Socio-Economic Development Level of the Country

do not have or are not capable of influencing change, so when researching solutions to improve the quality of human resources, businesses must correctly assess the impact of this group of factors and have appropriate response and response plans.

1.4.1.1. Level of socio-economic development of the country

The level of socio-economic development of a country is expressed through social resources such as: human resources (people), material resources (physical resources), financial resources (financial resources). In which, human resources as the driving force and subject of development will be the clearest expression of the level of socio-economic development.

Socio-economic development is aimed at serving people, improving the quality of life, promoting social justice and civilization. At the same time, people are also the consumers of material wealth, influencing development through the supply and demand relationship of goods in the economy.

Economic development determines people's income, purchasing power of money, supply and demand structure of goods, living standards and accumulation of population classes.

Maybe you are interested!

The development of society determines the shift in consumer habits, the movement trend of goods and services, the quality of life and the increasing needs for perfection.

Socio-economic development also brings people better health care, improving their physical condition and health. Health care also helps improve the physical condition of future generations, ensuring that future generations have a good physical foundation and stature, contributing to improving the quality of human resources nationwide.

Socio-economic development also contributes to improving social insurance policies, unemployment insurance, occupational insurance... these are welfare conditions that ensure workers feel secure in their work, and are the basis for improving the quality of human resources for society.

Thus, the level of socio-economic development in general directly affects the workers themselves (manifested in income, living standards, quality of life, health care, insurance, etc.) and indirectly affects the workers (manifested through requirements for technical expertise in production, professional skills and continuous changes in business construction. This is also one of the important factors affecting the quality of human resources.

1.4.1.2. National education and training

Education and training are the decisive factors in the knowledge base, professional ability and labor skills of the whole society. Education and training are the basis for development.

Human resource development is the initial basic foundation to create quality human resources.

Education and training determine the cultural level, technical expertise, and skills of workers. This is also the output quality at universities, colleges, and vocational high schools. The higher the output quality, the better the initial labor supply, which not only helps workers adapt quickly to work but also helps reduce training and retraining costs for businesses.

1.4.1.3. Science and Technology

The increasingly developing science and technology poses many challenges for businesses, not only in absorbing scientific and technological knowledge and investing in machinery and equipment, but more importantly, requiring a team of employees who can keep up with new progress, master and creatively apply it to production and business activities.

The more science and technology develop, the higher the level of human resources must be. Especially in the context where science and technology have become a direct productive force and an important factor in increasing the value of products while improving labor productivity and production efficiency. With constant progress, new science and technology have created modern technologies that require high-quality human resources to meet.

Advances in science and technology also allow businesses to choose technology policies that have a decisive impact on the use of a workforce of predictable size and quality.

1.4.1.4. Labor market

Along with the development of the socio-economy, job information is increasingly expanded and competitive, making the labor market also have vibrant developments. The demand for quality and quantity of human resources to meet production and business activities makes competition between enterprises in the market increasingly fierce. Enterprises often tend to recruit quality personnel to save time and costs for the probationary or retraining process.

The need to develop and expand production and business; changes due to job hopping, retirement, etc. often lead to a shortage of human resources in businesses. Therefore, the need to supplement human resources is often continuous and is mainly sought in the labor market.

It can be seen that the more developed the labor market will create conditions for businesses to easily access high-quality human resources, and at the same time, it is also an opportunity for workers to seek career opportunities in different businesses and organizations. The development of the labor market not only creates competitive pressure for businesses in recruiting and finding quality human resources, but also creates pressure for self-improvement and improving the professional capacity of workers themselves to gain a competitive position in the market.

1.4.1.5. Socio-cultural and demographic factors

Socio-cultural and population characteristics such as customs, habits, rituals, ethical thoughts... in localities also affect the quality of human resources.

In reality, there are quite clear regional differences in the quality of human resources. This difference is mainly in professional expertise, soft skills or professional attitude. Some regions with their customs and traditions of studiousness have a common ground in the quality of human resources with much higher technical expertise than other regions.

1.4.1.6. Political and legal factors

With a stable political system and the right economic development path, many opportunities have been created for businesses. Businesses are deeply involved in the economy in all fields, creating many jobs with different requirements for human resources. This contributes to promoting the development of human resources in both quantity and quality.

The legal system is increasingly synchronized and perfected with a legal framework on labor and employment issues, regulations on income, benefits and insurance for employees... which is the legal basis governing the relationship between employees and employers.

