Objective of Improving the Quality of Middle Managers in May 10

Fourth, improving the quality of mid-level NQTs must ensure diversity.

The increase in the proportion of female mid-level managers, the increase in the number of temporary mid-level managers, the job transfer status of experienced mid-level managers, the change in values... these will change the composition of mid-level managers at May 10, leading to the formation of a diverse mid-level manager resource and diverse management methods in the factories and departments in the company. The diverse management of the mid-level manager team is understood as a strategic organizational approach to develop and improve the quality of diverse mid-level managers, change the corporate culture and empower mid-level managers. The company's leadership will re-evaluate the structure and resolve based on the perspective of equal opportunity for all mid-level managers.

Fifth, improving the quality of mid-level managers must ensure competitiveness.

Competition in the 4.0 era is a competition for human resources. When a business owns a team of mid-level NQTs with extensive experience and high professional qualifications, it will be able to develop sustainable relationships with sharp and sharp thinking. Improving the quality of mid-level NQTs is also creating a competitive advantage from training and developing this team. Any business with a good team of mid-level NQTs, quickly responding to the changing needs of technology, using technology to solve problems of increasing labor productivity, products that best meet customer requirements... will win in competition.

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3.2.2. Objectives to improve the quality of middle managers in May 10

The goal of improving the quality of mid-level NQTs is to ensure that they are consistent with the general development and direction of the Board of Directors. Invest appropriately in training and developing mid-level NQTs. To create an effective team of mid-level NQTs, managers must know how to use and manage them according to established plans. Regularly evaluate the working capacity of mid-level NQTs through work results and competitions in terms of professional skills, achievements, creativity, and contributions to the organization. Specific goals of improving the quality of mid-level NQTs are as follows:

3.2.2.1 General objectives

Improve the quality of mid-level human resources with good moral qualities, professional knowledge and skills, and management skills to meet the requirements of assigned tasks, ensure a reasonable structure, and meet the development requirements of May 10 to grow stronger and stronger, on par with the position of a Top 1 garment export enterprise in the country.

3.2.2.2 Specific objectives

To meet the requirements of improving the quality of mid-level NQTs, May 10 aims at the following specific goals: building a working position as a premise and basis for effectively managing and using mid-level NQTs; amending and perfecting the regulations on assessing the capacity of management staff as a basis for paying salaries, rewards and discipline in accordance with the regulations of the State and May 10. In addition, creating motivation for mid-level NQTs to improve and enhance their expertise and professionalism.

In training and developing mid-level managers: equipping and supplementing social knowledge, professional expertise, foreign languages and management, improving skills and methods to perform assigned tasks to build a team of mid-level managers who are proficient in professional expertise, have good qualifications and good expertise.

Improve foreign language skills for middle managers to enhance communication skills, access new technology and techniques, and research foreign documents in specialized fields.

Equip and improve knowledge about international integration for mid-level managers in the current new situation. Train, foster and develop mid-level managers, especially building a successor team, gradually replacing and supplementing the predecessor team. This successor team will be the core team, capable of absorbing and applying as well as transferring advanced skills and knowledge in the field of garment processing technology to the practical conditions of May 10.

Health care: continue to coordinate with the Union to notify and organize medical examination and treatment for mid-level employees twice a year to promptly detect and treat diseases to improve health and detect early signs of disease.

Organize fun, entertainment, and vacation activities in groups that suit individual interests so that mid-level managers have the opportunity to relax, socialize, and become more united.

3.3. Proposed solutions to improve the quality of middle managers at May 10 Corporation

3.3.1. Middle management planning in accordance with the actual context

With fierce competition in the management labor market, if the company's leadership has not yet solved the problem of acquiring and retaining talented mid-level NQTs, the company will face difficulties during the Covid pandemic in the period of 2018-2020. To solve this problem, and at the same time turn it into an advantage to open up the potential to attract mid-level NQTs, the Corporation is forced to find a common answer called "planning to manage mid-level NQTs". The Corporation's leadership needs to establish an effective policy framework to deal with the pandemic.

The Vietnamese Government has begun to introduce and implement policy packages to stimulate the economy, support businesses, jobs and incomes. The support package through the new Government Resolution is consistent with the ILO recommendations at the global level for a broad and coordinated policy response to COVID-19, including: stimulating the economy and employment; supporting businesses, jobs and incomes; and protecting workers in the workplace. This policy framework will help strengthen the post-COVID-19 recovery by minimizing the negative impacts on people as well as the potential for future economic growth.

