CHAPTER 4: RESULTS & DISCUSSIONS
4.4 SOLUTIONS FOR IMPROVEMENT OF HUMAN RESOURCE MANAGEMENT AT
RESOURCE MANAGEMENT AT POWER TRANSMISSION COMPANY NO.4
4.4.1 Solutions for improving the function of attracting and allocating human resources
4.4.1.1 Improving staff recruitment and arrangement policy a. Completing the recruitment process
Staff recruitment policy should be more valued by PTC4 because this is the decisive stage of the input quality of HR. For a long time, staff recruitment was close process; the “open” aspect is very limited as it mainly recruited “family members” with a simple process. It is time to publicize the recruitment activity (considering both internal and external sources of the company); the selection criteria must be specifically, clearly and lucidly developed; and recruitment process must be strictly regulated.
- It aims at recruiting young candidates who meet requirements.
- Under the proposed recruitment process, steps need to be performed include:
Step 1: Pursuant to the business functions and missions, departments and units shall balance human demand for them, and then conduct job analysis, job descriptions, and establish the quantity and standards for recruitment.
Step 2: Preparing the request form of manpower recruitment, and then transferring this Request form to Organization – Administration Department
Step 3: Organization – Administration Department will check the margin and criteria according to the margin for power production and business labor. Then, the Department will send feedback to departments and units which are in the need of workforce to decide recruitment criteria.
Step 4: Organization – Administration Department will set up Recruitment plan which was signed by the Director, and conduct and test the progress on plan implementation.
Step 5: Organization – Administration Department gathers information about demand and supply of labor market; identify sources of supply; and develop storage system of sources of supply.
Step 6: In various forms (Impartation, communication, text, advertisement in mass media etc.), Organization – Administration Department will announce the recruitment: In and outside the Company, and other sources of supply. Contents of announcement must
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include job descriptions, requirements for qualifications - job skills, physical conditions, working conditions etc.
Step 7: Organization – Administration Department shall receive and then classify profiles;
informs for candidates to complete their profiles; return unqualified profiles; screen profiles and make a list of candidates to be invited to first-round interview. At this time, the candidate’s information must be stored in the database of the Company.
Step 8: Organization – Administration Department organizes first-round interview. It briefly introduces the Company to the candidates. It assesses results of first-round interview, returns unqualified profiles and schedules second-round interview.
Step 9: Organization – Administration Department and departments or units using manpower jointly organize second-round interview, second-time result assessment. It returns unqualified profiles.
Step 10: Organization – Administration Department screens background and working process. It informs final result and makes appointment with qualified candidates. It informs candidates of date and time for reception procedure. It returns profiles of unqualified candidates after failure of screening.
Step 11: Organization – Administration Department proceeds initial contact with candidates. It establishes a training plan. It signs training contract, and commitment form.
It delivers guidelines of labor rules, traditions and history of the sector and the Company to candidates.
Step 12: The Company will sign a probationary contract, establish and uniform indicator system after the probationary period. It sets up hand-over probationary minutes for departments or units in the need of manpower.
Step 13: Organization – Administration Department and departments or units jointly organize post-probationary evaluation, procedure of termination of probationary contract for unqualified candidates, establish procedures of transferring qualified candidates to official employees.
Step 14: Organization – Administration Department establishes official usage of hand-over minutes for departments or units. It submits official labor contract along with policies and regimes for employees to the Director to sign.
Step 15: Organization – Administration Department reviews the entire recruitment process of candidates, submit recruitment decision to the Director to sign.
b. Completing staffing arrangement policy
- Each department or unit of PTC4 needs develop unified viewpoints of allocating the right person for the right position, whether the worker is newly recruited or is working.
As assigned by the Company, arranging working position for employees is the authority of head of departments or units. In order to successfully perform these tasks, some issues should be noted:
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Listing all the primary functions and missions to be performed in the departments or units under the provisions of the Company
Listing all the primary functions and missions which are actually implemented in departments or units
Referring the actual functions and missions to the provisions of the Company, and then adding the omissive missions, and adjusting and reassigning overlapped ones.
