SITUATION IN HUMAN RESOURCE TRAINING AND DEVELOPMENT IN

4.1.1 Human resource training in the company

a. About defining training objectives of the company

Over the past few years, the company has identified training objectives. However, it has not replied on development plans, and only focused on offsetting the shortage of employees in the current conditions. It implements in the short-term plans instead of long-term training to serve the human resource development.

Moreover, it has not built standards of job titles to identify training targets for those who are already planned. Furthermore, it has not made analytical steps to determine the knowledge/skills to be trained for those who meet the organization's goals.

b. About the training content

The training content in the company has generally been plentiful and consistent with the characteristics of learners. For example, managers will be focused on the content related to management activities (project management, finance, bidding, materials etc.);

staffs and technical workers will be trained related to technical safety, labor protection, line management and TBA, galvanometer, electrical experiments, electrical equipment repairing etc. The contents seem realistic in general to improve additional knowledge for employees to complete their mission, and the number of people who receive training is increasing over the years.

According to the survey, 90% of votes show that the content is suitable for the purpose of the course; 67.3% of votes indicate that it matches for the qualifications of practitioners and 32.7% agrees that it does not. Through research, this limitation is caused by the curriculum that is not compiled well for each level of workers as well as no assignment from low to high level, leading to difficulty for them. In the near future, the Company should adjust training contents compatible with the capabilities of each level.

On the other hand, the lecturers have not joined any courses of education, so it can affect the quality of imparting knowledge to the learners.

c. The methods of training

- On the job training: Over the past few years, the Company has assigned senior specialists to the tasks of guiding work to new staffs. Particularly, for workers, the

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Company has been applying the 3-step training method based on the general regulations of the sector. This method has been implemented and closely monitored for all employees when they start to work in the Company; it has had good effect to help them become familiar with the job quickly and ensure safe production. Besides, the Company also focused on implementing the transfer in many different departments and positions to retrain human resource for the future.

- Off the job training: This method is also implemented by holding short-term management training classes for manages, accounting for 86.9% of types of training in the Company. For workers, the Company periodically organizes a training session, and depending on the actual situation, it will hold short-term training courses and send staffs to study at other companies to improve the operation etc.

- In short, the training method is applied largely, which is consistent with the characteristics of each practitioner and meets the requirements of career development of employees.

d. Budget and policies for trained staffs

- Budget of training: Actual budget for training over the years is limited, accounting for 20% to 40% compared with the maximum level of allowance. This investment is not commensurate with the size as well as the finance of the Company.

Therefore, it needs the more investment in the future.

- Policies for trained staffs: In recent years, the Company has established many policies to encourage their participation such as raising salary, changing salary, transferring job after training. The percentage of people receive pay raise is above 60% of the total number of people trained.

- When employees attend to the courses, the Company will give favorable conditions including time, budget support and fully paid during the course of learning. For those who have college level and below go to university by themselves, after graduation, based on academic performance and job efficiency, their salary will be reviewed respectively or they maybe appointed as Head of Management.

e. Assessment on the training results

In recent years, the Company has not performed the assessment on the training results. In case of assessment, leaders only give subjective comments without survey and analysis of actual situation. Therefore, it is too difficult for the Company to do this and find the weakness of the courses to improve the next one.

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4.1.2 Situation of the human resource development in the Company a. Situation of the human resource training and development

The training and development of human resources in Chon Thanh EVN have been implemented as follows:

• The methods of training

Long-term training: usually lasts more than a year. Chon Thanh EVN combines with training institutions in the domestic and international market to build training programs that are consistent with the actual demand for the main types of training: postgraduate, graduate and vocational school.

Short-term training: Training courses are less than one year (including overseas study).

• The order of organization of training activities in EVN Chon Thanh Step 1: Identifying needs of training

For the courses that the staffs are sent to study by the Company: Chon Thanh EVN will inform the units about the content of course, then head of unit considers and sends their list of staffs to the Corporation

For the courses that units must report to the Corporation for approval: Derived from requirements of management, units must have papers to report to General Director on the needs of training, organizational plans and list of staffs to be trained.

Step 2: Selecting the trainees

Selection and training of trainees are based on common standards and its own standards following the regulation of training, depending on the specific types of training.

Step 3: Building the programs and methods of training

Based on the training objectives, EVN Chon Thanh combines with internal and external institutions to develop training programs that are consistent with the actual needs.

Step 4: Estimating cost of training

Now, cost of training in EVN Chon Thanh is done under the regulation of training and development of human resources of Vietnam Electricity. It is ranged from 1% to 3% of salary fund.

Step 5: Assessing the program and the effectiveness of training

Regarding the long-term training and improvement of skills in the training institutions, the evaluation of the results is mainly based on certificates and academic performance of employees after learning.

Regarding on-site training: Focus testing is performed in Suoi Hai training centers. After completing the course, it takes responsibility for checking, marking and reporting the

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results to the Corporation. If the number of participants is too large, it will divide into many different parts.

In the end of year, the units shall prepare a report about the implementation of the training including quantity, cost, location, time of training, etc. Moreover, they also assess the strength and weakness and solutions for resolving the problems.

b. Situation in improving the quality of human resources

- Regarding the improvement of knowledge and skills of employees, the Company annually provides more than 500 employees with training courses etc. According to data collected by Organization & Human Resource Department, the number of people who are sent to study or attend to courses by themselves in this year is higher than that of last one.

Therefore, we can say that the knowledge and skills of managers and employees in the Company improve year by year.

- Regarding the improvement of the awareness of employees, through learning political theory, taking part in cultural activities for members of union, unionist and members of communist youth union, militia etc. it makes positive changes in awareness and practices, especially the awareness of the role and responsibility of individuals for the organization in the new situation and the work assigned.

c. Situation about the improvement of encouragement employees

- Regarding salary policy, in recent years, the Company has paid to the employees properly, sufficiently and timely. Monthly salary is based on the efficiency of units and the completion of task of each employee through voting the personal achievement coefficient of work effectiveness from the level of Production group and above. This is to promote economic lever that attaches personal responsibility to team to improve motivation.

However, salary policy has not yet paid attention to the issue of encouraging employees to detach them from production to participate in long-term training courses to enhance good performance.

- Regarding Remuneration and benefits, they are established and used as regulations.

Every year, the Company holds to reward excellent employees and timely resolves welfare schemes for them. Total expenditure for the reward and benefits each year is up to 8.5 billion VND.

- Regarding Working conditions, technical facilities, materials, equipment, vehicles and personal labor protection equipment are prepared as prescribed. The recommendations of employees to improve working conditions are considered timely.

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- Regarding Promotion policy, the Company indicates staffs planning every 5 years. The promotion and appointment are implemented under the direction of leaders of the Company and the advice from Organization & Human Resource Department. However, opportunities for promotion are not clear; they have no policy to encourage professional staffs that will reduce their motive.

4.1.3 The relationship between the human resource training and development in the Company

Most of cases that have been trained and completed mission are considered to raise salaries, change the salary scale, and arrange suitable job to fulfill their assigned tasks. It also mainly focuses on improving the salary scale (over 61.5% in 2010). This is a motivation to encourage employees to actively participate in human resource training and