National economics university
Neu busi ness sch ool

Khong thi thuy linh
IMPROVING TRAINING QUALITY FOR NEW EMPLOYEES
AT FPT CORPORATION
IN T ROD UC T ION AN D T H EO R ET ICA L F R A M EWO R K

SUPERVISOR: Ms. LE THI BICH NGOC
Hanoi – 2013
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FPT CORPORATION
FPTCorporation(FPT) is one of the most successful multinational
information technology companies of Vietnam and is considered as leading
conglomerate in. It has branches in 14 countries and this number is increasing fast.
FPT has 8 subsidiary companies which operates in software outsourcing,
telecommunications, property, education and financial services
FPT HISTORY AND MILESTONES
FPT was founded on September 13, 1988, initially named the Food
Processing Technology Company. FPT firstly started up as a state-owned enterprise
engaging in import and export business of food and processed food. The company
had import and export relations with Eastern Europe and the Soviet Unionwith the
products including dried bananas, potatoes, cassava, etc.
On October 27, 1990, the company was renamed to The Corporation for
Financing and Promoting Technology to focus on IT businesses. The contract to
provide computers for the Russian Academy of Sciences and partnership with
Olivetti in 1989 was the foundation of the later IT department. Only after 8 years of
development, FPT confirmed its No. 1 position in IT industry of Vietnam
In 1999, FPT started up Software Outsourcing Center (currently known as
FPT Software - FSOFT) to export software to Europe, North America and Japan.
December 13, 2006 saw the IPO (Initial public offering) of FPT Corporation.

- Continuously innovating in traditional core businesses in order to
maintain stable growth, leading and outstanding positions in the industry.
- Prioritizing in modernizing the administration system and upgrading maturity
level of all procedures to improve company’s product & service quality.
2. FPT Management Systemrepresents FPT’s culture, built on the explicitness to
guide FPT’s employees on the way to think, work, act and interact.
II. ORGANIZATIONAL STRUCTURE AND CULTURE
1. FPT ORGANIZATIONAL STRUCTURE
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Board of Directors
Mr. Truong Gia Binh – Chairman
Mr. Bui Quang Ngoc – Vice Chairman
Mr. Do Cao Bao – Member of Directors Board
Mr. Truong Dinh Anh – Member of Directors Board
Ms. Le Nu Thuy Duong - Member of Directors Board
Mr. Le Song Lai - Member of Directors Board
Mr. Jean CherlesBelliol - Member of Directors Board
Board of
Management
Mr. Bui Quang Ngoc - Chief Executive Officer (CEO)
Mr. Nguyen The Phuong - Vice General Director
Ms. Chu Thị Thanh Ha - Vice General Director
Supervisory Board
Mr. Nguyen Viet Thang – Head of Supervisory Board
Mr. Nguyen KhaiHoan – Member of Supervisory Board
Mr. Cao Duy Ha – Member of Supervisory Board
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2. FPT CULTURE

In our history of national construction and defense, the role of human factor is also
demonstrated.
To promote the industrialization and modernization of the country, starting
from the National Congress VI (1986), Government has proposed the renewal of the
country. From this event, after 15 years of innovation, many businesses have rightly
recognized the importance of the human factor, has proposed a number of effective
measurements to address the relationship between personal interests - collective
interests - social and obtained encouraging success.
FPT Corporation is one of the leading companies in ICT (Information and
Communications Technology) field. In competitive market, organizations pay much
attention on maintenance and development of workforce quality, quantity in
consistent with the requirements of transport, cargo transport, production business,
ensuring organization’s development and integration, competition and success in
the future. FPT is proud to be home to the largest number of IT engineers in
Vietnam. They are the most precious property to whom FPT attributes its every
success. It is the reason why I choose the topic “Improving training activities for
new employees at FPT Corporation” to be my graduation thesis.
1.2. RESEARCH OBJECTIVES
Objectives of research study are formulated as following:
• Research some basic theories required for training activities of FPT
Corporation’s new employees
• Review and analyze current training activities for FPT Corporation’s new
employees
• Propose some recommendations to improve FPT Corporation training
activities for new employees
1.3. RESEARCH QUESTIONS
• What are the training activities that FPT Corporation has employed for new
employees?
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Mr. Bui Minh Tuan –
Training staff of FPT
Corporation
The difficulties
and advantages
when
implementing FPT
training activities
Training plan of
FPT
Awareness about
FPT training
activities
Survey
Questions
and answers
guidelines
50 target new employees
Evaluate the
effects of FPT
training activities
Which training
activity is effective
for FPT new
employees?
Primary data were collected by in-depth interviewing with FPT Corporation’s
training manager and staff and by surveying target new employees of FPT’s
Corporation. Therefore, there are two instruments for analysis method:
 In-depth interview was carried out with 1 manager: Ms. Ngo Thi Duy Phuong
– FPT Corporation training manager; and 2 training staff: Ms. Nguyen Thi

