Strengthening International Cooperation in Training Management Human Resources for International Travel Businesses

To solve this problem, it is necessary to promote training links between schools and international enterprises in Hanoi; educational and training institutions need to implement training programs to help learners develop and improve their knowledge, skills, and attitudes to meet job requirements; educational and training institutions need to create trust so that international enterprises can cooperate in training and developing international human resources. In particular, educational institutions need to identify training needs: Necessary steps in identifying training needs include: analyzing the needs of businesses and employers; analyzing jobs and analyzing individuals. Avoid missing or cutting short steps to avoid not being able to provide a specific and detailed list of training needs. Accordingly, focusing on the method of identifying training needs by job position is the most appropriate. In addition, it is possible to combine other methods such as interviews, assessing training needs, and training at projects and training institutions. This makes international human resource training suitable to the actual needs of international enterprises.

Training institutions need to have a mechanism for business owners to participate in the process of compiling training programs. This is an opportunity for trainers to grasp the professional knowledge as well as the qualities that businesses need in graduates. Currently, the Ministry of Education and Training's direction to adjust the framework program has positive points, clearly demonstrating the viewpoint of expanding the autonomy and flexibility of training institutions.

4.3.2.2. Strengthening international cooperation in training management human resources for international travel businesses

Strengthening international cooperation is a very important issue to improve the quality of tourism human resources, meeting the needs of international integration. In the coming time, Hanoi needs to effectively and synchronously implement the following solutions to expand international cooperation in tourism human resources development at international tourism enterprises:

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- It is necessary to urgently develop and perfect mechanisms and policies to encourage training cooperation activities and experience exchange between international enterprises, especially international enterprises with brands, prestige, many years of experience, 100% foreign capital or foreign international enterprises. Cooperate with good, prestigious experts with much experience in teaching at schools and tourism enterprises. At the same time, it is necessary to include the content of tourism human resource training in general and international human resource training at international enterprises in particular in the City's multilateral and bilateral cooperation commitments.

- International tourism enterprises need to actively and proactively cooperate in training with tourism training institutions through cooperation programs to exchange students, teachers, and practitioners.

practice, create an environment for practical research visits... Actively cooperate in training with prestigious foreign international enterprises to exchange experiences, improve human resource quality through technology transfer (short-term and regular cooperation plans).

- For the Tourism Association, it is necessary to strengthen the role of expanding international cooperation in training and developing international human resources for Hanoi's international tourism enterprises, because the Tourism Association is the bridge connecting tourism business activities with tourism human resource training activities. At the same time, the Tourism Association needs to proactively seek information about reputable foreign international tourism enterprises, international standard training programs, and cooperate with international tourism enterprises and foreign training institutions so that international tourism enterprises can enhance integration and acquire new knowledge in training and developing international human resources.

- Attract and effectively use resources from international cooperation for training, fostering, scientific research, and strengthening infrastructure through aid funds, programs, and cooperation projects with countries, international organizations, and international enterprises in Hanoi. Foreign resources can come from non-governmental organizations and developed countries that wish to invest in tourism development in Vietnam.

- Effectively deploy short-term and long-term funding sources to send experts and managers from grassroots to senior levels for training, fostering, and experience exchange at international enterprises abroad.

- Participate in international organizations on quality assurance, accreditation and recognition of training quality and vocational skills standards.

4.3.2.3. Raise awareness of self-training of the management team

"Factors related to the NQT themselves" are considered the second most influential factor on the development of international human resources in Hanoi's international enterprises. NQTs themselves need to practice their qualities, attitudes, commitment and autonomy in work, practice their qualities, thinking, experience and health to adapt to the position of management and operation of the enterprise. In all conditions, NQTs need to regularly update new knowledge, necessary skills such as management skills, leadership skills, relationship building skills, time management skills, negotiation skills, communication skills, foreign languages... to be competitive enough in the market and access the knowledge economy.

