Partly because the Company has just changed from a 100% state-owned company to a joint stock company, but the State still holds 51% of the shares in the Company, so the influence and ability of the Board of Directors in building and developing human resource plans is not high, still following the old path, not suitable for the current production and business conditions of the Company as well as the ability to forecast, evaluate and lack necessary actual data.
Limitations in implementing recruitment plans
The company has not yet built a clear database system on the qualifications, abilities and skills of each position as well as information of the staff. This causes limitations in helping employees to identify their career goals as well as helping the company to build specific training and development plans.
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In addition, the Company is still in the process of transitioning to a new business model, so old concepts of recruiting human resources still exist, especially recruitment is often not public for office staff and technical engineers. The main form of recruitment announcement is still word of mouth, giving priority to children of employees in the Company. On the one hand, this form is an indirect way to treat employees, but the big limitation is that it makes the Company lose the opportunity to advertise its image in the mass media, the opportunity to be known by candidates and limits the right person for the right job.
Limitations in training and development activities
Due to the recent transition from a 100% state-owned enterprise to a joint stock enterprise, the company's business strategy is still unclear and this strategy is still rarely used regularly in business operations. In addition, the company is used to
With the imposition and planning of the State, the operation was not proactive in the pre-equitization period. Therefore, the company encountered many difficulties in clearly outlining the human resource development strategy to support the achievement of strategic goals. In addition, business and human resource strategies are often passive in the face of changes in the external environment and competitors. Therefore, determining training needs is very difficult. Training programs are often designed to meet the immediate needs of the company. In other words, training and development of staff is not really considered one of the weapons to improve the quality of staff and create competitive advantages for the company in the current knowledge-based and integrated economy.
The group training model is the model that the Company has focused on applying in recent years. In most situations of the group training model, the Organization - Administration department is always the one who designs the courses based on the requirements of the business. Therefore, the quality and effectiveness of the program depends largely on the professionalism of the Organization - Administration department. The content often mentioned in group training focuses more on professional knowledge, rarely focusing on personal skills as well as changing the attitudes of the trainees .
According to current regulations, training costs are included in product costs, but up to now, the company has not boldly invested in high-cost and high-quality training programs. The reason is not that the company lacks experience, but mainly because the mentality of the company's leaders has not dared to approve these breakthrough programs. Most training courses are usually held at the company to save on classroom rental costs and ensure that the company's work is carried out in a professional manner.
regularly. A few are held at training facilities or at construction sites and factories.
In the process of organizing training programs, objective scientific methods to assess training needs are rarely used. Most training needs are based on the subjective experience of the training department, which in this case is the Organization - Administration department. Attracting and inviting training program providers to assess the company's actual training needs is rarely done. Usually self-organization and self-assessment.
Limitations in implementing the performance appraisal process
The performance appraisal policy needs the participation of all employees in the company from planning, implementation to evaluation, not only at the management level, but also the responsibility of the management and employees. In reality, the company shows that the management and employees have not paid due attention to the performance appraisal process, and consider this a task/process performed by the Organization - Administration Department.
Although the current scoring method being tested by the Company has some advantages such as a clear structure, standardization allows ranking results to be easily compared and contrasted - even with the entire human resources of the enterprise, equality in evaluation when all employees have to go through the same evaluation process with the same basic criteria and scoring scale. Moreover, this method is also relatively easy to understand and apply because the scoring concept is very clear: both the evaluator and the evaluated can easily see the simple logic and effectiveness of the evaluation scale, suitable for the Company's situation in the period of transition to a joint stock form.
However, in the long run, this method reveals some limitations such as dependence on the qualifications and capacity of the designer when the characteristics and evaluation criteria must be related to the work of the employee or the person being evaluated. These criteria are still only established by the Organization - Administration Department and passed to the management level, without specific and timely feedback as well as contributions from functional departments and employees in the Company. Therefore, there is still no balance between the general plan of the Company/department and the goals of each individual.
The fact that all employees must go through the same evaluation process to ensure fairness is not really effective when the Company applies the same evaluation content and criteria to all employee levels.
In addition, the Company has not yet established a mechanism for regular monitoring and support between management and employees to provide timely feedback on poor performance. Therefore, scoring errors or ranking errors often occur. The reason is that evaluators are busy or afraid of corruption or retaliation, and tend to give indifferent, neutral, and inaccurate assessments of the evaluated subjects.
Limitations in welfare policy
The Company's compensation policy also has the following limitations:
- Department managers do not really have much power in employee treatment.
