Physical Health Care for Workers

techniques and technology, ensuring that the business has a good workforce, successfully completes its goals and can stand firm in a competitive environment.

To improve the quality of human resources through this activity, managers need to:

- Determine training goals: Improve technical expertise, education level, improve skills, ability to meet production lines, improve supporting skills, etc.

- Develop a training plan: Training and development work must be carried out based on the organization's training plan (monthly, quarterly).

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- Develop training content: Closely follow the business production orientation of the enterprise and the actual work situation.

- Identify training subjects with the goal of training the right people, in the right field, avoiding economic waste.

- Determine training costs: Depending on the training content and training form, there will be different costs (the cost level is approved by the Branch Management Board). There is a mechanism to encourage and stimulate employees to continuously improve their qualifications through training and self-training.

- Training quality assessment: Assessing training quality to draw lessons or experiences for future courses.

Through training activities, it also helps to improve the quality of qualities, ethics and working style, improve the culture of behavior, build professionalism for workers, thereby helping workers to work with a plan, have a sense of responsibility, and be dedicated to their work. Continuously learn to improve professional knowledge, good discipline, and know how to communicate and behave.

Human resource development through planning and labor arrangement,

Rotate workers to suitable job positions, motivating workers to strive to improve their professional qualifications to meet the targeted positions.

1.3.5. Physical health care for workers

Physical health is generally expressed as physical comfort and well-being, showing flexibility, endurance, agility, resistance to diseases and adverse factors caused by the social environment. Science has shown that when workers are in poor health and fall into a state of fatigue, it can lead to negative consequences such as: reduced productivity, loss of concentration, frequent mistakes, etc.

To improve the health of employees, each enterprise needs to increase activities such as conducting periodic health check-ups to prevent diseases, having a good diet, organizing physical activities and sports. According to the provisions of Circular No. 14/2013/TT-BYT dated May 6, 2013 of the Ministry of Health, agencies and enterprises need to organize periodic health check-ups for employees at least once a year and once every 6 months for heavy, toxic and dangerous jobs. Organizing periodic health check-ups for employees will be an effective method for employees to be attached and enthusiastic to the enterprise, helping business owners to recognize their health level, thereby regulating work appropriately. In addition, periodic health check-ups are also similar to a collective activity, indirectly enhancing internal solidarity.

In addition to improving the quality of human resources through periodic health check-ups, there are other activities such as promoting physical education and sports, scientific working and living styles, always applying safety and hygiene procedures, mastering the psychology of work, and taking better care of the spiritual life of workers.

1.3.6. Rationalizing human resource structure

Along with developing human resources in terms of quantity and quality, enterprises also need to build a reasonable human resource structure suitable for the characteristics of their enterprises. A reasonable human resource structure is a structure that is suitable for the production and business structure and reflects the level of organization and management, the level of advanced science and technology. This can be recognized in the level of labor use at each stage and each stage of production and business. The level of use depends on labor productivity, so it is necessary to evaluate labor productivity and forecast the increase for each stage and each field of operation of the organization. The appropriateness of the number of workers not only ensures the achievement of production plans but also helps enterprises use labor costs reasonably and control labor productivity.

Rationalizing the human resource structure is an indispensable factor when evaluating the quality of a business's human resources. It is reflected in many aspects such as: Reasonable structure of age, gender, professional qualifications, etc. A business with a suitable structure is one that has a reasonable arrangement in each industry, each field, and job for all of the above criteria.

1.4. Factors affecting the quality of human resources in enterprises

1.4.1. Internal factors of the enterprise

1.4.1.1. Business leaders' views

For each organization, the leadership's perspective will determine the issue of human resource development of that organization. If the leadership recognizes the values that high-quality human resources bring and has a suitable investment mechanism, the development of human resources in the organization will be more effective, there will be more opportunities to build a strong organization. On the contrary, if any unit does not recognize the importance of human resources in the organization

If an organization cannot create benefits to attract and retain talent, it means that it cannot develop sustainably and stably.

1.4.1.2. Financial capacity of the enterprise

Improving the quality of human resources is an essential need for every business. However, all activities and decisions regarding human resources must be based on the actual financial situation of the business. It is impossible to require businesses to improve the quality of human resources when the cost is too high compared to the business's ability to pay. Businesses with good financial status can build a preferential treatment regime compared to other businesses to attract talent.

1.4.1.3. Human resource management staff

The size of the human resource management department varies depending on the size of the enterprise. The larger the enterprise, the more the human resource management department must be strengthened, divided into many specialized departments, under the authority of the Department Head or Department Director.

The actual capacity of human resources staff in the enterprise is also an important factor affecting the improvement of human resource quality. They are the ones who directly carry out activities related to human resources. Therefore, if the level of human resources staff in the enterprise is highly specialized and has good capacity, human resources activities will be highly effective, thereby improving the quality of human resources.

1.4.1.4. Labor treatment policy

Compensation policy is the most important factor in maintaining and developing a quality workforce compared to other businesses. Compensation policy is a topic of great interest in the context that human resources are the most basic production factor of businesses today.

