(Tiểu luận) title report hrm of cj cgv vietnam

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UNIVERSITY OF ECONOMICS AND FINANCE (UEF)

<b>REPORT ESSAY</b>

Subject: Human Resources Management

Lecturers: Ms. Đặng Thu Hương Class: 222.HRM.B07E

Group 4:

Nguyễn Thị Trâm Anh: 215102001Nguyễn Quang Huy: 215014946Nguyễn Trần Trúc Loan: 215102046Đỗ Thanh Khánh Vy: 215010615Nguyễn Ngọc Phương Vy: 215010898

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<b>Member rating:</b>

1 Nguyễn Quang Huy 215014946 Part: 3; 4.1.2; 4.2.2; 5.3; 6.1;

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3.1.Theory: Human resource management policy...10

3.2. The development of human resource management policy in CJ CGV Vietnam...11

3.3. Recruitment process of CJ CGV...11

<b>4. Job analysis...13</b>

4.1. Theory...13

4.1.1. The uses of Job Analysis...13

4.1.2. Conducting a Job analysis...14

4.1.3. Methods to collect job analysis information...15

4.2. Practice about JA...16

4.2.1. CJ CGV Vietnam organized chart...16

4.2.2. Choose 1 position related to your major, find JD, JS about position, and career path... 18

<b>5. HR planning...20</b>

5.1. Theory...20

5.1.1. Workforce Planning and Forecasting...20

5.1.2. Forecasting Personnel Needs (Labor Demand)...20

5.1.2.1. Types of Forecasting Personnel Needs (Labor Demand)...21

5.1.2.2. The tools for Forecasting Personnel Needs (Labor Demand)...21

5.2. Replacement chart, forecast techniques, relationship, labor demand and supply,

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8.1.1. The importance of orientation/onboarding...38

8.1.2. The purpose of employee orientation/onboarding...38

8.2. The onboarding/orientation process of CJ CGV Vietnam...38

<b>9. Training and developing...39</b>

9.1. Theory...39

9.1.1. The ADDIE Five - Step training process...39

9.1.2. Types of training: on-the-job training, apprenticeship training, lectures, programmed learning, team training, virtual classroom...42

9.2. The training program of CJ CGV Vietnam...43

<b>10. Performance management and appraisal...44</b>

12.1.1. Characteristics of trade unions...50

12.1.2. Roles of trade unions...51

12.2. Union activities in CJ CGV Vietnam...52

<b>13. Reference source list...53</b>

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<b>1. Introduction company </b>

CJ CGV, an entertainment platform operator under CJ Group, is the largest film distributor and cinema operator in Vietnam and one of top 5 cinema chains in the world. CJ CGV Vietnam focuses on the audience in areas that do not have much access to cinema, by creating opportunities for them to enjoy high-quality movies through programs. programs for the community such as Laughing Moon and Cinema for everyone.

CJ CGV Vietnam will continue its persistent journey in contributing to building a stronger and stronger Vietnamese film industry with potential customers, filmmakers, and reputable business partners. , and with society as a whole.

<b>1.1. An overview of CJ CGV</b>

- Business registration certificate: 0303675393, registered for the first time on July 31, 2008, registered for the fifth change on October 14, 2015, issued by the Department of Planning and Investment of Ho Chi Minh City.

- CEO: Ko Soo. - Type: Privately Held. - Founded: 2014. - Head office addresses:

● Ho Chi Minh office: 2nd floor, Rivera Park Saigon - No. 7/28 Thanh Thai, Ward 14, District 10, City. Ho Chi Minh.

● Hanoi Office: 8th Floor, CDC Building, 25-27 Le Dai Hanh Street, Hai Ba Trung District, Hanoi.

- Working hours: 8:00 - 22:00 (All days including New Year). - Mission:

“Becoming a role model company for continuous development of the film industry in Vietnam.”

- Vision :

“CJ CGV has created a unique concept of transforming former multiplexes into “Cultureplex”, where customers not only enjoy the movie, but also have access to diverse entertainment experiences.”

- Core value:

“CJ CGV Vietnam always adheres to a professional and transparent business system, ensuring a fair working environment for business partners. CJ CGV Vietnam will continue its persistent journey in contributing to building a stronger and stronger Vietnamese film industry with potential customers, filmmakers, and reputable business partners. , and with society.”

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- Industries: Movies, Videos, and Sound.

- Cinema clusters: 84 clusters distributed around Vietnam. - Strategy partnership with advertising:

● Thien Nam Hoa Service and Trading Joint Stock Company. ● VINCOM commercial center system.

