(TIỂU LUẬN) TRAINING AND DEVELOPEMENT EMPLOYEES IN MISA JOINT STOCK COMPANY

NATIONAL ECONOMICS UNIVERSITY
BUSSINESS SCHOOL

TRAINING AND DEVELOPEMENT
EMPLOYEES IN MISA JOINT STOCK
COMPANY

Nhóm Nguyễn Huy Đạt – 11190992
3.
Nguyễn Phương Thảo –
11194802
Phạm Tuấn Đạt – 11191008
Nguyễn Diệu Nga – 11193623
Trần Trung Hà – 11191600
Tăng Thiên Thảo Nguyên 11193901
Lê Thu Trang - 11195281
Vũ Hoàng An - 11190038


Hà Nội – 2021.

Table of Contents
A. INTRODUCTION..................................................................... 2
B. MAIN BODY........................................................................... 2
I. Training Needs Analysis...................................................... 2
1. Strategic Training Needs Analysis....................................3
2. Current Training Needs Analysis......................................3
II. Instructional design and Implementation...........................5
1. Designing the training program.......................................5
2. Implementing the training program.................................6
III. Evaluation........................................................................10

C.
CONCLUSION…………………………………………………………...11


A.

INTRODUCTION

Misa Joint Stock Company is a company that provides accounting software for
businesses in the fields (trade, service, construction, manufacturing) with the
vision to become a company with a most commonly used foundation, software
and services domestically and internationally. MISA's mission is to develop
information technology platforms, software and services to transform the
economy and help customers do their jobs in new, more productive and efficient
ways to drive growth. development of the country and countries around the
world.
This report is based on what we learned when we interviewed an employee in
Misa about how employees here are trained to be able to contribute more
effectively to the company.

B.

MAIN BODY

Every year, businesses regularly recruit a number of new employees to meet
their needs and goals. Each department in the company will have to thoroughly
examine how many new employees they require, as well as what knowledge and
abilities these people must possess in order to meet the job requirements. After
going through the application and interview process, the candidates will have to
participate in the company's training process. The training process will be

divided into four stages: Needs analysis, Instructional design, Implementation,
and Evaluation.

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I.

Training Needs Analysis

Training needs are simply defined as the gap between what is available and what
is required for managers and employees in the future . This is the process of
acquiring and analyzing data in order to determine what is required to improve
performance. At the same time, it helps in making precise judgments regarding
whether training actually enhances job performance. The training needs analysis
is a systematic process. It identifies and orders goals, quantifies needs, and sets
priorities for future decisions. The MISA Joint Stock Company that we interviewed
also conducted training needs analysis steps before implementation. Every
month, the training department personnel will meet with the heads of other
departments to determine what skills and knowledge the employees lack in order
to develop an appropriate training program. To be able to analyze training needs
most accurately, training department staff must consider many aspects.

1. Strategic Training Needs Analysis
First, businesses must identify their future goals: Goals might be long-term,
short-term, or unexpected. Businesses, for example, may like to grow their
business areas, open more branches, or become a top organization in their field.
Once you know what your business goals are, you'll identify your training needs
and then determine the skills you need to achieve those goals. MISA's ambition
is to become the leading financial technology platform in Southeast Asia, thus

they will encourage the research and development of new technology platforms
to help clients not only in Vietnam, but also globally, accomplish their jobs more
efficiently. To be able to accomplish this strategic goal, MISA employees not only
need to develop specialized knowledge but also improve skills such as
communication and working internationally. Clearly identifying the business's
strategic goals will make it easier to develop an appropriate training program.
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2. Current Training Needs Analysis
Besides strategic training needs, most training activities aim to improve current
performance and results - specifically training new employees, and those whose
performance is deficient. This is an important baseline step in developing more
effective training materials while capturing optimal use of time. From their
development situation, MISA company will determine the desired business
results and set the objectives of the training course to decide to train new or
current employees and will have its own way of analyzing training needs.
For each different group of employees, there will be training forms with different
target content. For newly recruited staff, the company will have requirements to
study what the job requires and learn to absorb as well as familiarize themselves
with the company culture. On the other hand, analyzing the training needs of
current employees is more complicated because the company must determine
with certainty whether training is the solution. Task analysis is often used to
identify freshers’ training needs and performance analysis is used to identify
seniors’ training needs.
● Task Analysis: Analyzing New Employees’ Training Needs