In 2020, society used the concept of "new normal" to refer to a series of changes in all aspects of life that people had to get used to during the Covid-19 pandemic. As for "new normal at May 10", it means that if previously plans were made quarterly, monthly, or even for the whole year, now plans can change every day, every hour depending on actual developments. The first thing the Corporation needs to do is to structure the mid-level NQT function. When analyzing the functional structure, the leadership will know whether the current structure is stable or not, and what departments and positions need to be cleaned up.

Even eliminate deputy positions for middle management positions that do not necessarily need deputies.

In the process of structuring the functions of mid-level NQT, the following should be noted:

Firstly , in the current situation where the Covid epidemic is severely affecting the Corporation, it is likely that the Corporation will have to lay off more employees, including mid-level managers - something that businesses have begun to see. If there are no measures to control this, this will aggravate the social crisis, leading to the whole system going down. The important thing to do is to focus on maintaining employment, implementing measures to retain employees and protecting the health of employees by assigning work that ensures health. This will help slow down and minimize the shock from the employment crisis. To do that, it is important to organize a dialogue between the leadership and all employees in the Corporation to find a way to gradually adjust employment, working hours and wages, based on consensus. Dialogue can create trust and confidence in the policies and measures that the Corporation implements to minimize the possibility of social instability. That will help the economy recover when COVID-19 is under control. For example, rotating the workforce on a daily basis can help both retain employees and practice social distancing. Or the corporation can divide the work shifts, for example, some workers start at 7am, others at 11am, and the rest start at 3pm. This can ensure social distancing not only within all factories but also on the streets, since employees need to travel to and from work.

Second , after the Covid epidemic is controlled, the TCHC department needs to analyze the strengths and weaknesses of the mid-level NQT team at the corporation, answering questions such as: What must be done to achieve what is needed?; How can we achieve those human resource figures? It is necessary to analyze the resources corresponding to the mid-level NQT human resources: how much does it cost to have a mid-level NQT force to serve the strategy?

During the pandemic, thanks to change management solutions, May 10 quickly shifted to producing masks to serve domestic and export orders. The period from April to September was the peak time for the shortage of middle management personnel, and the leadership needed to have solutions to overcome the shortage of personnel.

There are many solutions to overcome the shortage of middle-level management human resources. The problem is that the company decides which solution depends on the specific circumstances of the company. At this time, the Corporation needs a larger team of middle-level managers in the marketing, research and production, design departments, etc., so right from the planning of the new business strategy, the human resources department must also plan human resources to recruit more management teams, especially middle-level managers to meet the work requirements. Thus, the new business strategy will be implemented smoothly, promoting the resources of the enterprise. Those solutions are:

- Adjusting salary policy to be highly stimulating.

- Improve working conditions to increase performance.

- Develop training and coaching systems, promote to motivate employees.

- Adjusting the ambitions of the Corporation

In addition, the TCHC department must also have a good relationship with other departments in the Corporation to be able to grasp the working capacity of mid-level managers, thereby being able to make the most objective and suitable personnel plans for the mid-level managers position.

3.3.2. Improve recruitment quality for middle managers

To improve the quality of mid-level NQTs, selecting mid-level NQTs is a very important step. Therefore, recruiting mid-level NQTs must be in accordance with the requirements.

To do this, the Corporation needs to implement synchronous measures:

Measure 1: Thoroughly apply regulations on standardizing mid-level NQT positions, ensuring the set goal of building a team of mid-level NQTs.

Selection criteria are based on five basic contents: Attitude, Personality, Work Experience, Appearance and Communication Skills . In which, the attitude, qualities and personality of mid-level managers (moral qualities and inquisitiveness, enthusiasm) are indispensable criteria for each mid-level management position. Once the selection criteria and standards are in place, the staff in charge of recruitment will proceed to find candidates through various sources. From within the Corporation through introductions, advertisements in newspapers, television, through job introduction centers, universities, training centers or through relationships with the human resources department of other reputable units and companies... And carry out the necessary steps in the recruitment process.