● MM Mega Market Vietnam Company. ● Lotteria - Fast food restaurant chain. ● Supercenter BigC.

- Advertising communication strategy partner: Reputable newspaper sites and magazines such as 24h, Vnexpress, Look magazines, Heritage magazine, etc. - Long – term partner: LG Electronics Vietnam Co., Ltd (LG).

- Competitors: Lotte cinema, Galaxy cinema, etc.

- On the logo, CGV is abbreviated from 3 letters that begin with the words: Cultural, Great and Vital.

- Overall, the CGV logo brings a vibrant color, creating a modern, youthful look and to attract young people - potential customers of the company. The logo design of this cinema stands out and creates a distinct brand identity.

- The CGV logo uses a fairly simple symbol of the brand name and a blooming flower.

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- The CGV logo is designed with three closely linked letters, symbolizing the rows of seats at the cinema.

- The flower blooming in the CGV logo is like a striking, new movie screen as well as creating a sense of joy, freshness, and love in accordance with the entertainment nature of the cinema.

- The CGV logo uses an attractive red-orange color, symbolizing the passion and enthusiasm of the company, contributing to making it stand out on all its backgrounds.

<b>1.3. Special cinema rooms</b>

CJ CGV pays attention to bringing new and different movie viewing spaces to bring different movie viewing experiences to customers during the development process. - Goldclass: Use business class seats included. Theaters usually have fewer seats and are smaller than conventional theaters.

- L’amour/Tempur: Bed cinema.

- SweetBox: Double seats, private and discreet, wide and comfortable seats. - Premium: Using high-quality leather seats, which can be moved at will.

- IMAX: The theater uses IMAX technology with a maximum screen and double projectors to increase screen brightness.

- Starium: Maximum projection screen, using RBG Laser projector system and Dolby Atmos sound system.

- Dolby Atmos: The theater uses a Dolby Atmos sound system with 64 different independent speakers, including in the ceiling.

- ScreenX: The theater uses 28 projectors, with a projection angle of up to 270 degrees extending from the main screen to the sides of the wall..

- Cine&Forest: Jungle-inspired theater, using bean bag chairs and beds. - Cine&Suite: Luxury cinema using leather seats.

- Cine&Living Room: Cinema inspired by living room, using sofa.

Types of theaters not available in Vietnam Cine de Chef, SoundX, SphereX, 4DX<b>: </b>

<b>1.4. Milestones</b>

- More than 10 years of pioneering operation in Vietnam: CJ CGV is the only unit that invests in facilities not only in big cities but also in remote provinces such as Dak Lak, Binh Dinh... to introduce Vietnamese films. to audiences in this area, as well as providing a true cinematic service experience.

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- In 2013: CJ officially converted the MegaStar brand in Vietnam into CGV. Accordingly, since January 15, 2014, all MegaStar cinemas in Vietnam have been renamed to CGV.

- 4/6/2016 Mr. Dong Won Kwak - General Director of CJ CGV Vietnam Company was honored to receive an Investment Certificate from The Chairman of Hanoi People's Committee.

- In 2017: CGV Vietnam earned nearly 2,800 billion VND.

- 12/2018: CGV expanded the number of cinema clusters to 71 theaters with 418 screens with many modern movie projection technologies such as IMAX technology, Dolby Atmos, 4DX, STARIUM LASER, SCREENX and many high-class services such as: GOLD CLASS screening room, L'AMOUR bed projection room, SWEETBOX love chair.

- 29/03/2019: LG Electronics Vietnam Co., Ltd (LG) and CJ CGV Vietnam Co., Ltd (CGV) signed a comprehensive cooperation agreement to become a long-term strategic partner.

<b>2. HR data</b>

CJ CGV enhances and focuses on the development and application of new technology, bringing the most genuine feeling to the viewers.

<b>2.1. Wage</b>

CGV is not a place that gives you a high salary, but in return this will be a professional working place, training you with many good job skills. If you are a student then this will be the best choice.

- For the position of cinema supervisor, CGV pays you: from 7,000,000 - 10,000,000 VND.

- For a ticket officer, the salary received over time is: ● 4 hour shift basic salary: 3,500,000 million VND. ● 6 hour shift basic salary: 4,800,000 million VND. ● 8 hour shift basic salary: 6,800,000 million VND. ● 10 hour shift basic salary: 8,200,000 million VND. ● 12 hour shift basic salary: 10,500,000 million VND.

- For those who choose to work as a seasonal or part-time ticket officer, the salary is calculated at about 30,000 VND/hour.

