Training and development technical workers in hanoi garment and textiles companies

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THESIS TO BE COMPLETED IN
THE NATIONAL ECONOMIC UNIVERSITY
Ministry of Education and Training
University of National Economy

NGUYỄN VÂN THÙY ANH

TRAINING AND DEVELOPMENT TECHNICAL
WORKERS IN HANOI GARMENT AND TEXTILE
COMPANIES

The scientific mentor:
1. Ass. Pro. Dr. Trần Thị Thu
2. Ass. Pro. Dr Cao Văn Sâm
Reviewer 1:
Pro. Dr. Phan Văn Kha
Reviewer 2:
Dr. Nguyễn Hữu Dũng
Reviewer 3:
Dr. Nguyễn Văn Thành

Specific Area: HUMAN RESOURCES MANAGEMENT
(LABOR ECONOMICS)

Code: 62340404

The thesis will be defend before the Council to protect
her State-level doctoral thesis at the National Economic University
Take place at: .... h ...... on ........... 2014

DOCTORAL THESIS OF ECONOMICS
SUMMATION
Thesis can be found at:
- Library University of National Economy
- National Library

Hanoi, 2014


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INTRODUCTION
The rationale and significance of research
Currently, the garment and textile companies in Hanoi (HN G&T
companies) have been employing about 111,600 labors and
contributting about 17,3% GDP of Hanoi every year. Economic
integration brought more business opportunities to HN G&T
companies but also more challenges which are from fierce
competition, technical innovation, and customers’ stricter
requirements. To survive and grow sustainably, the HN G&T
companies really need to invest into training and development in
order to posse a number of technical workers1 which meets the
requirements in terms of knowledge, skills, attitudes and professional
development.
Theoretical framework for training and development (T&D) the
technical workers are extracted and developed from researches on
human resources (HR) training and development. On the world,
researches on HR T&D can be basically divided into 4 main groups:
(i) training system design theories, (ii) learning theories, (iii)
motivational based approaches, and (iv) training evaluation models.
In Vietnam, there are 2 main approaches of studies on worker T&D.

First is macro approach: researches on vocational training for certain
areas, provinces or industries. Second is micro approach: studies on
training and development technical workers in the companies.
Generally, most of studies concentrated on vocational training (the
macro approach). The micro approach, studies on training and
development technical workers in companies, which implemented by
the companies themselves in order to satisfy their labor needs, has
not been paid much attention. In this micro approach, the studies did
not focus on evaluating and measuring the effectiveness of T&D in
1

To be shortened by “workers” from here.

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all dimensions, did not investigate objective and subjective factors
that affect the T&D effectiveness. Moreover, in the practice, the
training and development technical workers in HN G&T companies
has not implemented well enough, thus, did not enable the workforce
respond the urgent challenges of business properly.
Due to the above reasons, the chosen topic of dissertation on
“Training and development technical workers in Hanoi garment and
textile companies” is of urgent necessity. Research questions are:
- Which is the theoretical framework applied into studying the
training and development technical workers in companies?
- In the practice, how has the worker T&D in HN G&T companies
been implemented? How well do the trained workers respond to job
requirements? Why?
- Recommendations for improving technical worker T&D in HN
G&T companies?
Thesis to achieve the bellowed purpose of studying:

- Systemizing the theories on human resources T&D and
developing the theoretical base for T&D technical workers in
companies.
- Investigating, analyzing and evaluation the practice of T&D
technical workers in HN G&T companies: contents of T&D,
methods, effectiveness, objective and subjective factors that
influence the T&D effectiveness.
- Proposing some recommendations in order to improve the T&D
technical workers in HN G&T companies.
The research subjects and scope: the training and development
technical workers ( who are specialized in garment, textiles and yarn
manufacturing)2 in HN G&T companies from 2009 to 2012.

2

To be called G&T worker in following parts.


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The new contribution of research
Based on the studying the training evaluation models, the dissertation
suggested evaluating the effectiveness of the T&D technical workers
of companies through evaluating the responding extents to job
requirements of trainees in terms of knowledge, skills, attitudes and
professional development possibilities. Proposing the “professional
development possibilities” of trainees to the assessment criteria is the
new contribution of the thesis in compared to previous researches.

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the competency approaches. The new contributions in

recommendations include: improving training methods in order to
meet professional competency standards, using the career
development activities for workers as non-monetary motivating tools
and retention, and improving the system of assessing the worker
T&D effectiveness. The thesis also suggested some
recommendations to relating authorities to facilitate and support the
worker T&D in HN G&T companies.

