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Developing high-quality human resources at Vietnam Oil and Gas Group by 2025 - 23


PVN's occupational safety and health regulations ensure work safety; leave regulations ensure compliance with the law. And finally, evaluate training work at PVN in the following aspects: training needs are identified through the official performance evaluation system; employees often participate in annual training courses; the Group organizes specialized job training courses; new knowledge and skills are periodically disseminated to employees; the Group can fully identify training needs for employees. CLC's NNL remuneration policy evaluates the following aspects: the level of remuneration depends on specific work results; employee satisfaction with remuneration; remuneration creates motivation at work; remuneration creates attachment between employees and the enterprise; remuneration creates solidarity within the collective.

However, the research results also show that the impact of the compensation policy is inversely proportional to the development of high-quality human resources at PVN. This shows that the current compensation policies are not yet suitable for the development orientation of high-quality human resources at PVN. Therefore, solutions also need to focus on how the compensation policy can attract and retain high-quality human resources, improve the professional qualifications of human resources, increase the working efficiency of high-quality human resources and the operational efficiency of the whole PVN.

The proposed solutions are as follows:


Solution name

Based on proposed solution

Build and raise awareness about

CLC human resource development work.

The author's proposed view on NNL CLC

Building a strategy for developing CLC human resources based on the development strategy

development, production and business goals.

The view that human resources must be consistent in quantity and quality with production goals in

each stage

Building a set of criteria for evaluating human resources

CLC oil and gas

Based on the NNL CLC criteria that the author

researched, surveyed.

Improve quality at two stages

The most important thing now is exploitation and processing.

Exploitation is the premise of the value chain.

The oil and gas industry also processes to create great added value.

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Developing high-quality human resources at Vietnam Oil and Gas Group by 2025 - 23


Solution name

Based on proposed solution

Building a working culture in the oil and gas industry, regularly launching

emulation movements

Motivate and inspire employees

Develop and apply human resource management methods according to international standards.

Meeting PVN's human resource development goals: all job titles at PVN meet and are suitable for job title requirements.

cooperation in the regional and international oil and gas industry.

Apply key performance indicators (KPIs)

Performance evaluation becomes transparent, clear, specific and fair.

and more efficient

Open the door to deeper integration

Meet oil and gas production targets

Preparing the next generation of staff

for important positions of PVN

Proactively identify potential candidates

suitable for important positions in the future.

Conduct recruitment exams for important positions

Overcoming the situation of evaluating cadres based on their background, background, qualifications, degrees, contributions, and gender, and not paying due attention to their work performance.

economy and workers' trust

Building and perfecting the staff team for training and development work

NNL CLC.

Meeting the goal: PVN is completely proactive in training high-quality human resources.

Building and developing PVN's training system

Building standard training programs

Meeting the objectives: all job titles at PVN meet and are suitable for job title requirements in the regional and international oil and gas industry.

Build programs and training courses based on the functional system


Solution name

Based on proposed solution

job description and performance evaluation


Increase investment in facilities and technology

techniques for training

Meet the goal: build each member unit of PVN into a learning organization, creating the best conditions for employees to study, develop and promote their potential creativity.

Applying information technology in training

Arrange and assign CLC human resources reasonably based on capacity and job analysis, and establish standards for each

title

Reasonable use of labor, meeting the requirements of the job title.

Rectify the labor time norm

Ensure that labor standards are established

reasonable basis for determining the correct level of salary payment

Plan your career paths

specific occupation

Motivate employees to strive

Training and challenging CLC NNL

A method of stimulation that helps employees to strive to maximize their abilities.

mine

Adjust position and position as desired

suitable for staff at PVN.

Promoting NNL creativity

Further promote the role of the Union in participating in management

business

Meet the goal: increase socialization in corporate governance.

Conduct satisfaction surveys periodically.

staff's heart

Timely detection of irregularities in

human resource development work

Publicity and standardization

recruitment

Recruit the right workers to meet the requirements

of the position to be recruited.


