Evaluation of Human Resource Selection Policy of CMC Technology Group

10.81% of respondents strongly disagreed. The survey results show that CMC's compensation mechanism is not really good enough to attract candidates. Except for some highly qualified candidates in the field of information technology and management, the remaining positions have income compensation levels that are not very competitive compared to other businesses. Currently, the income framework for each new position is guaranteed to be quite competitive with the labor market. Some positions can compete with technology companies. When building the income framework, the Group's Human Resources - Salary Committee considers factors such as salary and employment in the same industry, comparison with similar companies, the Company's overall performance, as well as each position to propose compensation policies to attract more human resources.

Chart Title

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

Selection meets the quantity requirements of

organization

Ensuring the quality of input human resources

Pay Attention to the Needs of In-depth Candidate Assessment

Candidate

during the whole testing process

job

Strongly agree Agree no opinion Disagree Strongly disagree

Evaluation of the corporation's human resource selection is as follows:

12.16%		14.86%		8.11%		6.76%
						10.14%
	37.84%				12.84%
		34.46%
					16.22%		21.62%

					41.22%
							37.16%
	19.59%		14.19%

			25.00%
	22.30%
					21.62%		20.27%
	8.11%		11.49%

Maybe you are interested!

(Source: Author's survey)

Figure 2.4. Evaluation of human resource recruitment policy of CMC technology group

With the criterion: "Selection meets the organization's quantity needs" the result is 8.11% of opinions completely agree, 22.3% agree, 19.59% have no opinion, 37.84% disagree, 12.16% strongly disagree. The current selection does not really meet the group's quantity needs. Every year,

The number of newly recruited employees is only enough to replace the old employees who have resigned, while the number of employees lacking according to the staffing plan of the units has not been fully recruited. Part of the reason comes from the source of candidates who are still quite inexperienced, especially for IT project management positions, while the selection requirements are quite strict. In addition, there are some positions that have a long recruitment period, causing candidates to choose to join other businesses.

With the criterion: "Ensuring the quality of input human resources", the result is 11.49% of opinions completely agree, 25% agree, 14.19% have no opinion, 34.46% disagree, 14.86% completely disagree. Through this result, it can be seen that the quality of input human resources of CMC Group is not guaranteed at the best level. The number of candidates recruited and classified as CMC Expert in 3 years does not exceed 100 candidates per year, besides, about 70% of candidates with less than 2 years of experience are selected (according to data from the recruitment department).

With the criterion: "Selection cares about the needs of candidates" the result is 21.62% of opinions completely agree, 41.22% agree, 16.22% have no opinion, 12.84% disagree, 8.11% completely disagree. With the view that "CMC people always consider each other as teammates - comrades, relatives working together to build a big family", during the interview and exchange process, candidates are always asked about their future plans and wishes for CMC. Through those exchanges, the recruitment council always appreciates candidates who wish to stick with CMC Group for a long time and build a career at CMC. Some employees also said that they chose CMC because the group has great interest in their own development needs.

In addition, to select good candidates who are suitable for the group, during the probationary period, candidates are also closely monitored and supported to help them integrate as quickly as possible with the following assessment: 20.27% of opinions strongly agree, 37.16% agree, 21.62% have no opinion, 10.14% disagree, 6.76% strongly disagree. From the time of receiving the job, candidates will immediately participate in a new recruit training course to grasp the system of work processes and

CMC culture. In addition, they are also supported by direct managers and colleagues to adapt and integrate into the new working environment as quickly as possible. Immediately after the end of the probationary period, candidates will need to make reports on their probationary period at CMC and they can propose their own ideas to perform the job better.

Comments on recruitment policy: In practice, the group's recruitment policy is quite close to the current labor market reality when focusing on the compensation mechanism related to training and learning opportunities and a dynamic and professional working environment, and has basically met the need to supplement the workforce for the purpose of developing the group's human resources. However, the recruitment policy still has some limitations, especially the time in the process of synthesizing candidate profiles, arranging interviews and exchanging policies with candidates is prolonged, causing some positions to be short of human resources for up to 2-3 months. The reason is due to the lack of coordination between departments and the recruitment department in the group in arranging time to interview candidates.

In addition, the recruitment policy has not really been effective in attracting qualified and high-quality candidates to work for the group. Although it is a prestigious and branded group, the group's remuneration is not competitive enough to attract many candidates to apply and join the group.

2.2.3. Current status of human resource training and development policy of CMC technology group

Recognizing the role of human resource training and development policies, CMC Technology Group has always focused on training and development policies to develop human resources in both quantity and quality. Annually, the budget for training and developing CMC employees amounts to billions of VND and accounts for about 20% of the operating budget of the Human Resources Department.

The human resource training and development policy of CMC Technology Group is demonstrated through the decision on promulgating the training regulations for CMC Technology Group employees No. 927/QD-CMC signed by the Group's General Director on September 18, 2016 and

Regulations on appointment, rotation, transfer, dismissal, and removal of employees of CMC Technology Group No. 524/QD-CMC signed by the Group's General Director on March 10, 2015.

These two decisions are based on the charter of CMC Technology Group and the functions and powers of the General Director of CMC Technology Group.

Regarding the regulations on employee training, the Decision consists of 4 articles, of which article 1: Issued with the decision "Regulations on employee training", article 2 the decision takes effect from September 18, 2016, article 3: Any changes or additions to this decision are decided by the General Director of the Group, article 4: The Board of Directors, departments, centers, offices, headquarters, and member companies are responsible for implementing this decision.

