Giải pháp nâng cao chất lượng nguồn nhân lực trong công ty TNHH MTV tem bưu chính giai đoạn 2018 2022

ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - VŨ BÍCH NGỌC SOLUTIONS TO VIETNAM STAMPS COMPANY IN IMPROVING THE QUALITY OF HUMAN RESOURCES IN THE PERIOD 2018-2022 GIẢI PHÁP NÂNG CAO CHẤT LƯỢNG NGUỒN NHÂN LỰC TRONG CƠNG TY TNHH MTV TEM BƯU CHÍNH GIAI ĐOẠN 2018-2022 LUẬN VĂN THẠC SĨ QUẢN TRỊ KINH DOANH HÀ NỘI - 2020 ĐẠI HỌC QUỐC GIA HÀ NỘI KHOA QUẢN TRỊ VÀ KINH DOANH - VŨ BÍCH NGỌC SOLUTIONS TO VIETNAM STAMPS COMPANY IN IMPROVING THE QUALITY OF HUMAN RESOURCES IN THE PERIOD 2018-2022 GIẢI PHÁP NÂNG CAO CHẤT LƯỢNG NGUỒN NHÂN LỰC TRONG CÔNG TY TNHH MTV TEM BƯU CHÍNH GIAI ĐOẠN 2018-2022 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: PGS TS Nguyễn Ngọc Thắng 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 ACKNOWLEDGEMENT With sincere regard and deep gratitude, please allow me to give my most sincere thanks to: - Hanoi School of Business & Management (HSB) - Vietnam National University, Hanoi’s lecturers, teachers have been dedicated to teaching and creating favorable conditions to help me in the process of studying, researching and completing the thesis - In particular, I would like to express my deep appreciation to the supervisor: Associate Professor Ph.D Nguyen Ngoc Thang who has dedicatedly guided, advised and helped me, encouraged me throughout the research and completion of the thesis - On this occasion, I would like to express my sincere thanks to the principals, vice principals, and all the tutors and teachers of the university for creating favorable conditions, providing data, materials and enthusiasm Contribute me during the research process I also thanks to the staffs working at other departments of the university, such as Academic Affair department: MBA program Coordinator - For fulfilling the data of the thesis, I sincerely thanks to the management and employees of Vietnam Stamps Company that helping me a lot during the research - Thank you to my colleagues, friends, family for encouraging, and helping me in the process of learning and scientific research Despite great efforts, the thesis cannot avoid shortcomings; The author is looking forward to receiving the sympathy, guidance, help and comments from scientists, teachers, managers and colleagues Sincerely thanks! CONTENT DECLARATION ACKNOWLEDGEMENT ABBREVIATION LIST OF FIGURES LIST OF TABLES INTRODUCTION CHAPTER Rationale Literature review 10 2.1 General view of domestic and international project on topic HR and quality of HR in organisation 10 2.2 General view of domestic and international project on topic improving the quality of HR in organisation 11 2.3 General view of the project 12 2.4 Concept of human resources and human resources development 12 2.5 Position and role of HR in the cause of industrialization and modernization 13 2.6 Criterias and methods of evaluating the quality of human resources 13 2.7 Influencing factors to the quality of HR 14 Aims of Research 14 Objects of Research 15 Scope of Research 15 Research Methodology 15 Thesis Structure 16 CHAPTER I BASIC THEORY ON IMPROVING THE QUALITY OF HUMAN RESOURCES IN ORGANISATION 17 1.1 HR in the organisation 17 1.1.1 Conception of human resources 17 1.1.2 Features of HR in organisation 19 1.1.3 Categorisation of human resources 20 1.2 Quality of HR in organisation 20 1.2.1 Conception of quality of HR in organisation 20 1.2.2 Criterion of evaluating quality of HR in organisation 22 1.3 Improving quality of HR in organisation 23 1.3.1 Conceptions 23 1.3.2 Activities for improving quality of HR 24 1.3.3 Influecing factors for improving quality of HR 24 1.4 Experiences on improving quality of HR 27 1.4.1 Experiences from international organisations 27 1.4.2 Experiences from domestic organisations 31 1.4.3 Learning from those experiences to Vietnam organisations 33 CHAPTER II ASSESSING THE QUALITY OF HUMAN RESOURCES AT THE VIETNAM STAMPS COMPANY DURING PERIOD 2015-2018 35 2.1 General view of Vietnam Stamps Company 35 2.1.1 The process of formation and development of brand 35 2.1.2 The process of formation and development of Vietnam Stamps Company 37 2.2 Analysing the real situation of HR quality of Cotevina 38 2.2.1 Structure and organisational model of the company 38 2.2.2 Functions and tasks of production and business of the company 39 2.2.3 Production and business situation of the company 40 2.2.4 HR situation in reality of Cotevina 44 2.2.5 Analysing the real situation of human resource quality of the Vietnam Stamps Company 47 2.3 Actual situation of activities to improve the quality of HR of Cotevina 54 2.3.1 Recruitment and talents attractions 54 2.3.2 Training activities, improving skills and professional qualifications 57 2.3.3 Salary, bonus and welfare policies 59 2.4 Assessing the status of improving the quality of human resources at Cotevina 62 2.4.1 Strengths 62 2.4.2 Limitations 64 2.4.3 Reasons 64 CHAPTER III SOLUTIONS FOR