Evaluation of Training Plan and Implementation of CMC Technology Group

With the criteria: "choosing the right candidate", the evaluation results are 16.22% of opinions completely agree, 47.3% agree, 12.84% have no opinion, 18.92% disagree, 4.73% strongly disagree. The survey results show that most employees in need are able to participate in training. With training programs sent by the Training Center to the units, if employees want to study, they can propose to the unit head to receive permission to participate, with training courses opened at the request of the units, employees in the work process are all assigned to participate. In addition, excellent employees, on the planning list for management positions, are all able to participate in management and leadership training courses according to the regulations of the group. Some dissenting opinions said that they had proposed to attend some external training courses but had not been approved because those training courses had not been approved by the group's leadership.

With the criterion: "Encourage and support employees to self-study and self-train", the evaluation results are 25.68% of opinions strongly agree, 50.68% agree, 12.16% have no opinion, 7.43% disagree, 4.05% strongly disagree. This shows that the viewpoint and training policy of CMC technology group is to always encourage employees to self-study to improve their qualifications, knowledge, and experience. For employees who study to take international information technology certification exams of Cisco, Microsoft, Oracle, etc., they will be supported financially if they pass the exam. In addition, with external training courses organized by the group, employees can participate completely free of charge but must sign a commitment to refund tuition if they do not participate for the full time as prescribed.

With the criteria: "There is a basis and specific policies to determine the need for training and human resource development", the evaluation results are 8.11% of opinions completely agree, 17.57% agree, 20.27% have no opinion, 42.57% disagree, 11.49% completely disagree. The group has issued a training and development policy for employees since 2014 and applied it to the present time. Therefore, some contents to determine training needs are no longer suitable. The investigation of the ability to perform the job as well as the development ability of employees has not been conducted.

conducted in a comprehensive manner, so there is still a lack of specific basis to synthesize all training and human resource development needs.

Chart Title

100%

90%

80%

70%

60%

50%

40%

30%

20%

10%

Fit your needs Combine multiple shapes Applicable forms

business

training methods

Fit

Implement the correct budget according to the plan and regulations

Strongly agree Agree no opinion Disagree Strongly disagree

To evaluate the current training plan of CMC technology group, the author conducted a survey of staff and got the following results:

3.38%		8.78%		16.22%		12.16%		8.11%
14.19%
			14.19%				47.30%		11.49%
19.59%				41.89%
									28.38%
			16.89%

44.59%
			37.84%
									35.81%
					16.22%		11.49%
							20.27%
					18.92%
	18.24%		22.30%						17.57%
							8.78%
					6.76%

Maybe you are interested!

(Source: Author's survey)

Figure 2.7. Evaluation of training plan and implementation of CMC technology group

With the criterion: "Training program content is suitable for business needs", the evaluation results are 18.24% of opinions completely agree, 44.59% agree, 19.59% have no opinion, 14.19% disagree, 3.38% completely disagree. The survey results show that the current training programs and content being implemented are quite suitable for the reality as well as the needs of CMC technology group, especially the foreign language training program that is conducted regularly and continuously for the project management team that has to work with foreign partners. In addition, with the goal of improving the quality of resources, professional training courses are always updated and innovated to suit reality. However, there are some training programs to grant certificates to employees that are implemented quite slowly, limiting the search for qualified partners. Besides

In addition, title and professional exams conducted every 2 years also help employees check their knowledge to see if they have enough knowledge to meet current job requirements.

Criteria: "Combining many forms and training methods" has an assessment of 22.3% of opinions completely agreeing, 37.84% agreeing, 16.89% having no opinion, 14.19% disagreeing, 8.78% of opinions completely disagreeing. Currently, the group uses off-the-job training methods with training programs included in the plan such as presentations, situation simulations, discussions... In addition, the training method through work is also applied to all employees. This method has the advantage of not affecting the working process of employees, is less time-consuming and costly, employees quickly grasp the job requirements but is only suitable for new employees joining the group.

