(Tiểu luận) mid term report sustainable tourism topic developing human resources for sustainable tourism

Vietnam General Confederation of Labor
TON DUC THANG UNIVERSITY
SOCIAL SCIENCE & HUMANITIES


MID-TERM REPORT
Sustainable Tourism

Topic:
Developing
human
resources
for
sustainable
tourism

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Giảng viên hướng dẫn: Gv. Hồng Thị Vân
Nhóm: N08
Nhóm sinh viên thực hiện:
1. Nguyễn Hoàng Trúc My 319H0237
2. Huỳnh Đỗ Chiêu Đan

319H0203

3. Nguyễn Thị Hoài Nhi

319H0068

4. Nguyễn Lê Diễm Trinh

319H0119

TP. HCM, ngày 25 tháng 02 năm 2022
Contents
chapter 1: Concept...................................................................................................3
Sustainable Tourism Concepts.............................................................................3
Human resource concept......................................................................................3
The relationship between human resources and sustainable tourism:..................4
Chapter 2: Research content....................................................................................5
The current situation of human resources for tourism in Vietnam.......................5
Number and structure of employees:................................................................7
Quality of human resources..............................................................................9
Solution..............................................................................................................11
General solution..............................................................................................12
Solution group for education and training......................................................12
Solutions to raise awareness and quality of life for tourism workers..............12
Group of solutions to solve jobs.....................................................................13
Chapter 3. Conclusion...........................................................................................13

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Source................................................................................................................... 14

Chapter 1: Concept
1.

Sustainable Tourism Concepts

Sustainable tourism is tourism that minimizes costs and maximizes the benefits of
tourism for the natural environment and local communities.
According to the Global Code of Ethics for Tourism (UNWTO), sustainable
tourism is “Tourism that takes into account current and future economic, social and
environmental impacts, addresses needs of visitors, the industry, the environment and the
host community”.
Sustainable tourism provides important economic incentives for habitat protection.
Revenue from tourism activities is often contributed to nature conservation programs or
capacity building of local communities to manage protected areas. Furthermore,
sustainable tourism can be an important means of raising awareness and promoting
positive behavior change for biodiversity conservation among the millions of people who
travel globally each year.
2.

Human resource concept

Up to now, due to different approaches, there are still many different
understandings when discussing the concept of human resources.
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According to the United Nations, “Human resources are all the knowledge, skills,
experiences, abilities and creativity of people that are related to the development of each
individual and the country”. Thus, here human resources are considered as a source of
capital besides other types of physical capital: monetary capital, technology, natural
resources.
In a broad sense, human resources are the source of labor power for social
production and human resources for development. Therefore, human resources including
the entire population can develop normally.
In a narrow sense, human resource is the labor capacity of society, a resource for
socio-economic development, including the working-age population, capable of
participating in labor, Social production, that is, all specific individuals involved in the
labor process, is the sum total of their physical and mental factors mobilized in the labor
process.
3.

The relationship between human resources and sustainable tourism:

Human resources - the key to sustainable tourism development
Understanding that the biggest success factor of tourism services is people, in the
context of innovation in labor mobility in the community, tourism businesses and related
businesses have quickly grasped information sources. . information and tourism policies
of Vietnam as well as of the ASEAN community to initially make changes in human

resource management and training. Ms. Dung (Vingroup) said that Vingroup has shared
the difficulties of human resources in the tourism industry with the market through
recruitment, training, and skills appraisal activities. Not only Vingroup, tourism
businesses are also transforming to find solutions in human resource management.
According to the calculation data of the Vietnam Tourism Human Resource
Development Program, it is forecasted that by 2015, the total number of direct workers in
the tourism industry will be nearly 505,000 people, of which labor is in the field of state
management. . is about 5,200 people. The above information shows that the need for
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training and fostering human resources is quite large. Faced with those practical
requirements, businesses that prioritize tourism vocational training, tourism development
consulting as well as business strategy building have also been born. Mr. Nguyen Duc
Hoa Cuong, Vice Chairman of the Scientific Advisory Council, Vietnam Institute of
Sustainable Tourism - a tourism vocational training unit - consulting on construction and
planning of tourism projects said: When businesses When they came to ART VIETNAM,
they encountered 2 main problems. Group of people: those who have been trained, hold
some key positions in the enterprise and those who have just graduated from university,
have not had much experience. Work. In general, most businesses only train employees at
a basic level, which can meet the requirements of the job position, but do not comply
with the general standards of the tourism industry.
Chapter 2: Research content
1.