Implementation of job placement is done based on:
◦ Job description; Job standard; requirements, characteristics and contents of each job
◦ Actual capacity of the employees
◦ Assurance of the principle: Each job needs to be properly performed; implementation is not overlapped; the task is done by the most appropriate person to help them maximize their strengths and whenever an employee is absent, his work can be undertaken by another one without causing disruption to general business activities. These issues require head of departments or units must possess basic understand of the psychological aspects and the art of leadership.
◦ Regularly organizing such professional exams such as talented administrator, excellent operator, and so on within PTC4 to discover new talents; then arranging those talents into appropriate positions and proposing to transfer them from one department or unit to a more appropriate one
◦ For tasks assigned to a group of employees, in addition to job description for the group, a mechanism for coordination among team members and the responsibilities of the leader must be regulated.
- When employees was allocated with proper position, they will feel comfortable, along with other attractive policies (Salary, bonus, benefits etc.) will stimulate workers to be eager to work; thereby increasing labor productivity. Employees themselves will not need to work overtime or do an additional job to increase their incomes. Additionally, policies of bringing new blood into the workforce should be focused. Whereby:
+ Age limitation standards must be stipulated for workers undertaking such tasks as electric pillar climbing, report on the incident etc.
+ Confidently arranging jobs for young employees, mentoring and guiding them so that they soon accumulated experiences.
b. Prepare the next generation for management level of PTC4
- Transference of employee diagram need to be developed, which means of building the next generation for the administrator-level. The transference of employee diagram should indicate the candidates for each level. Each candidate has the following information:
Achievements and competencies of current job.
Achievements and capacity for future work.
- Each level of administrator must have several candidates and each candidate can 43
have a tendency toward undertaking many different responsibilities.
- Boldly promote and appoint young employees with excellent professional and ethical qualifications in key leadership positions.
4.4.1.2 Completing regime of staff promotion and transfer
Excellent employees leave because they do not have opportunities for promotion. It is one of the common causes taking place in the business, forcing the leaders to pay more attention to the promotion, appointment or arrangement of job at a more complex level.
This is also an important element in the development strategy of human resources in companies which take care of the human element and desire to retain excellent employees.
However, that is not the only reason for staff transfer - a step to be able to perform promotion and appointment. A man, who performs work and tasks which are too familiar and boring in a long time, will lose the ability to assess keenly, incisively, and objectively.
They are distrust and motivation is eliminated in their work. The timely change will helps employees accumulate new experiences, blows into them a new spirit, and stimulates the labor enthusiasm, thereby greatly contributing to the entrepreneur.
To complete regime of staff promotion and transfer, the following solutions must be performed:
Developing standards for each title:
Develop standards for each position is also called “Promotion card”. When being appointed to a position, candidates will be given a Promotion card by the Company.
Promotion card includes three main components:
Contents 1: Required standards for that position. Contents 1 help superiors select the right candidates eligible for promotion. On the other hand, the candidates who were promoted will understand the shortcomings and weaknesses of themselves, hence developing proper solutions.
Contents 2: Duties and functions of employee who undertakes the position.
Therefore, promoted staff will understand required tasks, his/her duties and jurisdictions, hence quickly fulfilling these tasks.
Content 3: The rights and advancement direction in the future to strive for as well as assurance in the new position. This was not fulfilled in PTC4; most of the candidates were appointed based on emotions, promoted staffs have not yet fully mastered their duties and functions, thus generally following experiences of their own trail or the former administrator.
Therefore, necessary solution is to build Functional card (Promotion card) for each title in PTC4.
Developing diagram of employee transfer:
Specifically, it is to build the next generation for the administrator-level. The diagram shall state the candidates who have the ability to be trained for undertaking each
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position. Required information of the candidates includes age, gender, the situation of fulfilling current job, the ability to undertake the planned promotion position.
