Suggestions to improve the procedures of recruitment training for seamen at VINIC

MINISTRY OF TRANSPORTATIONMINISTRY OF EDUCATION & TRAINING

VIETNAM MARITIME UNIVERSITY

STUDENT NAME:NGUYEN HOANG NAM

DISSERTATION
GLOBAL STUDIES AND MARITIME AFFAIRS

SUGGESTIONS TO IMPROVE THE PROCEDURES OF
RECRUITMENT& TRAININGFOR SEAMEN AT VINIC

HAI PHONG – 2015


MINISTRY OF TRANSPORTATIONMINISTRY OF EDUCATION & TRAINING

VIETNAM MARITIME UNIVERSITY

STUDENT NAME:NGUYEN HOANG NAM
CLASS:

GMA 02

DISSERTATION
GLOBAL STUDIES AND MARITIME AFFAIRS

SUGGESTIONS TO IMPROVE THE PROCEDURES OF
RECRUITMENT& TRAININGFOR SEAMEN AT VINIC

Supervisor:

Vuong Thu Giang

Division:

Basic Economics

Faculty:

Economics

HAI PHONG – 2015


Suggestions to improve the procedures of recruitment & training for seamen at VINIC


Suggestions to improve the procedures of recruitment & training for seamen at VINIC

PREFACE
I declare that this report is my own unaided work. It has not been
submitted before.
If violated, I am solely responsible for and bear the punishments of the
Institution and University.

Student Name and Signature

Nguyen Hoang Nam

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ACKNOWLEGEMENT
Firstly, I would like to express my sincere gratitude to my advisor MSc.
Vuong Thu Giang for the continuous support of my graduate study and related
research, for his patience, motivation, and immense knowledge. Her guidance
helped me in all the time of research and writing of this thesis. I could not have
imagined having a better advisor and mentor for my study. Also I would like to
express my thanks to the staff of the Company VINIC whom has been very helpful
and generous during my internship at the office of the company. During this period,
I also had the opportunity to observe some of the company’s procedures, two of
which have inspired to conduct this topic for my dissertation.

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TABLE OF CONTENTS
PREFACE ................................................................................................................... i
ACKNOWLEGEMENT ............................................................................................. ii
TABLE OF CONTENTS ........................................................................................... iii
LIST OF ABBREVIATIONS .................................................................................... vi
LIST OF TABLES.................................................................................................... vii

LIST OF FIGURES ................................................................................................. viii
INTRODUCTION ...................................................................................................... 1
Necessity of the research ............................................................................................ 1
Research Object .......................................................................................................... 1
Research scope ........................................................................................................... 2
Research findings ....................................................................................................... 2
CHAPTER 1: METHODOLOGY .............................................................................. 3
1.1 Relating terms ....................................................................................................... 3
1.1.1 Ship crew & Seamen (By the Vietnam Maritime Law, number 40/2005/QH11) . 3
1.1.2 Ranks of seamen ................................................................................................ 4
1.2 Basic definitions ................................................................................................... 4
1.2.1 Recruitment ....................................................................................................... 4
1.2.2 Training ............................................................................................................. 5
1.3 Laws and regulations affecting the procedures of recruitment and training for
seamen ........................................................................................................................ 5
1.3.1 National laws ..................................................................................................... 5
1.3.2 International laws ............................................................................................. 10
1.3.2.1 International Convention for the Safety of Life at Sea – SOLAS 1974 ......... 10
1.3.2.2 International Convention on Standards of Training, Certification and
Watchkeeping for Seafarers-STCW 78/95 ............................................................... 11
1.3.2.3 Maritime Labor Convention, 2006 (MLC, 2006) .......................................... 11
1.3.2.4 Quality management systems – ISO 9001:2008 ........................................... 11
1.4 Factors affecting the procedures of recruitment and training ............................... 12
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1.4.1 Factors within the organization ........................................................................ 12
1.4.2 Factors outside the organization ....................................................................... 14
1.5 Content of the procedures ................................................................................... 15
1.5.1 Recruitment ..................................................................................................... 15
1.5.2 Training ........................................................................................................... 17
CHAPTER 2: THE PROCEDURES OF RECRUITMENT AND TRAINING FOR
SEAMEN AT VINIC................................................................................................ 19
2.1 Introduction of the company ............................................................................... 19
2.1.1 General information ......................................................................................... 19
2.1.2 Function, duty and business majors of VINIC .................................................. 20
2.1.3 Organization .................................................................................................... 22
2.1.4 Business analysis, period 2012-2014 ................................................................ 27
2.1.5 Analysis of the HR at VINIC ........................................................................... 28
2.1.5.1 Scale of labor ............................................................................................... 28
2.1.5.2 Scale of labor by degrees of education ......................................................... 29
2.1.5.3 Scale of labor by age groups ........................................................................ 31
2.2 Evaluation of the procedures of recruitment and training for seamen at VINIC ... 33
2.2.1 The procedure of recruitment ........................................................................... 33
2.2.1.1 Content of the procedure .............................................................................. 33
2.2.1.2 Strengths ...................................................................................................... 34
2.2.1.3 Weaknesses .................................................................................................. 35
2.2.2 The procedure of training ................................................................................. 36
2.2.2.1 Content of the procedure .............................................................................. 36
2.2.2.2 Strengths ...................................................................................................... 38
2.2.2.3 Weaknesses .................................................................................................. 38
CHAPTER 3: SUGGESTIONS TO IMPROVE THE PROCEDURES OF
RECRUITMENT AND TRAINING FOR SEAMEN AT VINIC.............................. 40
3.1 The short-term strategies and short-term targets of VINIC .................................. 40
3.2 Suggestions to improve the procedures of recruitment and training seamen at
VINIC....................................................................................................................... 41