The current situation of human resources for tourism in Vietnam

In recent years, along with the rapid increase of tourists and the development of
the infrastructure system of the tourism industry, the workforce is engaged in tourism
business in Vietnam. increasing. also growing rapidly in both quantity and quality.
If in 1992, only in state-owned enterprises and tourism in Vietnam had more than
35,000 direct employees, by 1994, it increased to over 51,000 employees, the average
growth rate was 20.7%/year. In the period 1995-2000, direct labor in Vietnam's tourism
industry increased by 1.96 times (in 2000 there were about 180,000 employees). Up to
now, the number of direct employees is 250,000. Corresponding with the increase of the
direct labor force, the number of indirect laborers serving tourism has also increased
significantly (over 700,000 people). Although the number of tourism human resources is
not much compared to the total number of employees, accounting for 1.94% of the total
number of employees in the country, it can be seen the continuous increase of this force
along with the growth momentum of the tourism industry. . As a specific industry,
products are mainly services, so the proportion of female employees in the industry is
higher than that of male workers (accounting for 55.6%). The labor force in the industry
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is mostly young workers: workers under 30 years old account for 40%: from 30-40 years
old: 36%; 41-50 years old: 21% and workers over 50 years old account for a very small
number of 3% of the total number of employees. This is a relatively reasonable labor

structure between ages. Obviously, the tourism industry has an adjacent workforce and
the workforce is mature enough to shoulder the task of developing the industry. However,
although tourism is being paid attention and emphasized by the State as a spearhead
economic sector, in fact, the scale of human resources of the industry is not enough in
quantity and quality to meet development needs. in the coming period. The basic human
resources for tourism are not highly professional, and there is a shortage of skilled
workers. The proportion of workers with expertise in tourism (trained and fostered in
tourism) is still low, accounting for only about 42.5% of the total, the rest is due to
shifting from other industries (accounting for 38.3%). and 19.2% without training or
retraining. In terms of training level, workers with elementary to intermediate degrees
accounted for 47.3% and 19.8% had college degrees, the number of workers with
university and postgraduate training in tourism accounted for only 3.11%. : number of
workers trained in tourism knowledge (below elementary) accounts for 19.4% of the
total. Considering the qualifications of indirect tourism workers, workers with university
degrees account for only 0.21%; universities and colleges 12.75%: intermediate: 15.36%:
elementary: 18% and the highest percentage is below elementary level: 53.59%. Thus, in
general, human resources in the tourism industry are still limited in many aspects,
especially foreign language ability. As an economic industry with high externality, the job
requirements of many fields in the industry must often be in contact with international
tourists, but currently, the percentage of workers who use foreign languages only
accounts for about 45% of the total. total. Most of them know English (about 40.87% of
the total number of employees); Chinese, French and other foreign languages are evenly
distributed due to the unique requirements of each type of customer market and different
regions, with corresponding figures of 4.59%: 4.09% and 4.18%. In addition, tourism
human resources are distributed throughout the country, and there are unequalities among
tourist regions. Tourism workers are concentrated mainly in two major tourist centers in
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the North (43.93%) and the South (46.97%), while the Central region has only 9.1%. The
imbalance of tourism human resources is very evident among localities. With the
advantage of being the cultural - economic - social center of the country, the capital of
Hanoi and Ho Chi Minh City. Ho Chi Minh City has attracted a large number of tourism
workers in the country (38.55%). In which, Hanoi is 14.14% and TP. Ho Chi Minh City
24.41%. For the remaining provinces and cities, tourism workers only account for
61.45% of the total number of tourism workers in the country, with an average of only
1% per province. The situation of distribution of tourism labor as above causes great
difficulties for the tourism industry with a partial surplus and shortage of labor among
localities. Like other occupations in the country, labor in the tourism industry is
distributed according to the areas of state management and non-business. According to
statistics, the number of employees in the state management sector and non-business
units accounts for about 1.88%, (of which, only 0.74% employees work at state
management agencies, I.14% employees. working in tourism non-business units). The
rest, the number of employees in enterprises accounts for 98.12% of the total number of
employees in the industry. With the proportion of management workers less than 1% of
the total number of employees in the industry, it is too low, while compared with
countries with a developed tourism industry, the appropriate rate must be about 5% of the
total number of employees in the industry. branch. This fact shows that the management
and supervision of the industry is not effective because the amount is too thin. Especially
in localities with underdeveloped tourism industry. In addition, labor in non-business
units accounting for only 1.14% of the total number of employees in the industry is also a
challenge for the tourism industry, because these units need to concentrate the number of
knowledge workers compared to the number of employees in the tourism industry. other
areas of the industry and carry out major tasks such as training, research, and tourism