IMPROVING THE QUALITY OF HUMAN RESOURCES AT VIETNAM STAMPS COMPANY 66 3.1 Orientation to improve the quality of HR of the company 66 3.1.1 Orientation of production and business development of the company 66 3.1.2 Orientation to improve the quality of human resources of Cotevina 67 3.2 Some solutions to improve the quality of human resources at the company 68 3.2.1 Well implement recruitment and attract talents 68 3.2.2 Promote the effectiveness of training and retraining to improve the level of employees 69 3.2.3 Remuneration policies and regims for employees 70 3.2.4 Solution for building organisation culture at the company 72 CONCLUSION 73 REFERENCES 75 APPENDIX 01 77 APPENDIX 02: 80 APPENDIX 03: 81 ABBREVIATION Abbreviation HR Full version of the word/phrase Human resource HRD Human resources development HRM Human resources management KPI Key performance indicator Cotevina Vietnam Stamps Company LIST OF FIGURES Figures Diagram 2.1 Name Organisational structure of Vietnam Stamps Company Figure 1.1 Population of Vietnam during 1950-2017 10 Figure 2.1 Gender of HR of the Vietnam Stamps Company during 2016-2018 46 Figure 2.2 Gender of HR of the Vietnam Stamps Company during 2016-2018 47 Figure 2.3 Ratio health status of employees of Cotevina during 2016-2018 51 Figure 2.4 Research on employee’s demand of organizing training classes within the Cotevina Company in 2018 58 Figure 2.5 Research on employee’s willingness in participation of training classes that organized by Cotevina Satisfaction of salary paying for employees at Cotevina in 2018 58 Figure 2.6 Page 39 61 LIST OF TABLES Table Table 2.1 Name Results of production and business activities of the Vietnam Page 40 Stamps Company in the period of 2011-2015 Table 2.2 Results of production and business activities of the Company in 43 the period of 2016-2018 and year 2019 (planning) Table 2.3 Business revenue of the Cotevina from 2016-2019 44 Table 2.4 The summary of labor in all departments of the Company by the 45 end of year 2018 Table 2.5 The summary of company labor in 2018 45 Table 2.6 Results of investigation on the sense of discipline and behavior of 49 employees Table 2.7 Health status of workers according to health classification standards of company period 2016 – 2018 50 Table 2.8 Labor structure according to qualifications at the company in the period of 2016-2018 53 Table 2.9 Annual productivity and salary of HR in Cotevina from 2016-2018 60 INTRODUCTION CHAPTER Rationale Human resource (HR) is considering as the main and important assets of any organization It is necessary for organization to understand that an emphasis on the development aspect of human resources should be strongly invested if they want to achieve business success in today fast-changing business environment (Geet, Deshpande, & Deshpande, 2009) All the companies are desired to have employees with knowledge, creative mind, enthusiasm, dedication and responsibility The quality of the human resource has big influence to organisation’s success or failure Especially in the context of Vietnam nowadays, when globalization and international economic integration is a trend that challenges to Vietnam since its successfully acceded the 150th Member of WTO in January 2007 and ASEAN economic integration 2017 Moreover, the competitiveness of Vietnam's accession into the ASEAN Free Trade Area (AFTA) has been an important step in its integration into the world economy Some researchers revealed that in the first two months of last year, 2017, foreign direct investment (FDI) inflows into Vietnam reached a record level which over the same period in previous years, both in terms of number of newly licensed projects, registered capital and expended capital (Cam, 2017) According to the Vietnamese Foreign Investment Agency (Ministry of Planning and Investment), the country has over 1,100 foreign direct investment projects, increasing 21.5% over the same period last year Consequently, competition is heating up in Vietnamese market between Vietnamese goods and foreign rivals as well as the domestic and international human resource quality working in Vietnam On the other hand, the 4th industrial revolution is developing strongly across the global at the moment and having directly strong impacts to Vietnam It is given a great chance of speeding up country’ industrialization and modernization; however, in the current context, it is considered both opportunities and challenges to Vietnam in facing the revolution, particularly in technology, lacking high level of HR and infrastructure (VietNamNews , 2017 ) Regarding to the challenges, Viet Nam News also stated that according to Professor Doctor Tran Dinh Thien, rapid technology development will also lead to “robots gradually replaced workers” and “ten millions of traditional workers will lose their jobs” Consequently, Mr Dam Manh Duong, Director of the Department of High 3.2 Some solutions to improve the quality of human resources