- Human resource planning activities are only carried out in the short term without a long-term plan. In fact, human resource planning at Indochina Petroleum Transport Joint Stock Company has not yet fully performed its functions, but mainly stops at planning successor leaders, arranging personnel, and allocating resources in the company.
- The annual training of the company's employees does not have a specific, long-term, continuous plan, and is mainly spontaneous, so sometimes the work in the company is disrupted because the people who stay always have to take on the work of the people sent to study without any prior plan. Besides, the training of human resources at the company is still long-term, not meeting the actual needs (few people study in necessary fields, and many people study in fields that are not really necessary).
- The work of evaluating and classifying employees is based on the criteria for evaluating the implementation of the Company's contents and regulations, without paying much attention to the results of work performance. The activity of evaluating employees only meets the management requirements and is not a tool to motivate and stimulate employees to strive harder in their work. In the evaluation, there are still many emotions, leading to inaccurate results.
- The workload at the Company is quite large, so the work pressure of the Company's staff is also very large. Although the Company's Union has organized many exchange activities or tours for employees, in reality there are still many limitations.
- There are still many limitations in directing, operating and implementing tasks.
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The direction and management work is still not drastic, there is a lack of inspection, supervision, and evaluation of the implementation of assigned tasks, which is not thorough, and is often general and equal. The sense of responsibility of some individuals is not high, the work is formalistic, coping, and lacks drastic direction; there are still some individuals who violate discipline and labor regulations.
The implementation of the company's leadership's instructions is sometimes slow; some implementation contents are incomplete and of limited quality. Reporting and feedback are
sometimes not timely, not fully reflecting what has been and has not been done. Sometimes still confused and passive when the plan changes due to subjective or objective reasons.
Assignment and delegation of authority are still formal, work is assigned but there is a lack of monitoring and evaluation of work performance is not high; some units, departments and individuals assigned tasks are not proactive in performing their tasks, work efficiency is not high.
- The Company's management apparatus is still quite cumbersome and not highly specialized, so it is very likely that it will not be able to keep up with the company's new business strategy for the period 2021 - 2025.
2.3.2.2. Causes
- Human resource management has not yet received commitment and responsibility from specific management levels in each department. There is still a mindset that human resource management is the job of the Board of Directors and the Organization and Administration Department. The thinking of human resource development is still cumbersome and more administrative in nature, so the implementation of human resource development management functions is not creative.
- The company has not yet developed a specific and clear human resource development strategy and human resource attraction policy. The arrangement and use of human resources is sometimes still subjective and imposed.
- The level of management and staff in charge is still limited in capacity and not clearly aware of their role. The division of management between units in the Company still has many unclear contents, overlapping functions and tasks, so there is a phenomenon of the same job but many units and departments manage it and there is also work that no unit or department manages...
- About the organization
The organizational model of the management apparatus of Indochina Petroleum Transport Joint Stock Company has not yet met the requirements and many tasks related to the fields and industries in the company's business strategy for the period 2021 - 2025.
The company still lacks many officers and employees with the necessary expertise and skills to meet the needs of the industry considered to be the company's key industry (sea transport) in the coming time. This causes many difficulties for management, training, and project implementation in the coming time.
Chapter 3
SOME HUMAN RESOURCE MANAGEMENT SOLUTIONS AT INDOCHINA OIL AND GAS TRANSPORT JOINT STOCK COMPANY IN THE PERIOD 2021 - 2025
3.1. Goals, development directions and strengthening of human resource management of Indochina Petroleum Transport Joint Stock Company
3.1.1. Company development direction for the period 2021 - 2025
- Office car rental sector: This business sector continues to face many difficulties and challenges due to the impact of customers and partners being forced to cut costs and reduce demand due to difficulties in production and business and the economic recession, combined with increased competition in service prices with new entrants and new non-traditional technology services, so the efficiency is not high if the old production and business management organization model is maintained. However, this is still a market where the company has advantages, has built prestige and brand, so Indochina Petroleum Transport Joint Stock Company needs to maintain its market share in this sector as it is now and can continue to exploit it effectively when strengthening and improving other management tasks.
- Service provision for CNG (transportation by tractor and tank rental): currently and in the following years, the demand for CNG gas transportation and tank rental continues to be unstable and will tend to decrease along with fierce price competition with businesses, but with the current level of assets (2 tractors and 6 composite tanks), in the coming period, Indochina Petroleum Transport Joint Stock Company will still ensure the ability to exploit and maintain existing contracts and customers.
- Ship operation business (sea transport): based on the huge demand for the sea transport market, especially the demand for domestic and international oil product/chemical transport, the selling price of ships being offered by ship owners at a low level, as well as the positive business results in the past time of the Petroleum Transportation Joint Stock Corporation and its member units operating in the field of sea transport, Indochina Petroleum Transportation Joint Stock Company has oriented to shift to the field of
Maritime transport business - is the core field of the Corporation. Accordingly, Indochina Petroleum Transport Joint Stock Company has been approved by the Corporation, the General Meeting of Shareholders and the Board of Directors of the Company with the policy of focusing all current resources on investing in oil/chemical tankers to develop the maritime transport sector.
3.1.2. The company's 5-year plan for the period 2021 - 2025
3.1.2.1. Development perspective
- Improve production and business efficiency and improve the efficiency of capital use of shareholders to develop the Company sustainably, improve competitiveness on the basis of focusing on the main business areas of owning and operating ships.
- Maintain and improve the quality and efficiency of traditional business areas with advantages.
- Ensure harmony between the economic interests of shareholders and the protection of the ecological environment.
3.1.2.2. General objectives
- Step by step invest and form a fleet of ships to develop into a strong domestic and regional shipping unit to improve production and business efficiency and capital usage efficiency.