In the current context of international integration, it is required that international human resources at international enterprises be equipped with new knowledge and skills in technical expertise, professional skills, information technology, foreign languages, and the ability to handle and operate business situations.... Therefore, the

The managers at international enterprises need to be proactive in improving their qualifications, updating new knowledge, being dynamic and creative in finding new methods and ways of working, and new markets. The managers at international enterprises need to be aware of their responsibilities, obligations and limitations in order to have a plan to overcome them and strive to improve. Being proactive and actively learning to improve qualifications can be done in a variety of ways through online management training courses; short-term management training courses; training through assignment and delegation; coaching and guidance at work; training through meetings; staff rotation, concurrent work; participating in seminars, conferences, training courses or trade promotion sessions, field trips, and learning from each other's experiences.

In addition to actively learning to improve professional qualifications, NLQT must always strive to cultivate professional ethics, enrich spiritual life, live honestly, be good and always voluntarily fulfill community and social responsibilities; actively contribute to building and protecting the working environment in the enterprise, the living environment of the community is healthy and constantly improved.

4.3.3. Quality development solutions for management staff

4.3.3.1. Fostering weak knowledge for management staff

The training of weak knowledge for human resources needs to be based on the level of requirements compared to the level of response of each group of competencies suitable for each level of human resources at international enterprises. Based on the assessment of the level of capacity shortage, training and development programs suitable for each management level will be developed. For high-level human resources, it is knowledge of administration, business management, and knowledge of international economic integration. For mid-level human resources, it is necessary to strengthen professional knowledge and business management. For grassroots human resources, in addition to some knowledge at the mid-level, it is necessary to pay attention to knowledge of the market, knowledge of the industry and competitors. This is considered very necessary knowledge to help human resources perform their management work well, but there are still many limitations at present. Therefore, it is required that international enterprises focus on promoting training in the coming time. Training can be done right at the enterprise by inviting training experts or sending staff to attend short-term training courses.

4.3.3.2. Improve skills for management staff

Knowledge is formed through the learning and training process, while skills are accumulated through practice and experience in the work and management process. Thanks to

Through management practice, NLQT will form and perfect their skills. On the other hand, skills can also be improved through appropriate training programs. For high-level NLQT to improve management capacity, business leaders themselves must cultivate and practice leadership skills, thinking skills, communication skills, negotiation skills, influencing skills and decision making, especially focusing on the ability to adapt to the market and deal with crises. For middle-level and grassroots NLQT, it is necessary to equip skills such as teamwork, foreign language skills, information technology, planning and work organization skills. These skills are all essential for the management work of NLQT.

4.3.3.3. Training personal qualities for management staff

With limited qualities at each management level, international enterprises need to be further trained and developed. For high-level managers, it is necessary to pay attention to developing the ability to take risks and be decisive. These are necessary qualities to help business leaders cope with the difficulties and challenges of enterprises in the current period, especially when having to cope with the crisis of the COVID-19 pandemic and the impact of the 4.0 industrial revolution. For middle and grassroots managers, it is necessary to enhance responsibility, the spirit of learning, creativity, and the spirit of cooperation in work to improve management efficiency and achieve the common goals of the enterprise.

4.3.4. Solutions to improve human resource management development activities

4.3.4.1. Solutions for planning activities, human resource management planning

1) The planning and human resource planning work should be built on the basis of the business strategy and human resource development strategy of the enterprise; 2) The planning work should be carried out periodically at least once every 2 years; 3) The planning work should be carried out with three levels of management to create successive layers of human resource, avoiding planning only for high-level and middle-level positions, ignoring the grassroots level when there is a need for human resource, the enterprise can adjust accordingly; 4) A management position should have at least 2-3 potential people planned to create motivation in each individual and fully prepare the source of management staff for the enterprise.

4.3.4.2. Solutions for administrative human resource recruitment activities

1) Enterprises need to develop detailed and specific job descriptions and job standards for each position of international human resources at all levels as a basis for recruitment, placement, training and treatment of employees in the enterprise; 2) In addition to traditional recruitment methods, international enterprises should use scientific tools for selecting international human resources such as: Competency tests, Personality assessments or

through the Assessment Center; 3) Enhance the quality of input human resources through coordination with reputable tourism human resource training institutions to implement recruitment programs when needed; carefully screen human resources right from the input stage to ensure skills, professional expertise as well as the ability to commit and be enthusiastic about the job.

