Training and developing human resources activities in lavie vietnam

Paris Graduate School of Management

Thai Nguyen University

INTERNATIONAL EXECUTIVE
MASTER OF BUSINESS ADMINISTRATION PROGRAM

THESIS TITLE:

TRAINING AND DEVELOPING HUMAN RESOURCES
ACTIVITIES IN LAVIE VIETNAM

Student’s name:

LAM TUAN

Intake I

2012


ACKNOWLEDGEMENTS
To be able to carry out thesis in a certain period of time the author has
received the dedicated attention, helping, guiding of teachers, the Board of
Directors and the Company's departments of Lavie Vietnam to help author
complete this thesis in accordance with the regulations.
I would like to send my sincere thanks to Dr. Nguyen Van Thoan, instructor
thesis, has instructed me and helped author in all fields to complete the thesis.
Our warmest thanks to Teachers in the thesis Grading Council have made
comments indicating the lacks and limitations of thesis, helping authors to better
understand the limitations to complete, which lead to be better for thesis.

I would like to thank the leaders and officials and employees of the Lavie
Vietnam to provide information, documents and cooperation in the process of
implementation the Thesis, supporting to author data correctly for analysis,
assessment, selection of topics.
I would like to send my sincere thanks again to the Training Board,
University, Teachers who directly involved in teaching were dedicated guidance
and training to help authors completed the course, gained the experience for
yourself career as well as the way to apply these gained knowledge, experience to
future.
My sincere thanks!

1


TABLE AND CONTENT
ACKNOWLEDGEMENTS................................................................................................ 1
INTRODUCTION ..............................................................................................................6
1. The subject’s importance ............................................................................................ 5
2. Research thesis purposes............................................................................................. 6
3. The subject of the research thesis ...............................................................................6
4. Scope of the research thesis ........................................................................................ 6
5. Research thesis methods ............................................................................................. 6
6. Structure of the thesis..................................................................................................6
CHAPTER I ........................................................................................................................ 7
THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE
DEVELOPMENT ...............................................................................................................7
1.1. The concept and role of Human Resource management .........................................7
1.1.1 Human Resource................................................................................................ 7
1.1.1.1 Concept .......................................................................................................7
1.1.1.2 The roles of human resources .....................................................................7

1.1.2 Human Resource management ..........................................................................8
1.1.2.1 The concept of human resource management.............................................8
1.1.2.2. The role of human resource management ................................................10
1.1.2.3. The goal of human resource management ...............................................12
1.1.2.4. Human resource management model....................................................... 12
1.1.3. Training and human resource development ....................................................14
1.1.3.1.The concept of training and human resource development ...................... 14
1.1.3.2. The role of training and developing human resource. ............................. 15
1.1.3.3. The objective of the training and developing human resources ..............16
I.1.3.4. Discrimination training and developing human resource ......................... 16
1.2. The form of training and developing human resource...........................................17
1.2.1. According object............................................................................................. 17
1.2.1.1. Training and developing employees ........................................................ 17
1.2.1.2. Training and developing managers .......................................................... 17
1.2.2. According location.......................................................................................... 17
1.2.2.1. Training and developing at enterprise...................................................... 17
1.2.2.2. Training and developing outside enterprise .............................................18
1.2.3. According organizing form.............................................................................18
1.2.3.1. Direct training .......................................................................................... 18
1.2.3.2. Remote learning ....................................................................................... 19
1.2.3.3. Training over the Internet ........................................................................19
1.3. The factors that affect the training and developing of human resources. ..........19
1.3.1. Work Analysis ............................................................................................ 19
1.3.2. Evaluate the performance of the work ............................................................ 20
1.3.3. Recruitment of human resources ....................................................................20
1.3.4. Perform training and developing human resource activities........................... 21
1.3.4.1. Identify training and developing human resources needs........................ 22
1.3.4.2. Identify training and developing human resource goals .......................... 23
1.3.4.3. Selection of trainees.................................................................................23
1.3.4.4. Construction program and selection of training and developing human

resource methods ..................................................................................................23