The results from studying the successful career development cases of
technical workers HN G&T companies showed that: (i) background
of vocational training and other T&D activities have positive
influence to career development of workers, (ii) career development
and promotion opportunities play a motivating role to workers. Thus,
T&D should be seen as important non-monetary rewards that
motivate workers.

The thesis structure includes 4 chapters. Chapter 1 displays the
theoretical framework of worker T&D in companies. Chapter 2
describes research methodology and data that serve the study.
Chapter 3 analyses and evaluates the practice of worker T&D in HN
G&T companies. Based on these analysis’s, the chapter 4 proposes
recommendations for improving the technical worker T&D in HN
G&T companies.

The results from investigating the factors that affect the effectiveness
of T&D in HN G&T companies showed that the trainees only meet
requirements in terms of skills and attitude, but they do not meet the
requirements in terms of knowledge and professional development
possibilities due to some main reasons. First, knowledge and
teaching capabilities of trainers are limited. Second, the training

policies, the monetary and non-monetary rewards are not well
motivated to trainees. Third, workers are mainly trained by on-thejob methods but knowledge and skills basically and systematic
equipped. Forth, companies do not want to invest in T&D due to
wondering of losing well-trained workers and can not recover the
training costs.

1. THEORETICAL FRAMEWORK OF TECHNICAL WORKER

Thesis suggested the HN G&T companies should consider T&D
technical workers as solutions for enhancing competitive
competency, ensuring sustainable growth and motivating tools as
well, and should change the training points of view and methods to

TRAINING AND DEVELOPMENT IN COMPANIES

1. 1. Definitions
1.1.1. Definitions of technical workers
Technical workers are the ones who accomplished at least a
professional training program in a vocational school (including
enterprises) and granted professional certificate(s) or officially
recognized by prevailing regulations to posse implementing
capacities that meet the complex job requirements. That means
technical workers are those who have been trained at different
mastering levels in vocational schools or enterprises in order to
ensure that they are qualified enough to accomplish the complex
requirements of production process.


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1.1.2. Definition of technical worker training and development in

companies
Technical worker training in companies refers to planned and
systematic activities designed by companies to provide workers with
implementing capacities in order to respond to complex
requirements of production jobs. Worker training in companies
includes skill training and vocational training, which are: vocational
training, skill training, bad performers’ retraining, orientation
training.
Technical worker development in companies refers to planned and
systematic activities designed by companies implemented in order to
develop employees’ professional capacities and respond to
organizational development. Worker development in companies
includes career development and management development
(promotion) activities, which are: worker upgrading training, training
2nd job for workers who are mastered in the 1st job; job rotation and
transfer; skill competitions; promoting good workers to trainers,
technical staff, managerial staff.
In the Career stages and important needs theories, Ivancevich
explained the relationship between training and development and
need changes of any individual in 4 career development stages in
which he/she experienced during working life. Stage 1Apprenticeship: to observe, learn and follow instructions of more
experienced people. Stage 2-Advancement: accumulating knowledge,
experience, being mastered in the job, employees now can work
independently. Stage 3-Maintenance: to serve as mentors of those
who are in stage 1, and interact with other people. Individuals who
can not cope with this challenging may shift back to stage 2. Stage
4–Strategic thinking: very few people who have strategic thinking
and involve in shaping the direction of the organization itself can

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progress from stage 3 to stage 4. Most of professionals will maintain
in the stage 3 until retired.

1.2. Implementing training and development technical
worker in companies
1.2.1.Training needs analysis and developing master training
plans: Firstly, in order to accomplish a certain production volume,
firms identify the needs workers to be trained in terms of number and
categories. Secondly, based on job specifications, firms identify the
requirements in terms of knowledge and skills. Thirdly, assess the
actual capacities of workers. Comparing specific job requirements
with actual capacities of each individual worker help managers
identify the gaps in terms of knowledge, skills, attitudes or career
development activities. Fourthly, identifying specific training
objectives in terms of: (i) categories and number of workers needed,
and (ii) necessary knowledge, skills, attitude and career development
possibilities. Then, developing the master technical worker T&D
plans to serve for current requirements and directions for
organizational development.
1.2.2. Training and development design: firms chose the appropriate
training methods and prepare infrastructure including equipments,
raw materials. The training methods includes: (i) on-the-job training,
which are job instruction, apprenticeship, coaching and counseling,
and job rotation and transfer; (ii) off-the-job training, which are:
vestibule training, sending workers to vocational school.
1.2.3. Implementation: firstly, choosing trainers from experienced
workers of the firms or inviting outside trainers. Trainers should
meet requirements in terms of knowledge, skills, teaching
capabilities, and attitude. Secondly, using training policies and
monetary and non-monetary tools to motivate trainees before, during

and after the training process. Thirdly, HR unit should organize and
manage training programs effectively.