at the company 3.2.1 Well implement recruitment and attract talents In order to get high quality human resources, the company needs to have appropriate investment for recruitment and talent attraction Appreciate the recruitment phase, recruitment plays a very important role, this work decides the input of the company, contributing to the company has a quality and effective workforce, professional skills * Recruitment One of the important solutions to improve the quality of human resources is to improve the quality of recruitment Currently, Cotevina has promulgated recruitment regulations, however, in practice, this application is still for information only and not considering recruitment efficiency as targeted There are some notices during recruitment process: - Recruitment must be done strictly and in accordance with recruitment procedures and regulations Recruitment must ensure the purpose of compensating the shortage of manpower Recruitment must be the right person, the right job, the position to be recruited, and the right careers, right time and objective - The company needs to develop a plan to recruit workers according to the following contents: quantity, structure, time, standards, professional qualifications, responsibilities, workers' rights and other necessary requirements for recruitment - Attention should be paid to exploiting and facilitating the use of internal recruitment resources, appropriate labor transfer, motivating all employees to strive for career advancement opportunities This helps employees become more attached to the company to work more actively, and does not make the number of employees increase and reduce the cost of recruitment - For recruiting sources from outside, to recruit high quality workers, the company needs to use many other recruitment methods such as: actively contacting universities, colleges and intermediate schools, to be introduced to graduates who are good, capable and have excellent achievements; Associate with prestigious vocational schools or job introduction centers to increase the number of sources recruited through job postings - The recruitment must be done in a transparent and fair manner to avoid the familiar relationship About recruitment information must be provided in a complete, public and widely publicized on different information channels (corporate website, website specializing in reputable recruitment, existing TV channels, network social Facebook, twitter…) 67 * Attracting talents The company needs to discover and attract high-quality human resources with appropriate policies, soon bring the policy of utilizing and attracting talents of the leaders to implement effectively and effectively It is difficult for Cotevina to compete in attracting talents in the labor market in many ways, because not many young talented people wish to work at a state organization, so the company needs to define its strengths In other words, it is necessary to locate your employer brand in the market, need to differentiate the company from competitors Cotevina has to build its own policy of attracting, recruiting high-quality labor, innovating to improve the attractiveness of policies to attract talents, and need to have appropriate mechanisms to encourage material to attract human resources On the other hand, the company needs to pay attention to the recommendation and use of talents through the following stages: detection and selection, training and retraining, use and treatment Develop and implement mechanisms to create conditions for talents to develop by their own qualities, talents and dedication results, ensuring fairness and objectivity in the planning, appointment of officials or institutions remuneration, salary, and bonus 3.2.2 Promote the effectiveness of training and retraining to improve the level of employees In order to improve the efficiency of professional training and retraining for human resources, the company needs to develop clear training regulations, with specific requirements for each group of managers On that basis, Cotevina needs to well the following tasks: - First, determine the training needs: Analyzing the training needs for the company correctly, see what kind of labor production and business plan the company needs and compare it has the company met yet? Planning training based on related activities such as job analysis, assessment of work performance and human resource planning activities - Secondly, conduct the training segment and clearly identify training subjects In order to this well, the company needs to issue specific standard documents for training and training on what fields for each department trained The parts with people to be trained must ensure the standards set for the trainees, each object must be relatively homogeneous in terms of occupation, management level and knowledge needs - Thirdly, changing and renewing the content of training programs for employees In order to ensure the requirements