The Impact of the Labor Market on Human Resource Training in the Company

suitable for the integration stage.

In addition, the legal system (Article 60 of the 2012 Labor Code) requires businesses to increasingly pay attention to the interests of employees. Therefore, Viet Office Consulting and Solutions Joint Stock Company is no exception. The company has complied with the requirement to support training costs for employees when participating in training courses inside and outside the company. In addition to supporting travel expenses or fixed training costs, trainees participating in training will receive 100% of their daily salary and the same allowance as before. That makes each employee not have to worry about leaving work to attend training.

2.2.2 The impact of the labor market on human resource training in the company

Currently, the labor market can be said to be surplus in quantity but lacking in quality. These workers after being recruited must undergo training. Not only that, but with the characteristics of a startup company with the main target group of recruitment being young people, it has directly affected the human resource training activities at the company. This is a big difficulty for human resource management in general and human resource training in particular of the Company. The labor market mainly recruits young people, leading to the requirement that the company must have attractive training policies to be able to attract and retain potential human resources for the company, otherwise it will be very easy for a brain drain to occur. Therefore, the work of forecasting the supply and demand of human resources in the market must take place regularly and accurately in order to build a training plan suitable for the development goals of the company in each stage.

In addition, the labor market does not meet the requirements of the industry's workers, leading to difficulties in retaining workers when there are competing companies. The company needs to have stronger policies to retain important positions in the company, and promote training of adjacent teams to replace them if necessary.

Influence of subjective factors:

2.2.3 The impact of competitors on human resource training in the company

Nowadays, with the market economy, the industrialized and modernized economy, businesses compete with each other not only in terms of infrastructure, capital, but also in terms of the workforce.

employees. This is considered the core competitiveness of each enterprise. In the market, there are many companies operating in the field of office real estate and especially located in key areas such as: Mpro, Hanoioffice, Soffice, ... Understanding and grasping the actions of competitors will be the driving force for the company to launch activities to increase competitiveness, which is the competition in human resource quality, if the competitor has a good human resource training system, it will help that enterprise attract more human resources, because quality human resources will be the core competitive factor in each enterprise.

In the current industry, Hanoioffice is the company with the best quality human resources, they are always ahead of other competitors in technology and new ways of operating. This will be both a challenge when their higher competitiveness in human resources will create difficulties in all aspects, but it will also be a good opportunity to learn, to motivate human resource development at Greenoffice.

2.2.4 The impact of the company's customer factors

Customer factors also partly influence the human resource training activities in each enterprise. Customer needs are increasingly rich and diverse, so enterprises must also regularly update the situation of popular customer desires to meet customer needs and professionalism in service quality. The industry's characteristics lead to Greenoffice having two customer groups: newly established enterprises needing to find a supplier that provides full utilities from working offices, business registration offices, legal departments and initial accounting; and the remaining customer group is long-standing enterprises wanting to change their working space, so understanding customer needs will take place in both of these customer groups.

To do this, businesses need to have a systematic employee training system so that they can be more creative and professional in each position in the organizational structure, ensuring production and business activities, providing products according to customer needs.

More specifically, to be able to meet this requirement, Greenoffice has simulated the knowledge

and the skills an employee needs to meet customer needs are as follows:

Table 2.4 Employee factors required to meet customer needs

STT

CUSTOMER NEED FACTORS
Knowledge	Skill	Quality
1	Knowledge of office service packages (shared office, full-service office, office small,…)	Communication skills	Responsibility at work
2	Knowledge of procedures for establishing a business, changing headquarters,... all knowledge about business law	Teamwork skills	Flexible and creative
3	Preliminary knowledge of initial accounting procedures	Situation handling skills situation	Be careful and precise

Maybe you are interested!

(Source: Training Management Department)

2.2.5 Impact of the company's strategic goals

First of all, the strategy for developing human resources at the Company is to determine the training needs and purposes. This is the first step and has a decisive influence on all subsequent training activities. Based on the planning objectives on the direction of business activities in each stage, each period, based on the actual situation, the company considers and evaluates all the necessary factors to achieve the set goals, including the indispensable factor of human resources. Accordingly, the determination of training needs is carried out through the company's human resources department, this department will guide other departments to determine their training needs.

This is also one of the factors that has a significant impact on the implementation of the enterprise's human resource strategy in each period. Correctly determining the business strategies that need to be done in the future will help the enterprise have the right view on the direction of human resource training to serve those strategies and the ultimate goal is to help the enterprise develop further physically and mentally.

A good, clear business strategy will positively affect the human resource training of the enterprise from the training orientation to the implementation and completion of that training course. Good goals and strategies help determine the right standards to evaluate whether the quality of human resource training has achieved the desired results or not. Greenoffice sets itself a mission to create its own identity with core values that bring professionalism, prestige and friendliness.