For young employees new to the workforce, it is important to analyze training
needs on skills through task analysis. Task analysis typically breaks down a job
(task) into observable sub-tasks with the aim of providing freshers with the skills

and knowledge needed to do the job (required by the job). This helps to ensure
that the training developed will include links related to the content of the work.
MISA will consider the company's development stage to determine training
needs, for example, when a company restructuring needs to replace human
resources or expand the business, causing the department to send a request to
recruit more employees. These new employees are still unfamiliar with the job

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that need to be trained to know the company culture as well as the basic skills
required, specifically the ability to demo products, negotiate and communicate
with customers (in the case of software salespeople), technology skills, agile
manipulation (in the case of business accountants), etc.
Furthermore, job descriptions and job specifications are also useful for task
analysis when listing job-specific skills and duties. They are the basic reference
points that help assess needs and determine the training required.
● Talent Management: Using Competency Models

Another option is to use Competency Models in Talent Management to get an
accurate overview of the competencies someone would need to do the job well.
Unlike a job description, which is a general summary of the skills required for a
job, a competency model provides the specific behaviors that an employee must
do on the job in order to be successful such as when you want employees to
learn more deeply about a skill or improve their current performance. The
company can then use those provided behaviors to design its training program to
promote these competencies, ensuring that employees after training have the
ability to apply and develop skills and knowledge learned to meet organizational
needs. To finalize this framework, it is advised to get input from people who
already have these skills in the organization and the assignment-giver to check

whether and to what extent these behaviors, skills, and knowledge will help to
achieve the goal the organization is striving for.
● Performance Analysis: Analyzing Current Employees’ Training Needs

Performance analysis is the process of verifying that there is a significant
performance deficiency and determining whether that deficiency should really be
rectified through training. It starts with comparing one's actual performance,
especially that of current employees, with what it should be. MISA often
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organizes regular training sessions in which monthly training department staff
will meet with specialized departments to see what the current weakness and
lack of skills in the department is, thereby organizing additional training topics.
The HR Department will monthly give two-way surveys from managers and
employees to see if there are any problems that need to be resolved. If not, carry
out activities that match the company's annual plan, otherwise, develop a
training plan. For sales staff, if the KPI is weak, the company will find the reason
and then re-train the skills, and if there is no link between the departments, the
personnel engagement activities will be supplemented based on reasons. In
addition, distinguishing between “can’t do” and “won’t do” problems is the heart
of performance analysis. Sometimes, weak performance can come from staff or
system not being able to do and meet requirements even through training.

II. Instructional design and Implementation

1. Designing the training program
a. Setting training objectives
Training program includes those activities helping new employees to be familiar
with the culture and the working environment of a firm, and obtain the

knowledge

about

the

firm’s

organizational

and

operational

structure.

Additionally, these activities provide employees with job knowledge or some
professional skill assisting them to complete their work efficiently.
In detail, for a new Misa’s software sales representative, it is necessary to have
detailed, methodical, and rigorous training because these employees will work
with partners who are directors, chief accountants, or managers of the business,
who have a wide understanding of the business and always have high
expectations for the professionalism and skills of the people they can work with.
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In addition to knowledge of company culture, new employees need to have an
understanding of customers, products, how to sell and deploy products to
customers... This activity facilitates those employees to have a thorough
understanding of the requirements of their work.

However, for current employees, setting training goals is different. With a view to
improving advanced skills for particular positions and building leadership capicity
for newbies and people who are longtime employees, MISA already has some
training programs for them. The training will also help them improve their
performance and create a stepping stone for advancement.
b. Developing the Program
The programs need to be designed based on its objective to bring the
effectiveness of the trainees specially when they get to work. The trainers
associate with the HR department to design appropriate methods of training,
timing and also the amount of knowledge to transmit to the trainees.