Content of solutions

6.3.2.1. Overall solutions

Building and raising awareness of the work of developing high-quality human resources. From the team of leaders and managers to each staff member, it is necessary to be aware that the work of developing high-quality human resources, especially high-quality human resources, is a breakthrough and a long-term foundation to ensure sustainable development and enhance the competitiveness of the Vietnam National Oil and Gas Group in general and each member unit in particular. High-quality human resources must be a workforce consisting of people who develop physically, mentally, in terms of qualities and positivity, social dynamism as well as the skills necessary for the job. High-quality human resources must be recognized in reality, which means that it is not synonymous with high academic degrees. High-quality human resources are people with the actual capacity to complete assigned tasks in the most excellent way, creatively and with truly useful contributions to the development of the unit and more broadly, of the country.

In practice, the development of high-quality human resources depends on the awareness, qualifications and political determination of leaders and the management apparatus. Once leaders and management apparatus have a correct understanding of the role of high-quality human resources, they will make the most correct decisions about sending cadres and employees to study and training as well as "rolling out the red carpet" to attract and use high-quality human resources for their units.

Building a strategy for developing high-quality human resources based on the development strategy and production and business goals . The content of the strategy for developing high-quality human resources needs to be complete and specific in terms of viewpoints, goals, orientations, roadmaps, development plans for each year, each stage and solutions to implement that strategy. The strategy for developing high-quality human resources must specifically identify the quantity and specific requirements for quality: skills, qualifications, expertise, qualities, physical strength, foreign languages, etc. The plan needs to be reviewed and adjusted annually, implementation must be monitored, and the results after each stage need to be quantified and the level of completion assessed.


Building a set of criteria for evaluating CLC oil and gas human resources, including 4 general criteria on the aspects of Skills, Knowledge, Qualities - Attitudes and Physical Strength. Each criterion includes a set of indicators, such as:

Skills include: decision making skills, planning skills, organizational skills, teamwork skills, adaptation skills, communication skills.

Knowledge includes: higher learning ability, creativity, foreign language knowledge, information technology knowledge, work experience, ability to apply knowledge in work, specialized knowledge, professional expertise.

Qualities and attitudes: commitment to the organization, love for the job, passion for work, working style, sense of responsibility for work, sense of autonomy, sense of organization and discipline, compliance with regulations and rules.

Physical strength includes: the ability to undertake jobs that require agility, flexibility, the ability to work overtime based on health, health status, and the ability to control work pressure.

All of the above criteria must meet the requirements of Good or higher.

Improving the quality of the two most important stages today is exploitation and processing. In fact, Vietnam's current exploitation level is only 30% (the world's is 40-45%). In the coming time, if the oil and gas industry does not increase the recoverable reserves and quickly find new mines, it will not be able to meet the demand for gasoline and oil consumption in the coming time. To do so, the Government as well as the oil and gas industry itself must have appropriate investments in the field of exploration and prospecting. In reality, we still have to export crude oil to import gasoline and oil, the added value (or more correctly, the profit) has unintentionally "poured" into the direction of foreign enterprises (processing companies). For one US dollar of crude oil in developed countries, people can earn 0.5 or nearly 1 dollar of added value from post-processed products (gasoline, oil, asphalt, plastic, etc.), but in Vietnam, the benefits from processed products into goods are still very limited. Therefore, it is necessary to focus on developing breakthrough high-tech human resources in these stages.

Building Oil and Gas working culture : friendly working environment, adequate working conditions, encouraging and facilitating creative labor, building trust


trust, love for the job, and passion for the job. From there, workers will be proactive and dedicated to work for the industry, for the unit, and for the benefit of the workers themselves. That also encourages them to be willing to pass on their experiences and professional secrets to the next generations for the development goal of the entire oil and gas industry.

Launch emulation movements for good workers, creative workers, and safe workers among officers and employees, promote many initiatives, improve production techniques, and strengthen thrift practices and combat waste in all areas of activity.

Building and applying human resource management methods according to international standards to objectively and fairly evaluate employees' contributions to the development of the unit. This system includes: Competency map, specific job title standards; Job performance standards; Job performance evaluation system and human resource management software. Building a system and process from selection - training - use - evaluation - treatment based on the job title and level of work completion. Although some units in the Group have built and are applying, the number is still small, need to be expanded further. Moving towards building an electronic human resource management system for the whole PVN, approaching the level of human resource management worldwide, moving towards knowledge management and talent management.