- For CGV ticket sales staff, the recruiting CGV theater offers a salary for each shift that is:

● 4 hour shift basic salary: 3,500,000 million VND. ● 8 hour shift basic salary: 6,000,000 million VND. ● 10 hour shift basic salary: 7,500,000 million VND. ● 12 hour shift basic salary: 9,000,000 million VND.

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- For the position of CGV cinema room technician, the salary is from 6,000,000 to 8,000,000 VND

<b>2.2. Benefits:</b>

- Part - time position:

● Multiplying salary according to the holiday regime, Tet. ● 50% off popcorn and water.

● Get 4 tickets/month. ● Salary 23,000 VND/hour. - Full - time position:

● Participate in team building. ● Accumulated days off.

● 4 days 1 month off. 1 day / 1 month. ● Parking allowance.

● Get insurance according to the company's policy.

<b>2.3. Incredible achievement in CJ CGV’s human resources</b>

- The goal of CGV Vietnam is to be a typical company model to contribute to the non-stop development of the film industry, bringing the highest quality products and cultural services based on international standards to Vietnamese audiences. To accomplish this goal, CGV will expand its network of cinemas in Vietnam and upgrade existing theaters to higher international standards in the near future. - Together with the above plan and the long-term development orientation, CGV has invested and applied HR software to solve human resource management issues and increase management efficiency.

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Picture 2: Launching ceremony human management software project. (Source: ) - With all the requirements of selecting a human resource software, CGV has considered many suppliers to come to the decision to choose VnResource software to be a solution for managing more than 4,000 employees based on the development potential of HRM Pro software in the future along with experienced staff.

- On the future path, CGV will become more sustainable, continue to achieve the goal and plan to contribute to the development of Vietnam and the global film industry.

- VnResource is proud to be one of the assistants who work closely with CGV to build a strong staff to conquer this goal.

<b>3. HR policies</b>

<b>3.1.Theory: Human resource management policy</b>

Human resource management policy is the whole set of ideological views, goals, and solutions to ensure, develop and effectively use the country's human resources. Human factors and individual roles also need to be studied more carefully. Civil servants are not only subjects performing official duties but also play many different roles in political - economic - social activities. Besides economic issues, there are other very important factors affecting civil servants

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such as prestige, ability, attitude, and service style of leading cadres, especially those who serve the people. head of the agency; personnel regimes and policies; mechanism, working conditions, and office culture.

<b>3.2. The development of human resource management policy inCJ CGV Vietnam.</b>

Human resources in Vietnam's film industry are getting better and better training policies from the state and enterprises, and manufacturers... However, to meet the growing development of electricity. When it comes to Vietnamese photography, the need to build a team of young talented screenwriters, directors, producers, and actors is still very urgent.

"To develop the Vietnamese cinema industry, it is necessary to rely on three main factors: Developing film infrastructure, investing in human resources, and diversifying film genres," said Mr. Sim Joon Beom. – General Director of CJ CGV Vietnam (CGV).

In Vietnam, CJ CGV is currently investing in 3 main areas, including the cinema system in many provinces, importing movies, and maximizing local resources. As the owner of an extensive cinema system, CJ CGV has facilitated Vietnamese filmmakers to show Vietnamese films in high-quality theaters to reach audiences more effectively.

It is estimated that in 2017, the total revenue of the film market will reach about 3,200 billion VND with 45 million moviegoers, a sharp increase from more than 2,800 billion VND - 38 million moviegoers in 2016. According to statistics from www. uis.unesco.org, the average number of movie screens per 1 million people in Vietnam is only 7 screens, while in China, this number is 23, in Japan it is 26, and in the US it is 126.

For that reason, CGV constantly organizes activities such as the "Toto Filmmaking Class", and "Talented Screenwriter" contests to seek and support future screenwriters and filmmakers. With meaningful activities and practical awards, CGV has been seeding dreams for thousands of Vietnamese film talents.

The training of staff working at CGV's cinema systems is also heavily invested. In 2015, CGV established CGV University training centers in Hanoi and Ho Chi Minh City to train internal staff in specialized skills according to the international standard training system, thereby contributing to improving the service quality. for the film industry.

<b>3.3. Recruitment process of CJ CGV</b>

Step 1: Prioritize posting on the official website and Fanpage.

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CGV will not go through an intermediary to recruit employees, from the stage of receiving documents to interviewing, it is done by the recruitment department of CGV.

Avoid scams in facebook groups. (usually will be charged upfront and CGV does not do this)

Step 2: Receipt of application

Candidates will have two solutions to send their resumes to CGV's recruitment department.

- The first way: Submit your application online to CGV, please send your CV PDF file to the Email address: and the title of the Email you need to write in the following syntax: “[NAME] Application recruiting [POSITION] -[WORKING PLACE]".