2. Implementing the training program
In the training process, theoretically, there are 13 methods of training used.
However, we found out that there are some methods often used by firms to train
new employees.
a. Training techniques
● Lectures:
Lecturing is a quick and simple way to present knowledge to large groups of
trainees, as when the sales force needs to learn a new product’s features.
● Programmed Learning

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Programmed learning is a step-by-step, self-learning method that consists of
three parts: Presenting questions, facts, or problems to the learner; Allowing the
person to respond and then Providing feedback on the accuracy of answers, with
instructions on what to do next.
Programmed learning offers facts and follow-up questions. The learner's
response to the preceding question typically determines the next question. The

built-in feedback from the replies reinforces the learning. Training time is reduced
by programmed learning. It also makes learning easier by allowing trainees to
work at their own pace, receive rapid feedback, and lower their chance of
making mistakes.
● Behavior modeling

Showing trainees the proper way to do something, allowing them to practice, and
then providing feedback on their performance is what behavior modeling entails.
One of the most extensively utilized, well-researched, and highly appreciated
psychologically based training techniques is behavior modeling training.
● Teamwork training
Many employers use team training to build stronger management teams. Team
training focused on technical, interpersonal, and team management issues. For
every month, the employees of software sales will have one meet up for group
discussion with an aim to improving advanced skills or learning about new
released products of the company.



Lifelong and Literacy Training Techniques

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Providing employees with continuing learning experiences over their tenure with
the firm, with the aim of ensuring they have the opportunity to learn the skills
they need to do their jobs and to expand their horizons.

b. Training contents
● Common knowledge

We have some common knowledge of MISA JOINT STOCK COMPANY (MISA JSC)
and Mission of a Software Sales Representative mentioned above.
Furthermore, target market of the company are small and medium-sized
businesses or firms in Commerce, Services, Construction and Manufacturing
Industries.
About Sales process: First, the employee need to contact the customers
according to the data provided by the Marketing Department and get customer
information, determine whether the information obtained from the marketing
department is correct. Next, they will schedule a direct appointment to demo the
product then redesign products according to customer requirements if any. They
then take a price quotation and the last step is negotiate and come to an
agreement.
“Lectures” method and additionally, a part of “Behavior modelling” are used
here. The trainers will show the video about how a software sales representative
conducts the sale process to give the trainees a more realistic perspective.
● Professional knowledge (expertise)
o Software product

o Demo skills

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Product demo is a technique to introduce or promote the products to its potential
customer base. It typically involves a demonstration of core features and
capabilities. The primary purpose of the demo is to close a deal. Product demo
may be done through several channels. Products may be demonstrated
physically or online. The product is demonstrated to potential customers with the
intention to make them purchase the product.
It is also used to provide an overview of the product and the value it provides.

Plus, it tells them how they can apply specific features to address their business
needs and goals.
A product demo includes 5 contents: Overview and focus on the distinguishing
feature of MISA in comparison to other software firms; Overview the software
product; Mention the previous concerns, inquire about any new difficulties that
arise, and mention examples of companies that have successfully applied this
approach; Introduce yourself: name, title…; Solve business problems: step by
step. Only give the customer the answer you know well. If you are not clear
about it, tell him/her that you will discuss more with the technician whether he
can tailor it. Never argue with customer requirements…
o Negotiation skills:
In a production demo, the software sales representative can meet some
situations that require tactful approach and sharp-wittedness.
- Customers ask for a discount.
The emphasis is on product quality in order to fulfill the professional standards of
the client. Calculating the ROI and comparing it to the discount is not worthwhile.
Maybe, just maybe Divide the cost of annual storage by the number of