- The mechanism for implementing employee benefits or welfare programs is not yet flexible.
- The company has not yet focused on the issue of treating young employees in the company to retain a young, truly capable and enthusiastic team because
Currently, the preferential policies mainly prioritize long-term employees with seniority in the company. Youth union activities, creating favorable conditions for facilities, activities as well as stable accommodation for this group of employees are still not given much attention.
- The implementation of non-material benefits and benefits for the families of the company's employees has not been carried out regularly and fully, especially their children, the potential future human resources for the company. Usually, these policies are only implemented when the business results of that year exceed the set targets, even the spending from the company's welfare and reward funds has not been effective and clearly reported, publicly.
Limitations in building corporate culture
As a new company that has been established and developed for more than 38 years, and has often had to change its business model, structure and form, the company's corporate culture, although it exists, is not really clear and widespread throughout the company's human resources. From research and survey results, the author would like to give two main reasons. Firstly, employees do not feel that they are appreciated and respected, so they are only seen as a tool, a resource of the company. Secondly, they feel that they have to work in an unclear and lifeless cultural environment. These limitations are shown in the following aspects:
Employees do not know the future of the company. Every year, there are meetings of officials and employees (in the last two years, there has been an additional form of Annual General Meeting of Shareholders after the Company was equitized) for the Board of Directors to present strategies, policies and development orientations of the Company in the coming year. However, the level of information is still not complete and detailed,
especially in the direction/solution to achieve the goals that the business is aiming for as well as the position/role of each employee in implementing the goals. The most important thing is how to know whether the business has achieved those goals or not besides through one-sided reporting information from the Company's leadership at annual meetings.
Employees, especially site managers, often have their own way of thinking and interpreting the Company's principles and regulations. The problem here is the lack of guidance and close supervision from senior managers. This has become even more evident since the Company was equitized and contracted out to enterprises.
The third limitation is the lack of information and communication between managers and employees. Typically, during the "transition" period of the Company from a 100% state-owned enterprise to a joint-stock enterprise, inaccurate information to each employee, especially long-time employees with skills and experience, gave rise to many unverified rumors. As a result, many employees either decided to retire early or transfer to other agencies, disrupting the Company's apparatus, causing many losses to the enterprise at that time.
CHAPTER 3: SOME SOLUTIONS TO IMPROVE THE EFFICIENCY OF INTEGRATING HUMAN RESOURCES ACTIVITIES WITH THE BUSINESS STRATEGY OF WATERWAY CONSTRUCTION JSC
3.1. COMPANY'S DEVELOPMENT ORIENTATION GOALS TO 2020
3.1.1. Production and market planning
Production and business plan until 2015
Striving to achieve output value: 480,000,000,000 VND In which: North, Central: 333,800,000,000 VND South: 146,200,000,000 VND
Marketing and bidding work
- Strengthen relations with traditional markets.
- Maintain relationships with ministries such as: Ministry of Transport, Ministry of National Defense, Vietnam National Coal and Mineral Industries Group, Vietnam Oil and Gas Group, and expand relationships to other ministries, sectors and localities.
- Prepare bidding documents to ensure higher quality and aesthetics.
- The auction signed new contracts worth from 300 to 450 billion VND.
- Implement 100% of construction works and construction items to units or individuals.
- Strengthen post-contract management to avoid waste, reduce costs and improve efficiency.
3.1.2. Financial goals
- Focus on recovering outstanding capital from projects.
- Liquidate some unnecessary or inefficient equipment.
- Liquidate the prices of collective houses arranged for staff and workers to recover part of the invested capital, liquidate some houses and offices that are not needed in some places such as Van Phuc, Hai Phong, Nam Dinh.
3.1.3. Investment plan
- Focus on repairing and overhauling to strengthen the Company's existing equipment, improving equipment exploitation efficiency. Liquidate old, broken, or unsuitable equipment, or equipment that is used inefficiently.
- Research and explore the fields of trade, import and export.
- Joint ventures and associations to invest in infrastructure such as hydropower, seaports, urban infrastructure, etc. when conditions permit, can contact for investment and business.
3.1.4. Labor and policies for employees
- Ensure enough jobs for workers in need of work
- Striving for average income: 4,000,000 VND/person/month.
- Continue to consolidate and rearrange the workforce from affiliated units to the Company to ensure the goal of streamlining, rationality and efficiency.
- Have a plan to train and retrain some staff, improve management and operation skills to meet the development needs of the Company.