In addition, new units set up job descriptions for job titles, in reality between departments and divisions need close coordination in work. Therefore, it is necessary to build job descriptions for departments and divisions or build diagrams and tables clearly showing the relationships between departments and divisions.

Applying KPI (Key Performance Indicators) in job performance evaluation. The purpose of using KPI is to ensure that employees properly perform the responsibilities in the job description of each specific position, which contributes to making job performance evaluation more transparent, clear, specific, fair and effective, improving the effectiveness of job performance evaluation because KPI indicators are highly quantitative and can be specifically measured. To implement KPI, the company needs to build a system of goals from high to low according to the MBO method (Management By Organization).


Management by objectives is a process of working based on objectives, in which managers and employees agree on common objectives and clearly understand the role of each of those objectives.

Open up for deeper integration to attract foreign investment in mines in deep offshore waters, low-efficiency mines, apply preferential taxes attractive enough to stimulate foreign investment. Issue policies to support infrastructure, taxes, and policies to encourage foreign investment in the field of oil and gas processing. Encourage countries with crude oil export sources to participate in investing in building refineries and petrochemical plants in Vietnam. Encourage domestic and foreign investors to form and implement cooperation projects in producing LNG abroad, transporting and distributing in Vietnam. Actively invest abroad. Currently, policies and management mechanisms for oil and gas exploration and exploitation abroad are still inadequate and inconsistent with international oil and gas exploration and exploitation practices. The Government needs to soon issue favorable unified policies and mechanisms to create conditions for the Group to expand investment abroad.

To prepare a team of successors for important positions of the Group , it is necessary to build a promotion chart, apply fuzzy sets to prepare this team of officials. The preparation process may include the following steps: First: organize a comprehensive assessment of the quality of current CLC human resources and identify potential candidates based on an analysis of each person's strengths, weaknesses, and abilities to find the suitability for important positions in the future. Second: discuss the assessment results with the person being assessed to help them know their position and status compared to the requirements of the future position, point out their weaknesses and help them build a promotion roadmap, a training roadmap that needs to be implemented. Finally: plan to support and assist superiors with potential candidates.

Conducting recruitment exams for important positions , in recent years, units under the Group have appointed thousands of cadres at all levels to meet the needs of management and operation of increasingly expanding production and business activities. However, the appointed positions are mostly taken from internal management resources, there have not been many cases of transfer from units outside the industry. Recruitment exams are aimed at finding


New methods in selecting and appointing cadres, contributing to overcoming the situation of evaluating cadres based on their background, background, qualifications, degrees, contribution process, gender, not paying due attention to actual work efficiency and the trust of workers - the main measure in evaluating cadres. This is a selection process that creates opportunities for healthy competition among cadres, creates motivation to promote self-study awareness, self-improvement of personality, is a real step forward of democracy in cadre work. In other words, it is creating opportunities for everyone to contribute and enjoy the fruits of development; or this is creating conditions for everyone to have the opportunity to develop and promote their abilities well. However, this is a complex, sensitive job that requires courage and determination to break away from current regulations, requiring the steadfastness, sensitivity, dynamism and creativity of leaders at all levels and those working in personnel organization today. The liberalized domestic labor environment and the globalization of international labor have also allowed PVN to access, select and attract workers with the best technical expertise, which can bring high efficiency in management and operation.

Promote the marketability of domestic and international sources of supply and demand for high-quality labor. It is necessary to make both supply and demand for labor, regardless of source (domestic or international), equal before the laws of the market, accept the market and move according to the movement of the market. Subjective interventions that do not encourage the perfection of the market are ready to cause defects and negative disadvantages. Accepting the market means that sellers are willing to sell, buyers are willing to buy and prices are formed naturally through the internal competitive forces of the market. The freedom of suppliers and demanders must be respected and under those conditions, similar goods will naturally form similar exchange prices. Promoting the marketability of supply and demand makes these two forces more accessible to each other, reduces misinformation, promotes the operation of rigidly deregulated markets, and forms more favorable balances. The most important requirements for implementing market promotion are to publicize information about demand and

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