4.3.4.3. Solutions for the arrangement and use of administrative human resources

In the immediate context of the COVID-19 pandemic, to avoid the situation of international human resources changing their profession, international tourism enterprises need to take advantage of favorable times between epidemic waves to convert and rearrange many positions accordingly, such as the department that builds international tour products switching to domestic tours, sales people switching to tour operations, and training elites to be able to work multi-functionally; accordingly, international human resources at international tourism enterprises need to pay more attention to the domestic market, promote trade to stimulate domestic tourism, this is an opportunity for Vietnamese people to experience high-end tourism products that were previously reserved for foreign visitors.

In the long term, international enterprises need to arrange the right human resources for the right job, suitable for their training level and expertise, suitable for their strengths and interests, which will help human resources to fully develop their own abilities, thereby creating opportunities for advancement and development for each individual. To do so: 1) Enterprises need to build a system of job title standards for each management position based on the competency framework of the job position; 2) The principle of arranging human resources needs to be based on the size of the department's workforce, the volume and characteristics of the work, and the capacity of the human resources so that it is appropriate; 3) The arrangement and use must ensure sufficient quantity, reducing the imbalance that leads to some human resources ensuring too much workload and vice versa, avoiding creating work pressure for some management positions that are overloaded when handling work.

4.3.4.4. Solutions for training management staff and successors

In the context of the COVID-19 pandemic, to improve the quality of human resources, businesses should focus on on-the-job training to bring the highest efficiency. Courses will mainly be shifted to online form to save costs in the direction of training so that human resources can hold multiple positions. In addition, international enterprises need to coordinate with universities to cooperate in training and find new sources of human resources. Training content, in addition to knowledge, professional skills, and management skills, should focus on the ability to adapt to the market, cope with crises, and add many new skills that can respond to changes.

big impacts like COVID-19 pandemic... such as better customer care skills, cost reduction and increased business efficiency because customer psychology is that after COVID-19 pandemic, travel and vacation will be the biggest priority of consumers.

In the long term, enterprises need to promote their responsibility for the development of international human resources through policies to support international human resources to participate in short-term and long-term training courses, constantly improving and developing the quality of international human resources . To do so: 1) Enterprises need to focus on training and retraining through organizing short-term training courses (sending staff to study or inviting experts in the tourism field from the Department of Culture, Sports and Tourism or the General Department of Tourism) to continuously improve the quality of international human resources in enterprises ; 2) Based on the international human resources planning combined with the assessment of the current status of international human resources quality at all levels, comparing with the competency framework to determine the knowledge, skills, and attitudes that international human resources are lacking and need to be supplemented, thereby determining the training and development needs in terms of quantity, training subjects, training content and training forms; 3) Determining the need for training human resources must be consistent with the planning work, the plan for developing human resources and the business goals and strategies of the enterprise in each period. The training needs must clearly state the purpose and must ensure sufficient quantity or improve the quality of human resources; 4) The content of training human resources must closely follow the current situation of standard requirements compared to the level of response appropriate to the management position; 5) The form and method of training human resources must be determined to be appropriate for each management level; 6) For the training to take place smoothly, there must be a detailed, specific and clear training plan regarding the participants, training content, training location, training time, funding to support training activities, etc.

4.3.4.5. Solutions for assessment and compensation of administrative human resources

The COVID-19 pandemic has caused a loss of human resources in Hanoi's international enterprises because most of them have to quit their jobs or change jobs. Therefore, in the immediate future, medium and large-sized international enterprises need to use reserve funds to "retain" human resources if they want to operate effectively after recovery. For micro and small international enterprises without reserve funds, it is necessary to restructure the apparatus and liquidate some assets to have salaries to retain high-quality workers, especially department heads and good sales staff.

