Strengthening the Organization and Enhancing the Capacity of the Management Team, Implementing Human Resource Development

To effectively implement the above content, the Parent Company needs to specify the Group's Human Resources Development Training Regulations by clearly defining the responsibilities in vertical direction between the Parent Company and units at all levels. On the other hand, it is necessary to strengthen the inspection and evaluation of implementation from the Parent Company and level 2 units towards level 3 and grassroots units.

In the reality of developing electricity human resources, the model of decentralized management and autonomy in implementing human resources development but with systematic guidance from the parent company has been applied very effectively by TNB Corporation since 1995. The form of departments and divisions directly organizing training courses on expertise at the unit in combination with training facilities has been very popular in Japanese Electric Power Companies since the 1980s and has until now played a very good role in short-term training and regular technical training.

At EVN, the above-mentioned mechanism solution has been implemented in the past few years and has begun to yield results, but it is not systematic and widespread. Power Company 2 (now Southern Power Corporation) authorized provincial Power Corporations to coordinate with Ho Chi Minh City Power College to train technical workers to upgrade their qualifications since 2008. Since then, the number of technical workers and technical staff receiving regular training every year at the Company has increased significantly. In 2010, Hanoi Power Corporation (although it has just been upgraded and authorized) had a number of people receiving regular training that increased by more than 50% compared to previous years. This demonstrates the need for stronger decentralization and delegation of authority in implementing human resource development at EVN.

Second, develop strategies and issue policies to support and encourage the implementation of human resource development in level 2 units and the Group.

Maybe you are interested!

The human resource development strategy of the Group and its level 2 units should be prioritized and announced soon. This is an important basis for establishing and implementing annual human resource development plans at all levels. The human resource development strategy is integrated with the development strategy of the Group and its units on the one hand,

On the other hand, it is necessary to clearly demonstrate the direction of focusing on training the existing human resources, in which priority is given to the direct labor force in electricity production and business to meet quality requirements and ensure the human resources structure shifts in a reasonable direction.

Issuing policies to encourage the development of human resources in units will rapidly increase the number of employees receiving advanced training. In reality, the number of employees who need to improve their capacity mainly work in units directly involved in electricity production and business from level 3 and below. Therefore, the above policy needs to be issued by the parent company and level 2 units soon to harmonize the interests of the units when organizing for employees to participate in training activities while still ensuring the assigned production and business plans. Units also need to encourage individual employees in these units to want to be trained and develop their careers. To do so, the human resources development policy must be linked to their remuneration and promotion regime at the unit.

In addition, it is necessary to establish a centralized training support fund. This is a financial reserve fund to support units implementing human resource development when they encounter difficulties and cannot arrange funds for the planned plan. This is a necessary solution to support human resource development in the context that EVN has just converted to a Group model, with differences in production and business conditions in units owned by the model. Experience in establishing and using a centralized training fund at the Vietnam National Coal - Mineral Industries Group [2] in the recent pilot phase shows its feasibility and effectiveness in ensuring the implementation of the general development strategy.

Obviously, there cannot be a single policy on human resource development that can solve the current problems, but it will be a harmonious combination of many policies related to human resource management, income distribution and other guarantees as proposed in the following section of the thesis. Moreover, the most basic condition to ensure the success of the solution is the capacity of key positions in management at all levels. However, good implementation of the above contents together with

With the dissemination and training of the staff working on human resource development at all levels, this work will be strongly implemented, directly impacting electricity production and business and contributing to the development of individual workers' careers. On the contrary, when this activity is put into practice, it will create conditions for reviewing and gradually completing regulations, mechanisms and policies on human resource development throughout the Group.

Third, strengthen inspection and evaluation of human resource development implementation:

The mechanism of decentralization and delegation of authority, together with innovation in methods and incentive and support policies, has promoted the development of human resources in units. However, to ensure that human resources development is in line with strategic orientation and effective, inspection and evaluation are very important steps. This is a weak step that needs to be strengthened in the coming time, especially at the Group level and level 2 units for implementation in member and affiliated units.

