Direction to Improve the Quality of Human Resources of Construction Group Joint Stock Company 1

are recruited but do not meet the job requirements of the business, it takes a lot of time and money to train these cases so that they can meet the job requirements.

- In general, the planning work has achieved basic successes. However, the planning and use of human resources still have some limitations such as not implementing long-term planning and not establishing standards for cadres included in the planning for each stage to ensure the selection of talented people for planning, training, fostering and development.

- Training has not linked training with the use of human resources after training, training results are not closely linked with other management policies, leading to disjointed training work, not attracting workers. Determining training needs has not been focused on, leading to sending people to study inaccurately, not in line with the needs, wishes of workers and job requirements, leading to waste of time, training costs of the company and not meeting the goal of improving the quality of human resources.

- Currently, the company has done well in activities such as periodic health check-ups, nutritional advice, and exercise to improve the health of workers. However, a limitation in improving the health of workers today is that it has not limited or minimized the harmful effects of the working environment on the health of workers.

- The company has not done a good job of propagating and educating people about responsibility at work, the spirit of effort at work and the awareness of complying with the company's rules and discipline, leading to the situation of being late and leaving early still happening, and there are cases of people not focusing on work, surfing the web, Facebook during working hours, affecting work.

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Chapter 3

SOLUTIONS TO IMPROVE HUMAN RESOURCES QUALITY AT CONSTRUCTION JOINT STOCK COMPANY 1 - PETROLIMEX

3.1. Directions to improve the quality of human resources of Construction Group Joint Stock Company 1 - Petrolimex

3.1.1. Development direction of Construction Group Joint Stock Company 1 - Petrolimex

Mr. Pham Minh Tam, Chairman of the Board of Directors and General Director of the Company, said: The strategic goals set for the Company in the coming years are: (1) Continue to invest in a modern technical infrastructure system; invest closely in the core business of the enterprise; (2) Develop high-quality human resources to exploit new investments most effectively; (3) Strengthen the corporate governance system in a scientific, effective, transparent direction, in line with the modern corporate governance trends of the region and the world.

Continue to consolidate, build and maintain the PCC-1 brand. Prepare necessary and sufficient conditions to enhance competitiveness and be ready to adapt to changes in the market and the business environment in the context of international integration. Construction Joint Stock Company 1 - Petrolimex, through 50 years of construction and development, has had many ups and downs, overcome many challenges, inherited traditions and experiences, combined with the mindset of daring to think, daring to do, daring to take responsibility to transform and persevere in innovation, with a team of qualified and enthusiastic technical staff, and a force of highly skilled technical workers who are always ready to complete the task. This will be the motivation, the source of encouragement, the endless source of inspiration for the generations of leaders and employees of the Company today to inherit and strive to continue to develop the Company to become stronger, more dynamic, more effective and more sustainable.

To achieve the above goals, Construction Joint Stock Company 1 - Petrolimex focuses on:

Strengthen and supplement indirect and direct human resources for the Company and its member companies.

Complete the operating regulations of the Parent Company and Subsidiary Company model to promote the initiative and creativity of each member company on the basis of strong and sustainable development. Apply advanced management models to the enterprise.

Promote key tasks and fast progress for the construction of additional Concrete Company mixing stations and prestressed pile factories to increase concrete output revenue from 325 billion to 450 billion in 2019.

Continue to promote the construction and installation capacity of Construction and Installation Joint Stock Company 1 - Petrolimex in the field of specialized construction and installation of petroleum, petrochemicals, civil and industrial construction.

Restructure PCC-1 to focus mainly on commercial exploitation of PCC-1's products and construction work.

Supplementing experienced human resources and production and marketing for companies to successfully implement production and business plans in 2019 and the following years. The target number of employees by 2020 is to increase to 700 employees (focusing on the Prestressed Concrete factory). The income of employees strives to reach 10 million VND/person/month.

Be proactive and flexible in business and cooperation to accelerate investment procedures so that projects can be implemented early and bring high efficiency to PCC-1.

3.1.2. Orientation to improve the quality of human resources of Construction Group Joint Stock Company 1 - Petrolimex

Based on the company's development direction in the coming time, the company's board of directors believes that in the coming time, the company needs to focus on improving the quality of human resources to increase competitiveness in the market. According to Mr. Pham Minh Tam, Chairman of the Board of Directors and General Director of the Company, in the coming time, the company needs to focus on improving the quality of human resources according to the following orientation:

- Build and improve the quality of the company's human resources according to the motto "Stable, long-term, committed, dedicated" , build a lean, capable team of consultants and assistants in strategic planning and business operations of the Company. Build an indirect workforce of less than 15% of the total number of employees of the Company.