- The second way: Apply directly, you can choose to apply directly at the cinema closest to your location or you can also apply at the theater you want to work at. Step 3: Send email or call for an interview

After the end of the time to receive the applications of the candidates, the recruitment department at CGV will conduct the study of the application documents and select the suitable profiles for the vacancies.

Step 4: Candidates participate in the interview

Through the interview, CGV has the opportunity to evaluate candidates directly, select suitable candidates for the positions being recruited.

<b>PRACTICE QUESTION - CHAPTER 1:</b>

Question 1: Which of the following is the main goal of human resource management?

A. Ensure a sufficient number of workers with appropriate qualifications and skills. B. Assign the right person, to the right job, and at the right time.

C. Achieving business goals.

D. Ensure sufficient quantity and quality of employees with the right job arrangement, at the right time in order to achieve the enterprise's goals.

Question 2: In the enterprise, there should be unity in the development of human resource management strategy and business strategy of the enterprise. What role do human resource management policies and strategies play in the overall strategy of

Question 3: Which of the following areas is considered to have the most important role in creating the business philosophy of the business organization?

A. Financial management.

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B. Marketing management. C. Human Resource Management. D. Risk management.

Question 4: Business organizations operating in the current volatile environment, deeply influenced by the process of economic globalization and integration in the world, are the content and properties of human resource management? force? A. Scalability properties.

B. Unification properties. C. Socialization.

D. The nature of internationalization.

Question 5: The role of the human resources department with other departments and departments is:

A. Control all human resource activities throughout the company.

B. Formulating policies, consulting, providing human resource services and inspecting human resource activities throughout the company.

C. Lead and control all HR activities in the company. D. All are correct.

<b>4. Job analysis4.1. Theory</b>

Job analysis is the procedure through which you determine the duties of the company’s positions and the characteristics of the people who hire for them. Job analysis produces information for writing job descriptions (a list of what job entails) and job (or person) specifications (what kind of people to hire for the job).

4.1.1. The uses of Job Analysis

Job analysis is important because it supports all human resource management activities.

- Recruiting & selection decisions: Information about what duties the job entails and what human characteristics are required to perform these duties helps managers decide what sort of people to recruit and hire.

- EEO compliance: Job analysis is crucial for validating all major human resources practices, especially when it comes to legal compliance. You may recall from our earlier discussion of federal laws that care must be exercised in all areas related to employees.

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- Performance appraisal: A job analysis helps compare each employee’s actual performance with his or her duties and performance standards in performance appraisals. This helps managers to make a certain look on candidates.

- Compensation: Compensation often depends on the job’s required skill and education level, safety hazards, degree of responsibility, and other factors you assess through job analysis.

Training: The job description lists the job’s specific duties and requisite skills -thus pinpointing what training the job requires.

4.1.2. Conducting a Job analysis

There are six steps in doing a job analysis: Step 1: Decide how you will use the information.

A good place to start is by reviewing materials that describe the work performed on the job. Such materials include:

● Position descriptions and classification standards. ● Subject matter expert input.

● Performance standards. ● Occupational studies.

Step 2: Review relevant background information such as organization charts, process charts, and job descriptions.

Information about how the role is perceived today from the outside in is a helpful first step, make sure you collect all the internal and external information concerning the jobs analyzing.

Step 3: Select representative positions.

With a job to analyze, the manager then generally selects a sample of position to focus on. It is important to notify any employees beforehand about the process and what you require from them.

Step 4: Actually analyze the job by collecting data on job activities, working conditions, and human traits and abilities needed to perform the job.

Your analysis should provide any and all relevant information about a job, including:

● Job title and reporting structure.

● Hours per week and location of the job, including flexibility.

● Specific tasks completed in a typical workday (including their importance and complexities).

● Nature of task operation (activities required to carry out the tasks). ● Levels of responsibility.

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● Tools and equipment required to perform the tasks. ● Work environment and culture.

● Knowledge, skills, and abilities that are required, and how essential each one is to perform tasks at a sufficient level.

● Other desired personal attributes (physical demands, social skills, behaviors, etc.)

● Hazards and risks involved in performing the tasks. ● Opportunities for advancement.

● Current pay rate and benefits.

● Reasons for exit; both voluntary and non-voluntary.

Step 5: Verify the job analysis information with the worker performing the job and with his or her immediate supervisor.

This will help confirm that the information is factually correct and complete and help to gain their acceptance.

Step 6: Develop a job description and job specification.