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3.2.1 Suggestions to improve the procedure of recruitment for seamen at VINIC ..... 41
3.2.2 Suggestions to improve the procedure of training for seamen at VINIC ........... 44
CONCLUSION ........................................................................................................ 47
References

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LIST OF ABBREVIATIONS
HR: Human resources
PSC:Port-State Control
MOU:Memorandum of understanding
Ltd.: Limited Liability
SOLAS:International Convention for the Safety of Life at Sea
MLC:Maritime Labor Convention

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LIST OF TABLES
Table 1. Statistics of Vietnamese fleets held by PSC................................................1
Table 2. Business results of the Company, period 2012-2014 ................................ 27
Table 3. VINIC's scale of labor. 2012-2014 ........................................................... 28
Table 4. Scale of labor by degrees of education ..................................................... 29
Table 5. Scale of labor by age groups .................................................................... 31
Table 6. A model of the basic content of the training plan...................................... 44

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LIST OF FIGURES
Figure 1. The overview of procedures in company VINIC ..................................... 21
Figure 2. Model of VINIC’s organization .............................................................. 22
Figure 3. Scale of labor by degree of education...................................................... 29
Figure 4. The recruitment procedure of VINIC ...................................................... 33
Figure 5. The training procedure at VINIC ............................................................ 36

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INTRODUCTION
Necessity of the research
Table 1. Statistics of Vietnamese fleets held by PSC
PSC
Organization
Tokyo-MOU
Indian-MOU
Paris-MOU

No. of ships being
No. of ships being
Rate of ships being
checked
held
held (%)
2013
2014
2013
2014
2013
2014
767
732
47
26
6.13%
3.55%

44
35
6
5
1.63%
14.2%
5
2
4
1
40%
25%
Source: Department of Vietnamese registration of shipping

The above table illustrates the data of Vietnamese fleets being checked and held for
detention by the international PSC. Overall, by the end of 2014, the number being
held by all three organizations has decreased significantly, nominally in Paris-MOU
with only one in four ships being held. Vietnamese fleets which were held by
Tokyo-MOU and Indian-MOU also dropped considerably, however, this still proves
that our fleets still remain inferior.
Vietnamese fleets are checked and held by international organization every year and
the major reasons are from the quality of the seamen: insufficient qualifications,
ship owners have not had sufficient concern to the status of the seamen; The
conduct of the regulations of the International Convention for the Safety of Life at
Sea (SOLAS) is still being neglected; The professional skills, experience and
communicating by foreign language of Vietnamese seamen are still deficient; The
supervising and inspecting and granting certificates relating to SOLAS of our
departments still have their limitation. Therefore, improving the quality of seamen
is the most important objective of the relating departments in Vietnam, as it is
necessary to enhance the position of Vietnam in the international labor market, as

