2.1.3. The Company's business performance
Table 2.1: Production and business performance results for the period 2017 - 2019
Year
Output of goods served (ton) | Revenue (billion VND) | Cost (billion VND) | Profit (billion VND) | |
2017 | 210,080 | 410 billion | 200 billion | 210 billion |
2018 | 218,469 | 428 billion | 223 billion | 205 billion |
2019 | 224,982 | 447 billion | 215 billion | 232 billion |
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(Source: Finance and Accounting Department) During the period from 2017 to 2019, the entire air cargo market at Noi Bai International Airport grew slowly with a growth rate of about 2.5%, due to the saturation of smartphone production leading to a decline in the freight market.
At the same time, manufacturers optimize shipping methods to minimize shipping costs.
2.1.4. Organizational structure of the Company
To suit the functions and tasks set out, ACSV Company arranges the organizational structure as follows:
Room | Room | Room | Room | Room | Central | |
g Plan | Resources | Terrible | Safe | g | technique | heart |
plan | main | business | matter | Core | labour | declare |
total | accountant | quantity | the | turmeric | waterfall | |
fit | security |
Team | Team | Team | Team | |
Open | row | row | row | yard |
waterfall | chemical | chemical | chemical | park |
Matter | export | enter | internal | |
rank | land |
Board of Directors
Board of Control
Board of Directors
(Source: Human Resources Department)
Diagram 2.1: Organizational structure of Vietnam Air Cargo Services Joint Stock Company (ACSV)
* Functions and tasks of the Human Resources Department
The Human Resources Department is an advisory body, assisting the General Director in the field of training and human resource management organization, with the following main functions and tasks:
- Propose, develop and implement organizational structure projects on consolidation, establishment, separation, merger and dissolution of units and departments under the Company.
- Building, managing and developing human resources including determining recruitment needs; arranging human resources; planning and directing work.
mobilizing, appointing, dismissing, rewarding, disciplining managers and employees.
- Organize, compile and update textbooks and documents in accordance with international standards, legal regulations and airlines.
- Develop plans, manage and implement training, new training, retraining, additional training and professional and technical improvement training, internal training, manage training records, evaluate training quality and use of human resources after training.
- And some other tasks as directed by the company's management.
2.1.5. Human resource structure at Vietnam Air Cargo Services Joint Stock Company (ACSV)
a. Number of employees
460
440
420
400
Series 1
380
437
360
398
340
370
320
2017
2018
2019
(Source: Human Resources Department)
Chart 2.1: Company's human resources in the period 2017 - 2019
Through the chart in Figure 2.1, we can see that the number of employees in the Company increases every year, from 370 employees in 2017 to 437 employees in 2019, an increase of
67 employees equivalent to 11.8%. This fluctuation in the number of employees is due to the increasing trend of air cargo output. At the same time, the organizational structure and functions of the Departments/Divisions in the Company have changed to suit the actual situation, so the need to recruit more employees is absolutely necessary.
b. Human resource structure
+ Human resource structure by gender
Table 2.2: Human resource structure by gender of the Company from 2017 - 2019
Year
Total Labor | Male labor | Labor rate male | Female workers | Labor rate female | |
2017 | 370 | 321 | 86.76% | 49 | 13.24% |
2018 | 398 | 345 | 86.68% | 53 | 13.32% |
2019 | 437 | 378 | 86.50% | 59 | 13.50% |
(Source: Human Resources Department)
Through table 2.2, we can see that over the years, the number of male workers is larger than that of female workers and tends to decrease slightly. Specifically, in 2017, the number of male workers was 321 people, accounting for 86.76% while the number of female workers was only 49 people, accounting for 13.24%. By 2019, this ratio decreased but not too clearly when the number of male workers was 378 people, accounting for 86.50% and the number of female workers was 59 people, accounting for 13.50%. The reason is that the nature of the Company's production labor is work that requires shift work, the nature of heavy work related to goods is suitable for men, the number of women will mostly do administrative work, paperwork, so the proportion is not large in the Company.