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1.2.4. Assessing effectiveness of technical worker T&D is assessing
the extents that worker T&D to production requirements in terms of:
(i) categories and number of workers needed and (ii) professional
capacities of trainees. In which, firms should clearly assess the
extents that trainees respond to job requirements in term of
knowledge–necessary knowhow, skills-the mastering levels in
handling the operation activities, attitude and behavior– professional
attitudes and positive behavior, and career development possibilitiespossibilities to move up on the career path or promoted into
managerial positions.

1.3. Factors influencing technical worker T&D in
companies can be considered as 3 major groups: (i) factors related
to worker T&D design and implementation, (ii) individual factors,
and (iii) external influences.
Amongst these, the group of design-implementation factors is
entirely controlled by firms so it can be improved to increase the
effectiveness of worker T&D. Therefore, these factors have been
concentrated by the thesis. Chart 1.1 displays the theoretical
framework:
Training need analysis

Training

policies

Training methods

Extents trainees respond to job requirements in
term of:
•
Knowledge
•
Skills
•
Attitude/behavior

Trainers’
quality

Training programs management

Chart 1.1: Theoretical framework of worker T&D in companies
The design-implementation factors includes: A. Worker training
need analysis. B. Choosing suitable training methods. C. Trainers’
quality. D. Training policies, and E. Training programs management.

Individual factors which have certain influences on effectiveness of
worker T&D include: age, gender, seniority and mastering levels.
Considering the external influences, thesis focused on impacts of
international integration and some factors such as: (i) employability
and opportunities to raise income after training (ii) State’s policies
about vocational training and (iii) high school background.
2. RESEARCH METHODOLOGY AND DATA

2.1. Qualitative research
Researching the practice of worker T&D in 7 typical HN G&T
companies in order to: (i) evaluate the T&D practice and investigate
the following contents in each company: training need analysis,
training program designs, methods choosing, trainers’ quality
assessment, T&D effectiveness evaluation; (ii) compare, generalize
the common characteristics, difficulties or advantages, also consider
different problems and problem solving.
Deep interview to typical cases of technical workers who have
very successful career development to describe their career path,
thus, analyze the relationship between vocational training-skill
training-professional development and analyze the need changing of
individual workers in each stage of their career progresses.
Deep interview to managerial staff and specialists to gain the
evaluations from different cuts about worker T&D in HN G&T
companies. Interviewees are: policy makers, researchers, managers
at all levels of firms, and trainers.

2.2. Quantitative research
Thesis studied the extents of impacts of design-implementation
factors to effectiveness of worker T&D. Survey has been carried out
in 60 HN G&T companies, which include: 33 garment firms
(equivalent to 55,1%) and 27 G&T firms (44,9%).


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Respondents: (1) technical workers who are serving garment,
textiles and yarn production machines; (2) HR staff, trainers,
functional staff and (3) Managerial staff: directors and vice directors

of plants, Heads of shift, team leaders and other immediate
supervisors. However, in practice, most of worker T&D activities in
HN G&T companies is on-the-job. That’s why all immediate
supervisors, some middle managers are trainers at the same time.
Therefore, the research merged group number (2) and (3) of
respondents into only one group that’s called ‘managers/trainers’.
Their opinions on worker T&D reflect two side of a coin: (i)
evaluations of implementators and (ii) evaluations of users.
Research framework: displayed in chart 1.1.
- Dependent variables: effectiveness of worker T&D in HN G&T
companies which measured by the extents that trainees respond to
job requirements in terms of: knowledge, skills, attitude/behavior,
and career development possibilities.
- Independent variables: A. Worker training needs: identified
reasonably, sound training program; B. Systematic training methods
chosen: instruction (and other coaching and mentoring),
apprenticeship, vestibule training, sending workers to vocational
schools. C. Trainers’ quality: assessed by knowledge, skills, teaching
capacities, and attitude; D. Training programs management:
infrastructure serves T&D, training programs management; and E.
Training policies. Monetary and non-monetary motivating tools,
training policies, and cares of top management
Research hypothesizes:
1.The more identified reasonable training needs, the more effective
worker T&D.
2. The more systematic the training methods, the more effective
worker T&D.
3. The more qualified trainers, the more effective worker T&D.