2


1.3.4.5. Estimating cost of training and developing human resource ...................23
1.3.4.6. Selecting and training of teachers ............................................................ 24
1.3.4.7. Evaluating program and results of training and developing human
resource .................................................................................................................24
CHAPTER II.....................................................................................................................26
SITUATION OF TRAINING AND DEVELOPING HUMAN RESOURCES IN LAVIE
COMPANY IN VIETNAM.............................................................................................. 26
2.1. An overview of Lavie Vietnam..............................................................................26
2.1.1. The process of formation and development of the company .......................... 26
2.1.1.1. Formation history Lavie Vietnam ............................................................ 26
2.1.1.2. Vision - Mission - Values ........................................................................28
2.1.2. Organization Chart.......................................................................................... 29
2.1.3. Production and business results ......................................................................32
2.1.3.1. Product Structure of Lavie Co.ltd ............................................................ 32
2.1.3.2. Revenue and profit over the years ........................................................... 33
2.1.4. Characteristics of the labor and human resource management activities of the
company....................................................................................................................34
2.1.5. Analysis and Forecast the key factors affecting the development of human
resources of the company.......................................................................................... 35
2.1.5.1. Macro environmental factors ...................................................................35
2.1.5.2. The factors outside the enterprise ............................................................ 43
2.1.5.3. The factors inside the enterprise .............................................................. 44
2.1.5.4. The employee factors ...............................................................................45
2.2. Current situation of training developing human resources in the Lavie Vietnam: 45
2.2.1. About the training ........................................................................................... 45

2.2.1.1 Training Manager...................................................................................... 45
2.2.1.2. Training sales staff ...................................................................................49
2.2.1.3. Worker training........................................................................................ 50
2.2.2. Evaluate the advantages and limitations exist in the training and developing
human resources in the Lavie Vietnam.....................................................................50
2.2.2.1. The advantages......................................................................................... 50
2.2.2.2. Some restrictions and causes affecting performance of training and
developing human resource of Vietnamese companies Lavie .............................. 52
2.2.3. Overview of current human resource of Lavie Vietnam ................................ 54
2.2.3.1. Number of employees ..............................................................................54
2.2.3.2. Labor quality:........................................................................................... 56
2.3. Analyzing of situation of operation and development of the company's human
resources Lavie .............................................................................................................61
CHAPTER III ...................................................................................................................62
SOLUTIONS FOR FINISHING THE TRAINING AND DEVELOPING HUMAN
RESOURCES IN LAVIE .................................................................................................62
3.1. The general direction of training and developing human resource of the
company in the next seven years (2013 to 2020)...................................................... 62
3.1.1. Enhanced technology applications..................................................................63
3.1.2. Increasing dependence between global market...............................................64
3.1.3. Expenses for employee welfare will increase .................................................64
3.1.4. More flexible working environment ............................................................... 65

3


3.1.5. Demographic changes .....................................................................................65
3.2 .Some solutions for improving the quality of training and developing activities at
the Company .................................................................................................................66
3.2.1. Orientation, forecasts, objectives, and requirements for training and

developing human resource activities in Lavie......................................................... 66
3.2.2. Tows matrix analyzing to find solutions for training and developing human
resource for Lavie .....................................................................................................68
3.2.3. Selecting solutions for training and developing human resource in Lavie in
next 7 years (the period 2013 - 2020) .......................................................................72
3.2.3.1 Focused training, more priority on direct labor team production with low
qualifications.........................................................................................................71
3.2.3.2. Networking, digitalizing, computerizing, upgrading management systems
and production by modern software and machinery:............................................73
3.2.3.3. Increase investment in training and developing human resource and
create favorable conditions for each staff member in the company is an important
member to participate in the training and development........................................74
3.2.3.4. Attracting talent and having reasonable remuneration policy to encourage
employees .............................................................................................................75
3.2.3.5. Incorporates between outsourcing and internal promotion for the
company's key human resources especially human resource management
department.............................................................................................................77
CONCLUSION.................................................................................................................80
LIST OF TABLE...............................................................................................................81
LIST OF CHART..............................................................................................................81
REFERENCES .................................................................................................................82
APPENDIX....................................................................................................................... 83

4


INTRODUCTION
1. The subject’s importance
In first years of the XXI century, the development of the world economy was
suffered from a series of impact of the new trends. Which are typical trend of

development

of

scientific

and

technological

revolution,

specifically

internationalization, globalization trend. These trends have made the world's
economic moving from confrontation to dialogue as well internationalize
productive forces highly. It also makes the business environment is increasingly
expanding, the elements of the business environment increasingly drastic changes,
opportunities and challenges of every business have never such advantages and
risks.
Therefore, it creates extremely fierce competitive environment. The
competition is now not only brands, machinery and modern equipment, advanced
technology lines but also the human resources, which is reflected in the quantity
and quality of human.
Thoroughly understanding this, many managers did not stop making these
policies: recruitment policy, training policy, remuneration policy, bonus, welfare
policies, and rewards to attract and retain maintenance to improve the quality of
human resources of their business. In all policies, the training and developing
activities is seen as an active connection between the activities of human resource
management to get good human resource.