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months/days to give the unit the impression that the cost is extremely low.
MISA's excellent after-sales service is highlighted, with a countrywide consulting
call center open 365 days a year. MISA's brand is highlighted, with 24 years of
experience and more than 155,000 VND in sales.
- Customers request to pay commission.
Emphasize product quality to meet requirements; Calculating investment
efficiency and comparing it to a commission fee of 5% to 7% is not worthwhile;
Committed to providing staff with passionate support.
-

Customers do not agree to pay for training but require sales to include

training.
Analyze the reason for separating MISA's training service and suggest
comparison with other companies; Emphasize that MISA is on the side of
customers' interests; Emphasize the advantages of MISA, there are more than
700 MISA software training schools. There are many effective support channels;
Advising customers to definitively choose the right service package for their
needs.
o Management and leadership skills
When a salesperson's kpi is unsatisfactory or significantly increased and the
team leader promotes them to the next level of career, they will be educated in
management and leadership skills. Besides, whenever MISA releases a new
product, the sales department has to meet up to discuss it (detail, function,
market segment) and will organize training on new skills and knowledge
required.

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For the position like accountants, the organization can send them to outside
training to obtain accounting credentials in order for them to

a general

accountant or even a chief accountant.
For the level of leader, they will be sent to management training programs by the
company to strengthen management and leadership skills.

III. Evaluation
The program should be reviewed after students have completed their training (or
maybe at predetermined intervals during the training) to determine how
successfully its objectives have been accomplished. When assessing training
programs, there are two major aspects to consider. One is the evaluation study's
design, namely whether or not to employ controlled experiments. The second
question is, "What should we measure?"
In this company, we found that they mainly have been conducting the training
effects (4 levels) to measure the training process. Every year, the Board of
Management performs a human resource evaluation to examine the state of
current staff, identifying essential measures such as new recruiting, training to
fulfill capacity requirements, and ensuring the appropriate people are in the right
places. Freshers, for example, the evaluation would carry through the whole
sessions of training, after each lesson of training sessions, there will be a test to
check, be it writing or presenting about understanding customers, software
products; Video recording format chooses a situation with a specific customer to
show product demo or negotiation skills. At the end of the training course, there
will be a big test consisting of 2 parts of written theory and practice in a group of
3-5 people. They will have a direct test with leaders from the recruitment and
training department, sales department and management board. Director in the
form of lottery, oral presentation or presenting within 15-20 minutes. This refers

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to the 1st to the 3 rd level of evaluation (reaction of the trainees, what they have
learned, behavior by how far they have changed).
Post-assessment will occur when the human resources department is in charge
of grouping the employees after training in order to monitor the peculiarities of
each department; the manner of injecting material will also change. For example,

with the market development department, what outcomes will the sales
personnel have after training, how many clients can be contacted the following
day, and so on. If the findings are positive, the training program will remain
effective. Proceed and clone; if it is not satisfactory, it will need to be modified
appropriately. In this higher level, the final- the 4 th level of training effects has
applied when it judges the results/performances of the employers after training.
For internal training: The department head reviews the outcomes for each
employee who has been instructed and tested for practice. For external training:
After finishing the course, the trainee must return to the Administration
Department a photocopy of the certificate/certificate of attendance.

C.

CONCLUSION

In summary, the training process of MISA company can be divided into 3 main
processes as follows: Analysis of training needs; Designing and implementing
training programs and Evaluation after the training process. In each process,
MISA applies different synthesis and analysis methods to finally build a fast, neat
training process, with the right people, at the right time, thereby promoting the
development of the company.
However, there are still shortcomings after the training process, the biggest
problem is that after being trained, employees still cannot achieve high
performance and cannot develop their own skills. This can stem from the input
selection process (some conditions may have been omitted resulting in some
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ineligible people still being admitted), or stemming from the training phase
(trainers who incompetence to impart knowledge and energy to learners) and

can also come from the workers themselves (it can be internal disagreements,
family problems, money, etc.). To reduce this problem, the human resources
department needs to carefully ensure the input factors, check the capacity of the
trainers and pay more attention to the issues of employees, ensuring their
interests.

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