- Build a system of appropriate, flexible, and effectively operated policy mechanisms; policy mechanisms must aim to improve labor efficiency, promote the potential of workers; and be fair in labor and enjoyment.

- Improving the quality of human resources must be considered a long-term and most important measure to maintain and develop the company's human resources. Because in order for the company to

To survive and develop, a business must have a team of highly qualified and capable workers. To do so, the company needs to implement good welfare policies for its employees.

- Improving the quality of human resources is not only the responsibility of the administrator but requires the cooperation and contribution of the employees because the activity of improving the quality of human resources is only complete when it satisfies the desires and needs of the employees. The employees are the beneficiaries and assessors of the quality of this activity.

- It is necessary to develop a human resource development strategy in line with the business strategy in the integration period; at the same time, link the human resource development strategy with the company's development direction in the coming years. Link the human resource development strategy with production development, business expansion; innovate management and operation policies; improve working style; behavioral culture, communication in each period. The contents have a close relationship and affect each other. Therefore, in the implementation organization, it is necessary to deploy synchronously, rhythmically and connect with each other.

- There must be a mechanism to detect, select, train, develop, and maintain a sufficient number of qualified staff to meet the development requirements of each period. Focus on training, retraining, training, fostering, improving, and developing a team of experts, talented employees, and key leaders at all levels with sufficient management and operational capacity, professional qualifications, and suitable for advanced technology. Have a reasonable remuneration regime to attract and retain talent. Do a good job of planning to have a long-term training and fostering plan. Reorganize labor in conjunction with building reasonable policies to encourage streamlining the payroll, improve the quality of human resources by periodically checking and evaluating quality, and promptly replacing employees who are weak in capacity and quality. Innovate the content, programs and methods of training and fostering, focusing on improving knowledge, professional skills and operations for the staff according to their responsibilities and tasks, meeting the development requirements of the company.

- Improving the quality of human resources is a process and is affected by many factors. It is impossible to change workers overnight.

afternoon. Therefore, the company must always strive, regularly and continuously carry out activities to improve the quality of human resources to achieve better and better results.

- One of the company's strategic orientations in improving the quality of human resources is to put the interests of employees first, trying to maintain fairness in evaluation and treatment.

3.2. Main solutions to improve the quality of human resources of Construction Group Joint Stock Company 1 - Petrolimex

3.2.1. Perfecting human resource recruitment

Currently, Petrolimex Construction Joint Stock Company 1 has established a recruitment regulation. However, in reality, the application is still rigid, not really bringing high efficiency in the company, often ignoring the opportunity to recruit talented candidates. Therefore, in order to attract many potential candidates, create favorable opportunities for recruiting the most potential, suitable for job requirements, Petrolimex Construction Joint Stock Company 1 needs to diversify recruitment sources from both internal sources (internal company) and external sources (sources from the labor market). By expanding and diversifying recruitment sources, the number of candidates will be attracted more, this is an important basis for selecting many excellent candidates.

In order to recruit quality human resources, Petrolimex Construction Joint Stock Company 1 has established a clear and specific recruitment process. However, the recruitment process in recent years has not been really effective. Many times, the selection has not been the right person who best suits the job requirements and the organization's requirements. Therefore, to overcome these shortcomings and limitations, to improve the quality of human resources, the company's recruitment process must strictly comply with the following requirements:

- Recruit the right people with professional qualifications based on job requirements and organizational requirements.

- Fully implement the principle of equality in examinations and recruitment, ensuring fairness, democracy, publicity and transparency from the planning stage as well as the organization of examinations.

- The purpose of the recruitment exam is to select from among the successful candidates and take the person with the highest total score, from highest to lowest, until the recruitment quota is full.

- Innovate the recruitment exam content, the professional exam must ensure that it closely follows the required professional level.

- Rebuild the recruitment process and tighten the responsibility of individuals and departments in recruitment. Currently, the company is recruiting according to the recruitment process, but during the implementation process, there are many times when there is a lack of respect and the process is not followed properly, leading to the quality of the input human resources not being guaranteed. Therefore, the company needs to review the recruitment process and clearly define the responsibilities of the members of the recruitment council, to raise the awareness and responsibility of the members in the recruitment work, thereby improving the effectiveness of the company's human resource recruitment. In particular, it is possible to investigate and discipline the staff and departments that make mistakes in the recruitment process.

