Solution to the problem of integrating human resource activities with business strategy of Vinawaco Waterway Construction Joint Stock Company - 10

- Recruit additional technical specialists and technical staff to promptly respond to the Company's development.

- Develop incentive mechanisms to encourage workers, especially highly skilled workers.

- Pay more attention to the working environment, create long-term attachment between employees and the Company, create conditions for capable and dedicated people to promote their intelligence and contribute to the sustainable development of the Company.

- Continue to improve management regulations to suit the current production and business situation such as: Regulations on contract assignment and construction management, Financial management regulations, etc. Ensure transparency, publicity and efficiency.

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• Solution to the problem of integrating human resource activities with business strategy of Vinawaco Waterway Construction Joint Stock Company - 1
• Some Solutions to Improve the Efficiency of Integrating Human Resources Activities with the Business Strategy of Waterway Construction Joint Stock Company
• The Relationship Between Business Strategy Goals and Applied Human Resource Policies and Practices
• Qos Assurance Methods for Multimedia Communications zt2i3t4l5ee zt2a3gs zt2a3ge zc2o3n4t5e6n7ts low. The EF PHB requires a sufficiently large number of output ports to provide low delay, low loss, and low jitter. EF PHBs can be implemented if the output port's bandwidth is sufficiently large, combined with small buffer sizes and other network resources dedicated to EF packets, to allow the router's service rate for EF packets on an output port to exceed the arrival rate λ of packets at that port. This means that packets with PHB EF are considered with a pre-allocated amount of output bandwidth and a priority that ensures minimum loss, minimum delay and minimum jitter before being put into operation. PHB EF is suitable for channel simulation, leased line simulation, and real-time services such as voice, video without compromising on high loss, delay and jitter values. Figure 2.10 Example of EF installation Figure 2.10 shows an example of an EF PHB implementation. This is a simple priority queue scheduling technique. At the edges of the DS domain, EF packet traffic is prioritized according to the values ​​agreed upon by the SLA. The EF queue in the figure needs to output packets at a rate higher than the packet arrival rate λ. To provide an EF PHB over an end-to-end DS domain, bandwidth at the output ports of the core routers needs to be allocated in advance to ensure the requirement μ > λ. This can be done by a pre-configured provisioning process. In the figure, EF packets are placed in the priority queue (the upper queue). With such a length, the queue can operate with μ > λ. Since EF was primarily used for real-time services such as voice and video, and since real-time services use UDP instead of TCP, RED is generally not suitable for EF queues because applications using UDP will not respond to random packet drop and RED will strip unnecessary packets. 2.2.4.2 Assured Forwarding (AF) PHB PHB AF is defined by RFC 2597. The purpose of PHB AF is to deliver packets reliably and therefore delay and jitter are considered less important than packet loss. PHB AF is suitable for non-real-time services such as applications using TCP. PHB AF first defines four classes: AF1, AF2, AF3, AF4. For each of these AF classes, packets are then classified into three subclasses with three distinct priority levels. Table 2.8 shows the four AF classes and 12 AF subclasses and the DSCP values ​​for the 12 AF subclasses defined by RFC 2597. RFC 2597 also allows for more than three separate priority levels to be added for internal use. However, these separate priority levels will only have internal significance. PHB Class PHB Subclass Package type DSCP AF4 AF41 Short 100010 AF42 Medium 100100 AF43 High 100110 AF3 AF31 Short 011010 AF32 Medium 011100 AF33 High 011110 AF2 AF21 Short 010010 AF22 Medium 010100 AF23 High 010110 AF1 AF11 Short 001010 AF12 Medium 001100 AF13 High 001110 Table 2.8 AF DSCPs The AF PHB ensures that packets are forwarded with a high probability of delivery to the destination within the bounds of the rate agreed upon in an SLA. If AF traffic at an ingress port exceeds the pre-priority rate, which is considered non-compliant or “out of profile”, the excess packets will not be delivered to the destination with the same probability as the packets belonging to the defined traffic or “in profile” packets. When there is network congestion, the out of profile packets are dropped before the in profile packets are dropped. When service levels are defined using AF classes, different quantity and quality between AF classes can be realized by allocating different amounts of bandwidth and buffer space to the four AF classes. Unlike EF, most AF traffic is non-real-time traffic using TCP, and the RED queue management strategy is an AQM (Adaptive Queue Management) strategy suitable for use in AF PHBs. The four AF PHB layers can be implemented as four separate queues. The output port bandwidth is divided into four AF queues. For each AF queue, packets are marked with three “colors” corresponding to three separate priority levels. In addition to the 32 DSCP 1 groups defined in Table 2.8, 21 DSCPs have been standardized as follows: one for PHB EF, 12 for PHB AF, and 8 for CSCP. There are 11 DSCP 1 groups still available for other standards. 2.2.5.Example of Differentiated Services We will look at an example of the Differentiated Service model and mechanism of operation. The architecture of Differentiated Service consists of two basic sets of functions: Edge functions: include packet classification and traffic conditioning. At the inbound edge of the network, incoming packets are marked. In particular, the DS field in the packet header is set to a certain value. For example, in Figure 2.12, packets sent from H1 to H3 are marked at R1, while packets from H2 to H4 are marked at R2. The labels on the received packets identify the service class to which they belong. Different traffic classes receive different services in the core network. The RFC definition uses the term behavior aggregate rather than the term traffic class. After being marked, a packet can be forwarded immediately into the network, delayed for a period of time before being forwarded, or dropped. We will see that there are many factors that affect how a packet is marked, and whether it is forwarded immediately, delayed, or dropped. Figure 2.12 DiffServ Example Core functionality: When a DS-marked packet arrives at a Diffservcapable router, the packet is forwarded to the next router based on Per-hop behavior is associated with packet classes. Per-hop behavior affects router buffers and the bandwidth shared between competing classes. An important principle of the Differentiated Service architecture is that a router's per-hop behavior is based only on the packet's marking or the class to which it belongs. Therefore, if packets sent from H1 to H3 as shown in the figure receive the same marking as packets from H2 to H4, then the network routers treat the packets exactly the same, regardless of whether the packet originated from H1 or H2. For example, R3 does not distinguish between packets from h1 and H2 when forwarding packets to R4. Therefore, the Differentiated Service architecture avoids the need to maintain router state about separate source-destination pairs, which is important for network scalability. Chapter Conclusion Chapter 2 has presented and clarified two main models of deploying and installing quality of service in IP networks. While the traditional best-effort model has many disadvantages, later models such as IntServ and DiffServ have partly solved the problems that best-effort could not solve. IntServ follows the direction of ensuring quality of service for each separate flow, it is built similar to the circuit switching model with the use of the RSVP resource reservation protocol. IntSer is suitable for services that require fixed bandwidth that is not shared such as VoIP services, multicast TV services. However, IntSer has disadvantages such as using a lot of network resources, low scalability and lack of flexibility. DiffServ was born with the idea of ​​solving the disadvantages of the IntServ model. DiffServ follows the direction of ensuring quality based on the principle of hop-by-hop behavior based on the priority of marked packets. The policy for different types of traffic is decided by the administrator and can be changed according to reality, so it is very flexible. DiffServ makes better use of network resources, avoiding idle bandwidth and processing capacity on routers. In addition, the DifServ model can be deployed on many independent domains, so the ability to expand the network becomes easy. Chapter 3: METHODS TO ENSURE QoS FOR MULTIMEDIA COMMUNICATIONS In packet-switched networks, different packet flows often have to share the transmission medium all the way to the destination station. To ensure the fair and efficient allocation of bandwidth to flows, appropriate serving mechanisms are required at network nodes, especially at gateways or routers, where many different data flows often pass through. The scheduler is responsible for serving packets of the selected flow and deciding which packet will be served next. Here, a flow is understood as a set of packets belonging to the same priority class, or originating from the same source, or having the same source and destination addresses, etc. In normal state when there is no congestion, packets will be sent as soon as they are delivered. In case of congestion, if QoS assurance methods are not applied, prolonged congestion can cause packet drops, affecting service quality. In some cases, congestion is prolonged and widespread in the network, which can easily lead to the network being "frozen", or many packets being dropped, seriously affecting service quality. Therefore, in this chapter, in sections 3.2 and 3.3, we introduce some typical network traffic load monitoring techniques to predict and prevent congestion before it occurs through the measure of dropping (removing) packets early when there are signs of impending congestion. 3.1. DropTail method DropTail is a simple, traditional queue management method based on FIFO mechanism. All incoming packets are placed in the queue, when the queue is full, the later packets are dropped. Due to its simplicity and ease of implementation, DropTail has been used for many years on Internet router systems. However, this algorithm has the following disadvantages: − Cannot avoid the phenomenon of “Lock out”: Occurs when 1 or several traffic streams monopolize the queue, making packets of other connections unable to pass through the router. This phenomenon greatly affects reliable transmission protocols such as TCP. According to the anti-congestion algorithm, when locked out, the TCP connection stream will reduce the window size and reduce the packet transmission speed exponentially. − Can cause Global Synchronization: This is the result of a severe “Lock out” phenomenon. Some neighboring routers have their queues monopolized by a number of connections, causing a series of other TCP connections to be unable to pass through and simultaneously reducing the transmission speed. After those monopolized connections are temporarily suspended, Once the queue is cleared, it takes a considerable amount of time for TCP connections to return to their original speed. − Full Queue phenomenon: Data transmitted on the Internet often has an explosion, packets arriving at the router are often in clusters rather than in turn. Therefore, the operating mechanism of DropTail makes the queue easily full for a long period of time, leading to the average delay time of large packets. To avoid this phenomenon, with DropTail, the only way is to increase the router's buffer, this method is very expensive and ineffective. − No QoS guarantee: With the DropTail mechanism, there is no way to prioritize important packets to be transmitted through the router earlier when all are in the queue. Meanwhile, with multimedia communication, ensuring connection and stable speed is extremely important and the DropTail algorithm cannot satisfy. The problem of choosing the buffer size of the routers in the network is to “absorb” short bursts of traffic without causing too much queuing delay. This is necessary in bursty data transmission. The queue size determines the size of the packet bursts (traffic spikes) that we want to be able to transmit without being dropped at the routers. In IP-based application networks, packet dropping is an important mechanism for indirectly reporting congestion to end stations. A solution that prevents router queues from filling up while reducing the packet drop rate is called dynamic queue management. 3.2. Random elimination method – RED 3.2.1 Overview RED (Random Early Detection of congestion; Random Early Drop) is one of the first AQM algorithms proposed in 1993 by Sally Floyd and Van Jacobson, two scientists at the Lawrence Berkeley Laboratory of the University of California, USA. Due to its outstanding advantages compared to previous queue management algorithms, RED has been widely installed and deployed on the Internet. The most fundamental point of their work is that the most effective place to detect congestion and react to it is at the gateway or router. Source entities (senders) can also do this by estimating end-to-end delay, throughput variability, or the rate of packet retransmissions due to drop. However, the sender and receiver view of a particular connection cannot tell which gateways on the network are congested, and cannot distinguish between propagation delay and queuing delay. Only the gateway has a true view of the state of the queue, the link share of the connections passing through it at any given time, and the quality of service requirements of the traffic flows. The RED gateway monitors the average queue length, which detects early signs of impending congestion (average queue length exceeding a predetermined threshold) and reacts appropriately in one of two ways: − Drop incoming packets with a certain probability, to indirectly inform the source of congestion, the source needs to reduce the transmission rate to keep the queue from filling up, maintaining the ability to absorb incoming traffic spikes. − Mark “congestion” with a certain probability in the ECN field in the header of TCP packets to notify the source (the receiving entity will copy this bit into the acknowledgement packet). Figure 3. 1 RED algorithm The main goal of RED is to avoid congestion by keeping the average queue size within a sufficiently small and stable region, which also means keeping the queuing delay sufficiently small and stable. Achieving this goal also helps: avoid global synchronization, not resist bursty traffic flows (i.e. flows with low average throughput but high volatility), and maintain an upper bound on the average queue size even in the absence of cooperation from transport layer protocols. To achieve the above goals, RED gateways must do the following: − The first is to detect congestion early and react appropriately to keep the average queue size small enough to keep the network operating in the low latency, high throughput region, while still allowing the queue size to fluctuate within a certain range to absorb short-term fluctuations. As discussed above, the gateway is the most appropriate place to detect congestion and is also the most appropriate place to decide which specific connection to report congestion to. − The second thing is to notify the source of congestion. This is done by marking and notifying the source to reduce traffic. Normally the RED gateway will randomly drop packets. However, if congestion If congestion is detected before the queue is full, it should be combined with packet marking to signal congestion. The RED gateway has two options: drop or mark; where marking is done by marking the ECN field of the packet with a certain probability, to signal the source to reduce the traffic entering the network. − An important goal that RED gateways need to achieve is to avoid global synchronization and not to resist traffic flows that have a sudden characteristic. Global synchronization occurs when all connections simultaneously reduce their transmission window size, leading to a severe drop in throughput at the same time. On the other hand, Drop Tail or Random Drop strategies are very sensitive to sudden flows; that is, the gateway queue will often overflow when packets from these flows arrive. To avoid these two phenomena, gateways can use special algorithms to detect congestion and decide which connections will be notified of congestion at the gateway. The RED gateway randomly selects incoming packets to mark; with this method, the probability of marking a packet from a particular connection is proportional to the connection's shared bandwidth at the gateway. − Another goal is to control the average queue size even without cooperation from the source entities. This can be done by dropping packets when the average size exceeds an upper threshold (instead of marking it). This approach is necessary in cases where most connections have transmission times that are less than the round-trip time, or where the source entities are not able to reduce traffic in response to marking or dropping packets (such as UDP flows). 3.2.2 Algorithm This section describes the algorithm for RED gateways. RED gateways calculate the average queue size using a low-pass filter. This average queue size is compared with two thresholds: minth and maxth. When the average queue size is less than the lower threshold, no incoming packets are marked or dropped; when the average queue size is greater than the upper threshold, all incoming packets are dropped. When the average queue size is between minth and maxth, each incoming packet is marked or dropped with a probability pa, where pa is a function of the average queue size avg; the probability of marking or dropping a packet for a particular connection is proportional to the bandwidth share of that connection at the gateway. The general algorithm for a RED gateway is described as follows: [5] For each packet arrival Caculate the average queue size avg If minth ≤ avg < maxth div.maincontent .s1 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 15pt; } div.maincontent .s2 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent p { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; margin:0pt; } div.maincontent .s3 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s4 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s5 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s6 { color: black; font-family:"Times New Roman", serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s7 { color: black; font-family:Wingdings; font-style: normal; font-weight: normal; text-decoration: none; font-size: 14pt; } div.maincontent .s8 { color: black; font-family:Arial, sans-serif; font-style: italic; font-weight: bold; text-decoration: none; font-size: 15pt; } div.maincontent .s9 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: bold; text-decoration: none; font-size: 14pt; } div.maincontent .s10 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 9pt; vertical-align: 6pt; } div.maincontent .s11 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 13pt; } div.maincontent .s12 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-decoration: none; font-size: 10pt; } div.maincontent .s13 { color: black; font-family:"Times New Roman", serif; font-style: normal; font-weight: normal; text-d
• Complete Solution for Human Resource Training at the Ethnic Committee

3.2. SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF INTEGRATING HUMAN RESOURCES ACTIVITIES WITH BUSINESS STRATEGY OF WATERWAY CONSTRUCTION JOINT STOCK COMPANY - VINAWACO

To achieve successful business results, human resource activities must be part of the overall strategy of the enterprise and demonstrate a strategic role in the implementation process. This is not simply a theoretical assertion but must demonstrate a role in the implementation process. To enhance the effectiveness of human resource activities in the Company, the author would like to propose the following options.

- Strengthen the link between human resources activities and business strategy.

- Improve the efficiency of human resource activities

These proposed measures come from the author's research on the existing limitations in the Company's human resource implementation.

3.2.1. Strengthening the link between human resource activities and business strategy

The actual implementation of human resource activities at the Company shows a gap between theory and practice. The good implementation of this solution ensures the effectiveness of human resource programs/plans in accordance with the objectives set out in the overall human resource policy, providing maximum support for functional strategies and ensuring timely adjustment to changes/actual requirements of production and business activities. Effectively implemented human resource activities contribute to organizational effectiveness, contributing and preparing for the future success of the Company.

Linking strategic elements to key planning and implementation processes allows the Company to translate human resource activities into specific and effective activities for each department and function. The Company needs to focus more effectively on the method of building a complete, specific and appropriate human resource strategy on the basis of the enterprise's resource planning. This is a method of analyzing and planning based on strategic objectives and eliminating factors that do not support these objectives. Specifically:

- Start by researching specific department and business unit goals based on the Company's strategic goals.

- Analyze external and internal factors that affect the implementation of production and business goals.

- Assign responsibility for implementing each goal.

- Translate specific goals into human resource management policies and programs.

- Analyze the influencing factors if the goals are not achieved due to human resource management policies/programs.

- Determine the effectiveness with which human resource goals are to be achieved.

In the modern business environment, understanding the core values/competencies of the organization is the key to success. Therefore, this is also the focus of human resource management policy. To do this, the Organization - Administration department must act as a strategic partner to the CEO and the management team to find the most effective way to achieve consistency between business goals and human resource management goals.

As a strategic partner, the HR department needs to be involved in the business planning process by understanding the company’s business strategy and being able to translate it into action plans. This will ensure that the right people are in the right roles, at the right time, in line with the business strategy. At a higher level, the HR department can play a guiding role in linking business objectives with elements of corporate culture and human resources.

Specific tasks as a strategic partner are:

- Develop a business plan in which all employees understand their specific roles and are willing to work towards achieving the goals.

- Plan the necessary factors for the company to achieve strategic goals, specifically in the following areas: corporate culture, recruitment, salary, benefits, training and development.

- Plan specific programs/activities in each area.

- Necessary resources.

- The competencies required to successfully achieve the goals, the gap between reality and goals, and remedies.

- Level of implementation of succession management plan.

- How to make employees understand the business's goals and its role for each employee.

- Performance goals to encourage a culture of teamwork

- Evaluation method and evaluation frequency

- Employee compensation plan based on achieved results.

In the process of performing these tasks, the Organization - Administration Department needs to closely coordinate with the Board of Directors, managers at all levels and employees, promptly receive feedback and opinions and take additional and corrective measures.

3.2.2. Improve the effectiveness of implementing human resource management policies

In order for human resource activities to truly develop and be consistent with the Company's business strategy, these activities must first be supported by a system of policies and procedures, and human resource management programs implemented within the Company. The implementation of human resource management policies is not the sole responsibility of the Organization and Administration Department. Human resource management policies are only effective if there is coordination among management levels and the Organization and Administration Department plays a role in providing tools, guidance and direction for department managers to successfully implement them.

The Organization and Administration Department must play a larger role in the Company's strategic direction. The role of this department will not only be limited to administrative functions but also focus on

Strategic activities to ensure that human resource activities are aligned with the Company's objectives, which means improving the effectiveness of issues including better implementation of policies on planning, recruitment, training and development, performance appraisal and employee compensation.

3.2.2.1. Improve the effectiveness of recruitment strategy implementation

Selecting and retaining competent employees is the key to business success. Competent employees, once selected into the Company, will continue to develop their skills and contribute to the overall success and enhance customer service value. The primary goal in improving the effectiveness of human resource management policies is to improve the quality of input recruitment, identify and retain competent employees, and create opportunities for competent employees to develop.

To achieve this goal, in addition to strictly applying employee recruitment policies and procedures, the Company needs to focus on implementing the following goals:

- Complete job descriptions for each recruitment position as well as competency framework for each position in the Company.

- Create recruitment opportunities for internal candidates

- Use entry tests/interview techniques and improve interviewing and staff selection skills for those in charge.

- Conduct effective orientation training to help new employees integrate into the work environment quickly and effectively.

- Minimize recruitment through relationships and children of employees in the Company, ensuring fairness and transparency in recruitment.

- Promote and build the Company's image on websites, especially recruitment websites, as well as moving towards establishing the Company's own website to attract candidates.

3.2.2.2. Training and developing local human resources

On-site human resource training is considered an effective method for employee development. It is necessary to ensure synchronous implementation from planning and training program development to implementation and evaluation of training results to ensure the quality of the program as well as the practicality it brings to employees in practice. In designing and implementing training programs, the Company needs to focus on:

Training program design

The first step that needs to be focused on in designing a training program is to determine the training objectives . Currently, the company's training objectives are limited to "improving skills...", "perfecting...", but these are long-term goals that cannot be quantified. Therefore, the company needs to determine specific, quantifiable, realistic and observable training objectives.

The company's human resource needs are reflected in three aspects: quantity, structure and quality, so the goal of human resource development is to meet market needs in all three aspects in each stage of development. Specifically:

The quantitative growth objective focuses on rapidly increasing the technical workforce and workforce in the company's future business lines.

The goal of harmonizing the structure is to achieve the ratio of managers, engineers: technical workers: general laborers with the ratio of specialized occupations (masonry, carpentry, electricity, structure, welding, ...) meeting the construction needs and having the age ratio

as well as gender appropriate to the company's working conditions (The current global ratio is 1:4:10)

The goal of quality assurance requires that training programs build employees with the necessary knowledge, skills and professional ethics.

Next is the design of teaching content . In addition to having project managers and company managers prepare lesson plans and teaching methods, the company needs to coordinate more with other training institutions to complete lesson plans and content that is suitable for the level of employees. In addition, it is necessary to add new content that is suitable for the changes of the market and information technology, as well as most importantly, supplement foreign language knowledge and skills for the staff, especially managers. Foreign language is a very important foundation step to help the company carry out more projects in conjunction with foreign contractors, as well as apply new technology techniques to improve productivity and labor quality.

Not only that, the company also needs to design training content that is practical for the company's human resource requirements in the short and long term. The programs must be suitable for the company's management form, encourage workers to participate with the highest efficiency, suitable for the characteristics of the construction industry: seasonal work, with different stages. Therefore, the requirements for specialization of each subject, especially technical workers, must be high, at the same time, there must be policies and institutions to train workers who are good at one profession, know many professions, and move towards achieving standards such as international engineers and workers.

Implement training program

The company should apply more technology to training such as organizing training on computers, labs, and slide presentations to create excitement.

interesting for employees, and at the same time train some soft skills necessary for them in their work. In addition, non-traditional teaching methods (teacher lectures, students listen), creating interaction between lecturers and students as well as helping students actively approach knowledge lectures should also be enhanced in training programs.

In addition, the company should organize classes, conferences, and discussions that include many components and training subjects to reduce distance and increase relationships between subjects in the company, thereby having more objective opinions and perspectives.

Evaluation of training effectiveness

Typically, there are four levels of training effectiveness evaluation.

- Evaluate students' reactions to the course, see students' comments on the content, methods and organization of the class.

- Assess the learning level of students, organized before and after the course, then compare the results with each other.

- Assessing changes in trainees' behavior in daily work, usually done a few months after the course.

- Evaluate the impact of training courses on the company's business results.

The company should follow and fully evaluate all four levels above. In particular, the company needs to pay more attention to the performance of employees after training, this is a very important standard but the company has not yet implemented it in order to gain experience and improve future training programs. Because training is almost an investment activity, the company needs to evaluate it systematically, fully, and in detail to see how effective the investment is so that it can have a more profitable investment plan next.