A job description: A list of duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis. A job specification: Summarizes the personal qualities, traits, skills, and background required for getting the job done.

4.1.3. Methods to collect job analysis information.

There are many ways to collect job analysis information due to the requirements and duties that must have in the job. Therefore, these are 6 basic ways to gather information for job analysis: The interview, Questionnaires, Observation, Diary/logs, Quantitative techniques.

- The interview: Job analysis interviews range from completely unstructured interviews to highly structured ones.

- Questionnaires: Filling out questionnaires to describe employees job-related duties and responsibilities. (such as making questionnaires on google form). - Observation: Direct observation is especially useful when jobs consist mainly of observable physical activities - assembly-line employees and accounting clerks are examples.

- Diary/logs: Asking employees to keep a diary/log of what they do during the day. For every activity engaged in, the employee records the activity (along with the time) in a log.

- Quantitative techniques: Qualitative methods like interviews and questionnaires are not always suitable. The company can use “The position questionnaire” (PAQ - A questionnaire used to collect quantifiable data concerning the duties and responsibilities of various jobs) or “The Department of Labor approach” instead. This method helps to have quantitative ratings for each job.

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<b>4.2. Practice about JA</b>

4.2.1. CJ CGV Vietnam organized chart.

Picture 4: The organized chart of CJ CGV Vietnam.

CJ CGV structure is divided into 2 units: Office and Operation. In Office unit: including

- Customer Service:

● Answer messages and receive phone calls via hotline number. ● Answer customer inquiries via email, facebook, etc

● Prepare monthly financial statements, monitor financial fluctuations, ensure savings and profitable business.

● Check the implementation of the financial plan, allocate money such as salary, bonus.

● Provide finance for the company's business activities - Marketing/Pr:

● Organize movie premiere events.

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● Analyze movies, then write PR articles about the content. At the same time, put up programs to promote the image of the theater cluster and the films in progress.

● Perform film inspection, film quality.

● Work directly with the Cinema Censorship Center on movie content.

- Digital (Website, Hotline,etc):

● Update visits at cgv's official websites such as facebook, website. ● Answer customer inquiries via email, facebook, etc

In Operation units: including - Theater director:

● Responsible for decisions on recruitment, addition, transfer and coordination of personnel at the cinema complex.

● Report to the CEO in detail about revenue, profit, human resources and also shortcomings at the cinema cluster that he is responsible for so that the CEO can review and understand the

● Responsible for the food hygiene and safety at the cinema complex assigned to the management support.

● Enforce company policies and sanctions, ensure an efficient and friendly working environment for employees.

● Coordinate with the theater director to develop relationships at work, between departments in the theater, between theater staff and customers.

● Train new programs and processes for employees. Provide development comments as well as employee progress reviews. Report on the capacity and effectiveness of training to theater directors.

● Check goods at the end of the day. - Theater accountant:

● Control cash well at the cinema complex and make sure all invoices and vouchers are correct at the end of the day or at the end of shifts.

● Monthly report to theater director. - Cinema room:

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● Check the projector, sound quality, film quality before the show. ● Check and allocate a reasonable movie showtime.

- Digital (machines):

● Manage and use vehicles, machines, equipment and materials. ● Monitoring, monitoring and timely detection of technical problems. - Monitor the lobby:

● Manage and supervise the daily operation of the cinema to achieve the set business results each month/quarter/year. ● Operate and control the projector system, manage the equipment

at the theater and ensure fire safety, food hygiene and safety.

4.2.2. Choose 1 position related to your major, find JD, JS about position, and career path.

Based on the organized chart above, our group decided to choose the “Monitor the lobby” position.

- Job description:

● Monitor the daily operation of the cinema. Perform checklist checks and report on service standards at theater

services/products/regulations at cluster. Respond to customers in a timely and effective manner to resolve problems

● Monitor and control goods in the warehouse, control operating costs, ensure general hygiene in accordance with food hygiene and safety regulations ● Recruit and train personnel to ensure service quality standards, arrange staff

work schedules to ensure efficient operation of the theater, monitor and reconcile monthly shift tables.

● Implement marketing programs to drive sales

● Support to operate the projector system, check the equipment at the theater and ensure fire safety

- Job specification:

● College/University degree (preferably majoring in restaurant, hotel, tourism management…).

● Able to work 8h/day shift (2-3 evenings/week ending around 12pm) and work on weekends, holidays and New Year.

● Experience in supervising operations of services at restaurants/hotels/coffee chains, fast food...

● Skilled in building and managing employees. ● Proactive, enthusiastic and responsible at work.

