Orientation of Human Resource Development Goals at the Center for Women and Development

SUMMARY OF CHAPTER II CONTENT

Chapter 2 reflects the current human resources situation of the Center in terms of quantity, structure and quality, and at the same time points out the highlights in the work of improving the quality of human resources at the Center for Women and Development. In general, the staff and management of the Center have been improved in terms of qualifications and experience, and have always received support from the Board of Directors through training, fostering, and professional development policies.... Besides the advantages achieved, the Center's human resources still have certain shortcomings and the work of improving the quality of human resources still has some limitations and shortcomings. The Board of Directors does not have expertise in the service industry it manages, has no direction in human resources work, has not kept up with the development of the industry in general and the development of the Center in particular, and has not met the development tasks of the Center in the new period. On the other hand, the work of evaluating the quality of work and working attitude is not clear and not completely convincing. Evaluation and rewards are still equal, not encouraging. The school still lacks specific policies to recruit talented people to work, .... Based on seeing the above shortcomings in the human resource development work of the Center. In chapter 3, the author will propose some solutions that need to be completed to develop the Center's human resources, creating the premise for developing human resources to meet the development requirements in the next stage.

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CHAPTER III

SOME SOLUTIONS FOR HUMAN RESOURCE DEVELOPMENT AT THE CENTER FOR WOMEN AND DEVELOPMENT

3.1. Orientation of human resource development goals at the Center for Women and Development

3.1.1. Values that the Center for Women and Development aims for

- Professionalism: Affirm professionalism through the satisfaction of every customer.

- Solidarity - Good cooperation: Respect, share, and cooperate for a common goal on the basis of harmonizing interests, individual and collective perspectives.

- Good social relations : Willing to cooperate, expand and maintain equal and mutually beneficial relationships for the development of women.

- Responsibility : Committed to maximizing all resources to bring the best service value to customers;

- Support for community benefit : Willing to use part of the profit from the service to support the development of women in difficult circumstances for the benefit of the community.

- Sustainable development of the organization : Continuously improve capacity, innovate, create, adapt; operate with prestige, quality, and efficiency for sustainable development.

- Fairness : Ensure fairness to all customers; fairness in rights and obligations of employees.

3.1.2. Development orientation and goals of the Women's and Development Center to 2025.

Investment orientation

Invest in renovating facilities in a modern and synchronous manner to suit customer tastes.

Providing accommodation, catering, conference and seminar services with 3-star international quality.

Aiming to become a social enterprise that provides both business and social services.

Promote the promotion and sale of products and services on cyberspace and at domestic and international tourism fairs.

Complete the management system through existing specialized hotel, restaurant, warehouse and material management software.

Building an information exchange system, sharing internal data through the network

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Orientation on human resource development

Build a team of managers and employees with sufficient quantity and good expertise.

Subject, steadfast in political ideology, exemplary in morality, clean in lifestyle, cultured, intelligent, knowledgeable and practical ability to meet job requirements in the coming time.

Expand cooperation with training institutions specializing in restaurant and hotel services to build and design separate training courses in a modern direction, ensuring basic, practical approaches to science and technology, meeting social needs and the development orientation of the Center.

Develop and complete the job placement project and submit it to the Central Committee of the Vietnam Women's Union for approval.

Recruit and assign human resources with good professional qualifications, good moral qualities, good health, self-control, love for the job, and commitment to the Center.

The specific goals and orientations of the School regarding human resources in the coming time are:

100% of the Board of Directors have basic knowledge of business and hotel and restaurant service management.

100% of the management staff have primary political theory qualifications or higher, 100% of department heads and deputy heads have university degrees in the right major.

Standardize and improve the quality of human resource recruitment; Improve the efficiency of labor arrangement and use; Innovate the work of appointing and using cadres; Focus on training experts with specialized expertise; Develop policies and measures to attract highly qualified workers to work at the Center.

The organization plans to develop human resource training in the organization to improve the capacity and level of management, operation, foreign language proficiency and especially the understanding of the culture of countries participating in the Vietnamese market and foreign markets where Vietnamese enterprises have new investment directions. This requires the training and development of human resources in organizations and enterprises to pay attention to training to improve this knowledge and skills so that the organization can integrate and participate in the market in the conditions of an internationally integrated economy.

Promote propaganda work to help employees understand the opportunities and challenges of the organization in the context of economic globalization. Organizations that want to survive and develop in the current economic conditions depend heavily on the labor force. Therefore, employees must understand change, accept and support change to promote the development of the organization, thereby contributing to maintaining and developing the organization in a highly competitive environment.

3.2. Some solutions for human resource development at the Center for Women and Development.

3.2.1 Human resource planning towards a labor structure suitable for development needs

Human resource planning is the process of assessing and determining human resource needs to meet the organization's work goals and developing labor plans to meet those needs. Therefore, systematic, scientific and accurate human resource planning is a prerequisite solution to improve the quality of human resources and solutions to ensure that the Center's human resources are sufficient in quantity and suitable for the structure.

Accurate human resource planning requires complete collection of information:

Board of Directors

Information on the Center's production and business development plans. What are the goals for completing those plans? Does the Center's current workforce meet those goals? Employee performance and labor productivity growth trends in the coming time?

Information on the current state of the Center's facilities and equipment? What types of equipment and tools will be invested in the future? How should the level of human resources be improved to meet customer needs?

Information on signed services? Center's measures on human resources?