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4. The better the training programs managed, the more effective
worker T&D.
5. The more motivated the policies, and the more cares of top
management, the more effective worker T&D.
Data collected by 2 ways: direct interviewers and through mails. In
each firm, there were 2 questionnaires for workers and 1
questionnaire for manager delivered. Finally, the survey covered:
- Delivered 800 questionnaires for technical workers (code BH-CN),
recovered 636 acceptable questionnaires
- Delivered 400 questionnaires for managers (code BH-QL),
recovered 321 acceptable questionnaires
Data processed by the statistic software SPSS.
A. Evaluate the extents of impacts of design-implementation factors
to effectiveness of worker T&D:
Pearson’s Chi-square test (χ2): applied to all pairs of one independent
variable vs one dependent variable. Then, calculate the P value,
comparing to the significance α=0,05:
- If P value <0,05 => these two variables are related
- If P value >0,05 => these two variables are not related
Gamma (γ ) test: to measure the impacts of design-implementation
factors to effectiveness of worker T&D. When 2 variables are
related, the value of γ refers to strength of impact of independent
variable X to dependent variable Y:
γ < 0,5 => X has nearly no impact on Y
0,5<γ < 0,8 => X has little impact on Y
0,8<γ < 1 => X has a strong impact on Y
B. Evaluate the extents of impacts individual factors to effectiveness
of worker T&D by using the crosstabs.
C. Evaluate the extents of external factors to effectiveness of worker
T&D based on statistic descriptive analysis.

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2.3. At desk document analysis method
Some other research methods were also applied to the thesis such as:
at desk document analysis method, comparing, generalizing.
3. PRACTICE OF TECHNICAL WORKER TRAINING AND
DEVELOPPMENT IN HANOI GARMAENT AND TEXTILES
COMPANIES

3.1. Some major characteristics influence worker T&D in
HN G&T companies
3.1.1. Some general characteristics of Vietnam Garment & Textiles
industry
The Vietnam G&T industry has been exploiting more business
opportunities due to international economic integration, but also
facing with more challenges such as international regulations,
reduces of State’s subsidiaries, technical barriers, stricter
requirements from customers, thus, facing with the risk of being
backward due to a series of weaknesses. First, production structure
imbalance and asynchronous in the level of technological
development between garment, textile and yarn production leads to
an imbalance in the structure of T&D sewing workers compared to
textile and craft yarn manufacturing workers becomes more severe.
Second, the uneven firm distribution across regions, enterprises
concentrated in Hanoi and Ho Chi Minh city lead to difficulties such
as increased production costs, fierce labor competition amongst
G&T companies versus firms of other industries in the areas.

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superficially that serve simple operations. After several working
years, the work becomes more complex, knowledge and skills of
many workers do not meet the strict production requirements
because they have not been adequately and systematically trained.
Consequently, productivity reduced leaded to low wages make
workers feel disappointed. That’s why they quit to find other better
opportunities.
Low remuneration reduces the attractiveness to labor of HN G&T
companies compared with other industries in the area. Therefore, HN
G&T companies are always in labor shortages, difficult to attract and
recruit new employees and difficult to retain well-trained workers
and proficient workmanship.
Typical characteristics of workforce of HN G&T companies are:
large labor scale (G&T workers occupied the big proportion), high
turnover rate, female and young workers are majority, but labor
quality is low (low skilled, mostly short -term trained).
Immediate supervisors are old, limited in professional capabilities so
HN G&T companies are in need of succession planning and
development for replacing these supervisors.

3.2. Practice of technical worker T&D in HN G&T
companies
3.2.1. Overview about T&D in HN G&T companies

3.1.2. Some characteristics of labor force of HN G&T companies
influence worker T&D

Every year, due to constant product design changes, large scale of
technical workers who directly involved in production, as well as
high turnover rate, HN G&T companies percentage need to conduct

a large amount of worker T&D activities.

Demand-supply imbalance in the labor market leads to fierce labor
competition amongst the HN G&T companies themselves. Being
afraid of losing trained workers, wasting time, efforts and cost, firms
tend not to invest in intensive worker training or only to train

Worker training includes:
(1) Vocational training for new recruits: most of HN G&T
companies train sewing and cutting workers by apprenticeship
method (short theoretical study, then practice directly in the shop


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floors) or instructions (direct mentoring in production). Because the
textile-dyeing and yarn manufacturing operations are more
complicated, firms usually applied apprenticeship methods to
trainees for a period of 2-3 months.
(2) Retraining the bad performers: by direct mentoring in
production for a period of 1-3 months.
(3) Skill training: due to fashion trend changes so skills training for
technical workers to serve producing the new series of goods takes
place very often. Training method is coaching and mentoring.
Worker development includes:
(1) Upgrading training and tests are conducted yearly in large scale
firms. Workers learn theories and practice needed opreations by
themselves. Based on Job specifications, firms organize the tests.
(2) Train the 2nd job for workers mastered the 1st job helps firms
be more flexible in cases of labor surplus or shortages. Workers can
increase their incomes, develop their professional capacities.