well as providing the well-qualified human resource for the highly demanded
market.
Research Object
The research aims to analyze the actual state and determine the causes of the
disadvantages in the procedures of recruitment and training for seamen, with VINIC
Company as the primary subject. Then, it will give some suggestions to improve the
recruitment and training procedures forseamen at the company. Finally, it purpose is
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to complete a certain part in the steps of improving the quality of Vietnamese
seamen.
Research scope
The research will focus on the proceduresrecruitment and training forseamen at
several important aspects, in which many of those will concern the matters of
maintaining and enhancing the quality of seamen, ensuring a stable source for the
need of labor from the ship owners, namely the internationalship owners.
Research findings
- In the researching aspect: contributing to complete the argumentative system of
managing seamen in Vietnam and international market.
- In the reality aspect: suggesting a number of solutions in order to improve the
available procedures of recruitment and training for seamen.
- This research takes advantages of the seniors’ dissertation with the same topics
directly or indirectly relate to this research’s aims; it also takes several references
from Vietnamese law and regulations system, as well as international sources such
as the conventions, foreign laws on seamen. Furthermore, it uses the available data

of the company in research, VINIC and analyzes them thoroughly in order to give
propose suggestions to the matter.

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CHAPTER 1: METHODOLOGY
1.1 Relating terms
1.1.1Ship

crew

&Seamen

(By

the

Vietnam

Maritime

Law,

number

40/2005/QH11)
Ship crew: all of the seamen within the safe manning of vessels, including captains
and other titles arranged to work on vessels. (Point 45: Ship crew)
Seaman working on vessels (Point 46):
1. Individuals who have sufficient conditions, standards to undertake the positions
on Vietnamese ships;
2. Seamen working on foreign ships must have the following conditions;
a. Are Vietnamese citizens or foreign citizens who are allowed to work on
Vietnamese ships;
b. Have sufficient health conditions, suitable age of labor, qualification and
professional certificates as regulated;
c. Are arranged to a certain position on the ship;
d. Have seaman’s book.
e. Have seaman’s passport to enter or leaving a country, if the seaman is
arranged to work on ships that operate on international sea routes.
3. Vietnamese citizens having sufficient conditions are allowed to work on foreign
ships.
4. Minister of The Ministry of Transport defined specifically on ranks and
responsibilities per rank of seamen, minimum safe manning, professional
standards and qualification certificates of seamen, seaman’s license, passport
and book and the conditions for Vietnamese seamen to be allowed to work on a
Vietnamese ships.
5. Minister of The Ministry of Health Care co-ordinates with Minister of The
Ministry of Transport to regulate the health standards of seamen to work on a
Vietnamese ships.
Responsibilities of seamen on foreign ships (from Point 47):
Vietnamese seamen who work on foreign ships have the responsibilities to conduct
the contract signed with the ship owners or the international labor users.

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1.1.2 Ranks of seamen
- Captain: has the right to control the ship.
- Chief Officer: deck officer that has the rank right under the captain and is the one
who control the ship under the circumstance that captain loses this ability to control.
- Chief Engineer: the highest-rank officer with the responsibility of physical force
of the ship, the ship’s procedure as well as preservation of the mechanical
equipment and electricity of the ship.
- 2nd Engineer: mechanical officer with rank right under chief engineer and is
responsible for the physical force of the ship under the circumstance that chief
engineer loses his ability to control.
- Radio officer: individuals with suitable certificate provided by training center
under regulations of radio controlling.
- Sailor: member of the crew, is neither captain nor officer.
1.2 Basic definitions
1.2.1 Recruitment
In the popular understanding, recruitment is defined as “the process of searching
and hiring the best-qualified candidate, within or outside of an organization, for a
job opening, in a timely and cost effective manner” (Various authors, 2013).
Another explanation for recruitment is “Recruitment is a positive process of
searching for prospective employees and stimulating them to apply for the jobs in
the organization. When more persons apply for jobs then there will be a scope for
recruitment better persons.” (Edwin B. Flippo).
The procedure of recruitment is the process of finding out the sources from where
required individuals will be available for recruitment, developing the techniques to