development projects. To meet the development needs of the country, Vietnam's tourism
requires a richer, more diverse and comprehensive knowledge workforce in terms of
expertise as well as qualifications and skills at work.

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1.1.

Number and structure of employees:

1.1.1. Number of employees:
In 2003, the number of employees in the whole industry (including private
enterprises) reached over 830,000 employees, including about 230,000 direct employees.
According to the Report at the National Workshop "Training human resources for tourism
according to social needs" taking place in Ho Chi Minh City on March 7, 2008, the whole
country now has more than 1 million employees working in the tourism industry. tourism,
in which there are about 285,000 direct employees and 750,000 indirect employees,
accounting for nearly 3% of the total number of employees in the country, the average
annual growth rate is about 4.3%. According to the general assessment of Vietnam's
tourism industry, the above number of human resources really does not meet the current
needs, especially in newly established or expanded enterprises, in delta provinces or
regions. Mountain. In many Departments of Tourism or Departments of Trade - Tourism,
the force of state management staff in tourism is still very thin, so the effectiveness of

management is still very limited.
1.1.2. Labor structure:
a.

Structure by industry

Currently, in Vietnam's tourism human resources, management labor accounts for
a relatively high proportion (25%) of the total number of employees in the industry;
Direct service staff by specialty accounted for 75%, of which receptionists accounted for
9%, housekeeping staff accounted for 14.8%, bar staff (catering service) accounted for
15%, chefs accounted for 10.6%; human resources for tourism and tour guides is 4.9%;
touring driving is 10.6%; The rest are laborers doing other occupations 36.5%
The labor force in the tourism industry has an unequal proportion in specialized
fields (receptionist, room attendant, maid, travel agent, tour guide…) and the percentage
of direct labor is low relative to the general workforce. It is not difficult to see that today's
tourism human resources are formed and fostered from many sides, uneven quality, not
suitable for professional requirements.
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According to the general report and forecast of the Department of Tourism
Management, the Vietnam National Administration of Tourism predicts the structure of
the labor force in the next few years: the hotel - catering industry needs the most labor,
accounting for 50.5%; followed by entertainment services, accounting for 35.4% of

tourism; tourism accounts for 13.7%.
b.

Structure by level

According to statistics of the Vietnam National Administration of Tourism, as of
2005, about 0.21% of the total number of employees in the tourism industry have
graduate degrees; 12.75% of employees have university or college degrees; most workers
in the tourism industry have undergone intermediate vocational training and vocational
training or on-the-job training. In which, about 25.8% of employees have intermediate
qualifications, 18.1% of workers have intermediate qualifications and 43.14% of
employees have received on-the-job training.
Among direct staff, 32% can speak English; 3.2% understand French; 3.6%
understand Chinese to varying degrees. Not many staff are fluent in other languages.
c.

Structure by region

The whole country currently has more than 1 million workers, only about one third
are direct workers, the rest are indirect workers. The distribution of labor among regions
is also very uneven, about 40% in the North, 50% in the South, and 10% in the Central
region.
d.

Age structure

According to statistics of the General Department of Tourism, as of 2005, about
40% of tourism workers are under 30 years old; 36% of tourism workers are between the
ages of 30 and 40; 21% of tourism workers are between the ages of 41 and 50. 3% of
tourism workers are over 50 years old. Basically, the age of employees in my country's

tourism industry is relatively young. This proves that we have many advantages in

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training and retraining, when young people tend to quickly acquire professional
qualifications.
1.2.

