Human resource development of Vietnam Electricity Group

The university level of these two groups in EVN is also not lower. This rate in EGAT is 29.18% [82]).

Figure 2.6: EVN's human resources structure by training level in 2009

Source: [37], [39].

It is clear that the current structure of EVN's human resources by level is still strongly influenced by personal aspirations and the psychology of "degrees". People with high degrees in training (university, doctorate, master's) often have good working positions. In addition, the salary and treatment regime is still giving more priority to the management workforce than the direct labor force in electricity production and business, which also contributes to the rapid increase in the number of university-level human resources in recent times.

Regarding other types of structures, the gender structure shows that the number of female workers always accounts for 19.42%, of which the highest rate is in the management and general administration sector with nearly 22%. The lowest rate of female workers is in the TTĐ companies sector, about 9%. This is a rate quite similar to the Power Companies in APUA.

According to job position, the data of NNL in 4 groups: leaders - managers, indirect employees, direct technical staff and service staff in 2009 showed that the group of leaders - managers accounted for over 10%, the indirect staff accounted for about 22%, the number of direct technical staff accounted for less than 60% [36], [39]; service staff and workers accounted for 8%. Thus, the number of indirect and service workers accounted for nearly 40%.

In terms of age, EVN's human resources have an average age of 31, of which those under 30 years old account for 35.76%, those from 30 to 39 years old account for 33.04%, those from 40 to 49 years old account for 21.55%, and those from 50 years old and above account for only 9.65%. The structure of EVN's human resources by age in 2009 is shown in Figure 2.7. This is a very young labor structure compared to the Power Companies in APUA. The human resources of PLN, Indonesia had an average age of 44 in 2006 and are expected to reach around 40 years old by 2010 [89]).

Figure 2.7: EVN's human resources structure by age in 2009

Source: [39].

On human resource quality:

The quality of EVN's human resources is assessed through the ability to perform tasks in all positions in electricity production and business. The ability to perform depends on the understanding of technical knowledge, the skills to solve daily tasks of employees in positions in the indirect management area, the operational skills of the operating staff and especially depends on their attitude and working style.

The results of studies on human resources in EVN's power production and business units from 2005 onwards [1], [33], [36], [48] and the results of surveys and assessments of technical training needs of the JICA-EVN Project [51] show the following general observations:

- Indirect and managerial human resources at level 2 units and leaders of affiliated units generally receive basic initial training. Most managers and technical experts graduate from universities and colleges.

However, compared to other power companies in the ASEAN region, this force at EVN has low capacity, especially weak in working skills and other soft skills such as English, IT and lack of professionalism in performing tasks;

- For human resources in the units directly involved in electricity production and business, the majority of the human resources in key positions meet the requirements for qualifications. However, compared with the requirements of each typical power system operating human resource position stated in Section 1.2.3 in Chapter 1 and the list of "responsibilities and capacity requirements of key operating positions in the electricity industry" presented in Appendix 1, the weakness of human resources is the implementation skills and limitations in in-depth knowledge of CMKT as well as new technology equipment.

In electricity production and business, direct operating personnel play an important role, determining labor productivity and the quality of power system operation. However, a recent study to assess the technical level of the electricity industry shows that "the majority of direct operating personnel, after many years of work, still have elementary level of understanding" [1]. In reality, a large number of personnel are classified as skilled workers but their understanding and theoretical knowledge are very limited, only equivalent to elementary level.

The results of the survey conducted by the author and the research team in 2009 (see Appendix 9) show that: the existing human resource skills are only average to good compared to the requirements of each job position. While the use of English and IT tools has become popular among human resources in APUA, the results of the author's quick survey using expert methods in August 2009 showed that: the number of people who can use English for work is only about 1.8%, of which the number of people who use it fluently accounts for less than 0.5% in the whole Group. The rate of regular use of IT is about 25%, but the number of people who use it fluently to improve their working capacity is estimated to be less than 18%.

On the organization and management apparatus of human resource development:

Deputy General Director of Production, Science and Technology, Investment and Development

Group CEO

Deputy General Director of Finance & Payroll

The organizational chart and management apparatus for human resource development of EVN are presented in Figure 2.8. With a large scale of human resources and a multi-level management apparatus, the organizational model for human resource management and human resource development at EVN is a mixed online and functional model.

Level 3 Unit Director

Training and development	Organization	Staff	Wage labor
Organizing and Personnel Committee

Maybe you are interested!

Deputy General Director/Deputy Director of Engineering & Development

General Director/Director of Level 2 Unit

Train	Labor Union	TCCB
Department of Labor and Social Affairs

Note :

: Command and control relationship; : Professional guidance

Figure 2.8: Organizational chart of training and development management at EVN

Regarding the management apparatus at the parent company: assisting the General Director (GD) is a Deputy General Director of Production and Science and Technology who concurrently directs the work of human resource development; the Organization and Human Resources Department (TC&NS) has a Department of Training and Human Resource Development (DTPT) to advise the General Director in management and directly implement training and development of staff positions under the management of the parent company.

At the level 2 unit, assisting the Director is a Deputy Technical Production Director who is also in charge of directing training and development. The function of advising and being the focal point for implementing human resource development is assigned to the Personnel Organization Department.

labor (TCCB&LĐ) including the Training Department. At level 3 units, there is a Deputy Technical Director who is also in charge of training. The administrative department (or general department) advises the leaders and directly implements training and fostering work. At the grassroots unit (workshop, district electricity branch), the unit head directly manages training work and usually has a general staff to assist in labor management and training and fostering implementation at the unit.