Workers

Information on the number of retired workers, the number of workers promoted and transferred to new positions in the coming time. The number of workers absent from the Center, how long they are absent, and for what period of time (female workers on maternity leave, workers sent to long-term concentrated classes, etc.)

External environment:

Information on changes in policies and laws related to labor management and use, and the business environment of organizations, managers must quickly grasp this information to proactively adjust issues related to human resources. Based on the information collected, forecast future human resource needs and compare with the current human resource status in the organization. From here, determine whether the Center's human resources are surplus or shortage, propose solutions to increase or decrease human resources. Make an implementation plan suitable for the business, identify issues: recruiting employees, rearranging departmental personnel, or training employees... In the coming time, the Center needs to gradually reduce the number of redundant, poor-quality, and unqualified workers, while increasing the recruitment of new qualified workers to contribute to rejuvenating the workforce and rapidly improving the quality of human resources. It is necessary to strongly develop the business and technical workforce. Plan a reasonable ratio between the number of university graduates, professional secondary school graduates and graduates of vocational schools, majoring in hotel and restaurant services and the reasonable ratio between the number of people with other specialized occupations to have a more reasonable human resource structure to serve the development needs of the center.

3.2.2. Implement well the work of recruiting, using and evaluating human resources

3.2.2.1. Recruitment

To overcome the limitations and shortcomings in recent years, in order to improve the quality of human resources. The recruitment work of the Center must fully implement the principle of equality in examinations and selection, ensuring fairness, democracy, and transparency with clear conditions and standards. Along with that, the following measures must be implemented:

+ Diversify recruitment sources, pay attention to exploiting and creating conditions for using internal recruitment sources, these are people who are working in the Center, have understood the Center as well as the coordination process, they only need to get acquainted with the new job without having to spend time learning about the Center, getting acquainted with the working environment in the Center. This makes the number of employees may not increase but reduces the costs related to new recruitment. At the same time, promotion is a form of internal recruitment, motivating everyone to strive more for the opportunity to advance. Internal human resources of the enterprise have the opportunity to change positions and jobs but not far from the trained expertise to avoid boredom. The Center has the opportunity to evaluate the capacity of employees, the opportunity to rearrange the organizational structure to suit the new business situation. In case the human resources within the enterprise are not enough or not suitable for the expertise and job requirements, the Center can recruit from external sources. For external recruitment sources, the Company should combine the use of recruitment methods to find candidates such as: participating in job fairs (thereby both finding people and promoting the company's image), or going to schools and specialized training facilities to select good candidates, with good academic results at training schools suitable for the recruited positions, can arrange a certain budget to award scholarships or support these candidates to attract or bind them to work for the Center in the future with the condition that they must work for the Center for a minimum period of 2 years or a certain period of time depending on each job position.

Recruitment information Provide complete recruitment information and promote the information as widely as possible. It is necessary to attract the attention of employees and candidates, first of all, to make as many people as possible aware of the recruitment information. Post information on specialized forums, job websites, and free websites to spread the company's recruitment information. The content of the recruitment notice should include:

 Brief introduction about the company

 Number of vacancies

 V vacancy

 Job content (job description)

 Working time

 benefits (salary, benefits, opportunities at the company)

 Requirements: degree, professional qualifications, experience...

 Accompanying notes (if any) such as: Unsuccessful applications will not be returned... The announcement must be complete and concise to increase the spread of the announcement.

Challenges of human resource recruitment process in the current period

now:

Vietnam is considered to be in a period of "golden population" which is a favorable condition for

recruitment work of organizations and enterprises. However, because of the abundant labor force, the labor market is only interested in the quantity of human resources. The quality of human resources is mainly concerned with the level of training, training place, training time, training form, but less concerned with the actual working ability of human resources such as solving work, skills and hidden potential of human resources. In particular, labor recruitment activities are greatly influenced by other social relationships. In addition to paying attention to degrees and places of granting degrees, in terms of form, there are still organizations and enterprises that organize recruitment widely and publicly on all media, but there are still many organizations and enterprises that organize recruitment that are not public and are affected by relationships.

The relationship is complicated by the factors of relatives and family acquaintance. This greatly affects the quality of recruitment and the quality of human resources. These are common challenges in organizations and businesses in general and in the Center for Women and Development in particular. Therefore, in order to find quality human resources, the Center's recruitment work must really pay attention to the quality of recruitment. The Center needs to publicly announce the job requirements so that candidates can consider their ability to meet the job requirements. Resolutely avoid the phenomenon of favoritism and personal feelings.

3.2.2.2. Use of labor

Whether the work of the employees is effective and brings efficiency to the Center or not depends largely on the arrangement of human resources. In addition to arranging the use of labor suitable to the training expertise, the Center also needs to have a policy of rotating tasks and rotating jobs.

3.2.2.3. Human resource assessment

Human resource assessment is the most important step that always exists in all organizations and is the basis for paying salaries to human resources. At the same time, the assessment results help managers and the Board of Directors in the organization make the right decisions about transfers, training and development, discipline, etc. Therefore, it is very necessary to do well the following tasks:

Selecting the evaluator: The evaluator plays a decisive and very important role, directly affecting the results of the job performance evaluation. Based on theoretical and practical foundations, in the work of evaluating the results of the work performance of human resources, the direct leader and the human resources themselves should evaluate the results of the work performance of the human resources and let the human resources evaluate their direct managers, only then can the relationship between superiors and subordinates be improved, creating a comfortable and equal working environment in the Center.

Building a feedback system on performance evaluation results: This is a measure to help employees recognize their shortcomings and at the same time help them compare with the work results of other employees to try harder at work.

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