formality, subjectivity and not reflecting the actual situation. The company's human resource training program needs to pay attention to training time, arrange reasonably and have specific plans for training participants. EVNHANOI also does not have a specific method of evaluating training results, so the effectiveness of the evaluation work is not high.
2.3 Current status of factors affecting training at Hanoi Electricity Corporation
2.3.1 External environmental factors of the enterprise
2.3.1.1. Socio-economic environment
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Currently, our country's economy is developing in the direction of globalization, the signing of the Trans-Pacific Partnership Agreement TPP is considered a major milestone in the process of international economic integration, which has brought many advantages but also many difficulties to our country. In 2018, although Vietnam's economy encountered many difficulties, the GDP growth rate still reached 7.08%. In addition, the economy also faces major challenges such as rising inflation, the State Bank tightening lending activities, and fluctuating gold and USD prices. Therefore, in order to keep up with the market and create a competitive advantage, the Corporation must constantly strive to improve the capacity of its employees to meet the increasingly demanding needs of the market.
2.3.1.2. State laws and policies
It can be said that a production and business unit is greatly affected by the political and legal form. Every decision to expand scale, consumption, and price is governed by the policies of state management agencies. The electricity industry is no exception, it is affected by taxes, commercial law, business law, etc. EVNHANOI is always equipped with modern equipment that applies advanced technologies from abroad, so it must meet the criteria and intellectual property laws, copyright laws in the technology transfer process.
In business activities, from raw materials used, customer care services to environmental standards...EVNHANOI always complies and accepts
Fully comply with State policies and regulations such as Enterprise Law, Labor Law, etc. In addition, the Corporation regularly organizes training programs to provide trainees with updated information on new technologies and how to operate advanced equipment.
2.3.1.3. Advancement of science and technology
The energy industry is also an industry with a fast pace of technological change, so EVNHANOI also needs to grasp and learn new technologies. Electrical machinery and equipment require high technical content.
Currently, with the increasing urbanization rate and severe climate change, the demand for electricity in Vietnam is increasing. Faced with this problem, the Vietnamese electricity industry is gradually applying clean energy sources such as wind and solar energy. For that reason, EVNHANOI needs to continuously improve the quality of human resources through professional training courses to enhance the understanding of technical characteristics and information about new technologies.
2.3.1.4. Labor market
Currently, the labor market has a fairly good quality of human resources. Human resources for business or technical activities are stable. There are many schools that train in marketing, sales, etc., especially the University of Electricity, which always trains human resources with good quality. This has created favorable conditions for training and developing human resources in the company. As for good managers, it requires not only professional qualifications but also management skills. Therefore, training for workers is important and necessary, meeting the requirements set for the company in the process of production and business activities.
2.3.2 Internal environmental factors of the enterprise
2.3.2.1 Company's development goals and strategies
The company has a clear human resource policy such as: "Building human resources with the right attitude and appropriate capacity to operate a management system that is always improved over time. Continuing to implement effective and practical solutions to contribute to improving the quality of human resources, promptly meeting the proposed strategic goals.
out”. The leadership team of the Corporation in general is particularly interested in the quality of human resources, always considering human resources as the organization's resource. EVNHANOI has built a relatively scientific human resources policy, creating trust for employees. However, that awareness is still not completely effective due to many other objective and subjective factors affecting, so it is necessary to further improve the knowledge, experience, and understanding of the leadership team, management staff to gradually build human resources in general and human resource training in particular to bring about efficiency.
2.3.2.2 Characteristics of the company's labor
The quality of human resources as assessed above shows that most of the employees in the company have good qualifications suitable for the job requirements. Most of the employees have intermediate, college and university degrees and are young, so the need to study and improve knowledge and skills is very high. The average age of employees in the company is low, which is an active age, eager to learn and requires more knowledge and skills, so the training courses organized need to attract both content and form to ensure the goals and requirements of the organization.
2.3.2.3 Leaders' views on human resource training
The Board of Directors considers "People are the center of development, deciding the success or failure of the company in achieving business results" . Especially for businesses operating in many industries, the human factor and human resources are the most important. The Board of Directors believes that the greatest asset is a team of skilled, highly technical and dedicated employees. Although there is only a training session every 6 months, the Board of Directors still creates conditions for the human resource management department to implement such as approving plans, investing funds for human resource officers, and officers implementing human resource training.
2.3.2.4 Company's financial resources
Finance plays a very important role in all areas of business operations. The average annual revenue of around one trillion VND helps with capital turnover and partly supports human resource training.
Strong financial potential will have a strong effect on promoting training. Funds used for the right purpose, for the right training target, will bring results for the organization as well as individual workers. On the contrary, if financial potential is weak, misuse of financial resources will cause waste, affecting the legitimate rights of workers in terms of training needs.
EVNHANOI is increasingly focusing on training, training costs are increasing over the years. The quality of training activities is improved, the company supports training costs for employees to encourage employees to participate in training.
2.3.1.5. Labor relations and corporate culture
The company's rules and regulations for employees also clearly stipulate the responsibilities and obligations of each individual to the company and to colleagues. It clearly states that each individual must have a spirit of learning, humility... Each individual in EVNHANOI is also clearly aware of that, everyone lives together in harmony and often helps each other in work. Outside of work hours, people often gather at the meeting table to exchange information with each other about different areas outside of work. There seems to be no conflict, this has a positive impact on the working spirit of everyone in the company, reducing stress and increasing productivity at work.