+ Human resource structure by age
Table 2.3: Human resource structure by age of the Company from 2017 - 2019
(Unit: Person)
Year
Total number of employees | Under 30 years old | Proportion | From 30 age up to 50 years old | Proportion | Over 50 years old | Proportion | |
2017 | 370 | 211 | 57.03% | 153 | 41.35% | 6 | 1.62% |
2018 | 398 | 231 | 58.04% | 162 | 40.70% | 5 | 1.26% |
2019 | 437 | 262 | 59.95% | 170 | 38.90% | 5 | 1.14% |
(Source: Human Resources Department)
In addition to the above criteria, the Company's human resources are also divided by age group. We can see that the Company's workforce under the age of 30 tends to increase over the years. In 2017, the number of employees under 30 years old was 211, accounting for 57.03%, and by 2019 it was 262, accounting for 59.95% of the workforce. The workforce under 30 years old increased dramatically in 2019 due to the high output in 2019, the Company recruited more unskilled workers in the Mining Center block.
c. Quality of human resources
Table 2.4: Human resource qualifications of Vietnam Air Cargo Services Joint Stock Company
(Unit: Person)
Year
Total number of employees | Postgraduate level | Proportion | College, University level | Proportion | Intermediate, Intermediate profession | Proportion | High school level | Proportion | |
2017 | 370 | 9 | 2.43% | 175 | 47.30% | 44 | 11.89% | 142 | 38.38% |
2018 | 398 | 12 | 3.02% | 185 | 46.48% | 38 | 9.55% | 163 | 40.95% |
2019 | 437 | 14 | 3.20% | 193 | 44.16% | 34 | 7.78% | 196 | 44.85% |
(Source: Human Resources Department)
Through the data, we can see that the educational level of the staff at the Company is mainly focused on College and University degrees, accounting for 47.30% in 2017, but by 2019 this rate was only 44.16%. The reason is that the Company increased the recruitment of unskilled workers to perform simple tasks in the Mining sector. At the same time, after 10 years of establishment, the administrative apparatus in the functional Departments/Offices has stabilized, so most of the recruited personnel are concentrated in the direct mining sector. The number of employees with post-graduate degrees at the Company is also not much, accounting for only 2.43% in 2017 and slightly increased to 3.20% in 2019. Most of the employees with post-graduate degrees are concentrated in the Leadership team and Officers of the Departments/Offices.
2.2. Current status of human resource treatment policy of Vietnam Air Cargo Services Joint Stock Company
2.2.1. Process of human resource treatment policy at the Company
The process of human resource treatment policy at Vietnam Air Cargo Services Joint Stock Company is implemented according to the 9 steps presented in Chapter 1, specifically as follows:
2.2.1.1 Determine the goals that Vietnam Air Cargo Services Corporation is aiming for
In the trend of competition and development, the Company always aims to: constantly innovate, focus on improving service quality according to the standards committed to customers; improve facilities and warehouses; develop new types of services based on the Company's core service provision capacity; develop a team of qualified and competent staff to bring added value and optimal convenience to customers, ensure the rights of employees and increase value for shareholders. The Company continues to seek opportunities to expand the market, ensuring long-term stability.
To see that the Company's human resource policy is always linked to the determination of the Company's goals, the author conducted a survey and obtained the following results:
Table 2.5: Survey on building human resource treatment policy always linked to the Company's goals
TT
Category | Percentage | |
When building a human resource policy, does the company base it on the goals the company is aiming for? - Have - Are not | 98.2 1.8 |
(Source: Author's survey, 2020 )
Based on the survey, 98.2% of the surveyed subjects chose to build a company's human resource treatment policy based on the company's goals.
2.2.1.2 Employee satisfaction survey
Table 2.6: Number of employee surveys per year
Number of surveys conducted
The | |
2018 | 1 |
2019 | 1 |
2020 | 2 |
(Source: Human Resources Department, 2020)
Almost every year, the company periodically organizes a survey, but in 2020, due to the epidemic situation, salary and bonus policies have changed due to general difficulties, so the company conducted an additional employee satisfaction survey in the middle of the year.
When building a periodic human resource policy at the end of the year, the Company always conducts a survey on employee satisfaction with the human resource treatment regime at the Company.
Table 2.7: Employee satisfaction survey results 2017 - 2019
Selected items
2017 | 2018 | 2019 | 2018/2017 | 2019/2018 | ||||||
Number chooser | Proportion % | Number chooser | Proportion % | Number chooser | Proportion % | Value | Percentage | Value | Proportion % | |
Satisfied | 125 | 33.78 | 151 | 37.94 | 192 | 43.94 | 26 | 20.8 | 41 | 27.15 |
Normal | 198 | 53.51 | 203 | 51.01 | 219 | 50.11 | 5 | 2.53 | 16 | 7.88 |
Not satisfied | 47 | 12.70 | 44 | 11.06 | 26 | 5.95 | -3 | -6.38 | -18 | -40.91 |
Total | 370 | 100 | 398 | 100 | 437 | 100 | 28 | 7.57 | 39 | 9.80 |
(Source: Summary report of employee satisfaction survey results 2017; 2018; 2019)