based on the overall criteria of professional knowledge (things to know), skills (things you can do) and attitude (how to choose the best solution) in the process of performing that individual's professional duties Evaluation is a more or less subjective activity, so it is necessary to use the most scientific way to achieve results objectively and accurately The essential standards of skills should be defined precisely, scored on a consistent standard measure and suitable with the job title and position of each job group In the immediate future, due to the characteristics of each type of labor, VNPT Tuyen Quang may decentralize and select specific evaluation methods as follows: - For the staff of employees who are direct producers and traders in the Telecommunications, Post Offices of provinces and cities, the most important assessment is the work norms, and the number of products and services developed It also can remove some of the standards that weigh on unnecessary forms such as the system of formal certificates and qualifications, seniority in the industry, family traditions Assessment powers of this workforce must be delegated to the district Telecommunications Center director and direct managers - For staff working in the advisory departments due to the particularity of administrative labor, the assessment method may still comply with the traditional method based on available input parameters such as specialized qualifications, work experience, knowledge level, management level, but still have to take the most important criteria of quality, progress and ability to complete the assigned work The authority to evaluate this team must also be decentralized directly to the heads of the provincial Telecommunications departments - For the key management team of the unit, it is necessary to follow the evaluation method based on the criteria groups of M Hilb's competence assessment: (i) personal skills (calculation studious, effortless, integrity, endurance); (ii) professional ability (professional knowledge, integrated vision); (iii) leadership 67 (ability to set goals, ability to solve problems, exemplary ability, ability to manage resources); (iv) ability to communicate (as a facilitator, supporter, diplomatic ability, practical optimism) The purpose of personnel assessment is the basis for: (i) the individual identifies his or her strengths and weaknesses and development directions (ii) the leads of the units better understand the resources of the unit in charge for effective management, and identify potential personnel to develop through further training or positions with more challenges (iii) The Organization and Personnel Department has the basis to draw up training plans, succession personnel plans to appoint, arrange jobs, and arrange salaries and wages in accordance with the requirements of the public position that the person concerned takes on 3.2.8 Building corporate culture A strong organizational culture is really about making a difference in values, norms, rituals, and festivals that are mainly based on the core values of the organization Therefore, the author proposes a plan to build and develop culture in VNPT Tuyen Quang will be implemented through two phases: Phase 1: Identifying the core values and appropriate standards for all members of the unit to share and care They are: "Specialized – differentiated effective", in line with the 10-letter tradition of the Vietnam Post Industry: "Loyalty, Brave, Devotion, Creativity, Affection" To achieve that, the following cultural traits should be encouraged and developed: - First of all, complying with the law, ensuring a profit, not only raising the workers but also developing; - Solidarity, endurance, perseverance and persistence in production business must be considered as an important virtue; - Dynamic, constantly overcome all difficulties to develop; - Intellect, creativity, belief towards a good future; - And "always fix yourself, strive for perfection" 68 Based on the core values, standards mentioned above, VNPT Tuyen Quang builds rules, regulations and procedures for all employees to comply; communicate and guide the behaviors of individuals in the business, guide employees to use the same language, terminology, ritual, respect and conduct in working relationships Phase 2: Building culture in the unit First of all, VNPT Tuyen Quang must start by communicating to its staff about: - Mission, purpose of the unit - Core values recognized by all members; - Belief in success, as well as the expectations of the unit VNPT Tuyen Quang always organizes traditional celebrations such as the date of establishment of the industry, the date of establishing trade unions and etc builds in employees the pride of the values respected by the Group such as loyalty real, high sense of responsibility and solidarity of the collective, unit On the other hand, VNPT Tuyen Quang needs to organize many forms of encouragement for employees as follows: - Applying flexible working time to each different department, allowing employees to implement a shortened working day mode or allowing employees to start different working hours but ensuring the results achieved in accordance with requirements of the unit; - Constructing a traditional room with a yellow board recording individual and collective achievements of the unit during the operation to make all employees feel proud of their contributions In order to create employees' trust, the management levels must promptly handle the recommendations