of the current job, the company needs to strengthen the 68 opening of intensive professional and professional training courses and focus on the soft skills of workers The training content must be close to the work of the trained person, not to allow the training status to be inconsistent with the work undertaken The training program must be really specific, flexible and suitable for each type of training object - Fourthly, the training method must be short, concise, easy to understand and highly effective, stimulating the creativity of trainees Training time is short so as not to significantly affect the production and business process of the company but still must ensure the training and retraining requirements - Fifthly, the company has a policy of taking advantage of retired long-time employees, inviting them to teach professional skills for technical workers training classes, upgrading and vocational training for the team For administrative staff, indirect labors in the company: encourage and support staff to go to school to improve their qualifications and reduce the rate of employees working in the industry In order to increase the motivation for employees to apply support policies in the learning process, combining emotional support with material support Thus, not only motivating learners but also increasing trust and attachment between employees and the company - Sixthly, there should be reasonable incentives for trained subjects: To be facilitated in terms of time, funding for study, arranged in the right careers after training and entitled to salary according to occupational ranks - Seventh, the company must regularly conduct a review of the training of human resources to see if its training programs achieve results, what advantages and disadvantages need to be overcome Need to monitor and evaluate the training for a long time to see all the results of training and development Feedback must be collected after training courses Learn the reflection, attitudes of students after each program on curriculum, teaching methods, quality of teachers After training: after finishing training, it is necessary to arrange and assign those workers to appropriate job positions, related to the knowledge they are trained This both helps employees apply knowledge while learning in practice, improve working efficiency, and work to encourage workers to attend training to improve their qualifications because they see the knowledge they have learned to use in work 3.2.3 Remuneration policies and regimes for employees When the policies and remuneration policies that the company applied promote high efficiency, it will stimulate the spirit of employees to work enthusiastically and creatively at work, attract and retain talents for the company In order to improve the 69 quality of human resources of the unit, company leaders need to continue to innovate thinking, view and evaluate the material value created by Cotevina’s labor to have more appropriate policies and to further improve the material and spiritual life for workers Therefore, the company needs to improve the effectiveness of the remuneration policy Linking the results of the work with salary payment (KPI): The company can build a regime of paying time wages for administrative staff and pay product salaries for production workers instead of paying salary according to the current level Or the Company may add bonuses to the salary beside the main salary to encourage employees to work The construction of this new salary regulation needs to carefully consider the actual conditions to choose the appropriate plan, need to well the ideological work for employees to receive the highest consensus, like so the new payment method has a positive effect Organize more emulation movements in the Company: Each emulation movement needs to clearly identify the theme, content, form and criteria of emulation Strengthen the inspection, review, and correct assessment of achieved results, pointing out the limitations Thereby drawing good practices, good experiences to receive wide; promptly set up good people, good deeds, advanced examples to create new spillovers and motivations to successfully achieve the company's political objectives and tasks Improving the quality of appraising dossiers, rewarding, honoring and rewarding groups and individuals to be accurate and timely, right people and right jobs The rewarding must be done in many forms, but not rewarding widely Pay attention to reward small groups and individuals, who directly work, produce, work, study, fight and serve combat The reward must ensure the principle of achievement where commendation comes; where there are many achievements, many compliments and vice versa; To avoid scratching, spread evenly or where many suggestions are made, praise is much, wherever there is little suggestion, little compliments, no suggestions, no compliments Paying attention to rewarding by praising and praising