Training methods are coaching and mentoring in about 2-3 months,
costs about 1 mil to 1.8mil VND per textile-yarn worker or
approximately 1 mil VND per garment worker.
(3) Skill competition looking for good workers to foster
development and encourage the movement of skill improvement.
The contents of the tests are more complicated than upgrading tests
and product must be completed within the shortest time
(4) Developing technical workers to managerial positions and
technical-functional staff in companies
Studies in 7 typical HN G&T companies showed that 94,9%
supervisors and 28,1% middle managers promoted from technical
workers. Studying the 16 cases of successful career development
(pp.76-82) concludes: firtst, workers are able to be promoted to
technical-functional staff, supervisors or middle managers, or even
top management if they are trained properly. Second, basic
backgrounds from vocational training help worders develop their

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career better and advance to higher positions more easily. Third, if
workers’ backgrounds are not basic and systematic due to inadequte
vocational training, firms need to add supplemental short or longterm courses to assure workers’ professional developments. Forth, in
the advancement stage, being trainers help technical workers get
better understanding and job awareness, more love and commitment,
better career development and more advancement opportunities.
Fifth, combination of off-the-job training and on-the-job training,
especially the methods like mentoring, job rotation or transfer creates
positive impacts to
career developmetn and management
advancement of employees. Therefore, vocational training-skill
training-professional development on the one hand are to develop the

professional capacities of technical workers and motivate them as
well, on the other hand, to create and develop quality human
resources in order to assure the sustainable development of firms.
3.2.2. Practice of technical worker training need identification
The training needs in terms of number and categories of workers to
accomplish a given workload are well identified in HN G&T
companies. However, due to lacking of Job specifications or poorly
written Job specifications, some firms have difficulties in
determining the required levels of knowledge, skills that trainees
need to satisfy. The results of the performance evaluation is not used
effectively to identify gaps in knowledge and skills of technical
workers need to be trained. Most supervisors do not know how to
make up a personal development plan for an individual worker.
3.2.3. Practice of technical worker training design
On the basis of the identified training needs and objectives,
considered to the infrastructure, the companies often use methods of
instruction and apprenticeship (typical case: coach and mentoring at
Dalat JSC.). The vestibule training or sending workers to vocational
schools are rarely used. The instruction is evaluated as the least
systematic method. Sending workers to vocational schools is


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assessed the most. However, the instruction and apprenticeship are
evaluated the most economic and time saving. Assessing the
dimension of practical and easy to learn, the four methods are
equivalent. That means the methods of instruction and
apprenticeship are suitable with the financial condition and facilities
of firms and still considered quite good. Vestibule training is the best
in terms of systematic, practical, relialistic and easy to learn but a

large amount of investment to infrastructure required (typical case:
‘vocational school within the firm’ at Garment 10).
3.2.4.

Practice of worker training implemetation

Evaluating the quality of trainers
Most trainers of HN G&T companies mainly are part-time (counted
to 95,7%), high seniority but qualifications are generally limited.
Number of technical staff, supervisors, and high-skilled technical
workers (grades 5-6) counted only to 33,2%. Medium-skilled
technical workers (grades 3-4) are majority (counted to 47,9%).
Evaluating the motivating policies and cares of top
management to worker T&D
Most workers participate training courses due to pressure of work
and supervisors’ requirements. There are few who find learning
desires themselves. In the invetigated companies, support policies to
workers during the training course and compensation policies after
the courses are not
well motivated. The different between
assessments of supervisors and workers shows that supervisors do
not aware of the real situation adequately. This might be one of
causes explain the problem of many well-trained workers quit the
jobs after being trained. To solve this problem, besides binding
contracts for the minimum serving time after training signed by
workers, the companies make provisions on compensation for
training costs. However, they still can not retain the well-trained
workers.

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Evaluating the training course management
Since most HN G&T companies use instruction or apprenticeship
train methods, so machinery and equipment being used in production
are served for practical session of the training course. Quantity and
quality of machinery and equipment serving for practice are quite
good. Also, time arrangement are quite reasonable, learning
materials are quite enough, and classroom management are quite
good.
3.2.5.

Assessing effectiveness of technical worker T&D in HN
G&T companies

Generally, extents that trainees respond to job requirements in terms
of skills and attitude and behavior are just satisfied but responding
levels in terms of knowledge and career development possibilities
are poor.