Regarding the regulations on appointment, rotation, transfer, dismissal, and removal of employees, there are 4 articles, of which article 1: Issued with the decision "regulations on appointment, rotation, transfer, dismissal, and removal of employees", article 2 the decision takes effect from March 10, 2015, article 3: Any changes or additions to this decision are decided by the General Director of the group, article 4: The Board of Directors, departments, centers, offices, headquarters, and member companies are responsible for implementing this decision.

The main content of the human resource training policy includes the following sections: purpose, objects and scope of application, reference documents (including internal and external documents), definitions and abbreviations, specific regulations on human resource training (including steps in the employee training process), responsibilities of relevant parties (including the Board of Directors, units, the group's human resource department and member companies), implementation provisions, forms and appendices, and record keeping.

The main content of the human resource development policy includes the following sections: purpose, objects and scope of application, reference documents (including internal and external documents), definitions and abbreviations, specific regulations on appointment, rotation, transfer, dismissal, removal, organization of implementation, responsibilities of the parties.

related (including the Board of Directors, units, group personnel department and member companies), implementation terms, forms and appendices, and record keeping.

2.2.3.1. Human resource training policy

In order to develop the need for self-improvement and improvement of the talent team as well as employees in the group, CMC Corporation always creates conditions for employees to maximize their potential. This is clearly and effectively demonstrated through the training and development of the enterprise. The group's leaders always attach importance to learning and create conditions for everyone to practice anytime, anywhere. Each colleague is a teacher. In addition, CMC has a series of training courses for career groups from Engineering, Information Technology, Marketing, Business Development and Business Support... from internal lecturers and external experts. CMC people also regularly attend Leader Talk sessions to share and transfer knowledge and experience from the highest leaders of the Group and Unit Leaders.

CMC's views and goals on human resource training and development policy are as follows:

CMC always attaches importance to creating conditions for CMC associates to practice and learn from experts and their own colleagues. And if employees feel like exchanging and learning to improve their professional skills, CMC always has diverse professional groups, talks to share, transfer knowledge and experience from experts inside and outside CMC who directly teach. Learning is completely free. In addition, employees at CMC are granted access to the open library and creative space of CMC Innovation Center. Because CMC believes that only when the legitimate needs are met to proactively study and practice can people develop in the best way. The organization and implementation of the human resource training policy of CMC Technology Group and its member companies is demonstrated through the following process:

Identify training needs

Identify training goals and targets

Training proposal

Consider

Determine training content and methods

Training planning

Determine the expected budget

Approve

Choosing a training partner

Training implementation

Organize and implement according to plan

Post-training evaluation

Keep relevant records

Figure 2.5. Human resource training process of CMC technology group

CMC Technology Group's human resource training and development policy is reflected in a number of regulations and guidelines on: determining training needs, training programs, evaluating training work and creating career development opportunities for employees.

Step 1: Identify training needs

CMC's annual training needs are compiled by CMC Training Center based on proposals from unit heads as well as production and business plans approved by the group's leadership. In addition to a number of training programs conducted periodically such as integration training for new employees, leadertalk, job skills... the remaining training programs are implemented based on proposals from units when there are changes, updates on new working processes and regulations, training when there are changes in mechanisms and policies of the State related to the group's business activities or training to improve professional skills for employees to meet the group's business activities as well as training based on orders from the group's leadership.

Step 2: Determine training goals and targets

Regarding new training: for new employees joining the Group. The goal is to help them quickly integrate into CMC's culture and working environment, and acquire new job knowledge and skills to meet current job requirements.

About Retraining: for employees with low performance levels and unsatisfactory work efficiency. The main goal is to improve work efficiency and better meet current job requirements.

Regarding advanced training: the training program as prescribed for the group's employees includes training in professional knowledge and skills. The goal is to improve the qualifications and professionalism of the group's employees, increase labor productivity, and meet future job requirements.

The subjects are determined through the proposal of the unit or through some title exams for staff at the group and the assessment of staff capacity, CMC resource development center also synthesizes the need for additional training for employees with limited capacity and qualifications. All are summarized in the report of the units sent to the Training Department.

The training subjects will be reviewed and approved by the Human Resources Department and the Board of Directors.

Step 3: Create a Training Plan

Based on the training proposals of departments, units, and individuals that have been reviewed, the Training Center and the CMC Resource Development Center will develop a comprehensive training plan for the entire year based on the number of people and some periodic training content and programs or as proposed by the unit. For additional training courses that are not included in the plan, planning will also be carried out in accordance with the regulations in the training policy.

In the human resource training and development policy of CMC technology group, the training plan must clarify the contents related to:

- Purpose and objectives of the training course

- Participants of the training course include learners, instructors, and training organizers.

- Time of organization, duration of training course

- Training course location

- Training forms and methods suitable for training content and programs

- Estimated budget for the training course

- Terms after the end of training such as final exam, granting of certificates, certification, implementation of regime for learners, trainers...

The training plan is prepared by the training center and approved by the head of human resources and the Deputy General Director in charge of human resources of the group.

In addition to training programs periodically such as new employee integration training, vocational skills training, etc. and training courses arising according to the requirements and instructions of the group's leadership, the Training Center can also propose to the group's leadership to approve units to send employees to attend external training programs suitable for the expertise and profession of each person and each department if necessary for the production and business activities of the group.

Step 4. Approve the plan