Criteria: "Applicable form" has an assessment of 6.76% of opinions completely agree, 18.92% agree, 16.22% have no opinion, 41.89% disagree, 16.22% strongly disagree. The results show that the system of forms and instructions currently applied is not guaranteed to provide full information about the training programs currently being conducted at CMC Technology Group. Partly because the training policy has not been updated or adjusted to the actual situation for many years, besides, the information about the training courses implemented has not clarified the subjects participating in the training but is based on the registration of employees and the designation of the unit head. In addition, specific information about the training courses has not been fully notified to employees via email but is usually only through internal bulletin boards or to the unit's leaders.

Criterion: "Training implementation according to plan" has the result of 8.78% of opinions completely agree, 20.27% agree, 11.49% have no opinion, 47.3% disagree, 12.16% strongly disagree. This shows that the current training implementation is not following the plan. There are many training programs that were planned to be organized but were canceled due to insufficient number of learners or partners stopping providing training services. The implementation time of many training courses is also delayed compared to the plan.

With the planned schedule, this makes the training plan implementation not close and in accordance with requirements.

Chart Title

100%

90%

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60%

50%

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30%

20%

10%

2.70%

4.05%

Meet production and business goals. High employee performance rate. Help improve work efficiency.

corporate business after training course

Strongly agree Agree No opinion Disagree Strongly disagree

The implementation of the budget in accordance with regulations has been assessed as follows: 17.57% of opinions strongly agree, 35.81% agree, 28.38% have no opinion, 11.49% disagree, 8.11% strongly disagree. In general, the costs for organizing training courses are mostly within the estimated cost range during planning. Only a few external training courses have incurred costs, mainly the costs of documents and learning materials required by the training provider. However, the implementation of payment for training support costs for employees is currently not well implemented, many employees have spent their own money to attend classes and submit certificates but have not been paid immediately according to regulations even though the budget has regulations, making them feel dissatisfied.

		12.84%
7.43%			11.49%
	19.59%
		39.86%
			44.59%

	45.95%


		25.00%
				29.05%

	24.32%	15.54%

				10.81%
		6.76%

(Source: Author's survey)

Figure 2.8. Evaluation of training results and effectiveness of CMC technology group

Firstly, training meets the group's production and business goals with 24.32% of opinions completely agreeing, 45.95% agreeing, 19.59% having no opinion, 7.43% disagreeing, 2.7% of opinions completely disagreeing. In fact, training

Current training courses are all carried out according to the general plan of the group to improve knowledge, skills and professional qualities for the staff and managers. Training courses arising outside the plan also aim to support the improvement and innovation of the group's effective working process and to supplement the capacity profile to serve business activities. Employees who are trained in the source leadership planning are considered for appointment upon completion of training according to the group's career development goals.

Second, the rate of good results and academic performance after the training course was 12.84% of respondents strongly agreed, 39.68% agreed, 25% had no opinion, 15.54% disagreed, 6.76% strongly disagreed. This shows that most employees after completing the training had learning results that met the output requirements of the training course through tests or professional examinations, some employees had quite good results according to the assessment of the lecturers, although the rewards were only given to employees with high results in some of the group's professional or title exams and were not given regularly.

Third, training helps improve work efficiency with 10.81% of opinions strongly agreeing, 29.05% agreeing, 44.59% having no opinion, 11.49% disagreeing, 4.05% strongly disagreeing. Most employees believe that training courses help them integrate better with colleagues, the new working environment as well as improve work efficiency. However, there are still some employees who say they have not applied the knowledge they have learned into actual work, especially with training programs on new procedures and regulations. There are new process training courses being conducted, but the application of new regulations and procedures takes a long time to be applied, making the effectiveness after training not high.

Comments on the group's human resource training policy: In recent times, the human resource training policy with investment in supporting the learning process for the group's employees has had the effect of improving the quality of the group's human resources with many employees completing project management and programming certificates, the majority of employees participating in competency assessments and meeting the standards of

Group. The training program is built closely following the needs of employees as well as the business development orientation of the group.

In addition, there are still some limitations such as the process of supporting training costs for employees to study outside is quite slow. The process of determining training needs to determine the training subjects and programs still takes a lot of time in terms of procedures and coordination processes. There is no policy on reviewing employees who do not comply with training regulations, leading to a situation where employees register for training but do not attend the full course, leading to budget waste.