- Achieve an average growth rate of about 31% in the period 2021 - 2025.
- Achieve an average pre-tax profit growth rate of about 161% in the period 2021 - 2025
- Dividend payment: Strive for an annual dividend of at least 5% - 10%/year or more.
3.1.2.3. Specific objectives
In the period of 2021 - 2022, the market for buying and selling ships is in a low area, the price of buying and selling ships of chemical and petroleum products is cheaper than in previous periods. Focus on existing resources, take advantage of opportunities to invest in suitable ships in the period from 2021 to gradually invest and develop the maritime transport sector. Reorganize the traditional business service segment, which is the road transport service of Indochina Petroleum Transport Joint Stock Company (PVTrans - PTT) to become competitive and effective:
- Maritime transport business
In 2021, invest in 1 oil/chemical product transport ship with a capacity of about
13,000 DWT and continue to increase the Company's charter capital to take advantage of suitable investment opportunities such as the current situation to invest in 1 more oil/chemical product transport ship with a capacity of about 13,000 - 20,000 DWT; gradually forming a fleet of oil/chemical product transport ships with a number of about 6 ships (of which the investment company owns 03 ships and rents 3 bareboat ships).
By 2025, PVTrans - PTT Company strives to become an international oil/chemical product transportation enterprise.
- Traditional service sector of road transport
Continue to maintain and effectively develop office car rental services; CNG transport services by tractor and CNG tank rental services.
The goal is to maintain the revenue level of the above service sector in the period 2021 - 2025 stable at about 100 billion VND/year.
3.2. Human resource management solutions at Indochina Petroleum Transport Joint Stock Company (PVTrans – PTT)
3.2.1. Solution for restructuring human resource management system
3.2.1.1. Basis for proposed solution
When management and operation become more difficult because the company's organizational structure is no longer suitable for the current goals. The company needs to improve and change management tools, thereby creating breakthroughs in strategy, finance and human resources. At that time, the company's leadership needs to be aware of the role and importance of restructuring the human resource management apparatus and disseminate those views to the members of the company. Restructuring must be resolutely carried out as soon as the organization has fully met the necessary conditions.
In the current context of integration and globalization, restructuring is one of the strategic orientations of rapidly growing enterprises to be proactive in production and business activities, thereby creating momentum for integration into the world, enhancing competitiveness in the domestic and international transportation market.
3.2.1.2. Solution content
In order to implement the company's business strategy and improve the specialization of specialized departments, the company needs to restructure its organization. The organizational structure chart of Indochina Petroleum Transport Joint Stock Company for the period 2021 - 2025 is shown in the following figure:
Figure 3.1: Organizational structure diagram of Indochina Petroleum Transport JSC for the period 2021 - 2025
Source: Author's suggestion
(Detailed content describing the functions and tasks of each position is described in detail in Appendix 3).
3.2.1.3. Conditions for implementing the solution
To restructure the apparatus, attention must be paid to the following contents:
- The company's labor force must comply with labor laws.
- The management must grasp the thoughts and aspirations of the employees, thereby making appropriate arrangements for the employees' job positions.
- Attention should be paid to the development process of employees in the organization.
- Human resource managers must have both heart and talent to understand and sympathize with employees.
3.2.1.4. Expected results
The goal after restructuring the human resource management apparatus is to restructure resources, rearrange departments and professional offices in a streamlined direction, select the right people in the right positions so that employees can fully develop their abilities in order to maximize resources to implement the unit's business strategy in the period of 2021 - 2025.
3.2.2. Human resource planning solutions
3.2.2.1. Basis for proposed solutions
In the current trend of business liberalization, to achieve its business goals, the company needs to rely on one of its greatest assets, which is human resources. Therefore, company leaders need to pay attention to human resource planning, one of the important contents of human resource management in the enterprise.
Dong Duong Company has not paid attention to job analysis. Specifically, the company does not have a detailed job description and job standards for each position, which will affect the training work, which is often bookish and not close to the reality of the job.
The planning work in the company's human resource management still lacks an overall strategy and human resource development as well as synchronous strategic policies and measures. There has not been a plan to forecast the development of the unit's human resources in each period.
3.2.2.2. Solution content
To do a good job of human resource planning, the company needs to do the following:
First, focus on completing the job analysis.
This is a fairly new thing for Vietnamese enterprises in general and Dong Duong company in particular. To enhance the role of job analysis, during the implementation process, specialized staff need to clearly answer the following questions:
- What is that job?
- When should it start and when should it end?
- Where is the work to be done?
- Who has to do that job?
- Why do that job?
- How should that work be done?
The above questions require that in order to conduct an accurate and effective job analysis, the specialist must identify the job name, the time it takes to perform the job, the working conditions when performing the job, the professional level, the meaning of the job, and the method of performing the job. The clearer and more accurate the requirements are, the better the job analysis will be.
In addition to answering the above questions, to best analyze a job, the following methods can be used:
- Observation method: observe how work is done in the workplace.
- Interview method: Contact and discuss with the person doing the job, with their superiors. Direct discussions allow us to collect a lot of useful information, but we must also pay attention to the honesty of the information collected.
- Method of using questionnaires: Questions are prepared in advance, printed and distributed widely to all officers and employees related to the information to be collected. It is important to note that the questions must be complete and clear but not too detailed.
- Work diary research method: Jobs are often recorded in work diaries. When analyzing, it can be based on the conditions recorded in the diary.
The above methods all have certain advantages and disadvantages. Therefore, to achieve the highest efficiency, it is necessary to combine the above methods.
An example of a job analysis for the position of Deputy Manager of Administration and Personnel is described in detail in Appendix 4.
Second, evaluate human resource capacity and from there make requirements for personnel.
One of the important steps in human resource planning is to identify