Measure 2: Develop specific measures to train and supplement mid-level NQTs in a timely manner. In particular, employees should be encouraged to use their networks to fill vacant positions, and attractive rewards should be offered so that recruiters feel that their time and effort are valuable.

Measure 3: Harmoniously combine the forms of selecting mid-level NQTs with the aim of building a mid-level NQT team with sufficient capacity, qualifications and effective operation.

The source of new mid-level NQTs is often taken from within the Corporation, so it is necessary to regularly evaluate, plan, train and develop the mid-level NQTs from the existing labor force. Every year, mid-level NQTs are regularly introduced to the Corporation. These introduced subjects will be given the opportunity to access management tasks step by step from low to high, and will be gradually trained and supplemented in other management aspects such as knowledge of law, economics, management and labor organization, and political theory level.

The second source of staff is to directly recruit people with middle management experience from outside through examinations or referrals. When the market is short of talent, selecting high-quality middle-level managers requires marketing if you want to attract and retain good people. To do so, you need to pay attention to the wishes of candidates and change the perspective of "Employer - Candidate" to "Employer - Customer", that is, consider candidates as customers. The long-term strategy for developing middle-level managers must start from the root, from the recruitment, training, retention and development stages.

Human resources. A human resource policy that is appropriate to the circumstances of the Corporation, such as creating a description of each recruitment position, clearly defining the mandatory requirements and priority criteria that must be, must have and should have in candidates. When recruiting new people, it is necessary to pay attention to integrating into the company culture from welcoming to providing information about the company, work, responsibilities, promotion, etc. for new mid-level managers. This solution helps to select good mid-level managers and expand more. If only one person is satisfied, they will be willing to introduce and promote the image of the Corporation.

In addition, the Corporation needs to pay attention to carefully selecting human resources staff, requiring them to graduate from a major in human resource management at a regular school, or have a professional degree with a fair level or higher, and have good professional knowledge and foreign language skills to update information and apply appropriately to the company.

3.3.3. Perfecting the arrangement and use of middle-level managers

Recruiting talented and competent mid-level managers is already a difficult task, but arranging effective mid-level managers is not an easy task. As analyzed in the current situation, the arrangement of mid-level managers at the Corporation in the past has still been unreasonable. Therefore, the Corporation should take measures to adjust to have a more reasonable mid-level management personnel structure.

Measure 1: Reasonable adjustment of middle management personnel structure

The senior manager who directly manages needs to grasp the personality of each middle-level manager in his department, learn about the strengths, weaknesses, etc. of the subordinates. For example, understanding the adaptability, situational thinking, professional skills, etc. This is an effective method if the senior manager is looking to build a team of capable middle-level staff. Thereby, arranging them in the right job to maximize their strengths. This is also a basic principle of personnel recruitment for all business managers or those who do recruitment work.

In fact, the average age of middle-level managers in the Corporation is quite high, so the need to rejuvenate the management team is very necessary. To do this, the Corporation needs to implement the following solutions:

- Actively recruit more young and capable workers.

- Preferential investment for promising young workers.

- Encourage those who are of age or do not have the capacity to retire or retire.

Measure 2: Arrange middle managers to ensure personal development.

The arrangement of mid-level managers must be in accordance with each person's expertise. Each person has a different expertise. No one can do a job that is not in line with their strengths. Then each mid-level manager will feel excited because they can do what they love and are passionate about. However, when using mid-level managers, senior managers need to use an analytical and evaluation method to consider which areas of expertise they excel in and are most useful to the Corporation. From there, arrange and use mid-level managers in the jobs in which they have the best expertise and can bring the most efficiency.

Measure 3: Based on the psychology of each middle manager, create effective working groups.

Most of the work in the garment industry will be solved based on the coordination of departments or teams. Therefore, the ability to work in a team is extremely important. Understanding the personality traits of each mid-level NQT is the basis for building a successful team. When there is good cooperation, the small teams led by them will build a powerful collective. When selecting and arranging mid-level NQTs, they should have the same working style, similar personalities, and a comfortable mentality towards superiors and subordinates, to create effective working groups, bringing good overall results.

Measure 4: Help new middle managers quickly integrate into the corporate culture.

Specifically by doing the following:

- Explain to new mid-level managers the values, vision and development goals of the Corporation;

- To involve mid-level managers in discussions about the Corporation's values, vision and development goals.