● Able to communicate in English and use office computers. - Career path:

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Have an opportunity to become a leader at

<b>PRACTICE QUESTION</b>

Question 1: What is “job description”?

A. The procedure through which you determine the duties of the company’s positions and the characteristics of the people who hire for them.

B. The procedure for determining the duties and skill requirements of a job and the kind of person who should hire for it.

C. A list of duties, responsibilities, reporting relationships, working conditions, and supervisory responsibilities - one product of a job analysis.

D. All are correct.

Question 2: What factors affect the recruitment process? A. Not affected by any factors.

B. Organizational factors. C. Environmental factors. D. Both B and C are correct. Question 3: What is “job analysis”?

A. The procedure through which you determine the duties of the company’s positions and the duties of the company’s positions who hire for them. B. A list of duties, responsibilities, reporting relationships, working conditions,

and supervisory responsibilities - one product of a job analysis.

C. A list of a job’s “human requirements” such as education, skills, personality, and so on - another product of job analysis.

D. A list of stuff that you need to buy for weekends Question 4: Who is responsible for most recruiting activities? A. General Manager.

B. Directors of departments. C. Human Resources Department. D. Chairman of the Board of Directors.

Question 5: Who is responsible for the candidate's professional interview? A. Human Resources Department.

B. Director. C. Reception.

D. Director of expertise in the industry in which the applicant is registered. Question 6: What is the reason for the constant change in the internal supply of labor in an enterprise?

A. Enterprises can recruit new workers.

B. Former employees can leave the enterprise and resign. C. Retired or laid off workers.

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D. The company hires new employees, or the employees quit, get fired or retire. Question 7: Which analytical method is understood as the study of human resource needs in previous years to forecast human resource needs in the next period?

5.1.1. Workforce Planning and Forecasting

Workforce ( or employment or personnel) planning is the process of deciding what positions the firm will have to fill, and how to fill them. Its aim is to identify and address the gaps between the employer’s workforce today, and its projected workforce you needs. Workforce planning should precede recruitment and selection.

- First, towers Watson reviews the client’’s business plan and workforce data ( for instance, on how sales influence staffing levels)

- Second, they identify what positions the firm will have to fill and potential workforce gaps

- Third, they develop a workforce strategic plan

- Finally, they implement the changes (for instance, new recruiting and training programs), and use various metrics to monitor the process.

Towers Watson clients can use its special “MAPS” software to facilitate the workforce planning process.

Workforce planning embraces all future positions, from maintenance clerk to CEO. However, we’ll see that most firms call the process of deciding how to fill executive jobs succession planing

Workforce planning shouldn’t occur in a vacuum. Instead, workforce planning/ employment planning is best understood as an outgrowth of the firm’s strategic and business planning. At the same time, decisions regarding how to fill these positions will impact other HR plans.

5.1.2. Forecasting Personnel Needs (Labor Demand)

Forecasting Personnel Needs (Labor Demand) is a predicted human resource plan of a company in case that company lacks employees; establishes a new department, new branches or needs professionals senior, etc in order to heat up and boost the company’s development. Therefore, a future labor demand plan becomes one of important parts in company life.

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5.1.2.1. Types of Forecasting Personnel Needs (Labor Demand).

The future labor demand guideline should be started with estimating what the demand will be for your products and services due to the guarantee for the strategic goals and for changes in its turnover rate and productivity. Basically, the future labor demand guideline is divided into 2 parts according to the present situation of a company: Short term and Long term.

- Short term: manager will track and check daily sales trends to do know “What are catching today?” and make a staff plan that is attractively suitable for that short term trend.

- Long term: manager will follow industry publications and economic forecasts closely in order to get a sense for future demand in order to catch up and timely predict the number of employees for the future (who should be fired? – who should be hired?)

5.1.2.2. The tools for Forecasting Personnel Needs (Labor Demand).

There are four basic tools to establish and predict personnel needs: trend analysis, ratio analysis, the scatter plot and managerial judgment.

- Trend analysis: this tool is a study of a firm’s past employment needs over a period of years to predict future needs. (Briefly, comparing the number of employees change with a specific time).

- Ratio analysis: this tool is a forecasting technique for determining staff needs by using ratio between, for instance, sales volume and the number of employees needed. (Briefly, comparing the number of employees required with revenue of the total unit).

- Scatter plot: this tool is a graphical tool used to help identify the relationship between two variables.

For instance, assuming that the chairman has a plan to expand 5 coffee shops to increase the appearance and revenue of the brand, the chairman wants to forecast how many staff that each coffee shop needs to operate.

→ In this phenomenon, the human director understands that establishing the relationship chart between the number of coffee shops and the number of staff required. This is the result that the human director has to present to the chairman.