Lavie Vietnam is one of the large enterprises in the manufacturing sector of
the country's mineral water. To obtain such results, the Company has made quite
well management activities in which training activities are also paid attention. To
the company, in order to develop and constantly reach out to new positions in the
future, human activities must be further improvement, including training activities
and human resource development. So I choose: “Training and developing
human resources activities in Lavie Vietnam” as a subject Thesis for
graduation.

5


2. Research thesis purposes
- To arrange system of the theoretical basis of training and developing
human resource development.
- Analysis of the current situation of training and developing human resource
development in Lavie Vietnam.
- Provide solutions and recommendations to improve the training and
developing human resource in Lavie Vietnam.
3. The subject of the research thesis
The training and human resource development in Lavie Vietnam
4. Scope of the research thesis
+ Period of time to analyze:
Training and developing human resource in Lavie Vietnam from 2009 to
2011.
+ Place to research:
The training and developing of human resources in the company in Long An
and three branches: Hanoi, Hung Yen and Ho Chi Minh City.
5. Research thesis methods
- Comparison method

- Statistical, analysis and synthesis methods.
- Methods of sociological survey through questionnaires.
6. Structure of the thesis
Chapter I: THE COMMON PRINCIPLES of TRAINING AND
HUMAN RESOURCE DEVELOPMENT.
Chapter II: SITUATION OF TRAINING AND DEVELOPING
HUMAN RESOURCES IN LAVIE COMPANY IN VIETNAM.
Chapter III: SOLUTIONS FOR FINISHING THE TRAINING AND
DEVELOPING HUMAN RESOURCES IN LAVIE.

6


CHAPTER I
THE COMMON PRINCIPLES of TRAINING AND HUMAN RESOURCE
DEVELOPMENT
1.1. The concept and role of Human Resource management
Human Resource Management relates to two basic concepts:” Management”
and “Human Resource”. Management is the process of making the work is
completed with high efficiency through others. It requires collaboration between
science and art of leadership. Businesses have the resources, including money,
material, equipment and people needed to produce goods and services that
businesses put on the market. Most of them develop procedures and regulations on
the supply of raw materials and equipment to ensure full supply them as needed.
Also, the businesses have to pay attention to people management processes - an
important resource.
1.1.1 Human Resource
1.1.1.1 Concept
Be understood as all human physical and mental capabilities of human
resources are employed in the process of productive labor. It is also considered the

working power of labor - a most valuable resource in production of enterprises.
Human resources of the business include all the employees working in the
business.
1.1.1.2 The roles of human resources
- Human resources are a key factor for profit of business. They also play a
role as sources of creativity in organizations. Only humans can create goods,
services and checking the production process. Although the equipment, assets,
financial resources are the resources that the organization needs to have, but in
which human resources are particularly important. There are no people to work
effectively, the organization can not achieve the target.
- Human resources is a strategic resource. Technological factors, capital and
raw material are reducing its role in the knowledge economy. In addition, human

7


factors knowledge is increasingly important position because of their creativeness,
dynamism.
- Human resources are endless resources for development of social in general
and business in particular. If properly exploit this resource, it will create more
wealth for society, to satisfy the increasing needs of the people.
1.1.2 Human Resource management
1.1.2.1 The concept of human resource management
Human resources management concept is presented in a variety of different
angles:
- At the organizational level the labor process: "Human Resource
Management is a field monitor, guide adjustment, check the metabolism (energy,
nerves, muscles) between people with material elements of nature (work tools,
objects of labor, energy, etc.) in the process of renovation of material and spiritual
wealth to satisfy the needs of people and society in order to maintain, protection

and development of human potential.
Human Resource Management including planning, organizing, commanding,
coordinating and controlling the activities related to attracting, using and
developing of employees in the organization.
Deeply understanding: Managing human resources is the recruitment, use,
maintenance and development as well as providing facilities for employees in
organizations.
In summary, human resources management can be define on both narrow
and broad meaning. Narrow definition of human resource management is the
management do specific things such as: Career, commentary, assignments, wage
settlement, fostering and assessing the quality of staff members to abide by the
objectives and plans of the organization.
From the perspective of management, exploitation and management of
human resources value of human-centric and application management and