In management, the division of functions and tasks and regulations on management and implementation of human resource development play an important role. At the parent company

- The Group and level 2 units have regulations on the functions and tasks of departments. The advisory function in managing and implementing human resource development is assigned to the Personnel and Personnel Department and the Personnel and Labor Departments. However, in units from level 3 and below, human resource management and training do not have specialized personnel for human resource development. It can be said that in these units, the regulations on functions and tasks in human resource development have not been clearly defined and announced.

The management of human resource development work in the whole EVN is currently mainly based on the Human Resource Development Training Regulation of the Group issued in 2008. The Regulation has stipulated in principle the contents of: responsibilities and powers between management levels, requirements for planning, planning and organization of training and development. The vertical coordination mechanism between units at all levels is regulated, including regulations on the annual training costs of affiliated units, according to which units are allowed to use from 1.5% to 5% of salary funds for training.

However, the development and promulgation of regulations on management and implementation of human resource development in level 2 units and the clear definition of tasks and roles of departments in horizontal coordination to implement human resource development in EVN have not been given due attention. Survey results on the current status of work

The author's study on human resource development at EVN (see Appendix 9) shows that: except for Power Transmission Company 1 and some Power Corporations that have training processes for newly recruited workers and technicians, the remaining units do not have a complete system of policies and regulations on training and developing human resources.

2.2.2 Human resource development planning

At the parent company - the Group and Vietnam Electricity Corporation, a number of activities related to the planning of human resource development have been carried out in the past, including the development of long-term plans and plans for human resource development. In the past 3 years, this work has had a number of main activities as follows:

- Ireland International Consulting Company - ESBI has performed the consulting contract "to establish a master plan for human resource training and development" for Vietnam Electricity Corporation in 2003. The consultant's report provides recommendations on the current state of human resources, key areas and subjects that need to be focused on training [48]. The planning results have not been implemented, but the consultant's report and assessments are a valuable reference document in proposing strategies and solutions for human resource development at EVN.

- In 2008, the Group's human resource training and development plan for the period 2008-2010, with a projected target of 2015, was developed and approved. The plan had a large budget (over 1,000 billion VND) with assessments and solutions to improve the quality of existing human resources and indicated a number of courses for specific subjects [36, p.45]. However, this plan prioritized multi-industry business areas and management human resources without focusing on the direct electricity production and business force.

Apart from these two reports, the Group has not conducted any research and implementation activities on comprehensive human resource development training planning. The development of annual human resource development plans at the parent company and its units is carried out together with the production and business plan.

The work of building a human resource development plan at EVN has the following outstanding characteristics:

- Regarding the process and implementation basis:

The human resource development plan is built annually according to the human resource development training regulations issued by the Group in 2008. At the end of each year, the units build and report to the Group the training and development plan for the following year. The Group approves the plans of the affiliated units, public service units, parent company agencies and approves the training plans of the subsidiaries. The plan includes the following contents: name of the course or program, number of people trained, time, location of organization and estimated implementation budget.

At the parent company, the planning is implemented based on the strategy, the electricity production and business development plan of the Group and the results of the overall assessment of the training requirements of the Group in the main areas. At the units, the plan is built on the basis of a quick assessment using the forecasting method based on experience and registration statistics from the departments. The author's survey results at the units (see summary in Appendix 9) show that the training needs are synthesized from statistical results according to the fields requiring training, the names and number of registrants of the departments. Therefore, the plan is not based on the analysis of existing human resources to assess training needs and is also greatly influenced by personal wishes.

According to regulations, the human resource development plan of EVN and its units is built on the human resource development strategy and planning. However, the implementation shows that in the units and even in the parent company, this is difficult to achieve. The reason is that the human resource development strategy and planning have not been built, and the current human resource assessment activities have not yet provided the capacity requirements for job positions as well as the human resource structure.

- About content:

The human resource development plan at level 2 units and affiliated units is mainly a new training plan for power projects that are about to be put into operation, so it is compiled from reports of the basic units. The current human resource training and development plan includes training to upgrade workers, maintain the level of workers according to the term and some training courses on technical knowledge. In general, the units do not perform the capacity analysis step, assess training needs but mainly base on records. The plan is built as a result of synthesizing the number of people who need to participate in specific courses without determining the "gap" in capacity of the job positions compared to the requirements. Therefore, the human resource development plan lacks the required content and the level of capacity that needs to be improved for the job positions.

In level 3 units and grassroots units, forecasting the demand for human resource development in planning is still formal and administrative and not close to the job requirements according to the capacity of the working positions. The most obvious manifestation is that the units do not conduct job analysis, do not collect personal information and do not assess training needs to forecast capacity requirements and assess the current capacity of human resources. Most of the grassroots units under level 3 units do not organize the development of annual training and development plans.

Due to the lack of long-term strategies and plans, the human resource development plan of the Group and its units has not mentioned solutions, implementation measures and implementation conditions. In particular, the orientation of human resource development, in which the content of forecasting a reasonable human resource structure is rarely mentioned. In the EVN human resource training and development plan for the period 2008-2010, it is expected that by 2015, attention will be paid to the trend of increasing highly qualified human resources according to wishes without being closely linked to the requirements of work performance. In the forecast of human resource structure by level by 2015, the number of human resources with university degrees is over 42%, while technical workers account for about 37%.

Human resource development of Vietnam Electricity Group - 13

Comment