Chapter 2: THEORETICAL BACKGROUND ON TRAINING
Chapter 3: CURRENT SITUATION ON NEW-EMPLOYEE-TRAINING
ACTIVITIES AT FPT CORPORATION
Chapter 4: RECOMMENDATIONS ON NEW-EMPLOYEE-TRAINING
ACTIVITIES AT FPT CORPORATION
CHAPTER 2: THEORETICAL BACKGROUND ON TRAINING
2.1. DEFINITION OF TRAINING
Training is a part of Training and development - the field which is
concerned with organizational activity aimed at bettering the performance of
individuals and groups in organizational settings. It has been known by several
names, including human resource development, and learning and development.
Training is the acquisition of knowledge, skills, and competencies as a result
of the teaching of vocational or practical skills and knowledge that relate to specific
useful competencies. The goal of training is to improve people’s capability,
capacity, productivity and performance. Different professions and occupations have
different sort of training.
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According to author Nguyen Huu Than: "Training includes activities aiming
at improving professional skills or personal skills for current job.” Another
definition is: "Training and development is a process that allows people to
acquire the knowledge, learn new skills and change perspective, improve
behavior and ability to the work of individuals.” Training focuses on the present,
on the actual work of the individual, on the shortage skills of workers, helping them
with the right skills which are necessary to perform the job.
Training and human resource development is an activity organized and controlled
by the enterprise. It determines to bring a change of perception, qualifications, skills,
and awareness of employees for their work. Training and development relate
organizations and individuals. The content of the training may include:
Training professional expertise: In this workers are equipped with theoretical

factors determining the success or failure of a business. Training, as a part of HR
management, defines the workforce based on the need and strategy of corporation.
It is like a house light to guide employees towards the corporation’s final goals.
Good training is the foundation for other steps in HR management, including
evaluating and retraining.
We live in an era where the rhythm changes occur with dizzying speed with the
explosion of information technology. It affects the production process, supply
chain, management process, etc. Therefore, the leaders felt the need to equip all the
new knowledge and skills to keep up with any changes. The demand for education,
training and human resource development as it becomes ever more urgent.
Training and human resource development not only has a great impact on the socio-
economic development of the country but also affect the international
competitiveness of enterprises. Training and human resource development has great
significance to offset the shortage of each employee, helping employees improve
themselves and work hard, develop their abilities; improved self-control, self-
management, self- monitoring, self-responsibility before they are assigned tasks in
order to limit the risk of accidents due to unnecessary shortages . It also help
increase loyalty among employees towards company.
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2.4. TRAINING TYPES
There are many ways to classify training types. This thesis supports the following
way of breaking down training into 3 basic types:
2.4.1. Induction training
Induction training is also known as “Orientation training”. Its purpose is to
introduce new employees to new working environment. Normally, induction
training focuses on introducing to colleagues; explaining the organization’s
activities, procedures, structure and culture; working place tour; etc.
2.4.2. On-the-job training
This is one of the most common training types at work, where employee gets

Induction
training
• Higher retention rate
• Accurate information
• New employees feel welcomed
• Clear expectations are
established
• Costly
• Time-consuming
On-the-job
training
• Generally more cost effective
• Less disruptive to the business
• Familiar equipment and people
• Gain direct experience
• Productive (employees will
work as they are learning)
• Possibility Of
Accidents
• Low Productivity
• No Goals or
Evaluation
Off-the-job
training
• Learn from specialist
• More reality-based
• Response better
• Directly applies to jobs
• Higher chance of retention
• Time consuming

place. This step is responsible for the instruction and delivery of the training
program. Under this step, the prepared plans and programs are implemented to get
the desired output. Under it, employees are trained to develop for better
performance of organizational activities. For a training program to be successful, it
is essential that the trainer is conscious of several essential elements, including a
controlled environment, good planning, and the use of various training methods,
good communication skills, and trainee participation.
2.5.4. Evaluate Program
This step will determine how effective and profitable your training program
has been. It consists of an evaluation of various aspects of training in order to know
whether the training program was effective. In other words, it refers to the training
utility in terms of effect of training on employees' performance. The evaluation of
training programs is without a doubt the most important step in the training process.
It is this step that will indicate the effectiveness of both the training as well as the
trainer. Finally, a feedback mechanism is created in order to identify the weak areas
in the training program and improve the same in future. For this purpose,
information relating to class room, food, lodging etc. is obtained from participants.
The obtained information, then, tabulated, evaluated, and analyzed in order to mark
weak areas of training programs and for future improvements.
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2.6. TRAINING’S DETERMINANTS
There are plenty of factors which affect training in organization. This thesis
prefers to classify those determinants into two categories: external and internal factors.
2.6.1. External determinants
- Economic development trend within the country: The trend of economic
development and the economic cycle of the industries have a great influence to
human development in particular and human resource management in general.
During the period of economic downturn or economic uncertainty, businesses
face the need to maintain skilled force and reduce labor costs. Therefore,

expertise to each department based on business goals to set goals for their
department.
- Business’s policy and strategies: The business policies generally belong to
the field of human resources and depending on the strategy used by
businesses. Some policies have a huge impact in the training and
development of human resources such as wage policies, incentives,
encouraging employees to work out of his ability, with high productivity.
- Business culture: Organizations have their own culture. This culture is
defined as a system of values, beliefs and practices shared within an
organization, the impact on the formal structure created behavioral norms.
The culture evolution and enterprise are affected by the senior executives,
mostly from what they did rather than what they say.
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