8


exploitation activities to address the interaction between the work, between the
people and between people and organizations.
In summary, the general concept of human resource management is
understood as follows: "Human Resource Management is activities which to
enhance the effectiveness of individual contributions to the goals of the
organization while at the same time trying to achieve social goals and personal
goals ".
Point of view based on the following 4 aspects:
(i) Human aspect: Human Resource Management is the management of
people within an organization, so the enterprise has to pay more attention to
human interests in the process of implementation of their objectives. Moreover, to
manage their managers need to be very understanding of people, must respect

them as well as encourage positive ability, initiative, and creativity latent in every
human member. Doing it well mean that the social and new businesses can be
successful and rapid development.
(ii) Management aspect: Management is a combination of conscious
activity to carry out the purposes and objectives of the organization through
individual effort. Management consists of the following activities: planning,
organizing, commanding, coordinating and testing. Human resource management
is the responsibility of all managers in the organization. Human resources
management units have to consult and serve for all managers in the unit so that
they can better manage the employees in his department.
(iii) System aspect: the enterprise is complex and opening, in which each
individual parts and modules and elements have a close and intimate relationship
together to make their purposes. Only one element that is not working properly,
the whole business will be affected. Therefore, in addition to knowing the division
of labor in a balanced and reasonable for each individual and each department,
managers have to know how to organize and create good working conditions for

9


their conduct production business, as well as caring appropriately and harmony to
their interests in the process of existence and development of enterprises.
On a positive proactive aspect: in addition to creating and maintaining a
positive way, the efforts of each individual and department within an organization,
human resource management must be seen as yet, the challenge, as well as
problems that affect humans and the results of their labor, so that the preparation
and precautions in order to increase the contribution of a more active and positive
of all people before the challenge appears.
In general, the business will have the human resources management
department. This department mainly build mode, make the consultation document

and the specific regulations related to human resources management. Enterprise in
charge of human resources is one of the main parts of the General Manager which
is responsible for serving the industry attached below, however, it does not have
the authority to order lower-level employees must receive for task.
1.1.2.2. The role of human resource management
Any business that when conducting business activities also must be met these
two factors, it's human and material resources. In which human resources play
such a crucial role to the survival and development of enterprises.
Firstly, due to the increasingly fierce competition in the market so
businesses want to survive and development required improving their organization
in the direction of reduced compact, dynamic, within which human factors are key
ones.
People with their skills, knowledge, use tools to impact on the objects to
create products and goods for society. This process is organized and controlled by
humans. People design and production of goods and services, quality inspection,
bring products to sell on the market, distribution of financial resources, identify
common strategies and goals for the organization. There are no people to work
effectively, each organization can not achieve its goals.

10


Secondly, Managers are forced to find the way to manage their organization
to adapt in the progress of science and technology along with the development of
economic. Therefore, the implementation of the content planning, recruitment,
maintenance, development, training, motivation and creating favorable conditions
for the people through the organization, in order to achieve predetermined
objectives top concern.
Thirdly, human resource management research helps managers achieve this
goal, the results through others. A manager can complete planning, construct

organization chart clearly, have an accurate modern inspection systems, etc., but
the manager can still fail if he does not know how to recruit a suitable people for
his object, or does not know how to encourage employees to work. To Manage
effectively, managers need to know how to work and get along with others, how
to entice people to work for themselves.
Fourthly, human resource management research helps managers learn to
deal with others, know how to find a common language and more sensitive to the
needs of employees, know how to evaluate them accurately, how to attract
passionate of employees to work, avoiding mistakes in the recruitment, how to
coordinate the implementation of the organization's objectives and goals of
individuals, improve the efficiency of organization and can gradually put human
strategies become an integral part of the business strategy of the enterprise,
contributing to improving the quality and effectiveness of the organization.
In summary, human resource management plays a central role in the
process of manufacturing operations general business of enterprises, help
enterprises to survive, grow and go up in the competition. Central role stems from
the role of human beings: human elements of enterprises; human themselves
operating the business and deciding the success or failure of the organization.
Because of the important of human resource, human resource management is an
area important in every business.