Quality of human resources
In general, the quality of human resources for tourism in Vietnam is having

positive changes. In recent years, activities of training and fostering knowledge and skills
for human resources in tourism have always been of primary concern and focus.
However, the current workforce in tourism is still lacking and relatively weak. With the
exception of some joint ventures with foreign companies, the staff is trained on-site or
sent to other countries for training, so the quality is better, meeting most of the
requirements and is highly appreciated in the industry, but basically the quality of human
resources is still low, the quantity has not met the development needs of tourism to be
able to become a spearhead economic sector and the gap is still quite far compared to the
standard of tourism. countries in the region as well as in the world. In addition, the
COVID-19 pandemic has had tremendous impacts on the tourism industry's operations,
of which the most worrying is that the labor force was not enough to serve tourists, and
now there are no jobs, unemployment or even job change.

The quality of tourism human resources is assessed through 3 main levels:
cultural level; professional qualifications, skills and foreign languages.
Education level: Currently, the number of employees who have not
graduated from high school accounts for 30% of the total number of employees in the
tourism industry, they mainly work in direct service departments such as waiters and
waitresses, housekeepers or security guards... This ratio can persist for a long time,
especially in the Mekong Delta region where the majority of people live off resource
development. River tourism should be almost "people do tourism, family do tourism".
Expertise and professionalism: The percentage of skilled and professional
workers in the tourism industry is still low, accounting for only about 43% of the total
number of tourism workers. Most of the remaining workers are transferred from other
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occupations or have not been trained or retrained. Through the above data, it can be seen
that more than 50% of employees in tourism are unskilled. Even in some provinces in the
Mekong Delta, more than 80% of workers have not been trained and re-trained in
tourism.
The staff - workers in state management as well as enterprises have not kept
up with the development and integration with countries in the region and the world,
management capacity as well as professional qualifications are still many shortcomings
and limitations. However, in some state management agencies as well as in some
enterprises, there is a management team with high professional and technical
qualifications. Besides, in most of the state management agencies and other enterprises,

the management team still lacks knowledge of business administration in tourism and has
no expertise and expertise in tourism. This is quite common in tourism businesses owned
by the State and small, retail private businesses in many localities. Therefore, the
professionalism of the business is often limited and almost all imposed according to the
leader's thinking.
The qualifications and skills of a large part of the direct labor force are still
limited, and tourism services are still based on habits, experiences and especially natural
instincts. The tour guide team is not only weak in foreign languages but also lacks basic
knowledge such as cultural traditions, history as well as the values of scenic spots.
Sometimes they have a bad attitude towards tourists. Most of the human resources in the
tourism industry today are trained in the University of Foreign Languages, but not in the
tourism departments of other universities.
Foreign language proficiency: Currently, more than half of employees
working in the tourism industry do not know foreign languages, which can be considered
a huge limitation of tourism in Vietnam. Foreign languages are the most necessary tools
for tourism workers to get closer to international tourists. The number of employees who
know at least one foreign language accounts for 45% of the total number of employees
(mainly English). Even the number of workers who know English is only 15% at
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university level, the rest are at intermediate and college level. The number of employees
who know 2 or more foreign languages is about 28%. According to a random survey
conducted by TOEIC Vietnam (the unit in 2006 was chosen by the Vietnam National

Administration of Tourism as a partner to develop the English standard scale for 6
occupations in the tourism industry) conducted at about 200 hotel and travel businesses.
A nationwide survey shows that the majority of employees have very low English
proficiency compared to their respective positions.
Thus, it can be seen that the quality of human resources for tourism in
Vietnam is currently a matter of concern. What we need is a strategy to develop tourism
human resources in Vietnam not only to meet the demand in terms of quantity but also to
ensure quality with a reasonable structure.
2.

Solution

To realize the goal of developing human resources for tourism in Vietnam,
according to our research and selection, we have found a number of solutions to develop
tourism human resources as follows.
2.1.

General solution

It is necessary to invest in centers for forecasting and analyzing human resource
needs, thereby creating a premise for building human resource development strategies in
the industry. At the same time, it is necessary to organize, administer, distribute and
supervise to change the strategy in accordance with the actual situation
2.2.