Through the diagram: Superiors can know the strengths and weaknesses of each candidate to have training plans to prepare resources. On the other hand, the planned candidates will know advancement direction in the future and strive for it.
The following regimes need to be additionally implemented:
Job enrichment: Assigning more tasks for staffs to be more responsible, more active, more control in their work, and get much more feedback. Such employees will develop their talent, their careers, thereby creating resources for promoting or arranging a more complex or responsible work.
Job expansion: Assigning the staffs additional tasks with the same level of complexity to the current work. This can promote the ability of employees, may hold concurrent job or position. Through this, their income will be raised and sources of promotion will be prepared.
Job rotation: Alternating work among employees. When a group of employees masters a certain job, a member of such group can be transferred to another group without affecting the group’s performance. After a certain period of time, that rotation can help employees achieve ability of completing various kinds of tasks. Therefore, employees can be interchangeable in their job and leaders can coordinate when necessary. Staff themselves will have comprehensive capabilities.
Authorize work to employees: To authorize or delegate is to assign a piece of work for employees. When undertaking the authorization, the staffs will receive training of an additional tasks and professional competency of employees will be improved. After repeatedly authorization, staffs will have comprehensive capabilities. As a result, resources for promotion to required positions will be generated.
Employees need to be arranged more sophisticated work:
It is needful to arrange the ascending levels of complexity of work so that employees strive for improving their skills as well as techniques. Thus, career capacity of employees will be raised and through which wages are raised. Naturally, when given a more difficult task to employees, a training plan needs to be prepared so that employees can successfully fulfill that task. Normally, this solution is effectively applied for production workers.
4.4.2 Solutions for improving the function of training and developing human resources
4.4.2.1 Determining the demand for training
The training demands are additional competences in line with workers’ job requirements to work better and to adapt the developing objectives of the enterprises. To determine the training demand, we need:
- To build tools for collecting data of evaluating the training demand, including 45
personal form, group form, management level form
- To plan to evaluate the training demand: The training management department plans to evaluate the training demand
- To collect and gather the data of the training demand
- To analyze and summarize the result of evaluating the training demand: The management training department summarizes and analyzes the data to evaluate. It is possible to use forms:
Survey forms of the training demand
Personal forms of evaluating the training demand
Results of evaluating the demand for training of departments and units
4.4.2.2 Applying the training method according to the gap of ability among working positions
In general, the training demand of the Company is very high, which includes many different fields. Therefore, there is not enough expense to train immediately. It should give priority to each period of different management levels as well as different working positions.
The weakest and most important fields should be organized to train first. This principle is called the training method according to the gap of ability.
The training method according to the gap of ability should be conducted as follows:
Step 1: Determining the core values of PTC4, which means to determine objectives that management levels of PTC4 need to gain
Step 2: Determining main abilities that management levels and working positions require
Step 3: Determining the significant levels of each ability of each management or each working position
Step 4: Determining the proficient level of the ability
The proficient level is a person’s ability to work in a position. For each ability, the proficient level is very different depending on each position. The requiring proficient level is the standard which an employee must gain according to the requirement of the Company after completing their work. There are five proficient levels:
5 point level: presents the highest ability requirement for one position to complete the work.
1 point level: is left blank, because it is used to evaluate when the staffs do not complete the minimum requirement of the work.
The requirements among points must be clearly different.
Step 5: Determining the real proficient level (the real ability).
The real proficient level is the real ability that each employee gains when he/she completes the work.
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Step 6: Finding the gap of the ability means to determine the real ability that the management level has the weakest point, so it should be focused on that weakest point.
Step 7: Organizing to train the weakest point
Thus, organization of training is right to the focus towards each management level as well as each position in each period.