In the long term, it is necessary to build a reasonable, scientifically based HR assessment system that is suitable for each management position. HR assessment results must be used as an important basis for implementing human resource treatment. Hanoi's international enterprises need to build HR treatment policies that are suitable and attractive to each level.

management to motivate and retain good human resources. Specifically: 1) Enterprises need to have good human resources treatment policies, focusing on long-term human resource development strategies such as: periodic health check-ups, creating a favorable working environment and promotion opportunities for employees, professional skills training programs, etc.; 2) Enterprises need to develop appropriate salary and allowance policies to meet the wishes of human resources but linked to the productivity and business performance of the enterprise. Human resources who contribute a lot to the enterprise will be paid higher salaries. Salary policies include salaries according to job title or position; performance salaries (productivity salaries, soft salaries); responsibility allowances, etc. paid monthly. In addition, international enterprises need to study and issue bonus policies such as Tet bonuses, bonuses for revenue achievements, initiatives, creative ideas, etc. 3) For enterprises in the form of joint stock companies, it is possible to develop a bonus stock policy for international employees to help reduce costs, increase equity, and encourage them to change from being employees to being owners; 4) Enterprises need to build a professional working environment; create opportunities for personal advancement; develop a career path to help international employees feel secure in their work and contribute to the overall development of the enterprise;...

4.3.5. Solutions to control factors affecting the development of administrative human resources

4.3.5.1. Financial solutions

Financial capacity of enterprises is considered to be the factor with the strongest impact on human resource development and international human resource management of international enterprises in Hanoi. The survey results show that only a few international enterprises have financial strategies or plans for human resource development and international human resource management. In particular, limited liability companies are often small and medium-sized, or micro-sized with limited capital and human resources, leading to difficulties in human resource development activities compared to other types of enterprises. Therefore, international enterprises need the following financial solutions:

- Along with the change in perception in the context of international economic integration, enterprises need to build a human resource development policy that is suitable for their business strategy and their "financial health". International enterprises in Hanoi, typically medium, small and micro enterprises, only manage based on experience and subjective opinions, so they can only determine the need for human resources in the short term or even only base on the current time to make decisions. Therefore, international enterprises need to invest in building a systematic and documented human resource development policy, in which the content of human resource development defines the roles and responsibilities of the enterprises.

Responsibilities of businesses and individuals in development, standards and procedures for selecting staff for development.

- Increasing the scale of small and medium enterprises, especially micro enterprises, gradually forming larger enterprises in the market. Increasing the scale of enterprises means increasing the capacity of finance, human resources, technical infrastructure and other resources of enterprises. Thus, enterprises can ensure basic resources for international human resource development.

- Regularly and proactively plan financial resources for PTNLQT. Enterprises should establish a development investment fund. Expenses for training and PTNLQT activities will be taken from this fund. The cost of training, large or small, depends on the scale and operating status of each enterprise and must always be at a reasonable level. The cost is not large but also must not be too low to affect the effectiveness of training and PTNLQT. Expenses for training and development may include the following costs: Costs of attending courses, costs of purchasing, preparing necessary means and materials for the training process (printing costs, compiling documents, textbooks, etc.), salaries for managers during the time they manage students, salaries (remuneration) for those participating in teaching and training students, costs for training locations (facilities), costs for training consultants, related organizations, etc.

- Hanoi's international training enterprises must always have a plan to develop a reasonable training fund and accounting system to serve the long-term development goals of the enterprise. Enterprises should invest more in training and international human resource development activities to apply changes in the business environment. Enterprises cooperate with credit institutions to facilitate loans for study.

4.3.5.2. Improve the quality of training in enterprises

The factor “Training at the enterprise” is considered the fourth most influential factor on human resource development in international enterprises in Hanoi. Currently, international enterprises have not seriously invested in determining training needs to implement training programs at enterprises. Therefore, to improve the quality of training for human resource development, international enterprises in Hanoi need to focus on: Seriously investing in determining training needs to implement high-quality training programs, equipping and updating new and necessary knowledge and skills for human resources; Increasing the organization of free on-site training and financial support for training outside the enterprise to improve human resource capacity, then it is inevitable that international enterprises will also develop human resource development as required.

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