Solution group for education and training

Planning and developing a team of teachers, travel managers, skilled tourism staff
in all departments (cabin, desk, kitchen, lobby, customer care, marketing ...) according to
national and international standards for career guidance, giving priority to training forms

such as on-the-job training, domestic and foreign training, and overseas training. The
training according to international standards not only improves professional

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qualifications, but also enhances professionalism, foreign language ability and the desire
to serve tourists.
Management agencies and businesses need to develop mechanisms to encourage
and support the training of new and old tourism human resources, incubating and
attracting high-quality talents in other places, industries and fields.
Promote career guidance activities, through promoting the role of career guidance
and job placement centers, in order to mobilize students according to the current and
future needs of the tourism industry.
2.3.

Solutions to raise awareness and quality of life for tourism workers
Firstly, improving the quality of the population, thereby gradually raising

awareness and income for workers directly and indirectly in tourism-related industries,
thereby improving their quality of life.
Second, to encourage businesses and tourism businesses to reorganize their
labor scientifically, improve working conditions and environment, and offer a reasonable
amount for employees, creating favorable conditions for income. attracting suitable gray

matter for employees to have conditions to increase their income and improve their lives.
Third, especially training financial management skills, effective time
management, work plans for employees so that they can upgrade themselves and turn the
training process into self-training.
2.4.

Group of solutions to solve jobs
Firstly, calling for investment, encouraging new investment by tourism

enterprises, expanding business scale, diversifying tourism types, forming new routes and
tourist attractions in a systematic and interconnected manner region.
Second, linking training with the labor use plan of each specific locality,
especially the key tourist areas of the provinces.

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Third, link the form of training - use - selection of legacy tourism labor
sources between training institutions and tourism business enterprises, especially in peak
tourism seasons.
Fourth, restore traditional craft villages, encourage the movement of
mastering and getting rich in craft villages and rural areas; increase the use of indirect
tourism labor in the locality, increase income, diversify tourism products and use idle
human resources in the locality.

Fifth, to build tourist information centers and tourism human resources of
localities in the provinces; on that basis, strengthen the exchange of tourism human
resources with multinational investment partners, labor export in times of oversupply.
Chapter 3. Conclusion
In short, developing Vietnam's human resources is the responsibility of the
whole political system, of the whole society, of employers, of each individual and family.
Since then, it is necessary to promote the socialization of training and human resource
development in addition to the investment of the State. Training human resources for
tourism is an extremely complicated process that must be developed comprehensively
(academic, style, ethical and professional, professional), effective and standardized
according to the international system of criteria. The current tourism human resources
have not yet fully met the development requirements of the industry in all aspects
(quantity, quality, operational structure and use arrangement). Therefore, in order to turn
the tourism industry into the main spearhead economic sector of the country, we need to
have solutions (education - training, job creation, development - attraction and use of
talents). ,…), in which education - training is the foundation, the key key to the success of
the tourism industry in the integration process.
Source
1.

Any solution to the problem of training human resources for tourism

in Binh Thuan province, Assoc.Prof.Dr. Dang Van Phan, MSc. Nguyen Minh Hieu
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2.

Human resources for tourism in Vietnam- Accessed on 23/02/2022

3.

BCKH. MSc Vu Minh Hue - Improving the quality of tourism

human resources in Vietnam today- Accessed on February 23, 2022
4.

Training human resources in tourism. Accessed February 23, 2022

5.

Trung Thu - CONCEPT OF SUSTAINABLE TOURISM. Accessed

February 23, 2022
6.

What is sustainable tourism? Trends of sustainable tourism

development in Vietnam. Accessed February 23, 2022
7.

Ths. Drs. Tran Le Diem Anh - The concept of human resources -

what is human resources. Accessed February 23, 2022

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WORK ASSIGNMENT/MEMBERSHIP
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Nguyễn Hoàng Trúc My
319H0237

Content: Quality of

personel, solution

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Nguyễn Lê Diễm Trinh
319H0119

Content: Sustainable
Tourism Concepts,
Sustainable Tourism
Concepts, Edit Powerpoint

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