As the training scale decreases, the number of staff in the departments also decreases, specifically in 2013 there were 46 staff, but by 2016 there were only 40 staff. However, there are some departments with a high proportion of staff, such as the administrative department with 9 people, accounting for 22.5%, the library information center currently has 7 people, accounting for 17.5%. The school needs to review and re-evaluate the workload and quality of personnel in this department to consider streamlining to bring about work efficiency.
The staff who both manage and serve the training work mainly work in functional departments such as: Financial Planning Department, Training Department, Administrative Organization Department, performing tasks such as accounting, timetable management, student management, exam inspection, staff and lecturer management. Each unit has its own specific functions and tasks, so the work of each person is also different according to their professional level. Some staff still participate in teaching at the school.
2.2.4. Human resource training and development
In order to improve the quality of training, aiming to become a high-quality school by 2020, the school has been focusing on advanced training and fostering the team of managers and lecturers to develop the school and affirm its brand in training human resources for the tourism and service industry. Managers and lecturers are identified as the main force in the school, an important factor determining the quality of training, therefore, the school pays great attention to the training and fostering of managers and lecturers.
About training and development types :
- Open short-term training and refresher courses: organize concentrated training at specialized training courses organized by schools or for staff and lecturers to be sent to attend training, specialized or advanced courses.
at conferences and forums in each professional field. Up to now, 80% of the staff, lecturers and employees have been sent to attend different training courses suitable to the professional needs of departments, faculties and centers.
- On-the-job training and education: staff and lecturers self-study and develop on-the-job, research and learn from the experiences of their predecessors through mentoring and vocational training.
About training form
- Off-campus training: programs organized by the Ministry of Education and Training, or the Ministry of Culture, Sports and Tourism according to the plan of the Ministry, industry or at the request of the school. The school sends staff and lecturers to participate in training courses according to regulations.
- Training at school: encourage cadres and lecturers to study to improve their professional qualifications. The school organizes classes on awareness of the Communist Party of Vietnam, studying resolutions, English classes with different levels (A1, A2, B1, B2, C1, C2) ... Faculties, departments, and centers base on the school's training and development plan for cadres and lecturers to develop training programs according to topics organized by the units.
- Send teachers and staff to tourism businesses to directly participate in work as employees of the facility to improve professional skills and update practical knowledge in training activities at the school.
Training costs
The quality of training also depends on financial resources. Without abundant financial resources, it is certainly impossible to invest in building modern facilities, equipment, and attract qualified staff and lecturers.
Implementing a centralized financial management regime, with decentralization to affiliated departments and centers. Collecting correctly, collecting fully, and spending appropriately.
management, saving, proper investment, having reserve accumulation when necessary, salaries and wages of civil servants.
With the funds collected from tuition fees, fees, and the funds allocated from the State Budget, the school has encouraged its staff to improve their professional qualifications every year and the school has encouraged and supported them in many forms, both materially and spiritually. At the same time, the school continuously sends its staff to study abroad in training programs, research topics, etc. These are motivating factors that help staff and lecturers have many opportunities to access developed countries to study and apply modern teaching methods.
Results on training of staff and lecturers
In recent years, the school has actively sent staff and lecturers for training, improving professional qualifications and standardizing staff and lecturers to achieve the current results.
In addition to the appropriate incentive policies for staff, civil servants and lecturers to participate in advanced training such as: salary increase ahead of schedule, reduction of teaching workload, calculation of scientific research hours... have encouraged staff, civil servants and lecturers to actively participate in training.
In recent years, the school has always encouraged and motivated its staff to study and improve their qualifications. For staff and lecturers who are studying for a master's degree during and outside of office hours, the school has always created conditions for staff and lecturers to both study and ensure the quality of their assigned work.
This is also a great source of encouragement for staff and lecturers to be enthusiastic in studying and improving their qualifications. In 2015, the school sent 12 staff and lecturers to study for a master's degree, and 60 staff and lecturers to attend professional knowledge and skills training courses.
2.2.5. Human resource evaluation and treatment
a) Human resource assessment
Currently, lecturer evaluation is conducted based on the prescribed annual workload. Lecturers who ensure sufficient workload are evaluated as having completed their work.
According to the Regulations of Hai Phong College of Tourism, the school has regulations on teaching periods, teaching hours, scientific research hours and self-improvement study for lecturers, specifically as follows:
Table 2.13: Standard teaching hours per year for lecturers
Unit: standard time
Standard
Number of periods/hour | Conversion | |
Teaching hours | 480 lessons | 360 hours |
Science research hours | 160 hours | 160 hours |
Self-study hours | 90 hours | 90 hours |
Total | 610 hours |
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(Source: Administrative Organization Department, Hai Phong College of Tourism)
Thus, the standard for lecturers at Hai Phong College of Tourism is 610 hours. To ensure the standard, lecturers have to teach many subjects or take on other jobs, thus reducing the quality and effectiveness of teaching.
The evaluation of staff is mainly administrative in nature, assessing the level of violations in working time, not specifically assessing the quality of work and the level of completion of work. This is because the work of departments and offices does not have specific job descriptions, so there is no basis for evaluation.