2.2.6 The influence of corporate management's perspective on training

It is reflected in the style, ideology, and viewpoint of the administrator on human resource management in general and on human resource training in the enterprise in particular. If the administrator's viewpoint is to use people in an "instant noodle" style, using whatever is available, not investing, paying attention to training, then human resource training in the enterprise will be neglected, ineffective, and the training quality will not be high, then it will not meet the goals and strategies of the entire enterprise, making the enterprise unable to survive, core competitiveness is weak, and the enterprise's operations will be very difficult. On the contrary, the administrator cares and focuses on human resource training from the time they start to become employees of the enterprise. For example: orientation training courses for new employees, corporate culture, ... then the quality of human resources will be improved, focusing on investment, good training supervision and evaluation will make the training activities achieve the desired results, meeting the needs of the enterprise. At Greenoffice, the Director is Mr. Tran Quoc Tuan - a calm, polite, friendly person, always interested in the feelings of employees at work, especially the person who cares about the quality of workers in the company, the core competitiveness that helps the company develop sustainably.

2.2.7 Impact of the company's financial capacity

The finance of the enterprise in general and the investment budget for training in particular will directly affect the human resource training of the enterprise, affecting the progress and results of the implementation of the training plan, the effectiveness and quality of human resource training in the enterprise. If the enterprise's finance is good, stable, and has the ability to invest in the human resource training process in the enterprise well, then it will allow the construction of

Standard programs with better lecturers and learning equipment, if the budget is low, the human resource training process will be delayed, thereby causing the staff to not catch up with the general development trend of the industry, especially in the technology business, it is even more demanding in terms of facilities, machinery, and training equipment. Therefore, corporate finance has a decisive influence on the quantity, program, plan, and training methods at the enterprise. Through the business performance of the enterprise in Table 2.2, we can see that Greenoffice's capital, revenue, and profit are quite stable, the company invests a lot in developing human resource training activities, this creates motivation and is a necessary condition to help training work at Greenoffice achieve better results.

2.2.8. Impact of employee factors in the company

A very important factor affecting training is the level of workers. Greenoffice unit has only nearly 30 employees, but the level is widely distributed and relatively even from college to graduate school. Due to the characteristics of the office service industry, the number of customers and newly established units is very large, so focusing on training for the customer care and business sectors is very important to decide whether to create satisfaction, trust and retain customers or not. The company's labor structure is evenly distributed by age and gender, in recent years there has been a trend of younger workers, so training will also be easier due to discipline, high sense of responsibility and faster absorption.

However, during the working process, some employees have not really developed themselves. Specifically, employees are still not gentle with customers, their professional knowledge is not high, their knowledge of foreign languages and office information technology is limited, etc. In addition, their work quality is not comprehensive, employees are withdrawn and do not cooperate with other departments, and are not flexible when situations occur outside of their scope. These are the weaknesses that Greenoffice's staff need to change.

2.3 Results of analysis of the current situation of human resource training at Vietnam Office Consulting and Solutions Joint Stock Company

2.3.1 Overview of training results

Viet Office Consulting and Solutions Joint Stock Company was established in 2015, up to now it has been 7 years, however, the company's human resource training is still in the process of construction and development. In the early stages, the company prioritized training core human resources because at that time the company's human resources were not many, in addition, the departments were not clear and complete. Until the last 3 years, it was the time of prosperity of Greenoffice, the departments were more complete, the number of employees increased, the department heads were trained with more specific processes, which created the foundation for conducting training for new employees. The company's employees are trained according to specific scales and methods from the management level to the staff level. The number of trained employees is absolute, the training methods and quality are good, diverse for each department. Training policy is also gradually improved: from training plan implementation, training planning, post-training evaluation, etc. However, the training policy is still not completely perfect. Greenoffice is still changing to send to each employee.

Table 2.5 Rate of trainees completing training courses by training content from 2018 - 2020

STT

Training content	2018	2019	2020
1	Knowledge	71%	77%	83%
2	Skill	74%	77%	85%
3	Quality	87%	88%	92%

(Source: Training Management Department)

Through table 2.5, we can see that the rate of students completing the training course according to the training content has increased over the years. The company has paid more attention to training. However, the rate of students completing the training course according to the training content has not reached 100% because:

+ For each training content, the company has requirements and training objectives corresponding to each separate type of training. Setting specific objectives for each subject and applying them to each type of training makes the organization, implementation and evaluation of effectiveness better. However, the company's training objectives and requirements are still

unclear. Mostly based on the need for periodic human resource training, organized annually and still subject to the subjective opinions of department heads. The company has not yet come up with a long-term strategy for developing the company's human resources.

+ The company's training methods are not rich and diverse. Training programs are still general and do not reach the depth of knowledge. Information exchange methods stop at distributing documents and passive listening.

+ The professional qualifications of some employees are limited, foreign languages and computer skills are weaknesses of many people.

+ Human resources from 30 years old and above lack dynamism, do not like change, and are afraid to learn. Young human resources do not fully realize the necessity of training courses.

2.3.2 Current status of training process implementation

Through researching the training situation of Viet Office Consulting and Solutions Joint Stock Company, I found that the company's human resource training process is implemented in the following steps:

Identify training needs

Build a training plan

Implement training plan

Evaluation of training results

(Source: Training Management Department)

2.3.2.1 Current status of determining human resource training needs at the company

a. Training needs assessment

Determining training needs is the first step and has a decisive influence on