attract the suitable candidates and stimulating as many applicants as possible for the
jobs. In order to select a best person, attraction is needed.
* Seamen recruitment: Article II, paragraph 1(h) of the MLC, 2006 defines a
seamen recruitment and placement service as “any person, company, institution,
agency or other organization, in the public or the private sector, which is engaged in
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recruitment seafarers on behalf of shipowners or placing seafarers with ship
owners”
1.2.2 Training
Training in business term can be defined as the organized activity aimed at
imparting information and/or instructions to improve the recipient's performance or
to help him or her attain a required level of knowledge or skill.
Additionally, training could also be understood as “the process of guiding newer
employees by the experienced employees or from the outsider who are expert on
those specific fields to extend and develop capabilities for better job performance
and for a specific role in the workplace it involves transfer of gathered knowledge
from training, skills and behaviors.” (Various Authors, 1999)
Depending on the job natures, sometimes the senior employees guide juniors in
their daily office works where they share their experience in problem solving;
actually it is not training but simply sharing knowledge, skill and experience, and it
does not become a schedule, just when juniors are required to come to help.
Primarily, the training is to guide employees in carrying out a specific job or to
increase their skill, knowledge, and behaviors. If a person is available in the
organization that is qualified enough for training then an in-house training could be

arranged; otherwise the organization will need to hire an expert from outside the
organization.
* Training for seamen: the activity that assist seamen in harnessing knowledge and
temper their skills necessary for the demanded tasks.
1.3 Laws and regulations affecting the procedures of recruitment and training
for seamen
1.3.1National laws
The regulations of educating and granting certificates of Vietnam (By the Decision
of the Ministry of Transport No. 31/2008/QD-BGTVT on Dec.26, 2008)
* The regular conditions to granting the Certificate of qualification for the
seamen:
- Seamen must have sufficient age of labor and health standards as per regulations.
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- Seamen have graduated from the majors of ship navigation or ship exploitation in
the maritime-majored universities.
- Seamen with the following circumstances must study complementarily the
subjects that have not been completed: Graduated from the majors as defined at
Item 2 of this Clause but in other universities; Graduated from similar majors in
other universities specializing in educating the maritime majors; Graduated from
major of waterway vessel navigation or similar majors in schools specializing in
those majors.
- Seamen have sufficient papers as per regulations.
- Seamen have sufficient qualification and time to assume the positions
corresponding to the ranks as defined by regulations.

- Seamen must have the certificate of foreign language efficiency corresponding
with level A, B or C of English or an equivalent certificate of Japanese efficiency.
* The regulation of examination and granting Certificate of professional ability
for seamen
- Vietnam Maritime Department is the managing bureau representing the
government of the maritime major, delegated by the Minister of the Ministry of
Transport to direct and guide the training, examining and granting and exchanging
the Certificate of professional ability for seamen to work on foreign ships.
- Annually, Vietnam Maritime Department directs the operations of opening the
training courses and organizing the tests to granting certificates for the professional
s for seamen being the captain and officer ranks, boatswain, chief engineer, sailor
and engineers.
- Vietnam Maritime Department decides to establish the examining council for each
test depending on the content and scale of each training course. The council consists
of the following members:
+ Council Chairman is delegated by Vietnam Maritime Department.
+ The members are: representatives from the functioning board of Department; the
head of training center; representatives from the agencies of The Ministry; the head
of the judges of the test.
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- The examining council, in order to grant certificates of professional knowledge for
seamen, has the responsibilities to counsel the Vietnam Maritime Department about
organizing the operation of directing and supervising the maritime ranks
examination.

- Based on the reports of the council, Head of Vietnam Maritime Department
decides to acknowledge the pass to grant or exchange the certificates of professional
knowledge for the seamen.
Seamen who participate in the examination meet the condition of all the test
subjects as regulated will be acknowledge as passed and have the right to conduct
the internship on ships as regulated.
In case seamen only pass half of the number of the test subjects, the results of this
subjects will be saved within the period of one year.
- All of the certificates of qualification granting for seamen and special training
papers have the validity within five years from the granting day. When expired, if
one wished to extend, exchange or receive a new one, the seamen must have the
following conditions:
+ Age and health suitable as regulated.
+ Guarantee the suitable rank as in the certificate of qualification, granting in
twelve months within five years.
+ Seamen who were granted the certificates but do not work offshore within three
years wish to be re-granted or re-confirmed to use must pass the examination and
demand as regulated.
+ In case seamen have mistaken in qualification, violating the law, leaving
consequences, then depending on the level of violation, Head of Vietnam Maritime
Department has the right to temporarily or permanently revoke the certificate that
has been granted for that seaman.
*Types of certificates of qualification(in the Decision of the Ministry of Transport
No. 31/2008/QD-BGTVT on Dec.26, 2008)
Clause 13. Category and forms of certificates
1. The certificates of seamen on Vietnamese ships consist of the following types:
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a. Certificate of professional ability
b. Certificate of basic training
c. Certificate of special training
d. Certificate of professional competence’s training
2. Forms of the certificates in Appendix I of this Decision.
Clause 14. Certificate of professional ability
1. Certificate of professional ability is granted by Head of Vietnam Maritime
Department to seamen to assume the positions as in regulations related to the law of
Vietnam and suitable to STCW Convention.
2. This type of certificate has the validity within five years starting from the date of
issue.
Clause 15. Certificate of basic training
1. This type of certificate is granted by the training facility to seamen, trainees that
complete the basic training course of rescuing technique, fire safety, basic medical
first-aid, human safety and social responsibility as in regulations of Ministry of
Transport, suitable to STCW Convention.
2. This type of certificate has no expiration date.
Clause 16. Certificate of special training
1. This type of certificate is granted by the training facility to seamen, trainees that
complete one of the special training courses as in regulations of Ministry of
Transport, suitable to STCW Convention, as follow:
a. Getting used to oil tankers, chemical tankers, liquefied gas tankers, passenger
ships or RO-RO.
b. Enhancing the exploitation of oil tankers, chemical tankers or liquefied gas
tankers.
c. Crowd management
d. Passenger safety, cargo safety and the intact status of ship hull.

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e. Crisis management.
f. General safety.
2. This type of certificate has the validity within five years since the issued date.
Clause 17. Certificate of professional competence’s training
1. This type of certificate is granted by the training facility to seamen, trainees who
complete one of the professional competence’s training courses as in regulations of
Ministry of Transport, suitable to STCW Convention and other international
conventions that Vietnam is a member of those, as the following:
a. Observation and radar diagram
b. ARPA – Automatic radar plotting aid
c. GMDSS - Global Maritime Distress and Safety System: GOC rank (General
Operator’s Certificate), ROC (Restricted Operator’s Certificate).
d. Advanced fire fighting
e. Medical first-aid
f. Medical healthcare
g. Life rafts, rescue boats.
h .High-speed rescue boats
i. Ship security officer
j. Workforce management in deck
k. Workforce management in engine room
l. Maritime English
m. Digital nautical chart
n. Ship safety management

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2. This type of certification at GOC and ROC ranks has the validity within five
years starting from the issued date; other types of professional competence’s
certification have no expiration date.
1.3.2 International laws
1.3.2.1 International Convention for the Safety of Life at Sea – SOLAS 1974
This is considered to be the convention which covers all of the relating matters of
maritime safety, security and environment protection. The Convention has set out
the standards to ensure the safety of structure, equipment and device, as well as
exploiting activities of a ship.
At the adopting moment (November 1st 1974), SOLAS 74 only included the articles
and nine chapters (consisting of one chapter for General Provisions and eight
chapters for technical matters). These articles defined the general regulations of
signing procedures, ratification, agreement, consensus, validity, cancellation,
amendments… to the Convention. The chapters defined the standards of structures,
equipment and exploitation of vessels to ensure safety.
The articles were adjusted in Protocol 1978. With the ever-lasting development of
science and technology, as well as newly emerging matters in the reality of
maritime activities (accidents, incidents, breakdowns…), the requirements for
technical issues of the Convention were further supplemented and continuously
adjusted. Until now, the content of the SOLAS 74 Convention has been increased to
fourteen chapters (consisting of 13 chapters of technical matters) including: General
Provisions; structure –Subdivision and stability, machinery and electrical