and suggestions of employees, promote grassroots democracy in the unit Individual or collective opinions need to be carefully considered by the leadership of the units and, when necessary, should be supported by experts so that they can make decisions In the event that the recommendations 69 are not approved, the management level must have a clever explanation to not reduce the enthusiasm of the members of the organization In order to so, the Company must have a process to guide employees in methods and ways of feedback and feedback in a reasonable and scientific manner 70 CONCLUSION On the basis of collecting, researching, analyzing, evaluating characteristics as well as the actual efficiency of human resource use at VNPT Tuyen Quang, the thesis has summarized and assessed the status of human resources as well as the impact of human management to VNPT Tuyen Quang's business activities; thereby raised the human resource structure to see the limitations on the efficiency of human resource use at VNPT Tuyen Quang, thereby having appropriate solutions Through statistics, synthesizing, the thesis has remarks, assessments, views on the efficiency and manpower trends in production and business activities of VNPT Tuyen Quang At the same time, the thesis proposes some specific solutions to improve the efficiency of human resource use at VNPT Tuyen Quang The thesis "Some solutions to improve the efficiency of human resource use at VNPT Tuyen Quang" has drawn some main points as follows: - The thesis has found out, selected and presented in a basic way the basic theoretical issues about the efficiency of human resource use of enterprises in the market economy: definitions, factors, necessity and contents of improving the efficiency of human resource use - The thesis has assessed quantitatively the status of efficiency of human resource use at VNPT Tuyen Quang and summarized the achievement, limitations and their causes - The thesis has proposed a number of important solutions to contribute to improving the efficiency of human resource use at VNPT Tuyen Quang in the period of regional and international integration Each content pertains to chapters: Chapter 1: Theoretical background on efficiency of human resource use Chapter 2: Assessing the situation of efficiency of human resource use at VNPT Tuyen Quang Chapter 3: Proposal on solutions to improve the efficiency of human resource use at VNPT Tuyen Quang 71 The thesis deals with a wide field, requiring the student to have a high level of general knowledge, time for in-depth research, references to many documents and related information Therefore, the author was very disciplined, serious, trying to get the above results of the thesis However, because the author’s many theories and practical experience is not high, the thesis cannot avoid shortcomings, so the author hopes to contribute some ideas of teachers and colleagues for the thesis to be more better 72 REFERENCES Bui Ngoc Anh 2016 Solution to improve the quality of human resources VNPT Hanoi by 2020 Bach Khoa University, Hanoi Tran Bac 2014 Improving the quality of human resources VNPT Ha Tinh University of Economics, Hanoi National University Mai Quoc Chanh 1999 Enhancing human resources to meet the requirements of industrialization and modernization of the country National Political Publishing House, Hanoi Pham Minh Hac 2001 Researching people and human resources going into industrialization and modernization National Political Publishing House, Hanoi Pham Thanh Nghi 2013 Study and propose solutions to improve the efficiency of management and use of human resources in the process of industrialization and modernization Human Research Institute International Labor Organization Definition of human resources People's Committee of Tuyen Quang Province Socio-economic development master plan of Tuyen Quang province to 2020, vision to 2050 Pham Quang Phan 2003 Issues of knowledge economy and application in Vietnam National Political Publishing House, Hanoi Prime Minister Decision No 32/2012/QD-TTg dated July 27, 2012: Approving the National Telecommunications Development Plan to 2020 10 Post Information Center 2001 Trends in telecommunications reform in the world Post Publishing House 11 Nguyen Thi Thuy 2014 Improving the quality of human resources at VNPT Thanh Hoa University of Economics, Hue University 12 Nguyen Tiep 2005 Curriculum on human resource management Labor Social Publishing House, Hanoi 13 Tuyen Quang VNPT Year summary report 2016, 2017, 2018 14 United Nations Definition of human resources 73 15 Vietnam Posts and Telecommunications Group 2018 Draft of the Restructuring Scheme for the Ministry of Information and Communications of Vietnam Post and Telecommunications Group 16 Nguyen Xuan Vinh 2004 Successful strategy in the competitive telecommunications market Post Publishing House, Hanoi 17 World Bank Definition of human resources 74 ... KHOA QUẢN TRỊ VÀ KINH DOANH - LÊ VĂN ĐỨC SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF HUMAN RESOURCE USE AT VNPT TUYEN QUANG MỘT SỐ GIẢI PHÁP NÂNG CAO HIỆU QUẢ SỬ DỤNG NGUỒN NHÂN LỰC TẠI... resources of VNPT Tuyen Quang 2.2.1 Statistics of human resources of VNPT Tuyen Quang Table 2.2: Labor change data for 2016-2018 at VNPT Tuyen Quang Tổng số lao Số lao động dài Số lao động hợp Số lao... AT VNPT TUYEN QUANG 2.1 Overview about VNPT Tuyen Quang 2.1.1 Establishment and development VNPT Tuyen Quang is an affiliated economic unit, a dependent accounting of VNPT Group VNPT Tuyen Quang