Factors Affecting the Improvement of Human Resource Quality of Enterprises

On the other hand, the competition between businesses in attracting human resources is increasing, the problem of ensuring sufficient quantity and quality becomes the most basic and difficult, requiring businesses to do a good job of planning and rotating the positions of employees.

Job rotation ensures the right person for the right job: The goal to be achieved is to ensure the use of human resources in accordance with the capacity, strengths and aspirations of each individual in order to increase labor productivity and motivate employees at work. Moreover, in today's society, the aspirations of employees also need to be paid attention to in order to motivate them during the work process. When employees are placed in the right position for their expertise and strengths, they will be able to promote their strengths, abilities, enthusiasm and passion for work. Moreover, the right person, the right job ensures the implementation of the company's goals.

The role of job rotation: Is an important content of human resource management administrators. It determines the characteristics of workers and the performance of workers. Daily work demands attract people and the endless rotation. Sometimes the arrangement and use of human resources only meet the immediate urgent goals. Therefore, the most common goal of arrangement and use of human resources is to concentrate the unified strength of the organization and working groups, in order to promote the strengths of each person, thereby promoting work efficiency and thereby, completing the common goals of the enterprise. Based on the requirement of the right person for the right job, workers are arranged to do the right job according to their strengths, skills, and professional qualifications, then each person will do their best work, so that labor is not wasted. The rotation and use of human resources is related to both the newly recruited staff as well as the staff currently undertaking the work.

Job rotation in a reasonable way will create strong motivation, stimulate interest and enthusiasm in work. This is also a way to show

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show respect for workers, to develop their potential and satisfy their legitimate aspirations.

Thus, whether the rotation of work positions is reasonable or not will determine the efficiency of using the workforce. To achieve that, business human resource managers must know how to arrange, adjust and create the integration of each employee into the general operating machine of the business to improve the efficiency of using the business workforce.

Appointment of management positions

Appointing a management position is simply a commitment from the business to the employee about their future, so that the employee can develop their full potential, helping the business to be stable in terms of human resources and business.

1.5. Factors affecting the improvement of human resource quality of enterprises

1.5.1. Group of factors within the enterprise

1.5.1.1. Business administrator's perspective

The views and perceptions of business leaders on “improving the quality of human resources” will affect the policy system and investment in this resource at different levels. In addition, human resource management policies in businesses (such as policies on: recruitment, training, placement, labor arrangement, treatment, salary, benefits, etc.) have a direct impact on activities to improve the quality of human resources. Implementing these policies well will help businesses have human resources strong enough in quality and quantity to serve their goals and strategies.

1.5.1.2. Recruitment, training and labor treatment policies

Recruitment is the process of searching and selecting qualified human resources that meet the needs of the business. Recruitment includes two stages: recruitment and selection. Recruitment helps attract and find candidates.

good employees, with capacity, professional qualifications, good moral qualities. Selection is the screening process to find people who are truly suitable for the business. These two stages are closely related to each other to aim at the common goal of selecting quality candidates. Internal or external recruitment depends on the business strategy and the recruitment position.

Recruitment has a great influence on the quality of human resources in the enterprise. Recruitment provides human resources for the enterprise, affecting the use of human resources. If recruitment is done well, it will select people who are truly capable of improving the quality of human resources in the organization. Remuneration policy is the process of taking care of the material and spiritual life of employees so that they can complete their assigned tasks in particular and the goals of the enterprise in general. Remuneration policies, especially non-financial remuneration (culture, working environment...), can attract and retain talent because salary and income are not everything. The system of remuneration policies creates a sense of security and attachment, builds a good attitude at work, promotes loyalty and stimulates employees to improve their own capacity.

Training and development is an important policy that directly affects the improvement of human resources in an organization. Training helps employees improve their professional qualifications, improve their skills and keep up with the development of advanced science and technology in the world. This is a condition to ensure high-quality human resources. Human resource training has many different forms and methods, depending on the application and implementation of each enterprise's training policy to choose which training form and method is effective in improving the quality of human resources as well as improving work efficiency.

1.5.1.3. Corporate culture

Corporate culture is considered a perception that exists only in an organization and not in an individual. Therefore, individuals have different backgrounds.

People with different cultural backgrounds, lifestyles, perceptions, in different working positions in an organization, tend to display that organizational culture in the same way or at least have a common denominator.

Corporate culture is related to the way members perceive and behave towards the inside and outside of that organization. At the same time, the culture of the organization is the most vivid and concrete presence of that organization that people can easily recognize. That image can be composed of many elements.

Therefore, if just one element changes, then in theory, the image of that organization will be different. Therefore, in theory, no organization will have the same culture as another organization, even though they may have many similarities.

1.5.1.4. Organizational and human resources department capacity

The HR and organization departments play an important role because they screen employees during the hiring process, recommending the most appropriate design initiatives and standards for each specific job. When necessary, they also provide employee preparation, helping to develop the skills needed for the present and then continue with new skills.

The capacity of the organization and human resources department is an important factor affecting the quality of human resources in the enterprise. This is reflected in the selection of input employees. If the organization and human resources department has good capacity, it will select good candidates, suitable for the recruited position. This helps reduce the rate of resignation because employees are working in the right field.

At the same time, the organization and human resources department in the enterprise is also responsible for training employees, rewarding, evaluating capacity, recruiting new or replacing, creating a good working environment. The organization and human resources department contributes to ensuring the benefits of employees, researching and providing the latest updates and recommendations on welfare programs for employees in the organization.