achievements, building an example instead of rewarding through material value: due to limited funding, the value of material rewards is not great, does not affect much the income of workers should be rewarded by material only symbolic, can not become a driving force for workers Instead, the words of praise and praise have great spiritual value, directly impacting on the psychology of workers 70 3.2.4 Solution for Building Organisational Culture at the Company The working environment has a great influence on the construction and development of corporate culture Attention should be paid to the relationships in the Company between the superiors - subordinates and among the lower levels together, building a harmonious and healthy working environment, creating a comfortable and excited mentality for people Rest assured work hard The leader must be exemplary, an example of working style, ethical standards for employees to follow There must be enthusiasm, openness, and high responsibility to inspire interest in work for subordinates The company must understand the advantages and disadvantages of subordinates to assign reasonable tasks help them maximize their capacity When assessing, there must be objectivity, devotion, impartiality, no scratching, avoiding the situation of employees dissatisfied with the contributions that they have made Between employees, there should be mutual support, cooperation in their work, strictly abide by the internal rules and regulations so that those rules and regulations are put into order and become a beauty in company culture Create a habit of corporate culture for employees by: training, introducing new employees to the corporate culture, actively propagating the corporate culture through simple everyday things (such as: hanging logos, slogans, rules tables in conspicuous places in the Company, propagating through talks, exchanges ), propagating through seminars, meetings, collective activities, to create habits for former employees Create an internal mechanism to protect those who dare to speak, dare to criticize frankly, actively criticize and criticize actions that have a negative impact on corporate culture Develop specific criteria to evaluate the implementation of corporate culture to bring higher efficiency There are specific mechanisms for reward and discipline for individuals and units in the organization in the process of implementing corporate culture It should be built into a compact corporate culture handbook for workers to take with them Consequently, the company should focus on improving on all these factors that are relevant to the quality of the company on health (doing gymnastic, sport club), mental power (adding team work task) and intellect together with these above four suggestions of recruitment, training program, appropriate policies and organisational culture 71 CONCLUSION Quality of human resources plays a huge role in economic development The models of economic development all affirm when we believe that sustainable development requires capital accumulation, technical development and technology These are factors attached and dependent on the quality of human resources, when the quality of labor is low or human capital is low, the creation and implementation of capital accumulation and technological technology development are difficult to implement Both micro and macro evidence show the importance of quality of this factor with economic development Improving the quality of HR is clearly necessary In order to improve the quality of this factor, it must not only focus on improving the level of education and professionalism for workers but also to improve the physical level through improving health and improving the living conditions of the people However, what to to improve education, expertise and physicality of human resources; The answers in many studies suggest that developing health and education systems plays an important role, but it is also necessary to have appropriate employment and remuneration policies In addition, perfecting the social security system also has great significance in improving the quality of human resources Through the fact-finding process at Vietnam Stamps Company, I had the opportunity to interact with Human Resource Management activities, learn about activities to improve the quality of human resources at the Company, from which to analyze actual situation of improving the quality of human resources in the Company and I would like to offer some solutions and recommendations that I find necessary to improve the quality of human resources in the company more effectively This thesis is a very meaningful work to better looking at the real situation at the company and to finding way to make improvement of HR of Vietnam Stamps Company Although there are still some limitations of the work as all the suggestions from the author of the thesis are just for references Some suggestions might not possible to apply to the company due to its limitation of HR, finance, time and over workload of employees at the moment For further improvement of this dissertation, the author might find the way to interview further with the Company’s Board of Directors to select some specific highlight suggestions to identify and check on the quality of recommendations The author also can help creating schedule for the suggestions that to improve the quality of HR at Vietnam Stamps Company during 2018-2022, list of details recommendation that company are required and arrange, advice to allocate tasks for each different department at the company 72 The author hopes to take this research further to check on quality and efficiency of recommendations In sum, HRD is an interesting and useful topic to research on, not only for Vietnam Stamps Company, a single company, a state company or a company in Vietnam but for every organization doing business worldwide Learning and acting on activities to improve HR quality will surely bring better performance to the company in the future 73 REFERENCES Bibliography Cam, T (2017, 02 28) Dù khơng có TPP, đầu tư nước vào Việt Nam năm 2017 tích cực (Bao dien tu VOV (VOV online newspaper)) Retrieved 19, 2017, from VOV-bao dien tu cua dai tieng noi Viet nam: http://vov.vn/kinh-te/du-khong-co-tpp-dau-tu-nuoc-ngoai-vao-viet-nam-nam2017-van-tich-cuc-597849.vov (Vietnamnet), T (2015, January 19) VNPost bắt tay Bưu Nhật Bản Retrieved 29, 2017, from Ministry of Information and Communications of the Socialist republic of Vietnam: http://wcag.mic.gov.vn/Pages/TinTuc/98653/VNPost-bat-tay-Buu-chinh-Nhat-Ban.html danso.org (2019, July) Dân số Việt Nam Retrieved July 2019, from danso.org: https://danso.org/viet-nam/# Thu, K (2019, 20) Giải pháp nâng cao chất lượng nguồn nhân lực quản lý dịch chuyển lao động (Solutions for improving quality of HR and manging labor tranfering) Retrieved 2019, from Hanoimoi: http://www.hanoimoi.com.vn/tin-tuc/Xa-hoi/929841/giai-phap-nang-cao-chat-luongnguon-nhan-luc-va-quan-ly-dich-chuyen-lao-dong Chau, M (2015, 21) Lao động Việt Nam đạt điểm 10 (Vietnamese workers only score 4/10 points) Retrieved 2019, from VNExpress: https://vnexpress.net/kinh-doanh/lao-dong-viet-nam-chi-dat-diem-4-tren10-3203937.html Pham, T N (2019, March) Vận dụng kinh nghiệm quốc tế nâng cao chất lượng nguồn nhân lực doanh nghiệp vừa nhỏ Retrieved 2019 Do, M T (2017, August 30) Kinh nghiệm nâng cao chất lượng nguồn nhân lực Nhật Bản, Hàn Quốc, Nam Phi học rút cho Việt Nam Retrieved from Cong Thuong Industry and Trade Magazine Nguyen, L (2018, July 5) Nâng cao chất lượng nguồn nhân lực (N D newspaper, Producer) Retrieved 2019 , from Trang thành phố Hồ Chí Minh : https://www.nhandan.com.vn/tphcm/tinchung/item/36916802-nang-cao-chat-luong-nguon-nhan-luc.html Wentz, E A (2014) How to Design, Write, and Present a Successful Dissertation Proposal California , United States: SAGE Publishcations, Inc Werner, J M., & DeSimone, R L (2012) Human Resource Development (6th ed.) 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Pune, India: Nirali Prakashan Nolan, C., & Garavan, T N (2015) Human Resource Development in SMEs: ASystematic Review of the Literature International Journal of Management Reviews , 0, 1-54 Mayhew, R (2017) 10 reasons HR is important to an organisation (Hearst Newspapers, LLC) Retrieved 2017, from smallbusiness.chron.com: http://smallbusiness.chron.com/10-reasons-hrimportant-organization-22424.html T.Milkovich, G., & W.Boudreau, J (1997) Human resources management Irwin 75 APPENDIX 01 HUMAN RESOURCES QUALITY QUESTIONAIRES (for individuals) PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC (dành cho cá nhân) Thưa quý Anh/chị! Để có số liệu thực tế khách quan phục vụ việc nghiên cứu, hoàn thành luận văn tốt nghiệp với đề tài “Nâng cao chất lượng nguồn nhân lực Công ty TNHH MTV Tem Bưu chính”, anh/chị vui lịng dành thời gian trả lời số câu hỏi sau đây: (Các câu hỏi đặt mang tính chất tham khảo phục vụ nghiên cứu khoa học, họ tên ý kiến anh/chị bảo mật) Chân thành cảm ơn giúp đỡ nhiệt tình anh/chị I THƠNG TIN CHUNG Họ tên (không bắt buộc): Bộ phận làm việc: Cơng việc đảm trách: Trình độ chuyên môn: Tuổi/thâm niên công tác: Thời gian làm việc Công ty Tem: … năm, từ ……đến …… (tháng/năm) II NỘI DUNG KHẢO SÁT Câu Anh/chị năm tuổi? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Dưới 30 tuổi □ Từ 30-45 tuổi □ Trên 45 tuổi □ Câu Theo anh/chị cơng việc anh/ chị đảm nhận có phù hợp với chuyên ngành đào tạo, phù hợp với thân không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Mức độ phù hợp Rất phù hợp Phù hợp Tương đối phù Không phù thân với công việc hợp hợp, cần phải thay đổi Đánh giá Câu 3: Anh/chị cho biết, dự tuyển vào cơng ty có nêu u cầu cơng việc tiêu chuẩn theo quy định để tuyển dụng anh/chị vào đơn vị không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Có □ Khơng □ Câu 4: Anh/chị cho biết, cá nhân tuyển vào công ty theo nguồn nào? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Chuyển từ đơn vị khác □ Thông qua thi tuyển/ vấn □ Tuyển dụng trực tiếp/ không qua thi tuyển □ Khác □ 76 Câu 5: Anh/chị cho biết, thông tin, kiến thức ngành, sản phẩm/ dịch vụ Cơng ty anh chị có từ đâu? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Lớp đào tạo/ bồi dưỡng từ TCty/ Bộ TTTT □ Do đơn vi tổ chức □ Trao đổi thu thập từ đồng nghiệp □ Tự tìm hiểu □ Câu 6: Anh/chị có tham gia lớp đào tạo, bồi dưỡng, cập nhật giới thiệu kiến thức chuyên môn đơn vị tổ chức không? (Anh/chị đánh dấu (x) vào ô anh/chị lựachọn) Thường xuyên □ Thỉnh thoảng □ Chưa □ Câu 7: Theo anh/chị, mức tiền lương anh/chị có tương xứng với công việc giao không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp □ Câu 8: Anh/chị có hài lịng với chế độ đãi ngộ công ty không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Có□ Khơng □ Câu 9: Theo anh/chị, mức tiền lương anh/chị có tương xứng với cơng việc giao không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Rất phù hợp □ Khá phù hợp □ Bình thường, chưa phù hợp □ Câu 10: Theo anh/chị mức độ cần thiết ý thức tuân thủ nội quy, quy chế quan? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Mức độ cần Rất cần thiết Khá cần thiết Cần thiết bình Khơng cần thiết thiết ý thức thường tuân thủ nội quy, quy chế quan Đánh giá Câu 11: Theo anh/chị mức độ cần thiết ý thức trách nhiệm, tác phong công việc? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Mức độ ý thức Rất cần thiết Khá cần thiết Cần thiết bình Khơng cần thiết trách nhiệm, tác thường phong công việc Đánh giá 77 Câu 12: Theo anh/chị công tác đánh giá thực công việc công ty hiệu nào? (Anh/chị đánh dấu (x) vào ô anh/chị lựachọn) Rất hiệu quả□ Hiệu □ Bình thường □ Khơng hiệu □ Câu 13: Theo anh/chị yếu tố ảnh hưởng chủ yếu đến hiệu công việc đơn vị? (Anh/chị đánh dấu (x) vào anh/chị lựachọn) Trình độ quản lý cán bộ, lãnh đạo □ Chất lượng nguồn nhân lực □ Phân công công việc □ Yếu tố khác □ Câu 14 Anh/chị nghĩ việc tổ chức đào tạo, nâng cao kĩ nghiệp vụ đội ngũ cán công nhân viên công ty nào? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Cần thiết □ Không cần thiết □ Rất cần thiết □ Khá cần thiết □ Câu 15 Anh chị có sẵn sàng tham gia vào khố học đào tạo nâng cao nghiệp vụ Công ty tổ chức đào tạo không? (Anh/chị đánh dấu (x) vào ô anh/chị lựa chọn) Có □ Khơng □ Nêu lý cho câu trả lời: ….…………….…………………………………………………………………………… Câu 16 Ngoài vấn đề đề xuất đây, anh/chị có ý kiến khác công tác nâng cao chất lượng nguồn nhân lực đơn vị không? ….…………….…………………………………………………………………………… ……………………………………………… …………………………………………… Chân thành cảm ơn chúc anh/chị sức khỏe, thành công! 78 APPENDIX 02: HUMAN RESOURCES QUALITY SURVEY (for departments in the company, including: Office of Organization - Administration; Business - Professional Department; Planning - Finance - Accounting Department; Postal Stamp Center II) PHIẾU KHẢO SÁT CHẤT LƯỢNG NGUỒN NHÂN LỰC (dành cho phịng ban cơng ty, bao gồm: Phịng Tổ chức – Hành chính; Phịng Kinh doanh – Nghiệp vụ; Phịng Kế hoạch – Tài – Kế tốn; Trung tâm Tem Bưu II) Thưa q Phịng ban cơng ty Tem! Để có số liệu thực tế khách quan phục vụ việc nghiên cứu, hoàn thành luận văn tốt nghiệp với đề tài “Nâng cao chất lượng nguồn nhân lực Công ty TNHH MTV Tem Bưu chính”, q phịng ban vui lịng dành thời gian trả lời số câu hỏi sau đây: (Các câu hỏi đặt mang tính chất tham khảo phục vụ nghiên cứu khoa học, thông tin bảo mật) Chân thành cảm ơn Câu 1: Cung cấp tài liệu lịch sử trình phát triển Công ty Tem giai đoạn 2010-2020, liệu 3-5 năm gần Câu 2: Tình hình kinh doanh công ty thời điểm kế hoạch mục tiêu thời gian tới Câu 3: Thông tin chung nguồn nhân lực công ty Đánh giá thực trạng nguồn nhân lực công ty thời điểm Câu 4: Cung cấp bảng tổng hợp thông tin khám sức khoẻ CBCNV 20162018 Câu 5: Thơng tin sách chương trình chăm sóc sức khoẻ an tồn người lao động mà cơng ty thực Câu 6: Đánh giá ý thức kỷ luật nhân viên việc thực quy định, nội quy công ty Câu 7: Hoạt động tuyển dụng công ty thực nào? Khó khăn thuận lợi Câu 8: Chương trình thực đào tạo kế hoạch năm Câu 9: Chế độ đãi ngộ nhân viên thực nào, có quy định khơng Câu 10: Cung cấp văn hố doanh nghiệp cơng ty 79 APPENDIX 03 Perform recruitment round according to the following process: Clause Based on the personnel requirements of the functional departments (departments) Department of Organization - Administration informs the recruitment of employees as follows: a) Notice of recruitment of employees on mass media, social networks; b) The contents of the notice include: Brief introduction of the Company; General introduction about the field, job position to recruit workers; Conditions and requirements for professional qualifications, experience and skills; Number of recruitment; Specify the place of work; Employee regimes; Time limit and location for receiving dossiers; Guidance on application dossiers as prescribed; c) Application for admission includes: - Job application (according to the form of the application); - Curriculum vitae according to the prescribed form certified by the residence administration (the validity time limit must not exceed months); - Notarized copy: People's identity card, professional diplomas, certificates, professions, foreign languages, computers (foreign language certificate with a term of years); - Notarized copy: Birth certificate; - Health certificate of authorized medical facility (original) within 06 months up to the date of submission; - 02 4x6 sized photos (taken within months); - Other documents depending on the nature of the job required Clause Receiving and appraising dossiers: a) Receiving records The Administration Department receives, reviews, and filters the records b) Evaluation of records - The recruited dossiers must be a dossier that fully satisfies the requirements prescribed at Point c, Clause 1, Article of this Regulation; - Make a list of qualified records to report to the Director c) Notice After having a list of qualified documents, the Administration Department contacted the candidates about the location, time, content and interview form Clause Job interview a) The Recruitment Council conducts interviews with candidates according to the criteria set out; b) The results of the interview are agreed between the members of the Council and recorded in minutes, with opinions and signatures of all Council members; c) After obtaining the interview results of the Recruitment Council, the Administration Department sends notice of the results of the interview to the candidates; d) Report the results of the Director and carry out the procedures: letter of invitation to receive a job, issue a decision to recruit probation, conclude a labor contract 80 Clause Probationary decision Based on the probationary labor contract entered into, within 15 days from the date of entering into the probationary labor contract, the recruit must come to receive the new task according to the contractual content; Past the time limit as announced if the recruited person does not come without plausible reasons, the Administration and Administration Department shall submit to the Director for decision to cancel the signed probationary labor contract Clause Probationary regime Employees recruited to work at the Company must undergo a probationary period before the two parties agree to enter into a formal labor contract a) According to the provisions of the Labor Code, the probationary period is based on the nature and complexity of the job, but only one time for a job and the following conditions: - Within 60 days for a job with a job title that requires a professional or technical degree from a college or higher; - No more than 30 days for jobs with job titles that require professional and technical qualifications of intermediate and professional levels, technical workers and professional staff b) Salary during the probationary period is 85% of basic salary; c) During the probationary period, each party has the right to cancel the probationary employment contract without prior notice and without compensation if the trial does not meet the requirements agreed by both parties; d) After the probationary period, the new employees make self-assessment and assess the advantages, disadvantages and ways to overcome the shortcomings during the probationary process; d) Heads of units with probationary employees comment on the probationary process of the employees and give suggestions on entering into labor contracts with definite terms; e) The Recruitment Council meets to review, evaluate and conclude a labor contract with a definite term if it meets the requirements; g) Based on the results of the meeting of the Recruitment Council, the Administrative Organization Division shall enter into a labor contract with a term of at least 01 year (12 months) for new employees, or terminate the labor contract Determine if the deadline is not met h) After concluding the labor contract with a term of 01 year (12 months), the head of the labor management unit shall comment, evaluate and give suggestions on the conclusion of an unspecified labor contract time limit (if satisfactory); i) Based on the results and suggestions of the Head of the labor management unit, the Administrative Organization Department shall submit to the Director of the Company, conclude an indefinite term labor contract 81 ... COMPANY IN IMPROVING THE QUALITY OF HUMAN RESOURCES IN THE PERIOD 2018- 2022 GIẢI PHÁP NÂNG CAO CHẤT LƯỢNG NGUỒN NHÂN LỰC TRONG CƠNG TY TNHH MTV TEM BƯU CHÍNH GIAI ĐOẠN 2018- 2022 Chuyên ngành: Quản... Communications Vietnam Post Corporation (Vietnamese: Tổng công ty Bưu Việt Nam) is renamed to Vietnam Post Corporation (Vietnamese: Tổng công ty Bưu điện Việt Nam) (according to Decision No 2596/QD-BTTTT... state owned enterprise - Company name: Vietnam Stamps Company (Vietnamese name: Cơng ty TNHH MTV Tem Bưu chính) - Short name: COTEVINA - Company code: 0100686199, provided by Hanoi Authory Planning