A Human Resource study case from Kinh Do

Lecturer: V Sng Xun Hong

CFVG MBA 20 members: 1. Nguyn Quc Bo 2. Trn L Doanh 3. Nguyn Duy ng 4. Nguyn Thanh Phng 5. Hong Th Hong Yn

Planning & Administration Aspect 2. Orientation for Recruits 3. Training Needs and Methods 4. Employee Retention Strategies 5. Career Development 6. Case study from Kinh Do 7. Appendices
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Organization Needs & Objectives

Internal/External Training

Sign Training Regulation

Assess & Analyze

Perform

Select

Conduct

Apply

Evaluate

Training Needs

Training Planning

Training Methods

Training Programs

Knowledge
Feed back

Results

Purposes: Integration to Companies Structures Primary Objectives and Vision Establish Links and Communication

Reduce Errors and Working Time

Orientation
Periods: General Training & Overall Structure Specialized Training for each department Skill Trainings and Ethical Trainings Procedures and Criteria for Evaluation
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Where, When
Analyze Organization Analyze

Why

Jobs Analyze

Results

Human Resource

Who, What, How

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Why? working behavior is inappropriate. there is deficiency in skills and lack of experienced personnel. Results? how can we quantify the training effectiveness. which criteria will be used for assessment after training. When? training is appropriate given the constraints of time and work load. to initiate training programs now or later.

Who? will receive training, new recruits or long time employees.

How? will we conduct training sessions for the best results.
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Before Training

During Training

After Training

Encourage Application
Identify Needs based on Business Strategies Support Time & Conditions Provide Resources For Application Update Ability in Work Training Responsibility Proposal of Incentives Training Department HRM Department Managers Institutionalize Efficiency Process
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More Responsibilities More Authority

Equal Accountability Equal Authority

Promotion

Higher salaries
Benefit packages

Another geographical
region or country

Rotation

Enrich & Enlargement

Transfer

Rotate through a series of jobs One or more than one different functions
Demotion

Less Responsibilities Less Authority Lower salaries Fewer compensations

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Criteria
Why?

Assessment and Analyzing

To quickly develop human resources To improve Companys competitiveness

When?
receive training? Who in charge? will deliver the training?

From 6 to 12 months
Managers and key personnel The Chairman and the COO Members of BOD

What?
How?

Mini MBA, strategy, culture and policies

On the job Lectures Cases study and video trainings Training board and committee Evaluation annually
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After training?

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1. 2. 3. 4. 5. 6. 7. 8.

9.

10.

Course objectives: Conduct plan successfully to upgrade overall quality of HR resource Attendance: 90% = 40 sessions (No Certificate if attendance < 90%) On time (penalty: 100,000 VND donation) Sign on the name list No telephone/texting (penalty: 100,000 VND donation) Arrange your work before class Only go out if necessary Effective method of learning Co-operate with lecturers Give and share your ideas Team discussion Develop skills Focus on solving the companys problems Try to ask questions Creative ideas (good, innovative and creative ideas) Read books Ending of module One assignment for each module, maximum 4 pages, no delay of deadline. All participants must fill an Evaluation Form for every session. Ending of the course One problem-based proposal & assignment by ending of course. Assignment presentation Certificate

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