After determining the gap of the ability, the company only needs to conduct additional training which focuses on the weakest abilities. Taking part in a course is just able to comprehend knowledge and skills and see how these knowledge and skills are applied in the reality to become the real ability. Therefore, it is necessary to have time to change that knowledge and skills into the real ability.
Analyzing should be probably considered for each employee at each position, which can determine exactly the demand of training. If so, it is necessary to have more time and efforts to conduct. Because of limited time and ability, this thesis only focuses on several positions in PTC4.
Applying the training method according to the gap of the ability for officers and leaders
Step 1: Firstly, determining the core values of PTC4 Policies of PTC4:
• Transmitting power safely, continuously and stably; cooperating with other units in the same branch to provide enough power for the economy
• Being oriented to multi-disciplinary manufacturing and business.
Objectives of PTC4:
• Reducing the rate of electricity loss
• Reducing the time of cutting the power
• Reducing the price of transmitting power
• Cooperating well with power distributing stage and consumers to strengthen the system of transmitting power.
Step 2: Determining the list of necessary abilities for leaders of PTC4:
Through the above core values and ideas collected from managers of offices and units in PTC4, the list of leaders’ necessary abilities is created and divided into four following groups:
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Table 4.13: List of groups of abilities
Four groups of abilities Description I. Ability to develop organizational
strategy
This group of this ability relates to understanding and possibility of gaining objectives of Company in the current condition
1. Politics Understanding of politics inside and outside organization to have the most suitable way of behaviors
2. Understanding inside and outside
organization Having the thorough knowledge of regulations, internal rules, charters and laws inside and outside organization to be able to direct reasonably for the work
3. The strategic vision Planning long-term development which is suitable with the general development of the organization and action to look forward to the future.
4.Being decisive and responsible It is necessary to have skills and spirit and the ability to complete the responsibility.
5. Organization
Arranging resources to complete the plan
6. Technical handling Having the ability of adjusting employees’ behaviors in the direction of training them.
II. Ability to work in professional knowledge
Creating products and services according to requests of internal and external customers.
7. Planning Having the ability of outlining steps of action to obtain the objectives
8. Taking the decision Being active in deciding to choose the best ordered methods
9. Analyzing problems Knowing the way to analyze problems and applying methods to solve problems
10. Solving problems
Knowing the way to apply methods to solve problems 11. Influence on human resource Knowing the way to make people get objectives
spontaneously
12. Technology management Finding, evaluating and applying technology reasonably.
13. Controlling Directing and controlling timely to carry out the plan exactly and get the expectation.
14. Prestige Having the great professional knowledge and having confidence in organization
15. Being dynamic and creativity Knowing how to improve and innovate in working and easily adapting the change
III. Ability to work with others Working effectively with other people who are in the company and outside the company
16. Communication Having the ability to communicate with other people.
17. Effect
Taking effect to direct other people do something following oneself’ s ideas
18. Acquiring ability Receiving the information from other people and then 48
analyzing it.
19. Cooperation
Cooperating with other people to solve problems.
20. Supporting Supporting other people to create the condition for them to work better.
21. Team work Ability to solve problems according to the majority 22. Conflict management Knowing the way to limit disagreement in the
organization
23. Negotiation Coming to get agreement from both sides
IV. Ability of personal development Relating to the determined conduct to improve the personal ability, behaviors and impulse of the personal development
24. Being positive Beginning the mission enthusiastically and maintain that enthusiasm until completing the mission.
25. Being progressive Always learning to improve
26. Being flexible Adjusting to be suitable with changeable conditions 27. Being optimistic Having the positive attitude to difficulties
28. Being honest The truth is the top principle
Source: summarizing based on ideas of managers of offices and units in PTC4
- Next steps, through investigating and referring to the ideas of managers of departments and units in PTC4, it is to determine the gap of ability for “ officers and leaders” positions:
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Table 4.14: Determining the gap of the ability for “officers and leaders” positions:
Table 4.14: Determining the gap of the ability for “officers and leaders” positions: