Complete Job Analysis, Job Redesign

Rewards not only do not prevent the repetition of that action but also affect the working mentality of civil servants. Therefore, the unit also needs to have a reasonable form of punishment to effectively prevent future wrongdoings.

* About welfare policy

The objective of the provincial Social Insurance's welfare program is to be linked and in harmony with human resource management policies. Unit leaders should pay attention to the following types of welfare and services:

- Financial services and benefits: to provide financial support to staff, civil servants and their families, directly referring to the personal finances of staff and civil servants.

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- Entertainment services such as: organizing parties, picnics and special rewards. This benefit needs more attention to create comfort and friendliness for employees while taking advantage of the unit's rich welfare fund.

- Benefits and services as prescribed by law such as social insurance and health insurance.

Various benefits can be exchanged for staff, such as vacations, which can be converted into another form of payment such as cash if they prefer. The financial situation of the staff also plays an important role, for example, some people with young children may like to have extra vacations or childcare payments. Some people with a simple interest in making as much money as possible may like to work on their days off to supplement their income.

3.2.2. Perfecting non-financial stimulus solutions

3.2.2.1. Complete job analysis and job redesign

- Complete job analysis documents to clearly define tasks, responsibilities and performance standards for employees.

Job analysis plays a very important role, job analysis documents: job description, job performance standards, requirements for THCV are effective tools of human resource management in the organization. For employees, clear and detailed job analysis will help employees clearly understand their work, they know the activities they have to do. In which:

With job descriptions: it is necessary to complete the contents of the job description to ensure that the specific responsibilities, tasks, and working conditions for employees are listed. The job description helps employees clearly understand their specific functions and tasks. When employees are assigned clear tasks, they will know what they need to do and must do well the assigned tasks because it is their task, not someone else's to pass on. The job description needs to complete the following contents:

General information about the job: in addition to the job name, some additional information such as the department or location where the job is performed, and the title of the direct supervisor should be added.

Additional information on summary of responsibilities: briefly and concisely describe the main responsibilities of the employee in each specific position.

Clearly state the main tasks and specific tasks in the job: The job descriptions of the unit are still quite sketchy, not fully stating the main tasks and specific tasks that the employee needs to perform. It is necessary to list the main tasks, then explain the specific tasks that need to be performed within that main task.

Provide information about the authority of the person performing the job: help employees clearly identify the limits or scope of their authority to perform the job. For example: the right to assign tasks to subordinates.

Supplement information on work relationships: clearly state the main relationships of the THCV with other departments inside and outside the organization. Clarifying work relationships will help employees coordinate well with individuals and departments to complete tasks.

With the work performance standards: is a document that stipulates the indicators on quantity, quality and deadline for completing the tasks specified in the job description. The unit has not yet developed this document as a basis for evaluating the performance of the employees. Therefore, the evaluation activity has not accurately reflected the level of contribution of the employees, affecting the motivation of the workers. In the coming time, the unit needs to develop a work performance standard document for each specific job title so that employees clearly understand the standards that need to be achieved when performing the tasks, understand the company's expectations for the results of their performance in order to strive to complete the tasks.

The content of the THCV standard must include criteria corresponding to the main tasks and general criteria. The criteria fully demonstrate the three aspects that need to be measured: quantity, quality and timeliness of work completion.

Requirements for the person performing the work: currently the requirements for the unit's THCV are designed to be sketchy and incomplete. The contents of this document only mention the requirements for professional qualifications; the skills are not fully listed, mainly stopping at the requirements for IT certificates, English, requirements emphasizing the number of years of work experience. To complete the requirements for the person performing the work, it is necessary to base on the tasks to be performed in the job description, determine the complexity of the job to determine the requirements for the corresponding THCV. In addition to information on professional qualifications and experience, this document

It is necessary to fully supplement the job requirements for the performer in the following aspects: main expertise, secondary expertise, education and training level , additional knowledge , skills, qualities , experience , physical requirements , and other special standards (if any). The requirements for THCV are the basis for recruiting and arranging human resources suitable to their abilities and strengths, helping workers to perform their jobs well and increase job satisfaction. The trainee proposed a sample job analysis document for two job titles at the unit: social insurance propaganda specialist and security guard (Appendix 3.1).

- Arrange human resources to suit job requirements and the strengths of the workers.

The work of arranging and using human resources has a direct impact on the efficiency of the work that the employees undertake. Currently, in the unit, there is still a situation where employees are not arranged in the right major for which they were trained. Therefore, to avoid the situation where employees are not arranged in jobs suitable to their qualifications and abilities, the unit's leaders need to have solutions to overcome this.

Arrange the use of labor in accordance with their abilities and capacities to create conditions for them to best develop their abilities and capacities. For example:

+ For those who work in printing social insurance books, health insurance cards or those who receive patients with health insurance cards in the hospital, it is not necessary to have a university degree, but only need to have a secondary school degree to ensure job requirements. The arrangement of work for employees must be recognized and evaluated based on their capacity based on comparison with the requirements for THCV people.

+ For current employees who are not assigned to the right job, it is possible to consider transferring them to a more suitable position or providing them with training in the necessary skills and knowledge to meet current job requirements.

In addition, there needs to be adequate attention to the wishes, aspirations and strengths of workers to create excitement for them at work.

3.2.2.2. Perfecting human resource training and development

Through analysis of the current training activities, it is shown that at the unit, the determination of needs and selection of training subjects still rely heavily on the feelings of managers, have not clearly identified the knowledge and skills that employees lack, and have no specific and clear training goals. Jobs that do not require a university degree, but the agency still decides to send civil servants to attend part-time university courses (bridging). This leads to the situation where the person sent to study is not suitable for the course, causing waste; not satisfying the needs after training, for example, will affect the salary transfer or to a new job position according to the degree they were trained for. Setting general standards and conditions makes employees and sometimes even feel unfairly treated, affecting their motivation to work.

To develop training effectively and increase motivation

For employees, the unit needs to implement some solutions:

- Identify the right training subjects, develop standards to select training subjects accurately and fairly. Specifically:

There are specific regulations on requirements for those sent for training: when selecting subjects to send to attend training courses, it is necessary to consider their learning ability and the contributions of employees to the organization. Therefore, in addition to specific regulations such as age and number of years of work, the unit needs to develop specific criteria for selecting training subjects such as foreign language and computer skills, current qualifications, achievements and contributions to the unit, moral qualities, and ability to contribute to the organization after training... Developing specific conditions and standards for sending for training ensures that employees

have the ability to participate in effective training courses, while enhancing healthy competition among workers, ensuring fairness in opportunities to study and improve qualifications.

Effective use of the results of the performance appraisal: due to the limitations of the performance appraisal stage, the need identification stage has not been performed well, and the assessment results have not yet allowed leaders to know which employees have poor performance appraisal results. The unit needs to effectively use the results of the performance appraisal for training purposes, which are: It is necessary to expand the target group for training, not only focusing on the unit's leadership but also creating opportunities for other excellent employees. There is a policy to prioritize training those who have good performance and have the potential to develop in the future. Conduct training for employees with low performance appraisal results who have not met job requirements due to lack of knowledge and skills that can be compensated through training courses to improve their work performance. Accurately identifying the missing knowledge and skills will help employees fill the "gaps" to be able to improve their performance appraisal results.

Pay attention to the wishes of employees: Employees are the ones who understand themselves best, they know what difficulties they encounter while working, from which they can identify their own lack of knowledge and skills. Therefore, the unit should pay attention to the training needs of employees, on that basis, consider approving those who have the need to study in accordance with the requirements of the job. Employees who are trained in accordance with their wishes will increase their self-awareness in studying, encouraging them to work hard.

- Define clear training objectives

Determining training objectives is an indispensable principle in human resource training in any unit. Training objectives are the guideline for deciding training content as well as a factor.

indispensable in evaluating training results. The unit needs to determine specific training objectives before conducting training. Use objectives as a measure of training effectiveness.

- Diversify training methods to increase interest and learning efficiency. To effectively train and develop human resources, the unit needs to diversify training methods, suitable for each subject and training content. For example, we can encourage the development of measures such as conference methods, seminars, and job rotation.

- Reasonable use of human resources after training

The unit has only stopped at the point of paying attention to evaluating training work through the feedback of trainees, the assessment of leaders on the quality of THCV of workers after training, but has not paid much attention to the reasonable use of human resources after training. Effective use of human resources after training will increase the level of satisfaction with the work of workers because it helps them to develop their abilities and potentials, and have the conditions to apply knowledge into THCV practice.

In parallel with the training plan, the unit needs to have a plan for arranging and using human resources after the training courses. The unit needs to create favorable conditions for employees to apply the knowledge and skills they have learned in practice; gradually give autonomy to trained employees to solve problems; expand the work, the manager assigns employees challenging tasks appropriate to the new level to stimulate employees to make efforts and be creative, must create opportunities for them to advance, opportunities for self-development after they finish the training courses, have a suitable reward system if employees achieve good results in their studies. Increase labor remuneration commensurate with the new level and improved THCV results after training to encourage employees to apply the knowledge and skills they have learned in practice.

to improve the quality of work. Therefore, when building a training plan, it is necessary to simultaneously carry out a plan for using human resources after training. Individuals sent for training need to have the ability to develop highly in the future.

3.2.2.3. Completing performance evaluation activities

The role of performance appraisal in human resource management, in the development and existence of the social insurance industry is becoming increasingly important. The appraisal process is carried out in the following steps: establishing appraisal objectives, monitoring each stage of work, evaluating and adjusting (including rewards, penalties and training and retraining plans). In this process, the role of the human resources department is to create appraisal forms and build appraisal capacity for direct managers.

To build an effective performance evaluation system, the evaluator needs to study the entire system of its elements, study the implementation method and steps of the system, discuss democratically, evaluate fairly, transparently, and motivate staff to work. Thereby improving the work efficiency of the unit. For example, to evaluate the performance of staff and civil servants on the level of work completion, the author created an evaluation form (Appendix 3.2)

Then, each small part such as work performance results has a different work performance evaluation table. The evaluator will evaluate the work performance of the staff and civil servants through those evaluation tables accurately and honestly, and synthesize the results to give personal comments and then discuss with the direct superior of the staff and civil servants about their contributions and work performance results. This evaluation has the effect of motivating the staff and civil servants and is the basis for considering rewards, salaries and promotions for them.

Performance evaluators need to make sound decisions.

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