installations; Fire protection, fire detection and fire extinction; Life-saving
appliances and arrangements; Radio-communications; Safety of navigation;
Carriage of Cargoes; Carriage of dangerous goods; Nuclear ships; Management for
the Safe Operation of Ships; Safety measures for high-speed craft; Special
measures to enhance maritime safety; Special measures to enhance maritime
security; Additional safety measures for bulk carriers.
SOLAS 1974 Convention is applied for all types of passenger ships in all sizes and
cargo ships with gross tonnage from 500 or larger. The Convention is not applied
for: war ships and military ships; cargo ships with gross tonnage less than 500;
ships without machinery operating engine; wood vessels with simple structure;
cruisers which do not participate in business activities and fishing vessels.
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1.3.2.2 International Convention on Standards of Training, Certification and
Watchkeeping for Seafarers-STCW 78/95
The convention established the basic requirements of training, certification and
watchkeeping for seamen with international standards. This convention consists of
the general requirements of quality and certification for departments such as deck,
engine, radio and watchkeeping sailors. All of the seamen working on ships must
have certificates that meet the requirements of Convention and following a unified
form. Certification for captains, officers and sailors will be granted for those that
meets the requirements defined by authorities of: Sea service, Age, Medical fitness,
training, qualification, examination.
The convention also regulated the basic rules of watchkeeping for decks, engine
room and special training requirements for workers in a number of vessels such as

oil tankers, chemical tankers and liquefied gas tankers.
1.3.2.3 Maritime Labor Convention, 2006 (MLC, 2006)
This is an international labor convention from the International Labor Organization,
providing the international standards for maritime labor industry. The Convention
was adopted by government, employer and workers representatives, and is unique
because of its aims in both work conditions for seamen and economic interests
through fair competition for ship owners. The Convention includes almost every
aspect of a seaman’s work and life on board, namely minimum age, employment
agreements, hours of work or rest, payment of wages, paid annual leave,
repatriation at the end of contract, onboard medical care, the use of licensed private
recruitment and placement services, accommodation, food and catering, health and
safety protection and accident prevention and seamen’s complaint handling. The
Convention was meant to be applicable internationally, understandable, updatable
and simultaneously enforced, becoming the “fourth pillar” of the regime for quality
shipping, supporting the other major Conventions dealing with safety and security
of ships and protection of the marine environment.
1.3.2.4 Quality management systems – ISO 9001:2008
ISO 9001:2008 specifies requirements for a quality management system where an
organization needs to illustrate its capability to consistently provide product that
meets customer demands and applicable constitutional and monitoring
requirements, and aims to “enhance customer satisfaction through the effective
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application of the system, including processes for continual improvement of the
system and the assurance of conformity to customer and applicable statutory and

regulatory requirements”.
All requirements of ISO 9001:2008 are standard and are intended to be applicable to
all organizations, regardless of type, size and product provided.
1.4Factors affecting the procedures of recruitment and training
In a general business and transport enterprises in particular, recruitment and training
are influenced by a number of fundamental factors.
1.4.1 Factors within the organization
- The structure of the organization: Organizational structure simple or complex will
affect the decision-making process and facilitate the exchange of information or
difficulty. The organizational structure is also the basis for the use of different types
of labor. If organizational structure and management enforcement is simple,
recruitment and training is also easier and vice versa
- Characteristics of production and business organization: Features of production
and business organization directly affects the nature of labor organization that uses,
to social standards and funding for recruitment and training. If organizations use
highly qualified labor and the nature of work often have to change the inevitable job
content delivered to workers must change and the need to recruit and train appears
and should be meet to ensure the work is executed efficiently. However, in the
organization of production and business characteristics is the production of crafts,
simple, requires labor skills is primarily the recruitment and training is not
necessary. On the other hand, some businesses in those industries requiring
enforcement of social standards to ensure that the enterprise is engaged in the
business environment and increased credibility in the market. Additionally,
businesses can bring profits for businesses or not also affects investment funds for
recruitment and training and thus will affect the efficiency of the recruitment and
training.
-The views of senior leaders: The views of senior leaders are concerned and led to
the development of labor will decide to have done and done how recruitment and
training organizations. If senior leaders are aware of the importance of the role of
labor and the recruitment and training in the strategic development of the