Good organizational and human resource capabilities will ensure employee satisfaction in the work environment, identify employee satisfaction points, conduct employee surveys, focus groups and develop exit interview strategies. Thus, a human resource management system is considered mandatory. Certainly, any business system without an organizational and human resource department will easily encounter serious human resource problems.

1.5.2. Group of factors outside the enterprise

1.5.2.1. Macro environmental factors

a) Political environment

Political factors: include the goals and foreign policy of the State in each specific period. Basically, the political background in our country is relatively stable and steady, the economic development path is socialist-oriented, economic goals are linked to the interests of the people. Joining ASEAN, WTO, ... has created opportunities and challenges for Vietnamese enterprises to fully exploit their potential in the process of international integration, this requires each enterprise to build a strong enough human resource to improve competitiveness when integrating.

b) Economic environment

The economic environment includes economic growth in general and in each locality in particular, income of the population, prices, inflation, purchasing power of money, supply and demand relationship of goods and services, personal consumption, living standards and savings of the population... These factors directly or indirectly affect the improvement of human resource quality in enterprises. When the economy develops and life meets people's needs, people will have the need to improve their personal quality and the need to assert themselves.

Currently, Vietnam is an official member of ASEAN, APEC, ASEM and WTO. International economic integration, expanding trade relations with other countries and organizations is an opportunity to turn Vietnam into a country with a developed economy and this is also an inevitable trend. It is clear that Vietnam's integration into the world economy in recent times has promoted export activities, attracted foreign direct investment, and contributed significantly to economic growth.

c) Socio-cultural environment

This factor includes traditions, customs, habits, rituals, behavioral arts, ideological and ethical norms, phenomena and laws of climate, weather, soil, etc. of each locality, each ethnic group, population class and country. These factors create the lifestyle, culture, and social environment of people in general and workers in particular. It contributes to the formation and change not only in quantity but also in the human resource structure, philosophy, and business ethics of enterprises.

d) Development of science and technology

The current scientific and technological revolution has set very high requirements for human intelligence. The distance from science to technology and production is increasingly shortened, which makes production and business always change, many new industries are born, shifting the economic structure of the organization. Information technology plays a particularly important role in improving the quality of human resources, is an important tool to help people and workers access information knowledge... promoting the increase of individual labor productivity and social labor productivity. In economic competition, computers and information technology have a widespread impact on the nature and content of working conditions, thereby promoting the improvement of human resource quality, human resources adapt better and better to the new situation.

with modern production and creating the ability and opportunity to quickly integrate our country's labor force with labor forces from other countries in the world.

1.5.2.2. Micro-environmental factors

a) Customers

In today's developing social conditions, human needs are increasingly demanding with the criteria that prices are constantly decreasing and product quality is constantly improving. Therefore, businesses that want to survive must focus on innovating production technology, improving the intellectual content in a product, in order to increase labor productivity, reduce product costs but still ensure quality. To do this requires a team of dynamic employees, always closely following the needs and tastes of customers, promptly responding to those changes as quickly as possible.

This is also an important factor that businesses need to pay attention to. Businesses need to continuously innovate and improve the quality of human resources to build a team of high-quality sales staff as well as production workers.

b) Competitors

Competitors are also an important factor affecting the quality of human resources of enterprises. That is the competition for human resources, enterprises need to have policies to attract, maintain and improve the quality of human resources, not to lose talented people to competitors.

c) State management agencies

Government agencies and organizations have an impact on human resource quality on issues related to policies, labor and social regimes, labor relations, and settlement of complaints about labor disputes.

CHAPTER 2: ANALYSIS OF THE CURRENT STATUS OF HUMAN RESOURCES QUALITY OF HANOI CONSTRUCTION JOINT STOCK COMPANY NO. 1

2.1. Overview of Hanoi Construction Joint Stock Company No. 1

2.1.1. Formation and development process

- Full name: Hanoi Construction Joint Stock Company No. 1

- International transaction name: HANOI CONSTRUCTION JOINT STOCK COMPANY NO 1

- Abbreviation: HACC1..JSC

- Total initial charter capital: 80,000,000,000 VND (Eighty billion VND)

- Head office: No. 59 Quang Trung Street, Hoan Kiem, Hanoi

- Hotline: (+84) 439426957

- Email: kttt.cc1@gmail.com

- Website: www.hacc1.com.vn

Hanoi Construction Joint Stock Company No. 1, under Hanoi Construction Corporation - Ministry of Construction, is a class I State-owned enterprise, formerly Hanoi Architecture Company, established in 1958, in 1960 the Ministry of Construction changed its name to Hanoi Southern Architecture Company. In 1977 it changed its name to Construction Company No. 1 under the Ministry of Construction, in 1982 it was under Hanoi Construction Corporation.

In 2005, the company carried out the process of equitization of state-owned enterprises and transformed into Hanoi Construction Joint Stock Company No. 1. Currently, the company has a charter capital of 80 billion VND, of which the state holds more than 50%, including 15 specialized construction branches, 02 Project Management Boards and 03 affiliated teams with a staff of more than 500 employees on the list with qualifications, management experience, technical expertise and high skills. With the main tasks of manufacturing and trading construction, manufacturing construction materials and investing in real estate business.

Since its establishment, the Company has directly constructed important projects to serve the activities of the Central Party, Government, and National Assembly.

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