3.2.
Assessing the impacts of influencing factors to
effectiveness of technical worker T&D in HN G&T
companies
3.3.1. Assessing the impacts of group of design-implementing
factors to effectiveness of technical worker T&D in HN G&T
companies
Results of Chi-square test confirm the hypothesizes 1, 3, 4 and 5 but
ignore the hypothesis 2. Amongst the group of design-implementing
factors, quality of trainers has the strongest impacts on effectiveness
of technical worker T&D. Especially knowledge, skills and teaching
capacities of trainers has a very strong relationship with knowledge,

skills, and career development possibilities of trainees. The
motivated the policies, and the more cares of top management has
the 2nd strong impacts to effectiveness of worker T&D, especially to
knowledge and career development possibilities of trainees. The
elements of training needs identification and training course
management has slight impacts to effectiveness of worker T&D.


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Besides, it’s impossible to conclude that the more systematic the
training methods, the more effective worker T&D. The instruction
and apprenticeship are not systematic, not effective in terms of career
development possibilities but they are effective in terms of skills.
The vestibule is considered as the best due to systematic and
effectiveness in terms of knowledge, skills, attitude career
development possibilities.
3.3.2. Assessing the impacts of individual factors to effectiveness
of technical worker T&D in HN G&T companies
Analyzing the effectiveness of technical worker T&D by gender
shows the extents that male and female trainees satisfy the job
requirements in terms of knowledge are nearly equivalent. However,
the extents that female trainees satisfy the job requirements in terms
of skills, attitude and behavior and career development possibilities
are better than the male workers because the yarn - textile - garment
job requires details, carefulness that fit more with female workers.
Analyzing the effectiveness of technical worker T&D by age and
seniority shows the group of over-45-year-old workers are good at
knowledge, skills and attitude but limited in career development
possibilities. Group of from-33-to-45-year-old workers, those who
have 15 to 20 years of seniority, are good at knowledge, skills and

attitude, especially are the best in terms of career development
possibilities. Group of under-25-year-old, those who have short-term
seniority are the worst in terms of knowledge, skills, attitude, and
career development possibilities.
Analyzing the effectiveness of technical worker T&D by
mastering levels, the group of grades 5-6 worker shows the
superiority of knowledge, skills, attitudes and career development
possibilities compared to others. Group of grades 3-4 workers has
the self-assessment of meeting the job requirements in terms of

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knowledge and skills. Group of grades 1-2 workers are low at
knowledge and skills after being trained.
In summary, impacts of individual factors to the effectiveness of
technical worker T&D as follows: (i) female workers meet the job
requirements in terms of skills, attitudes and career development
possibilities better than male workers; (ii) the older and the more
senior workers are, the better they meet the job requirements in terms
of knowledge, skills and attitude; (iii) the higher grade workers are,
the better they meet the job requirements in terms of knowledge,
skills, attitudes and career development possibilities.
3.3.3. Assessing the impacts of other external factors to
effectiveness of technical worker T&D in HN G&T companies

Session 3.1 analyzed the impacts of international integration,
some characteristics of VN G&T industry, some characteristics
of labor force to effectiveness of technical worker T&D in HN
G&T companies. Besides, assessing the impacst of 3 factors
such as: (i) employability and opportunities to raise income
after training (ii) State’s policies about vocational training and

(iii) high school background shows that the employability and
opportunities to raise income after training has greater impacts
to effectiveness of technical worker T&D the remain two
factors.
4.
RECOMMENDATIONS FOR IMPROVING THE
TECHNICAL WORKER T&D IN HN G&T COMPANIES
4.1. Viewpoints on technical worker T&D in HN G&T
companies
Viewpoint 1: investment in technical worker T&D in G&T industry
is in accordance with the ‘intellectualization working class’ policy
of Party and State


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Party and State has policy of ‘promoting and improving the quality
of vocational training, intellectualization working class gradually’.
‘Intellectualization working class’ refers to implementing technical
worker T&D activities in order to have ‘a well educated expertise
skillful workforce which are capable of quickly acquire and master
new technology, enhance productivity, quality and efficiency of
production and business’. Vocational training, retraining, career
development, management development are to meet requirements of
organizational development, improve quality of technical workforce
of G&T industry, contribute to ‘intellectualization Vietnamese
working class gradually’.
Viewpoint 2: Technical worker T&D is not only solutions for
sustainable development to HN G&T companies but also and nonmonetary motivating tools to their employees.
On the one hand, technical worker T&D is the solution for
sustainable development to HN G&T companies, help firms adapt to

the context of globalization, seize opportunities of shifting G&T
production from industrialized countries to developing countries,
including Vietnam. On the other hand, technical worker T&D Worker
should be seen as non-monetary motivating tools to employee, used
in combination with the monetary tools to enhance motivation and
retain skillful workers.
Viewpoint 3: Change the technical worker T&D in HN G&T
companies to competency-based approach
Competency-based approach is primarily to determine the capacities
needed to handle operating activities, translate them into training
objectives. The technical worker T&D in HN G&T should be
changed to competency-based approach in order to cacht up with
trend of domestic and world. Firstly, analysing jobs to determine
neccessary capacities for all operating activities, then, developing
competency framework to yarn-textile-garment workers. Secondly,
developing teaching tools including kits of training and assessment