11


1.1.2.3. The goal of human resource management
The goal of human resource management is to attract, develop and maintain
a work force in accordance with the requirements of an organization, which made
the general objectives of the organization. Human resource management towards
an effective human resources work, qualities, abilities, capabilities relevant to
their assigned work location and MNG for employee satisfaction and create

loyalty of employees to the organization, which helps organizations achieve their
goals.
Thus, the ultimate goal of human resource management is the common goal
of the organization. Human factor directly perform all activities of an
organization, every decision leading to the success or failure of that organization,
thus creating and building human resources finally directed to an organization
achieve successful and achieve its goals or not.
1.1.2.4. Human resource management model
The model below shows the components of human resource management
and the impact of these components for the workers, for the organization as well
as the competitive advantage of the business.
Human resource management processes include the work is done before
recruiting, recruiting and after recruiting. Before recruiting, organizations need to
plan human resources and job analysis. "Human Resource Planning is a process of
implementing plans and programs to ensure that the organizations will have the
right number of people are arranged to the right place, at the right time and place."
Thus, in the planning of human resources managers will have to forecast
demand and the ability to perform labor in enterprises which are based on the
overall strategy of the business, from human resources policy that outlines(payroll
or hire more employees). After planning of human resources, managers will
conduct job analysis. Job Analysis is the process given the characteristics of the
job, working conditions and the skills, qualities and qualifications required for
candidates.

12


Recruitment process includes recruitment and selection. Recruitment is to
attract potential candidates for certain positions, and selection is to select the best
from the potential candidates.

After recruitment, the most suitable candidate will become an official
member of the company. They are trained and have the opportunity to develop, be
remunerated, and evaluate. Company also apply the program to improve labor
productivity of the employees. In fact the purpose of this step is to stimulate
employees to work better. Training and development are to enhance the capacity
of employees. Employee performance evaluation is to help assess the quality of
their work, thereby promoting their strengths and limit weaknesses. Remuneration
is usually the primary motivation of the employees, so it stimulates employees to
work most effectively. Remuneration, including salary and benefits, programs to
help improve the working efficiency is the program in which attitudes to work and
the rewards are tied to each other. The reward can be a sum of money, a raise or
job satisfaction. Employees are motivated will work better, be train and have
opportunities for advancement. This process will continue because that position
need new person.
Human resource management process is highly dependent on environmental
factors such as compliance with the law, relations with trade unions, health and
safety issues. These factors can be done well, the new labor assured work and
dedication to the organization. Besides global integration trend has been affecting
human resource management in aspects such as employees need to have the
language skills, knowledge of foreign culture as well as understanding dynamic on
foreign markets...

13


Chart 1: Model of Human Resource Management
el ofresource
Human management
Resource Management
Human

onvới
TácImpact
động đối
the
employee
người lao động
Before recruiting

on
TácImpact
động đối
thế cạnh tranh
LợiCompetitive
advantage
thevới
organization
tổ chức

Human Resource Planning
Job Analysis
Recruiting
Recruiting.
Selection
After recruiting

Capacity
Motivation
Attitude to
work

Training and development
Performance evaluation
Remuneration programs to
improve work efficiency

Revenue
The rate of
employees in
the
organization.
Compliance
with the law.
Pictures of
Company

Low cost
The difference
of the product

The influence of
environmental
factors
The labor laws
Union
Health & safety issues
International influences

Source: Translated from Laurencen S.Kleiman / University of Tennessee at
Chattanooga (1997),Human resource management – A tool for competitive
advantage, West

1.1.3. Training and human resource development
1.1.3.1.The concept of training and human resource development
Training and developing human resource are all working to improve the
quality of human resources in an organization, including the provision of

14


knowledge, skills and training to build professional quality for employees, helping
them do their job well both now and in the future.
1.1.3.2. The role of training and developing human resource.
For employees, training and developing to help employees work more
efficiently, while providing for the satisfaction of needs of advancement and
success. Training and capacity developing of employees, thus help them to work
better and become more professional because they have new way of looking and
thinking. In addition, developing human resource is to increase the adaptability of
workers for the transformation of work in the future, enabling them to expand
their vision and bring confidence, satisfaction, and to help them to great leaps in
the career ladder.
For enterprises, training and developing have the following roles:
(i) Training and developing contribute to the overall objectives of the
business. It is an integral part of human resource management activities, so it is
contributing to the goals of the business. It also contribute to find out the qualified
person in accordance with assigned work, so the work is done in a more efficient,
higher labor productivity and helping enterprises to achieve their goals, create
success in the business.
(ii) Training and developing create the conditions for businesses to apply
advances in scientific, engineering and production management. Staffs are trained
and qualified higher capacity will be easy to acquire and apply new and
innovative technologies into their work and improve the efficiency of business

operations.
(iii) Training and developing create the initiative to adapt to business needs
and changes in the future, help businesses survive and stand the increasingly
fierce competitive conditions. Therefore, training and developing increase the
stability and dynamics of enterprises, help them to quickly master the changes in
the development process.