2.3.1.6. Department in charge of human resource training
According to the training policy regulations of EVNHANOI, the Organizing and Human Resources Department is the department responsible for training activities. The Organizing and Human Resources Department is responsible for investigating the training needs in the company as a basis for developing and implementing the annual training plan. Budgeting for training activities in the company to ensure uniform requirements in training work.
To carry out this task, the Administration Department has assigned an officer trained in Human Resources Management to take charge of this task. In terms of professional qualifications, this officer is suitable and his ability to perform the job is also assessed by the department head as quite good and responsible in his work. However, the officer
This department also has to take on other tasks such as being in charge of social insurance, unemployment insurance for workers and supporting recruitment staff, so training is not invested much time and therefore is not complete and scientific.
Because they are assigned to many tasks, there is not enough time to invest in training planning, so this specialized staff mainly receives training needs and training lists from departments, then balances and plans.
Through the division of responsibilities of individuals and units in training work, it can be seen that the company has a clear division of tasks and responsibilities of the parties, without overlap, creating favorable conditions for planning and implementing training work. However, in the training implementation apparatus of the company, there is still a shortcoming that the company only has one officer doing training work and is not specialized, leading to training work not being properly invested and not being proactive in improving work efficiency.
2.4 General assessment of human resource training of Hanoi Electricity Corporation
2.4.1 Achievements
From the above analysis, it can be seen that the company's human resource training in recent times has achieved remarkable results:
EVNHANOI has developed training regulations and procedures. The responsibilities for training in the company are clearly and appropriately defined, with details on the responsibilities and authorities of individuals and departments in charge of training as well as the obligations and rights of employees in the company.
Firstly, over the years the company has built a training process and plans for training programs, thereby helping to improve human resource training and creating all conditions for this activity.
Second, the company's leaders have also focused on human resource training. The company has combined individual strength with collective strength.
Third, in a short time the company has trained a large workforce to meet the company's production and business needs.
Fourth, the number of trained employees has increased, but the budget for training has remained the same or even increased. The company always sets aside a fixed portion of its budget for training. The number of courses has increased significantly, and the number of students sent for training has also increased continuously in recent years.
Fifth, the training program is built in line with the training objectives, most of the training programs are practical. Regarding training methods: The company combines both on-the-job and off-the-job methods to suit the company's characteristics and training needs.
Sixth, the courses are selected from relatively carefully qualified teachers with experience in building systematic teaching content in theory and appropriate practice, equipping workers with a lot of new knowledge and skills.
Seventh, human resource training has also brought about clear results in increased revenue value and improved workers' income.
2.4.2. Limitations and causes
Limitations to be overcome:
- Determining training needs lacks initiative and is not close to reality because of lack of information, difficulty in determining sudden needs, lack of persuasion, and low reliability.
- Training plans and objectives are built in the short term (1 year), not actively built in the long term. At the same time, training objectives are theoretical in nature, without clear, specific quantitative objectives. The company has not built long-term objectives.
- The company has not yet built a systematic training program, mostly depending on outside sources and assigning invited teachers to design and prepare themselves. The content of the training program at the company is still stereotyped, lacking creativity, causing boredom for learners.
- Training methods are not yet diverse, mainly applying the method of mentoring and guidance, providing learners with mechanical and imitative ways of working without promoting their creativity.
- The company's teaching staff has not been trained in pedagogical skills and is mainly part-time.
- Training budget management has not been calculated in detail and used unreasonably. There are no incentive policies for teachers and students.
- Technical facilities for training have not met the requirements of new technology.
- Evaluation of training programs is still monotonous, uninterested and unprofessional. Evaluation is based only on the classification of final results and depends heavily on the subjective factors of the instructor, not evaluating the whole process.
Reason:
- Subjective causes:
Because the staff in charge of training work still have to take on many tasks. A specialized training team has not been established, so the development and implementation of training programs are not really systematic and unprofessional.
There is no job analysis and the job performance evaluation is not complete. The job description is very general and not specific, so sometimes the employee does not know what this job position is like, what needs to be done?...
The company does not have a long-term orientation for future human resource training, training is heavily traditional.
Although the company's training budget has not decreased, it is not much, so it is difficult to design a complete training program including both classroom theory and extracurricular activities for thorough practical application. In addition, the programs available at the centers are not really suitable for the company, but designing separate training programs according to the company's characteristics is also very expensive.
The work of encouraging learning is not really clear, learning support, rewards, promotions, etc. are proposed but have not really attracted and motivated the spirit of learning and training to improve technical expertise and professional skills.
The implementation of training has not been closely monitored, which also affects training effectiveness.
- Objective reasons:
EVNHANOI has a wide range of operations, scattered in many different locations while the number of human resource management staff is small, so it still faces many difficulties and limitations. At the new General Corporation, there is a human resource department, with staff in charge of training, while at the subsidiaries and regional branches, there is only one person in charge of all activities, mainly salary, bonus, social welfare....
With a large number of human resources and a large amount of work, a large number of training courses, the current human resources department is still lacking in quantity and weak in quality, making the training work not really effective. Therefore, the organization and arrangement are not reasonable, the arrangement and planning are not proactive.
Although the training staff has a university degree and many years of experience, they are still overloaded due to having to take on many other jobs.