PHÁT TRIỂN NGUỒN NHÂN LỰC: NGHIÊN CỨU TÌNH
HUỐNG CÔNG TY CỔ PHẦN TƯ VẤN VÀ THIẾT KẾ
KIẾN TRÚC VIỆT NAM
HUMAN RESOURCE DEVELOPMENT: CASE STUDY OF
VIETNAM ARCHITECTURAL DESIGN & CONSULTANCY
JOINT STOCK COMPANY

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TABLE OF CONTENTS
COMMITMENT………………………………………………………………………I
TABLE OF CONTENTS…………………………………………………………..…II
LIST OF ABBREVIATIONS ………………………………………………………..III
LIST OF TABLES …………………………………………………………………...VI
LIST OF CHARTS……………………………………………………………………V
INTRODUCTION……………………………………………………………………...
CHAPTER I
RATIONALE FOR THE HUMAN RESOURCE DEVELOPMENT IN AN ENTERPRISE
1.1. BASIC CONCEPTS
1.2. HUMAN RESOURCES DEVELOPMENT

1.2.1. Concept
1.2.2. The Target of human resource development
1.2.3. Significance of human resources development
1.3. HUMAN RESOURCE DEVELOPMENT CONTENT IN ENTERPRISE
1.3.1. The forms of Human Resource Training and Development.
1.3.1.1. The forms of Human Resource Training
1.3.1.2. The forms of Human Resource Development
1.3.2. Human Resource, Development, Training and Management
1.3.2.1 Analyzing, assessing training and development needs.

2.3. ANALYSIS OF HUMAN RESOURCES MANAGEMENT & DEVELOPMENT
SITUATION AT DAC COMPANY

2.3.1. Effect of recruitment mechanism.
2.3.2. Effect of labor coordination policy of the company to work performance.
2.3.3. Corporate culture affects the human resource development environment.
2.3.4. Effect of salary policy.
2.3.5. Factors affect the human resources development at the DAC
2.3.6. Perceptions of human resource development are not timely.

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2.3.7. Planning staff has not implemented well.
2.3.8. Not yet developed strategies of training for professional workers.
2.3.9 Evaluation of the existing workforce of the company.
CHAPTER III
SOLUTIONS

FOR

HUMAN

RESOURCES

DEVELOPMENT

OF

VIETNAM

APPENDIX …………………………………………………………………………………...

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III

LIST OF ABBREVIATIONS
ASEAN

Association of South East Asian Nations

WB

Word Bank

WTO

World Trade Organization

ĐHKTQD

National Economic University

NNL

Human Resource

DAC


Diagram 1.4: Analysis of work results of the employee
Diagram 1.7: The course and learning objectives
Model 1.10. Maslow's theory of needs
Diagram 2.3. Control process of recruitment, training and appointment

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INTRODUCTION
In the necessary resources to create the social and economic development of the
country in general and enterprises in particular, the human resources are the core
resources to create material value for the organization, creating competitive position
and having the most decisions to resources. In recently, human is considered a "special
resource" a major force in the economic development. Therefore, the human resources
development becomes the most important issue, occupies a central location in the
resources development system. Besides building a strategy for your own enterprise, the
enterprise should have an adequate human resources development strategy because
human resource is a vital element and can turn into reality. In recent years, Vietnam has
joined many regional economic & trade associations, particularly World Trade
Organization (WTO) in 2006 has created many opportunities for Vietnamese
enterprises to expand the market and learn international business experiences. In the
process of economic integration, Vietnam enterprises in general and especially design
& consultancy in particular are facing a big challenge that is what to do to maintain and
develop human resources to be survived and developed in an increasingly competitive
environment. The greatest asset of the consulting companies in general and design &
consultancy companies in particular is human; it can be said that "human is 90% assets
of the company", therefore, problem of "brain drain in the design & consulting
companies” is considered as complex phenomenon. How do not professionals,
engineers, architects who after being trained by the company transfer to other
companies especially foreign companies with representative office in Viet Nam?


CHAPTER I
RATIONALE FOR THE HUMAN RESOURCE DEVELOPMENT IN AN ENTERPRISE
1.1. BASIC CONCEPTS

Manpower is energy in every human being and makes human active. That
energy is more and more develop along with the development of the human body and
to a certain extent, people are eligible to participate in the labor process. Human is
understood as human resources of every person including physical, mental and
personality.
Manpower is understood as all the physical ability and the mentality of the
people which are applied in the production process. Manpower of an enterprise
includes all employees working in enterprises.
Human resources are resources of human, those resources that are considered at
two aspects. First of all, the meaning of the source, human resources lie within the
human body, which is the basic difference between human resources and other
resources. Secondly, the Human resources are overall of resources of each individual.
In the report of the UN, assessing the impact of globalization on human resources has
introduced the concept of human resources that are skill qualifications, knowledge and
practical competence along with the capability existed as potential.
According to Beng, Fischer and Dornhusch, different with other physical
resources, human resources are understood as whole qualifications which are
accumulated in social cognitive processes and contact with reality.
In our country, the concept of human capital is widely used in the sense that
human capital represents a rethinking of the role of human factors in the development
process. This is evidenced in the research work of human resources. According to
Professor Pham Minh Hac “Human resources should be understood as population,
wisdom, power, and moral qualities of workers. It is the overall available human