- As analyzed in the current situation, one of the main reasons for the recruitment of the wrong person to match the job requirements and the organization's requirements is that the company has not yet established clear and specific recruitment standards. Therefore, to improve recruitment efficiency, the immediate task is that Construction Joint Stock Company 1 - Petrolimex needs to establish recruitment standards. From those standards, develop criteria for evaluating candidates for each job title that needs to be recruited appropriately. Specifically, when selecting criteria, it is necessary to base on functions, tasks, knowledge and skill requirements and qualifications requirements for the job titles that need to be recruited. On that basis, set out clear and specific selection criteria as follows:

The selection criteria are not gender or age but professional capacity, which is made up of 3 factors (ASK):

- Attitude towards the profession (Attitude)

- Professional skills (Skill)

- Knowledge

In there :

(1) Attitude: is the candidate's attitude towards work. Demonstrated in terms of ethics, style, and sense of responsibility towards work.

Therefore, during the interview process and after each process, it is necessary to determine the candidate's attitude and see how suitable the candidate is for the job according to the established criteria.

(2) Skill: is the level of proficiency of the candidate in the job. Or in other words, it shows the ability to do the job. Through direct testing of the candidate's professional skills during the interview process to discover the level of proficiency in the specific job.

(3) Knowledge: is the level of understanding of the candidate's job, expertise in the job.

Providing a clear and unified system of standards and criteria for evaluating candidates in the recruitment board will limit the subjectivity in the selection process, and the placement of relatives, family members, or personal relationships without considering the ability to meet job requirements and the organization's requirements.

3.2.2. Improve training and human resource development

In recent years, Petrolimex Construction Joint Stock Company 1 has also paid much attention to training and human resource development, however, the training efficiency has not been really high. Therefore, in the coming time, the company needs to improve the training and human resource development, thereby improving the quality of the company's human resources. The solution to improve the training and human resource development of the company needs to focus on the following specific activities:

First, do a good job of identifying training needs.

Currently, the company has not identified training needs well, so it often fails to identify the correct knowledge and skills that need to be trained. This causes waste in the training process, wasting both the company's training budget and the time of both the company and the employee. Therefore, in the coming time, the company needs to do a good job of identifying training needs. In particular, it is necessary to approach from the organization's human resource development strategy, analyze the work and the needs of the employee to identify the knowledge and skills that are lacking to complete the work and aim for the organization's goals, while meeting the needs and aspirations of the employee regarding training.

Second, determine training goals and targets.

Develop a targeted training policy, classified by target group and closely following the company's Development Strategy; pay special attention to specialized training programs for technical staff and highly skilled workers, specialized in accordance with the company's tasks and certified.

International; training and fostering project management skills according to international standards; Intensive training for experts in projects

Building and training a team of construction directors and successor staff

Third, build appropriate training content and programs.

With the specific nature of PCC-1's work, the company's training department needs to design content and programs according to the following specific contents:

- Plan layout and system plan presentation;

- Project estimates, bidding and tendering, contract terms;

- Quality control, technical measures development, financial settlement;

- Training in modern basic knowledge of construction management, including: Characteristics, rules, management ideology, management procedures, management mechanisms, organizational structure, construction plans, construction contracts, construction control, construction management, negotiation skills.

- Training in construction management techniques: Systems engineering, behavioral science, construction systems, construction value,...

- Project Management training according to PMI standards.

- Labor safety and hygiene training; Project management, Site commander, construction organization; construction supervision (painting, welding, mechanical installation, etc.); Completion, acceptance of works, Tekla software and other contents according to project requirements.

- Regular professional/technical training such as:

+ Disseminate laws related to: technology; economics-commerce; finance-accounting; investment; human resource management, policies and regimes, etc.

+ Finance-accounting-auditing operations; Commercial contracts, bidding; human resource management; Contract law; Financial risk management; Debt collection skills; Investment project management, etc.

Fourth, choose the right training method

Over the years, the company has organized many training programs, however, the training programs are still general, not specialized and mainly trained by internal lecturers, so the effectiveness is not high. Therefore, in the coming time, the company needs to implement training in the following direction:

- Intensive training, expert orientation. To improve the quality of training for design consulting engineers and project managers.