In addition to checking the implementation of policies as stipulated in the Regulations on Training and Development of Human Resources, the Group needs to regularly evaluate the implementation of the contents of human resources development. Inspection and evaluation need to be strengthened first at the parent company and level 2 units so that the implementation of human resources development planning is carried out in the right order based on the assessment of training needs and ensuring systematicity throughout the Group. In particular, it is necessary to strengthen the evaluation of implementation, in which attention should be paid to post-training evaluation. That is, evaluating the effectiveness achieved through the change in the capacity to perform work after training and fostering instead of just evaluating the training process through lecturers as the units are currently implementing.

3.3.2.3 Perfecting the apparatus and improving the capacity of management staff, implementing human resource development

The team of employees managing and implementing human resource development at all levels is the key factor determining the effectiveness of EVN's human resource development.

from planning, planning to organizing and directly implementing human resource development activities. EVN's electricity production and business management organization creates a good premise for the formation of a management structure and systematic implementation of human resource development from units to the parent company. Vertical linkage with high discipline in centralized management has also been promoted in the management apparatus.

However, the weaknesses of the above apparatus, which are also one of the reasons for the existence of EVN's human resource development, have been pointed out in Chapter 2 of the Thesis: the leaders and managers at the department level are all part-time; the staff managing and implementing human resource development at all levels are understaffed and have limited expertise. The training facilities under the Group currently have a loose position in the organizational structure, so they do not fully and directly participate in the Group's human resource development work. Therefore, perfecting the apparatus and improving the capacity of this human resource is an urgent issue.

The solution includes the following main contents:

Firstly, strengthen the "human resource development block" in the organizational structure from the parent company to the grassroots units by: i.) establishing a Steering Committee on human resource development to help the General Director direct the unified planning of human resource development and manage and implement human resource development in the Group; ii.) arrange 1 leader and 1 department, division specializing in human resource development at each level from the parent company to the grassroots units; iii.) consider the affiliated training facilities to be part of the Group's general human resource development block.

Second, standardize and specialize the positions of human resource development management, accordingly human resource development management is considered a professional specialty with positions in the apparatus. The staff doing this work must be standardized and specialized through professional training programs with high professionalism.

To achieve the goal of professional standardization for this team, the Group first needs to develop and promulgate competency standards for the positions of specialized management staff and specialists. From there, units at all levels have the basis to plan, select, build and implement training on human resource development management skills for the team of specialists.

Third, organize training and coaching to supplement knowledge and necessary skills on training management and development for the staff team managing and implementing human resource development in the Group. For training management staff and instructors in units and schools, they need to be trained to become experts in assessing training needs, planning and managing the implementation of short-term training programs.

Currently, if including the number of training managers at the Schools, there are over 750 officers and employees specializing in human resource development. However, it can be said that most of them are not experts in training management and human resource development. In the 2008-2010 training and development plan of the Group, there are 11 training topics related to training management and human resource development [36, p. 26]. However, the number of participants in each topic is only from 20 to 60. Therefore, EVN's training plan in the past has not met the requirements for improving the capacity of the majority of human resource implementing human resource development work.

The actual operation at EVN in the past time shows that the leadership and management apparatus for human resource development are all directly responsible for handling technical and operational issues. Training and development of human resources have been neglected for a long time in the past. Currently, with the strong decentralization mechanism in electricity operation and production and business, the need for training and development is large and urgent, so focusing on 1 leader and 1 department-level manager at each management level is appropriate. The organizational structure model with 1 Deputy General Director directing human resource development with a specialized team is the successful experience of APUA Power Companies in improving the quality of human resources in the recent period.

To effectively implement this solution, when organizing training, it is necessary to closely follow the contents specified in the "HR development planning process" and conduct job analysis and training needs assessment as proposed in the Thesis. In addition, on the basis of the system of competency standards and work performance, it is necessary to develop and implement a worthy remuneration policy, creating an attractive and professional working environment for the staff of HR development management.