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standards, curriculum system, documentations, reference manuals to
serve teachers and learners. Thirdly, improving training methods to
learner-centered training methods. Fourthly, implementing training
for trainers. Fifly, investing in infrastructure and facilities.
4.2. Solutions to improve technical worker T&D in HN G&T

companies
4.2.1. Improving training need identification in HN G&T
companies
At first, firms need to identify their business strategy very clearly,
develop the medium-term and long-term business plans which
including T&D master plans.

Step1: Identify need for technical workers in terms of number and
categories in order to accomplish an amount of planned production
volume.
Step 2: Develop the competency framework, in which, requirements
in terms of knowledge, skills are clearly defined.
Step 3: Assess performance of workers periodically, thus, assess the
current capacities of workers. Compare the current capacities with
competency framework to find out the gaps of knowledge/skills in
order to identify the training needs.
Step 4: Develop the T&D master plan.
4.2.2. Improve technical worker T&D design in HN G&T
companies
Improve training methods
Instruction should not be applied into vocational training. It should
be applied into skill training, retraining the bad performers, or
training the 2nd job for the workers who are mastered the 1st job.
Apprenticeship should be applied to vocational training the simple
jobs like sewing, product finishing. Training program includes
theoretical session: practical session equal to 30%:70%. In order to


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be effective, firms should have good curriculum system, teaching
plans, documentations for theoretical sessions, and also good
infrastructure and facilities for practical sessions. Vestibule training
should be applied into vocational training for complicated jobs such
as cutting, yarn-textile-dyeing, or QA/QC. The firms who have large

labor scale e.g. more than 1,000 workers should invest in
infrastructure for vestibule training. The small scale firms could
make up an alliance for sharing the infrastructure in vestibule
training. Vestibule training should also be applied into upgrading
activities. If there too few learners and infrastructure is poor, firms
should send workers to vocational schools. Job rotation and transfer
could be applied into career development and management
development.

Firms should also increased the levels of compensation for training
costs if the employee quit before the contract expires and strengthen
individual responsibilities to employees.

HN G&T companies should have the long-term investment in
infrastructure and facilities that serve worker T&D.

Conduct annual reviews, in two aspects :
(1)Evaluate the effectiveness of overall technical worker T&D of
company
Option 1-The indicator of assessing the overall and detailed
effectiveness of technical worker T&D of company: measure the
extents that trainees respond to job requirements in term of
knowledge, skills, attitude, and career development possibilities.
Option 2-Quick Review: use the Satisfactory Performers Ratio Rd,
calculated by dividing the number of qualified skilled technical
workers after training in the year divided by the total number of
workers participate T&D activities of the companies in that year
(unit : % ).
(2)Training program evaluation: apply the 4 level training
evaluation models proposed by Kirkpatrick.

4.2.3. Improve technical worker T&D implementation in HN G&T
companies
Improving quality of trainers: train the trainers the followings
contents: (i) developing the training programs , explained the training
objectives, (ii) using the specialized materials: teaching guidebooks,
assessment guidelines, (iii) instructional planning, (iv) preparing
lesson plans and following lesson plans, (v) applying the evaluation
forms, (vi) teaching skills in using the computer, projector, flipchart,
video, camera, ... Trainers should use modern training methods
proficiently, guide and facilitate the learning process of trainees.
Besides, trainers should be fostered the professional competency.
Recruit trainers: attract young capable trainers, and contract with the
old skillful and knowledgeable workers.
Improving the motivating policies: pay raise, pay tuition fee
when workers get certifications, bonus for good training results,
upgrading, promotion, recognize workers’ contribution, empower.

Improving the training course management: firm should
cooperate with vocational schools, iinvite the consultants,
combined with the internal resources to implement reviewing and
evaluating quality of the curriculum, lesson plans, lectures,
references, writing new textbooks, lectures, training manuals for
trainers, supporting materials for learning and practice guidelines for
the workers.
4.2.4. Improve the effectiveness assessing system of technical
worker T&D in HN G&T companies

4.2.5. Improve the career development for workers in HN G&T
companies. supervisors Supervisors should make up the personal

development plan for each individual workers, and cooperate with
HR department to implement the plan. Individual’s need are also
satisfied. Stage 1- Apprenticeship: Learners are coached or trained by