15


(iv) Training and developing create competitive advantage for business.
Human resources has always been a leading competitive factors in the business, it
helps developing the skills of employees, thereby increasing productivity and
quality. Therefore, it brings strong human resources, which bring competitive
advantage for business in the market.
For society, training and developing human resource help society with high
quality human resources, good citizens, and promoting cooperation and
development in society. Being trained and developed Human resource will be the
qualities necessary capacity to meet the job requirements in terms of competition
and integration. At the same time they will bring those qualities so the hard work
and efficiency. In addition, they will work better, so businesses operate more
efficiently, so that they strengthen the relationship to work together, promoting
cooperation and development in the whole society.
1.1.3.3. The objective of the training and developing human resources
The objective of the training and development of human resources is to
enable employees to acquire the knowledge, learn new skills and change attitudes
or behavior to suit the work, to help them do the job more effectively to help
businesses exploit the maximum of its human resources. Since then the business
can achieve its objectives.
I.1.3.4. Discrimination training and developing human resource

Training and developing are providing knowledge, training, skills and
professional qualities for employees. However, the training emphasizes training in
the present and focuses on the current works, and developing focused on works in
the future, to help workers prepare the knowledge, skills and substances in
accordance with the new jobs, new positions and positions in the future. Thus,
Training is short-term, immediate, but developing is long-term and associated
with long-term strategy of the business. Training only meets current requirements,
but developing meets the needs promotion and increase adaptability of workers
for the transformation of work in the future.

16


1.2. The form of training and developing human resource
1.2.1. According object
1.2.1.1. Training and developing employees
Training and developing employees is to provide the knowledge, skills and
quality training for professional employees, help them improve their skills and
gain the skills, qualities suitable for the job, meet the job requirements both now
and in the future.
1.2.1.2. Training and developing managers
Training and developing managers is to provide for the current or future
manager knowledge, skills and qualities of a manager such as decisiveness,
market acumen, skills of negotiation, persuasion, decision-making skills. This is
particular form for the manager or the staff who will undertake the manager
position, so this form is a special case of training and developing employee.
1.2.2. According location
1.2.2.1. Training and developing at enterprise
Training and developing at enterprise is to train and develop at the enterprise.
It includes initial training and training in the work process.

Initial training happens when workers just entering the business, they're new
and not really integrate into the new environment. This process helps new
employees on professional integration and integration into the working
environment of the enterprise. Professionally, new employees will be given the
opportunity to try and reveal all its strengths, their full capacity and knowledge of
ourselves. At the same time, new employees will also reveal weaknesses, which
make them do not rest themselves and integrate with other staffs due to the need
for help. In work environment, the new employee will be introduced to the person
in charge and his staffs, and then the person in charge will direct guidance staff,
introduced to staff on business, through which new employees can quickly
become familiar with the job and work environment in the enterprise.

17


Training in work process is done when a need supplementary knowledge and
skills for staff capacity building to be able to do a better job. This training is
usually done on the basis of the guider or the skilled staff who will mentor and
train weaker person.
Training and developing at enterprise has the advantage that additional
knowledge is timely, rapid response requirements of the job, the organizational
form flexible, and cost savings due to the training is in business. However,
because the training is usually instantaneous nature to meet the current
requirements of the job to lack of systems, facilities and learning conditions is
incomplete, making it difficult for staff in school and to acquire knowledge.
1.2.2.2. Training and developing outside enterprise
Training and developing outside enterprise is not done at the enterprise,
which is done in another organization outside the enterprise. These organizations
can be universities or centers of teaching knowledge and skills in foreign
languages. The purpose of this form of training can help workers improve their

skills and abilities, help employees career redirection or because businesses want
to prepare human resources for future development.
This form has the advantages of a systematic and comprehensive range,
bringing a new approach to employee, helping them have a favorable learning
conditions focus. However, the drawback of this form is the high cost, training
people separate job, so training may not be close to training purposes and
requirements of the job, manager hard to make sure regular control of employee
learning.
1.2.3. According organizing form
1.2.3.1. Direct training
In the form of direct training, the training will lead directly to the employee
based on the purpose, content and job requirements. Teachers and learners will
jointly meet to carry out the teaching. The advantage of this method is that the
learner can meet and talk with faculty on issues related to work, the study was