Compensation policies are implemented through two basic forms: financial compensation and non-financial compensation. Financial compensation in enterprises is a form of compensation implemented through financial instruments, including many different types such as salary, bonus, allowance, subsidy, shares... Non-financial compensation is implemented through two forms: compensation through work and through the working environment to meet the increasingly high and diverse spiritual needs of employees such as joy in life, interest, passion for work, communication with people...

The remuneration policy has a decisive influence on the choice of employment, the performance of employees, the quality of products and services, the performance and reputation of the enterprise. The most basic goal of the remuneration policy is to attract qualified human resources suitable for the job requirements, retain and motivate human resources in the enterprise to achieve the best working results. To do so, the remuneration policy needs to ensure a satisfactory remuneration system, which has the effect of stimulating labor, is fair to the outside and fair to the inside, must ensure monthly predictability and must be feasible.

1.4.1.5. Organizational culture

Culture is not expressed in the tangible form of matter, but all matter represents and expresses cultural aspects. It is difficult to name specifically what culture is, because culture is the intangible asset value of a business or organization, and is the concepts expressed in living and thinking habits, governing human behavior and emotions. A business is a collection of many people, so corporate culture is a product of human behavior in the organization and with related subjects.

Corporate culture has a very important position and role in the development of a business. Any business that lacks cultural elements,

Without language, documents, information in general called cultural knowledge, it is difficult for a business to stand firm and survive.

1.4.2. Group of factors outside the enterprise

1.4.2.1. Development of science and technology

In the current stage of economic integration, the competition for survival among enterprises is very fierce, the participation of foreign-invested enterprises has led to a race in production technology. Therefore, the criteria set for those who perform the work are also raised accordingly. The more science and technology develop, the higher the level of workers must be. And if the enterprise does not have good human resources, it has fallen one step behind other enterprises.

1.4.2.2. Vietnam's human resource development strategy

High-quality human resources are people who have been invested in development, have skills, knowledge, expertise, experience, creativity or in other words, it is the ability of human resources to perform. This ability can only be obtained through education and training and experience accumulation during the working process. However, even this experience accumulation must be based on a foundation of basic vocational education and training. Thus, it can be seen that this factor affects the quality of labor supply to the market, indirectly affecting the improvement of human resource quality in enterprises.

Education and training create social “competition” and in the context of fierce competition in the labor market, people with low education, skills, low skills or no profession can hardly compete with those with high qualifications and skills. Therefore, low-skilled workers must improve their capacity in one way or another and the most effective way is to invest in education and vocational training.

1.4.2.3. Labor market

In the integration process, the demand for recruiting qualified workers is increasing. However, the reality is that Vietnamese workers are highly appreciated for their willingness to learn and work hard, but they face many obstacles in foreign languages. Joining the ASEAN economic community creates favorable conditions for the development of the Vietnamese labor market, improving the training process and improving domestic labor resources to meet integration requirements.

1.4.2.4. Competitors

Competition is the driving force of the economy, promoting production and business activities and has many other positive roles in the economic and social development of each country. Competition is the strategy of a business with competitors in the same industry. In the market mechanism, businesses that want to survive and develop sustainably cannot maintain a rigid competitive approach. Human resources are valuable assets of each business. Businesses competing in the same industry always want to take advantage of trained human resources, have experience and capacity in some jobs that require high expertise by introducing policies and regimes to attract talent. Therefore, businesses must have a policy to retain trained employees or source employees to avoid brain drain. At the same time, due to the nature of the industry operating in a highly competitive and dynamic environment, it also requires workers to always strive, self-study and practice to improve their skills to avoid being replaced and also to improve their position at work.

1.5. Experience in improving the quality of human resources of some banks and lessons learned for Agribank Transaction Office Branch

1.5.1. Experience in improving the quality of human resources of some banks

1.5.1.1. Experience in improving the quality of human resources at the Joint Stock Commercial Bank for Investment and Development of Vietnam, Ha Thanh Branch (BIDV Ha Thanh Branch)

Since its inception, BIDV has recognized the importance of improving the quality of human resources. BIDV's Board of Directors has implemented the work of improving the quality of human resources throughout its system, especially human resources working in credit, capital mobilization, and transaction officers, including BIDV Ha Thanh Branch. Through many years of implementing the work of improving the quality of human resources, BIDV Ha Thanh Branch has continuously achieved high results in business activities, expanding the market share of service provision in the area, creating trust for customers.

Some activities to improve the quality of human resources at BIDV Ha Thanh Branch such as:

Regarding recruitment of input resources: This is the premise to attract talented human resources to serve the business interests of the bank by building a recruitment policy that is both beneficial for business and beneficial for employees. The highlight here is that BIDV Ha Thanh Branch has highlighted the preferential policies for employees when they are hired to work at the unit. This makes employees more attracted and come to the unit in the recruitment process, but also clearly states the requirements and professional qualifications so that candidates can measure their own strength when looking for employers, it helps BIDV Ha Thanh Branch save a lot of time,

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