To evaluate the quality of human resources at Hai Phong College of Tourism, the author conducted a survey. The evaluation results with staff and lecturers are as follows:
Table 2.14: Evaluation of lecturer quality
TT
Review content | Rating level (%) | ||||
Very good | Good | Normal | Least | ||
1 | Political and moral qualities | 62.5 | 18.75 | 18.75 | 0 |
2 | Enthusiastically help learners in the learning process | 56.25 | 15 | 22.5 | 6.25 |
3 | Combining methods teaching | 31.25 | 18.75 | 35 | 15 |
4 | Understand the psychology of learners | 25 | 31.25 | 37.5 | 6.25 |
5 | Ability to attract learners | 12.5 | 15 | 50 | 22.5 |
6 | Resolve situations pedagogy | 32.5 | 36.25 | 27.5 | 3.75 |
7 | Ability to impart knowledge | 27.5 | 38.75 | 28.75 | 5 |
8 | Actively innovate methods | 12.5 | 18.75 | 56.25 | 12.5 |
9 | Combining theory with practice | 20 | 42.5 | 26.25 | 11.25 |
(Source: Summary of survey results)
The results of the data table show that the teaching staff is enthusiastic in teaching and helping students in the learning and research process. However, because most of the lecturers are young and inexperienced, the teaching activities are not high. The lectures are still heavily theoretical, there is a combination of practice but not much. Teaching methods, the ability to attract students
Learning and the problem of combining theory and practice are issues that need to be noted for lecturers. These criteria have the lowest evaluation rate with 15% evaluating the teaching method as inappropriate, 22.5% evaluating as not attracting learners and 11.25% thinking that there is no connection between theory and practice. Therefore, innovating methods and increasing practice hours are urgent issues.
Table 2.15: Evaluation of staff quality
TT
Review content | Rating level (%) | ||||
Very good | Good | Normal | Least | ||
1 | Political and moral qualities | 47.5 | 31.25 | 21.25 | 0 |
2 | Attitude of service and support for lecturers and students | 22.5 | 20 | 47.5 | 10 |
3 | Ensure work completion time | 15 | 25 | 40 | 20 |
4 | Work style | 25 | 30 | 42.5 | 2.5 |
5 | Quality of work | 10 | 21.25 | 43.75 | 25 |
(Source: Summary of survey results)
According to the table, 10% of respondents said that the service attitude of school staff did not meet requirements, 20% did not ensure the time to complete work and 25% did not ensure the level of completion and quality of work.
Thus, the survey results show that the service and support attitude of staff needs to be improved. Work progress and quality need to be regularly evaluated according to capacity and job position.
b) Human resource treatment
Over the years, the school has studied documents and regulations of the state, sectors, the Labor Code, and the Education Law for implementation.
Seriously, fully and correctly follow the regulations and policies of lecturers, ensure timely fairness, and correct subjects such as salary, bonus, teacher allowance, rank promotion, regular salary increase, early salary increase. Sickness, maternity, health recovery leave, health insurance, social insurance... ensure correct regime. Maintaining summer, holiday, and New Year regime... has encouraged and motivated the team of managers, lecturers, and staff to be excited and assured to work well and complete assigned tasks.
Overtime allowance: Employees working overtime on Saturdays, Sundays, holidays and Tet are paid: 1.5 times the regular salary.
Overtime allowance (weekdays) = 20,000 VND x Number of overtime hours. Unit price for responsibility allowance: determined by the school.
The average salary of lecturers at Hai Phong College of Tourism is 5,200,000 VND/month. This income is just enough for teachers who are not married and do not have children. For lecturers with children, the above salary is not enough to cover daily expenses, so lecturers cannot devote all their spirit and energy to their work. They have to do other jobs to increase their income.
* Collective welfare and insurance expenses
Lunch expenses for lecturers. Medical expenses. Periodic medical examination expenses for staff and civil servants: medical examination expenses once a year. (In 2016, the periodical medical examination expenses were 350,000 VND/person).
2.3. Evaluation of the current status of human resource management at Hai Phong College of Tourism
Hai Phong College of Tourism has a total of 82 officers, specialists, lecturers and employees. According to statistics, in 2016, the number of lecturers accounted for 51.2% of the school's human resources and the number of staff accounted for 48.8% of the school's human resources.
Of which, 14 are Masters, 54 are University graduates and 14 are of other degrees. The work of organizing the apparatus and appointing leaders of affiliated units has been basically completed and is operating stably, complying with the principles and regulations of the state, openly and democratically. The teaching staff of the Tourism Colleges currently has a relatively reasonable age structure. The staff and lecturers have good moral qualities, a firm ideological stance, and the qualifications and abilities of the human resources basically meet the requirements of the job.
With the viewpoint of promoting the role of human resources in the development strategy, the school has made certain investments and attention to improving the quality of staff and lecturers. That has directly impacted the awareness of human resources, staff and lecturers, understanding their roles and responsibilities for their work, thereby actively working, being creative and studying. Along with that, the system of documents and regulations on human resource management such as: Recruitment regulations, Salary and bonus regulations, Training regulations... are gradually being completed, contributing to supporting the work of improving the quality of human resources.
a) Advantages
- Planning and recruitment
The school's recruitment process is relatively complete. The recruitment steps are clearly defined, specifying the responsibilities and tasks of each department and individual, so there is no overlap, and the process is carried out in a unified manner.
- Human resource arrangement and assignment
The teaching staff is arranged to teach according to their training majors in specialized departments. The staff is clearly assigned to perform separate functions and tasks.