2.2.3.2. Career development policy

Currently, the corporation's regulations on appointment, transfer and rotation of employees are carried out in the following steps:

Step 1. The unit sends a request to the labor management department for the appointment of the employee or the employee will send a transfer request with the approval of the unit head to the labor management department.

Step 2: The labor management department receives the submission/request and then reviews and compares it with the regulations on job performance evaluation, such as employees who want to be transferred must have worked for at least 2 years at the corporation and have the most recent job performance evaluation results classified as good, employees proposed for appointment must have worked for at least 3 years at the corporation, have the most recent 2 job performance evaluation results classified as good or better, and the staffing and personnel plan and make a proposal to the head of the human resources department for approval.

Step 3. The HR department compiles the proposal and reports to the Board of Directors. For cases of transfer to a new position of the same rank, an interview is conducted with the head of the expected receiving unit. For positions appointed to management positions, an interview must be conducted with a council with members of the Board of Directors.

Step 4. Interview results are compiled. Successful candidates will complete the required procedures. The Labor Management Department will issue decisions with the approval of the General Director.

The goal of the group's leadership is to provide employees with many career advancement paths at CMC, and to design programs that help them develop their careers comprehensively at every stage. Therefore, in the human resource development policy,

CMC Group's human resources policy mentions many forms of development for employees to improve their own capacity, meeting the group's business development goals.

To develop the corporation's human resources, it is necessary to conduct employee evaluation as follows:

- Some measures to evaluate employees

Employee evaluation is applied to evaluate work performance. To bring high efficiency and create a development environment, healthy and fair competition, the Group has built and issued clear policies on evaluation and documents, forms guiding evaluation.

Currently, the Group is applying two evaluation methods in the employee evaluation system, which are the PDR (Perfomance Development Review) evaluation method applied to management levels from center director and above and the PA (Performance Appraisal Review) evaluation method applied from department head and below. The PDR and PA evaluation forms are specified for each job position.

The PA assessment method has 5 assessment criteria with the total score of the criteria being

100. The classification from Unsatisfactory to Excellent is subject to the following provisions:

Scoring

<60

60 -79

80-89

90-100

>100

Classification

Not achieved

request

Need to improve

good

Rather

Good

Excellent

Evaluation regulations: first, each employee will self-evaluate his/her work performance. Only managers from department heads and above are allowed to participate in the PA evaluation of subordinate employees, then the functional director will approve the PA results. The PA results of each employee will be linked to the PDR results of the manager.

The results of employee performance evaluation are the basis for the Company to: (1) Evaluate and consider salary increases for employees; (2) Organize training for employees classified as "not satisfactory" and "Need improvement"; (3) Consider promotion opportunities for employees.

- Develop employees through job assignment and job rotation

Through performing more difficult and challenging tasks, employees will mature and gain more experience. This is the benefit of the form of work assignment. CMC Group is a corporation that uses modern software and equipment, applying the most advanced technology and operating systems today, so assigning work to employees is one of the inevitable requirements of the organization. The form of work assignment combined with supervision, support and urging from superiors will bring high efficiency in production and in human resource development.

Job transfer and appointment are also forms of assignment. The form of transfer is mainly applied between centers and member companies of CMC. Employees in the development planning are also considered for appointment to management positions if they meet the requirements. The result of transfer is to create excitement, enthusiasm, and initiative in research and exploration for employees.

Chart Title

100%

90%

80%

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40%

30%

20%

10%

7.43%

11.49%

10.14%

16.22%

11.49%

21.62%

29.05%

35.14%

14.86%

14.19%

27.03%

39.86%

40.54%

24.32%

18.92%

12.16%

12.84%

10.14%

Public standards, clear procedures Many types of issuance

transparent development is combined

7.43%

Create opportunities for employees

Strongly agree Agree No opinion Disagree Strongly disagree

(Source: Author's survey)

Figure 2.9. Evaluation of career development policy of CMC technology group