In addition, the state also introduced many policies and built legal documents to promote human resource development in both quality and quantity with policies on socializing education, encouraging investment in high-quality education and training, education according to international standards, etc.

In short , political stability, a complete legal framework and consistent policy views create many job opportunities, promote the relationship between employees and employers, support high-quality education and training, international standard education... are favorable conditions for businesses to build a high-quality workforce and human resources, serving production, business and investment development activities.

1.4.2. Group of internal factors of the enterprise

1.4.2.1. Strategic orientation of the Business Owner

The business owner's strategic development orientation will determine all human resource issues of the company.

With the strategic direction of business development, the Board of Directors will make decisions on human resources and human resource development. Because human resources are to serve the development direction of the business, depending on the development direction, the Board of Directors will make decisions to structure, arrange, organize, recruit, train and develop human resources.

In addition, the quality of human resources also depends largely on the awareness of the Board of Directors (business owners) about the values that high-quality human resources bring. If they have the right awareness and make appropriate investments, the business will have the opportunity to develop high-quality, effective human resources and at the same time have the opportunity to build a methodical, strong and professional business organization. If the Board of Directors does not recognize the importance of human resources, the business will have difficulty competing to attract high-quality human resources, and production and business activities and investment development will face many difficulties and limitations.

1.4.2.2. Human resource management policies of the enterprise

Human resource management policies and mechanisms are concrete manifestations of the enterprise's human resource development orientation. These policies include: recruitment policies, attraction policies, training policies, organizational structure, management scope, compensation mechanisms, salaries, bonuses, benefits, etc. Policies must often be developed and implemented synchronously, flexibly adjusted to suit the actual situation of the enterprise and the general situation of the labor market.

* Human resource attraction policies

Attraction policy is the clearest expression of the development orientation and stability of human resource quality in the enterprise. The policy includes policies that show requirements for technical expertise, degrees; job skills; work experience; management and creative thinking capacity; relationships of the employees themselves; attitude towards work; seniority... and these requirements are often exchanged with special treatment in terms of salary, benefits, job position or promotion path.

Attraction policies are often built and perfected simultaneously with production and business activities, through the development periods of the enterprise with the orientation of attracting and long-term commitment of employees to the enterprise. Enterprises with a long history of development often have a good system of attraction policies, creating

employees have high job satisfaction and engagement.

* Recruitment policy

Recruitment is the input of human resources, creating human resources for businesses. Businesses often have to focus on recruitment activities to have quality labor resources, because this is the first step that has a great influence on the quality of human resources later.

Through recruitment, businesses can evaluate the educational level, technical expertise, job skills as well as work experience and some professional qualities of the candidate. Evaluate whether the candidate is suitable for the job position requirements or not? and whether the business itself can meet the requirements of salary and benefits for that candidate?

With many job positions requiring high human resources, businesses are required to recruit workers with experience in that job. This not only meets job requirements as soon as possible but also reduces retraining costs, probationary periods, limits incidents occurring in production and business, provides products and services with consistent quality, and does not affect the continuous operation of the business.

Building a system of appropriate and scientific recruitment regulations, processes and policies will help businesses' recruitment activities achieve high efficiency, selecting suitable personnel at the lowest cost and time.

Human resource policy

Using and structuring human resources is an extremely important activity, helping to fully exploit the human resources of the enterprise. The structuring of human resources includes integration orientation activities for new personnel, job rearrangement for transferred personnel, and job title changes.

The process of using and structuring human resources is the rearrangement of personnel within the company, aiming to arrange the most suitable personnel and jobs. This includes rotation, promotion or change of title.

- Personnel rotation is often carried out when employees do not or cannot complete the assigned work well, or show unsuitability for the job position. The rotation arrangement is often an administrative order, beyond the employee's will.

- Personnel promotion is the arrangement that has the most positive impact on employees, and at the same time it also has a very good impact on the business itself because it is the job that encourages employees to dedicate themselves to their work, to the business, and contributes to retaining high-quality personnel for the company.

- Changing job titles is the arrangement and change of job positions mainly according to the wishes of the employee, aiming to reorient the goals and job skills for that employee. Changing job titles often has positive results because it helps the employee change to do the job according to their strengths and personal wishes.

The use and arrangement of human resources in the enterprise is considered in two aspects: the use of quantity (number of employees and working time) and the use of human resources according to structure: gender, age, qualifications, seniority, etc., thereby reflecting the quality of human resources. Enterprises have a plan and implement well the use of human resources, arrange the right people for the right job, contributing to saving costs, improving productivity, increasing profits for the enterprise and income for employees.

Training policy

Is the main factor that directly affects the quality of human resources. Appropriate, scientific and quality training policies will create excitement for employees, promote their motivation to learn. A business with a correct and appropriate training policy will make employees really excited about training activities and improving their qualifications.

Training policy: includes two main contents: training content and form.

create

- Training content: focuses on content groups: leadership capacity,

professional competence, expertise, skills, labor safety, processes...

- Training form: implement many forms at the same time such as on-site training, internal training and external training.

Human resource planning policy

These are policies and programs designed to ensure that businesses have enough quality human resources to serve current operations and medium and long-term business strategies. Human resource planning must ensure the following requirements:

- Connecting employees with businesses, creating a seamless connection between the careful selection process, regular and continuous training and increased income. This contributes to increasing labor productivity and effectively using human resources for businesses.

- Identify and develop personnel with professional qualifications, job skills and professional responsibilities. Organizing advanced training and development will create conditions for employees and human resource managers to access management skills.

new thinking and direction to build a team of successor managers, ready to supplement and use when required.

- Develop short, medium and long-term human resource strategies in line with the company's development strategy to have a plan to attract and recruit to create a source of input that ensures both quality and quantity for the company's operations.

Reward and discipline policy

Rewarding employees when they complete their assigned tasks well or have outstanding achievements that bring benefits to the business is necessary to make employees feel satisfied and fair with what they contribute to the business. Rewarding also has a positive effect on other individuals, motivating them to complete their work better and have higher productivity. Therefore, reward policies need to be built reasonably, attractively and richly to mark the recognition of the business with the rewarded employees.

On the contrary, when employees have negative behaviors that affect their work and cause damage and reputation to the business, appropriate disciplinary measures must be taken. Disciplinary policies must not only be appropriate for the organization but also be based on current legal frameworks and social ethical standards. Labor discipline makes employees work in a cooperative manner in a normal and orderly manner.

Building and implementing good reward and discipline policies with full, specific, legal content and clearly defining the responsibilities of relevant people will both encourage employees to work consciously and responsibly, and deter them from carrying out their work in accordance with requirements, procedures and regulations.

Salary, bonus and benefits policy

In order to attract competent personnel as well as create conditions for employees to feel secure in their long-term commitment to the enterprise, it is necessary to build a competitive salary and bonus policy, suitable for each job position, skills and professional qualifications of each employee to properly recognize the contributions and work results of each individual.

- Salary policy: Apply minimum wage in accordance with current State regulations and laws. Make periodic and annual salary adjustments and increases based on employee performance and capacity assessment.

- Bonus policy: Apply many forms of bonuses for employees such as 13th month salary bonus, Lunar New Year bonus, innovation and improvement bonus, vacation bonus, sightseeing and travel bonus...

- Welfare policy: needs to be developed in great detail and regularly researched, adjusted and supplemented to create the best welfare level for employees, thereby contributing to motivating and encouraging them to contribute more to the business. Welfare policies such as: health care, movement activities, holiday allowances...

1.4.2.3. Financial situation of the enterprise

In fact, all activities and decisions regarding human resources of a business must be based on the financial situation of that business. The current and future financial situation will determine the implementation of attraction policies and salary and bonus regimes.

A financially healthy enterprise can build a salary and benefits regime that is superior to its competitors, creating conditions to retain high-quality employees, as well as attracting new employees. Meanwhile, a financially struggling enterprise will find it difficult to develop policies and regimes that meet the needs of its employees; it will be difficult or impossible to improve the quality of its existing human resources when the cost is too high compared to its ability to pay; and it will be impossible to attract new high-quality human resources from outside the labor market.

1.4.2.4. Business culture and corporate culture

Business culture is an aspect of social culture, expressed in the business field. Business culture is made up of many elements and plays a very important role in production and business activities.

Business culture is the totality of material and spiritual values created and accumulated by business entities through the process of business activities, in the interaction between business entities and business development.

Business culture is a system of values, norms, concepts and behaviors created by business entities in the business process, expressed in their behavior towards society, nature in a community or region.

Business culture is the totality of cultural values used and created by business entities in business activities, creating the business identity of that entity.

Comment