25
trainers. Needs for wage, working conditions, job security should be
satisfied. Stage 2-Advancement: workers are semi-skilled (grades 23) and can work independently (grades 2 – 3). Supervisors can train
the 2nd job or apply job rotation or transfer to satisfy the needs of
achievement, self-management and self-esteem. Stage 3Maintenance: the workers at grades 4-5-6 would serve as mentors or
trainers. Some could be promoted to supervisors. Some could be
technical staff. Individuals who can not cope with this challenging
may shift back to stage 2. To facilitate workers to move from stage 2
up to stage 3, supervisors should identify the right potentials of
workers, HR dept. should provide suitable T&D activities. Needs for
self-esteem and self-actualization should be satisfied. Stage 4Strategic thinking: Most of professionals will maintain in the stage 3
until retired. Very few people who have strategic thinking and
involve in shaping the direction of the organization can progress
from stage 3 to stage 4. In this stage, professionals could be
promoted to middle managers, or even top managers of the firms.
Needs for self-actualization should be satisfied at this stage.
4.2.6. Other solutions to support technical T&D in HN G&T
companies almost focus on enhancing the recruitment and
motivating activities to retain the skilled workers.

4.3. Some suggestions
Some suggestions are proposed to Government. First, there would be
developing strategies for the suitable G&T production areas, and investing
strategies for developing the vocational system in the areas. Second, there
would be policies to encourage the firms who have eligible infrastructure

provide in-door training activities to their technical workers such as:
training subsidiaries, developing training fund in the enterprises… Third,
there would be regulations on enterprises’ cooperating and supporting
obligations with vocational schools in order to improve the extents that
graduates meet the requirements of practice. Fourth, improving the
system of education and training in order to balance the outcome

26
structure in proportion: undergraduates/ professional secondary/
technical workers is 1/ 4 / 10. Fifth, sponsoring the researches in
human resources development in G&T Institutes, vocational schools
to meet the international agreements.
In addition, the thesis also proposed some recommendations to the
People Committee of Hanoi; some recommendations to the authority
bodies should coordinate to implement the improving vocational
training system programs and support the technical worker T&D in
HN G&T companies; some recommendations to Vinatex as the body
who coordinates foreign and domestic training institutions to carry
out the human resource development programs, connects with
vocational schools to provide consultancy services on technical
worker T&D to HN G&T companies.
CONCLUSION
Thesis ‘Training and development technical workers in Hanoi
Garment and Textiles Companies’ has achieved the research
objectives, has research results and new contributions as described
and analysed previously. However, the scope of the research is only
limited on studying the training and development of yarn-textilesgarment workers, not covering other types of workers such as
workers serving the manufacturing process in terms technology,
electricity, sanitation, etc in the HN G&T companies.
In addition, the research scope of the thesis is only limited on the

garment and textile enterprises in Hanoi. However, the study of a
comprehensive field in a larger scale of technical worker T&D in all
enterprises of VN G&T industry could be an essential and practical
contribution to developing the competitive competency, not only in
Hanoi but also in the whole country for the several coming years.
These might be directions for researches carried out after the thesis.


27
LIST OF RELATED RESEARCHES
AUTHOR AND PARTICIPATED
1. Nguyen Van Thuy Anh, Difficulties of technical worker training
and development in enterprises: causes and solutions. Labor and
Social Affair Magazine, no. 438, Sept. 2012, author.
2. Nguyen Van Thuy Anh, Developing the base of competence for
students in colleges, universities, Labor and Social Affair Magazine,
no. 436, Aug. 2012, author.
3. Nguyen Van Thuy Anh, Sharing experience in developing the
base of competence for students in the International Bachelor
Degree at NEU. National workshop on ‘Developing and improving
the bachelor training programs in Business Administration in
Vietnam’, 12th Oct, 2011, author.
4. Human Resource Management Course book, modified 2
chapters: chapter 1. Roles of Human Resource Management in
Organizations, chapter 9. Human Resource Training and
development, NEU published in 2011, participated.
5. Organizational Behavior Course book, modified chapter 7.
Leadership and Power, NEU published in 2009, participated.
6. Nguyen Van Thuy Anh, Training and development technical
workers in light industry enterprises of Hanoi. The sciencetific

research for PhD. Candidates in 2010, code NCS2010.01, author.
7. Nguyen Van Thuy Anh, Motivating employees by monetary
rewards, Economics and Development Review, no. 331, Aug.2008,
author.
8. Nguyen Van Thuy Anh, Team leaders and their roles in
enterprises, Economics and Development Review, Nov. 2001,
author.
9. Employment solutions for farmers affected by urbanization in
Thanhtri– Hanoi, The sciencetific research by Ministry of Education
and Training, code B2003.38.58, participated.