3.3.3 Reorganize and improve the capacity of training institutions

The University of Electricity, the College of Electrical Engineering and the two Colleges of Electricity in the South and the Central region currently train the majority of human resources for EVN. These schools, together with the Training Centers of the University of Electricity and the Hanoi Electricity Corporation, are the establishments that play a key role in implementing new training activities, short-term training and development, and upgrading existing human resources of the units in the Group.

However, EVN has not had clear policies to support and strengthen these establishments to meet the requirements of developing human resources in the Electricity industry in the new situation. Currently, with the current situation of limited and scattered funding, while the training management mechanism at the units is "loose" as it is now, the Schools are expanding long-term training to increase revenue thanks to the rapid increase in the number of students. Short-term training and fostering that the Schools and 2 Centers carry out are still very limited compared to the current human resource training needs of the Group. In particular, high-quality training and updating of new technologies have not met the actual requirements of electricity production and business. The "hot" and extensive development is making it impossible for teachers and employees at the Schools to improve their capacity and improve teaching methods.

Therefore, the goal of the solution is to reorganize in the direction of reducing focal points to focus on management and investment, while improving the capacity and quality of operations of the Schools, with special attention paid to improving the quality of short-term training and updating new technology.

The solution group includes the following 5 contents:

3.3.3.1 Organize existing training facilities in the direction of reducing focal points to focus on investment, closely linking training activities with the Group's production and business development.

The direct objective of the solution is to reorganize existing schools to form a high-quality university and training center for human resources to meet the needs of the Group's human resources development in the modern development stage. Specifically, it is necessary to organize in the direction of:

- Merge two Colleges of Electricity in the Central and Southern regions into the University of Electricity to form a University developing towards high quality in the region. Accordingly, the main campus of the University in Hanoi prioritizes training high-level human resources, research and technology deployment. The campuses in the Central and Southern regions are upgraded from 2 Colleges to conduct high-level training but are also 2 centers for training and regularly fostering human resources for units in the 2 regions.

- Establish a center for regular training and fostering of technicians for units in the North on the basis of the Electrical Vocational College currently located in the suburbs of Hanoi.

Implementing the proposed reorganization plan, the apparatus at the training institutions after the reorganization will basically remain the same as it is now, but in essence, there will be a fundamental change: The parent company will focus on directing management and investment through two focal points. The University of Economics and the Center for Technical Training will have the conditions to effectively use and allocate facilities and resources to become specialized training institutions in Electricity with high capacity and quality equivalent to the Training Centers in APUA.

In the current condition that domestic universities have many limitations in practice and new technology serving the operation of power systems, the establishment of a high-quality university of the Group to serve training

Higher education, leading experts in management and technology are needed. Compared to traditional universities, recent studies have shown that: vocational higher education in enterprises has outstanding advantages and tends to develop strongly in today's competitive economy, with a scarcity of high-quality human resources [91].

With over 60,000 electrical operators and repairmen working nationwide, EVN's presence of technical and specialized technology training centers in three regions as currently located is very convenient for units to send employees and technicians for regular training. The survey results of the author and the research team (see Appendix 9) show that 100% of level 2 units believe that it is necessary to have a Center specializing in short-term training in electrical technology and engineering. The units surveyed all want these Centers to have the capacity to regularly train and improve technicians and technicians for the units. Currently, colleges in the three regions have performed this function, but there has been no clear planning and orientation, so the implementation volume is small and fragmented, mainly training new college and vocational schools.

In fact, after 3 years of pilot operation of the Advanced Training Center of the University of Da Nang, the effectiveness of short-term training activities when exploiting common facilities and highly qualified instructors at the units has been proven. Therefore, with the available training facilities at the Colleges, the facilities after being reorganized will become Training Centers operating effectively in short-term training and advanced training.

3.3.3.2 Innovating methods and content of regular training at schools

The main content of the solution is: Schools proactively innovate methods of organizing and implementing training and fostering with different methods through partnerships with production and business units in EVN. For example, in addition to organizing

Comment