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According to Harbison and Myer, the human resource development is the
process of improving knowledge, skills and abilities of everyone in society.
According to researchers in our country, the concept of human resource
development is as follows:
According to Pr. Pham Minh Hac “Human resources development is understood
as increasing human values on the moral, intellectual, skills, soul, strength ... cause
people to become employees with capacity and quality to meet the tremendous
requirements of the social and economic development, the industrialization and
modernization of the country.
According to Assoc. Dr. Tran Xuan Cau and Assoc. Dr. Mai Quoc Chanh, the
development of human resources is increasing process in the number of human
resources and improving quality in terms of human resources, creating more reasonable
human resource structure. All three aspects: quantity, quality and structure in the
development of human resources are tied to each other, in which the most important
factor is human resources quality that should be enhanced.
With a view, consider “human as capital - human capital” that: “Human
resources development is the investment activities to create human resources with the
quantity and quality meet the needs of economic- socio development of the country,
and to ensure the development of each individual”.
According to the textbook Human Resource Management, University of
National Economics, (2004): "Human Resource Development” (broad meaning) is the
overall of organizational study activities, is conducted in the certain period to make a
career behavior change of employees”; This concept has not emphasized the ultimate
goal of human resource development that is organizational development, employee
personal development.
Concept of Henry J. Sredl & Willam J. Rothwell in the book: Guidelines of
United States Training and Development Association on the role of professional


Development
Future job
High
Prepare for change
Voluntary

The form of human resource training and development, there are many different
classifications. Some documents do not distinguish training and development forms of
human resources and lists the forms of training and human resource development in
general as human resource management curriculum of the NEU. In fact, it is difficult to
distinguish forms of training and development, as well as training measures to improve
the quality of human resources. The following section shows how to classify the forms
of human resource training and development.
1.3.1.1. Forms of human resources training and development
There are many ways of classifying of human resources training forms. It can be
classified according to the attachment or detachment in training: training forms of work
and outside of work; or can be classified according to the traditional and online training
forms - with the use of technology in training. Also classify according to teacher’s
training method and involvement of students, such as presentation method through
lectures, audiovisual techniques, simulation games, situations, role playing, and
flexible discussions card and group discussion. The following is a classification of the
training methods.
a. Training in work: As the direct training method at work, in which students will learn
the necessary knowledge and skills to work through the actual work and usually under
the guidance of skilled workers”.
This group includes such methods:
- Training in form of job instruction.
- Training in form of vocational


development compared to development strategy of the unit. Does the enterprise have

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sufficient resources for training and development? Does the manager support for
training and development?
Job analysis (also called as task analysis, operational analysis): Identify critical tasks
and knowledge, skills, and behaviors that should be emphasized in training to
employees can complete their tasks.
Individual analysis (also known as human analysis): Individual analysis of employee
on the ability to perform the job to determine: (1) determine the extent of the poor
performance due to lack of knowledge, skills, abilities, due to lack of motivation or by
unreasonable job design; determine the potential for development (2) determine who
needs training, who can develop, and (3) determine the level of readiness of employees
for training and development.
However, according to P. Nick Blanchard, James W. Thacker (1999), despite
using the same above model of training needs assessment, the term of task analysis is
replaced by operational analysis and this term in Vietnam is often used as job analysis.
The term human analysis commonly used in Vietnam individual analysis
Training needs analysis is shown in diagram 1.3 below
Input

Process

Organizational
analysis
Target
Resources
Internal environment

strategies, and practices.
When the standards for professional (job analysis) is very different from the results of
the implementation of employee (individual analysis), then it means that the existing
gap in the performance of work. In this case need to answer a few questions: whether
due to the employee lack of knowledge, skills, attitudes, or due to irrational
remuneration, may not comment with the manager directly or due to difficulties of
employee... the detailed information will be considered to assess training needs. The
diagram 1.4 below shows the process of the work performance results analysis of
employees.
Supply necessary
organizational,
management
solutions

Start

Initial
discovery

Realize the
difference
about
performance
of employee

Define
the
cause

Define

Source: Robyn Peterson (1998), Training Needs Assessment

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Training needs analysis according to the above mentioned method has the
following advantages and disadvantages:
- Synthetic analysis associates with the levels of organization.
- Exact results.
- Ensure the training is relevant to the needs of learners.
- Time-consuming.
When applying this method in practice for enterprise, we need to pay attention:
Organizational analysis includes the following:
- Consider the mission and strategy of the organization: Provide training priorities.
Enterprises should develop its mission, vision and strategy.
- Consider resources and resource allocation: Spent a part of resources (human
resource and funding) for training and development.
- Internal environment factors analysis: organizational structure, management,
management systems, human resources ... consider it as the cause of the problem on
the results of performance.
- If training and development is necessary, the influence of these factors to the
implementation of training and development.
Job Analysis: Including the consideration of the necessary tasks to perform a
specific task efficiently. It requires determining the tasks to be performed, the extent of
work to be accomplished and the knowledge, skills and attitudes necessary to perform
the job. Job analysis should also anticipate the difficulties that employee face when
performing tasks.
After analyzing the importance level of the task to work implementation results,
we need to assess the importance of knowledge, skills and attitude to complete work at
the time of hiring employee. These are factors that affect the remuneration for