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organization, senior management will facilitate all aspects: time, funding, assistance
in teaching, creating a division responsible for certain rights to enforce the
recruitment and training ... will impact greatly to improve the effectiveness of
recruitment and training. However, senior leaders are not aware of the role of
recruitment and training and support for the implementation of recruitment and
training, the active recruitment and training in organizations is not done though the
organization has all the conditions and workers wishing to recruit and train or
perform recruitment and training, but not as effective.
Financial capability: To implement recruitment and training necessary to calculate
business costs for certain recruitment and training. The ability to mobilize financial
resources from public sources will determine the form and methods of recruitment
and training, the number of workers recruited and trained, while recruitment and
training organizations offer recruitment and training facilities to serve the process of
recruitment and training, equipment and service for the recruitment and training (for
the method of recruitment and training organization that carried out), opportunity
costs when employees join the recruitment procedure and training ... So, if limited
financial possibilities will limit the opportunity to choose when making recruitment
and training businesses and vice versa.
- Features of the organization of human resources: Characteristics of organized
labor also affects greatly to the recruitment and training by making them the subject
of recruitment and training. The characteristics of the human resources within the
organization (such as the scale, structure, quality ...) are affecting the size and
content of recruitment and training within the organization. Human resources of the

organization must also mention that the specialized staff recruitment and training.
The specialized staff recruitment and training to those who recruited and properly
trained professional and practical expertise and qualified professional to undertake
and implement the most effective steps in the procedures of recruitment and
training.
(1). The scale of human resources: If the employee size of large organizations tend
to perform labor management more difficult, the number of deficient knowledge
and skills tend to be higher than the organization employee size small. On the other
hand, the labor could replace work as other laborers are engaged in the process of
recruitment and training, labor intensive and can be selected directly involved in
teaching when businesses want to adopt methods of recruitment and training

Nguyen Hoang Nam – GMA02

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Suggestions to improve the procedures of recruitment & training for seamen at VINIC

measures as: Mentoring instructions, open the next class now ... will contribute to
improving the effectiveness of recruitment and training.
(2). Labor structure by genders: Gender is not small to influence the recruitment and
training, by gender will affect the biological factors of labor, the development cycle
to personal capacity and rates use time rate for work, family and individual workers.
According to a demographic study of women have participated in the learning
conditions than men. So in the recruitment and training of the organization should
also consider gender factors when selecting learners and to create favorable
conditions for women during the study.
(3).The level of labor: workers' qualifications will inevitably affect the number of
employees to be recruited and trained. Especially when the present level of the

shortage when the job needs. Pathways current employees will indicate the need to
recruit and train? Recruitment and training of knowledge, skills whatsoever.
Labor skills do not mention the level of those in the department in charge of
recruitment and training. If they have enough expertise will contribute to increasing
the effectiveness of recruitment and training, and vice versa.
(4). Structure of human resources with age.
Ages of labor will affect the ability to acquire the knowledge and skills when
recruitment and training, but it's also the psychological effect of the learner to learn.
So when choosing employee recruitment and training needs to consider the degree
of influence of the working age to effectively recruit and train...
The HR policies within the organization: The policies and activities of recruitment
and training is one of the HR policy in an organization, these policies linked
complementary, policy implementation will affect real patio other policies,
sometimes other policies effective implementation will lead to the recruitment and
training without having to perform. For example, efficient manpower recruitment,
hiring workers are eligible only adapt to every change of work is leading to the
recruitment and training is not necessary and vice versa. In addition to remuneration
policies, benefits, performance appraisal work ... also a large effect on the efficiency
of recruitment and training.
1.4.2 Factors outside the organization

Nguyen Hoang Nam – GMA02

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