18


conducted with the purpose and clear system. However, the drawback of this
method is that the remote training center may not participate in a training program
and trainees may be dynamic and depends on the knowledge, the ability to teach.
1.2.3.2. Remote learning
Remote Learning is a form of training in which the curriculum is built on the
media such as newspapers, radio, and television or recorded on video tape or disk
so that the learner can choose the program right for himself. This form has the
advantage that they can be proactive about course content, and students
everywhere can learn. However, the learner will not be able to talk with teachers
about the problems that they don’t know. This form of training completely
depends on the learners, and these programs are often built with expensive cost.
1.2.3.3. Training over the Internet

Training over the Intern is a form of training in which lectures and training
programs are available on the Internet and then learners will download the
program right for them to learn. This form gives students actively both in terms of
time as well as the content and curriculum, training costs are not expensive, so this
is a very common form is applied today. However, with this form of training
effectiveness completely depends on the learner's self-discipline and willpower, so
in some cases it may not achieve the desired.
1.3. The factors that affect the training and developing of human
resources.
1.3.1. Work Analysis
Work analysis is the process of gathering information about the job in system
way. It is conducted to determine the tasks within the scope of it, they are the
skills, abilities, and responsibilities required to effectively do the job.
Work analysis orient to process of identifies the needs of training and plan
training programs. This process is expressed through three main tools:
- A work description
- The requirements of the work

19


- The standard of the work
Through analysis the new person in charge of the training may find the
demands of the work for the employee? Since then new training programs are
built to employees to help them do the job better. Work analysis is the factors that
impact a lot on training in the business at the present time and the future. This is
the process discovered the demands of the job to be able to deliver training to
meet the needs arising from work as well as to adapt to the changing business
environment.
1.3.2. Evaluate the performance of the work

Evaluate the performance of the work is a measure of job performance, can
be quantified by the score, list of events or to compare the work of each
individuals.
Evaluate the performance of the work to help persons in charge of the
training to assess gaps in the work of the employees so that he can identify what
skills and knowledge to provide to employees and supply effective training
methods.
As this process done well, manager able to determine exactly what to train to
employee and select training methods, training plans. Thus, Evaluate the
performance of the work involve and directly affect the training.
1.3.3. Recruitment of human resources
Recruitment is a process of attracting, researching, selecting and deciding to
get an individual into a position of the organization.
When workers are employed in the organization, with some positions we can
train them in guide method to help them familiar with the new environment of the
organization. This is the orientation sessions to help employee quick access to
work and create efficiency, reduce their surprise at first. We can also conduct
training process to help workers get the business to do a good job.
Training helps organizations reduce labor costs by creating efficient work.
However, the qualities of newly recruited staff have direct influence on the

20


training. If the quality of staff recruited well, they are able to meet the demand of
work, it is not necessary to carried out train. The only thing should be done is
organize orienting sessions to get them familiar with work that they can perform
well. Conversely, if the quality of new employee is not well, employer will have
to conduct a lot of training to them in tune with the job.
Thus, the quality of employee recruited has a direct impact on the work of

previous training and advanced training programs for fostering future of the
business.
In addition to the above factors, there are many other factors affecting the
training and development of human resources in each organization:
- The human factor: People are objects directly generate revenue for profit
businesses as well as the subject of training. Learning attitude of each individual
in the learning process is an important factor determining the quality of teaching
of each training course in particular and the general curriculum.
- The managerial factors such as: objectives, business strategy of business
strongly impact on training and developing human resource. It is not always that
business expansion or change production strategies, business. Objectives as well
as the future direction of the organization have set out the requirements of the
work for businesses in the future. And to meet the requirements business should
take into account the training of new skills for workers.
- The factor content of the training and human resource development: These
are factors of intrinsic nature of the training and development of human resources.
If the work is built scientifically and there have a team of employees who perform
or evaluate training results then surely this will work effectively.
1.3.4. Perform training and developing human resource activities
The order of construction training and developing human resource including
the steps:

21


1.3.4.1. Identify training and developing human resources needs
The first and immediate thing to do in training and developing human
resources is clearly identified training and developing needs. The needs that may
arise when businesses hire new employees, training will help employees integrate
work and work environment of the enterprise; or they also arise when businesses

need to add knowledge and skills for staff to respond to changes and new
requirements of the job. "Identify training and development needs is to determine
when, which part, what skills to train, what type of work and how many people".
To identify training and developing needs, businesses should to make the
analysis: business analysis, operational analysis and analysis staff.
Business analysis is the process analyzes business strategies and human
resources plans of the enterprises. Business strategies of enterprises in each period
show business goals in each period. This goal sets the required knowledge and
skills for workers in different times, so it plays a decision position to training and
developing needs of the organization.
Staffing plan of the organization shows the change in the structure of labor as
the number of new labor recruitment, job transfer rate, number of employees
retired, long-term absence, labor discipline, accident ... which helps managers
understand the current labor situation of the enterprise to identify training and
developing needs in the present as well as the training and development needs to
prepare for the positions will be available in the future.
Operational analysis is to analyze the knowledge, skills and qualities
required of the employee to perform the work assigned, thereby identify training
and developing needs
Staff analysis is to analyze the knowledge, skills and qualities of employees,
analyze whether they lack the qualities and skills to be able to promptly
supplement, to meet the requirements of the work. Analysis staff also includes
analysis of the aspirations of employees to help them meet their training and
developing needs. Needs of the employees contribute to the organization's

22


activities and affect the needs of the entire organization. So analyze the needs and
aspirations of employees is to help managers identify training and development

needs of the organization
1.3.4.2. Identify training and developing human resource goals
The next step after identifying the needs is to identify the training and
developing goals. Business has to answer the question: "What Training and
developing for," which outlines the specific objectives of the training and
developing. the training and developing goals include the expected knowledge
and skills that employees can be achieved after the training process, the number of
trainees and how long the training is. Training and developing goals associated
with the overall goals and development strategy of the organization.
1.3.4.3. Selection of trainees
Selections of trainees are specifically selected for training and development.
Through the analysis of employees, enterprises will identify a particular
employees should be trained to meet the job requirements both now and in the
future.
1.3.4.4. Construction program and selection of training and developing
human resource methods
Building training program is to build the system of lectures, subject needed
to train and develop the missing skills. Different methods of training and
developing are based on training programs and occupational characteristics of the
employees. If the employee training are crafty or technical related jobs, the
commonly used method of training or job training; against managers have
different methods such as business games situation analysis, behavioral model.
1.3.4.5. Estimating cost of training and developing human resource
Estimating cost of training and developing human resource is a very
important step in the process of implementation of training and developing human
resource, because it determines the selection of the training methods and the
selection of teachers. Enterprises need to weigh the advantages and disadvantages

23

of each method of training in relation to the cost of all process to make the right
decision.
1.3.4.6. Selecting and training of teachers
Enterprises can select the teachers from their employee, also those are not.
Often the first one is less costly than the other, but the training will be close to the
job requirements. However the second choice is more academic and systematic.
The teacher training is often applied to self enterprises teacher, so the lack of
didactic and skills in teaching.
1.3.4.7. Evaluating program and results of training and developing
human resource
After implementation of the program of training and development,
assessment is an indispensable work because it helps the enterprise know whether
curriculum can achieve the desired results and objectives or not. This process
point out for the business achievements, but also shows the weak aspects for
enterprises to learn from experience and overcome in the curriculum created later.
Evaluating training results include evaluation of students' academic performance
and evaluate the application of the knowledge and skills learned in the
implementation of the work of the students.
Evaluating the learning outcomes of students is to evaluate what students
have gained after training. It help enterprises estimate the knowledge and
experience that employees have learned. However, it only reflects the appearance
of training results, because the results only when the employees actually apply the
knowledge and practical experience on the job. The actual work situation was
evaluated by criteria such as labor productivity, work attitude, quality of work,
efficiency machinery.
The methods of evaluating learning outcomes of students include
interviewing, testing, report writing thematic form, the handling situations.
Evaluate the performance of students after training consists of three basic methods
which are the performance evaluation after training; performance evaluation

24