- Managerial judgment: this is a tool with a purpose to adjust the forecast in time because trends, ratios or relationships may not change in the future; so it is hard to predict future needs.

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<b>5.2. Replacement chart, forecast techniques, relationship, labor demand and supply, policies</b>

5.2.1. Personnel replacement chart.

- Personnel replacement chart is a succession planning tool that shows present performance and promotability of inside candidates for the most important position. For each position, specific competencies are defined, and then employees of the organization with the requisite competencies are categorized, resulting in the identification of possible replacements. Replacement charts are updated on a regular basis, particularly in reaction to changes in economic conditions or company activity. Such as:

● Employee’s organizational background?

● Who are the most qualified candidates for a job vacancy?

● In comparison to another employee, what are the advantages of picking a certain individual for the current position?

And employees are classified as: Ready for career advancement.

● Employees who would be ready for the upcoming promotions if given extra training.

● Employees who are performing sufficiently but need encouragement and improvement.

● Employees who are unfit for full-time work and must be replaced.

- Example: Supposing that in the ABC school, the student council needs to find a new vice student president to replace the previous – who transferred a week ago. So they base on the details above to establish a personnel replacement chart.

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Picture 5: The personnel replacement chart of the ABC school. Note:

● Triangle: symbol for present performance. ● Square: symbol for promotion potential.

(Source:MBASkool - Explaining the example:

● The student will consider Dean – the candidate. According to the given diagram:

● Overall: Dean is good at multi - point.

● Details: Dean is perfectly suitable for the vice student affairs.

Moreover, he also will be a good companion and well connected with the vice postgraduate studies. However, there is a point that he needs to solve – that is health, he should practice and do exercise more often in order to enhance his health. Because from the diagram, Dean is not suitable for the vice environmental affairs which requires a bare body full of life to catch up with the load of this position.

5.2.2. Forecast techniques.

There are four main types of forecasting methods that financial analysts use to predict future revenues, expenses, and capital costs for a business. While there are a wide range of frequently used quantitative budget forecasting tools, in this article we focus on four main methods: (1) straight-line, (2) moving average, (3) simple linear regression and (4) multiple linear regression.

Picture 6: Four main types of forecasting methods that financial analysts use to predict future revenues, expenses, and capital costs for a business.

A high-quality forecast features the following characteristics:

● ACCURATE : The right forecast is accurate enough to help you make good decisions about plans and how a company can allocate resources.

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● TIMELY : A good forecast gives you information when needed so that you can respond quickly to changing market conditions.

● CLEAR AND UNDERSTANDABLE : You can explain how you reached your conclusions and recommendations to ensure clarity among colleagues who use the forecast information in their daily work activities

● RELEVANT : A good forecast reflects an organization's situation and needs and focuses on what's likely to happen in the industry or market segment over the next 12 months.

When it comes to forecasting, numbers don't always tell the whole story. There are additional factors that influence performance and can't be quantified. Qualitative forecasting relies on experts’ knowledge and experience to predict performance rather than historical numerical data.

These forecasting methods are often called into question, as they're more subjective than quantitative methods. Yet, they can provide valuable insight into forecasts and account for factors that can’t be predicted using historical data.

Here are nine sales forecasting methods to consider:

1. <b>Intuitive</b>

The intuitive method relies on sales representatives to provide information to sales managers, business administrators and stakeholders on the probability of closing specific sales deals. In their predictions, sales representatives share how much they think the deal is worth and how long they approximate it takes to close the deal. This can be beneficial when there are new products that currently don't have historical data to back their projections.

2. <b>Lead-driven</b>

The lead-driven method combines other sales forecasting methods, including sales cycles, opportunities and historical sales for which the sales team supplies data and input. This method relies on assigning value to each lead based on the probability that the sale closes. This method may require data collection and teamwork between sales, marketing and finance teams so they can predict more accurate sales closing and profits.

3. <b>Historical: </b>

The historical method relies on comparing the data from the same time period in years past to the current timeframe. This forecast relies on assumptions that your sales can be equal or greater to the data from the previous year. It can be better to use this data as a benchmark since you can't predict the long-term interest of buyers or the consistency of demand.

4. <b>Opportunity stage</b>

The opportunity stage method relies on predicting the probability of closing sales during each stage of the sales process. With this method, sales teams decide on reporting frequency and make predictions on sales based on how close they are to closing particular sales deals. This method may be less accurate than others because of its reliance on probability and predictions.

5.

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The length of sales cycle method relies on the time to close each individual sales opportunity for its predictions. It requires accurate tracking of when a sales process begins with a client to when they close on the sale. It usually uses objective data to help with reliable forecasting.

6. <b>Pipeline </b>

The pipeline method relies on calculating the chances of closing every deal currently in the pipeline, or purchasing process. This method may have a long review process, depending on the size of the sales team and how many stages are in your business process. It's considered a more accurate forecast because of its reliance on data. If this method seems like a viable option for your business, consider investing in automated software to streamline the review process so labor can focus elsewhere

7. <b>Qualitative demand forecasting</b>

Qualitative demand forecasting relies on the thoughts and opinions of industry experts. Businesses may gather a group of experts in their industry to gather feedback on labor, budgeting and the growing trends of their industry. This can also include client or customer feedback through focus groups and surveys.

8. <b>Quantitative demand forecasting</b>

Quantitative demand forecasting relies on historical data of the business. It includes data related to inventory, sales, services and labor. Decisions with quantitative forecasting methods focus on numerical data only.

9. <b>Multivariable sales analysis forecasting</b>

The multivariable sales analysis forecasting method can provide accurate analyses because it combines multiple factors from other methods with predictive analytics. This may include the length of a sales cycle, the rate of success for various opportunities and the success rate of sales representatives in producing forecasts. Businesses with large budgets typically use this method because they can afford the necessary analytic software.

Financial forecasting is never a guarantee, but it’s critical for decision-making. Regardless of your business’s industry or stage, it’s important to maintain a forward-thinking mindset—learning from past patterns is an excellent way to plan for the future.

5.2.3. Labor demand & supply.

Making decisions of labor demand and supply should be logical and related with a workforce plan - this plan lays out the employer’s projected workforce and skills gaps, as well as staffing plans for filling the gaps.

For example, suppose that in a CGV Su Van Hanh, missing 4 part time in ticket check positions and 2 positions in popcorn stalls. Therefore, the plan should identify the position to be filled, the potential internal and external candidates. The training should be efficient and fast in order to maintain personnel stability.

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● <b>Note:</b> All CGV recruitment information is updated completely and accurately. CGV recruitment does not require payment in any form.

- Remembering the policies of working at CGV is one of the must when you become their employee. For example, on advertising posters or websites, the P icon represents movies for all ages, the C13, C16, and C18 icons represent movies for customers aged 13/16/18 or older. In there:

● P: Movies are for all audiences.

● C13: Prohibited movies are popular for audiences under 13 years old. ● C16: Prohibited movies are popular for audiences under 16 years old. ● C18: Prohibited films are popular for audiences under 18 years old.

- HR benefits for employees :

● Free movie tickets: Becoming an employee of CGV, you will have a number of completely free tickets. The number of free movie tickets varies from time to time.

● 50% discount when buying combo food and drink at the CGV. ● Team building every year.

● Tet bonus and 13th month salary for full-time employees.

● - Multiply % of holiday salary according to state regulations for part-time employees.

● - The specified number of days off.

<b>5.3. Case study</b>

Case study: Due to reduced workload, Thang Loi company decided to reduce 40 of the company's 350 officers and workers, including 2 of the following employees of the human resources department. Who will leave and the policy for those who stay?

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Kim Phuong

27 years old ^Employee

● Graduated in business administration. ● Sometimes he is sick and absent . ● In charge of labor standards.

Mr. Huy 45 years old

Deputy Manager

● Graduated from a university in Eastern Europe in labor economics.

● 6 years of experience, in charge of training work.

● The quality of the work depends on the mood.

Mr. Tai

56 years old ^Employee

● Responsible for recruiting and handling complaints.

● Worked for 25 years, from 1 clerk and gradually promoted.

● Not wanting to retire early, wife or sick, 3 daughters have graduated from college.

Anh Dat

25 years old ^Employee

● Working 3.5 years, in charge of salary. ● Wife-to-be has a high income and has her

own house.

● There is merit in building a new payroll system, stimulating employees very well. Thanh Tra

22 years old ^Employee

● Graduated from high school.

● In charge of clerical and record keeping. ● Daughter of the district president. ● Work done: average.

Solving case study:

The two staff members who were cut in the HR department were Thanh Tra and Mr. Huy. Thanh Tra is young and does not have much experience, performing the work at an intermediate level, no information about the career path and Mr. Huy has many years of experience, but working on inspiration will not achieve high results in his work. The volume of clerical work and record keeping will be assigned to Mr. Duy. The training work will be assigned to Kim Phuong. The policy for Mr. Duy and Kim Phuong will be a salary increase and Kim Phuong will be promoted to deputy manager to replace Mr. Huy's position.

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