Luận văn thạc sĩ GIẢI PHÁP PHÁT TRIỂN NHÂN SỰ QUẢN LÝ TẠI TẬP ĐOÀN VIETTEL i CHAPTER TABLE OF CONTENTS Luận văn thạc sĩ .i GIẢI PHÁP PHÁT TRIỂN NHÂN SỰ QUẢN LÝ TẠI TẬP ĐOÀN VIETTEL i CHAPTER TABLE OF CONTENTS ii LIST OF TABLES .viii LIST OF FIGURES .ix INTRODUCTIONS 1 Statement of problems .1 Research objectives Research subjects .2 Research scope Research Methodology 5.1 Theoretical research method 5.2 Practical research method Thesis structure CHAPTER1: THEORETICAL BASIS ON THE MANAGEMENT STAFF DEVELOPMENT IN ENTERPRISES 1.1 BASIC CONCEPTS .3 1.1.1 The Organization’s human resources .3 1.1.2 The concepts of Human Resource Development 1.1.3 The concept of managers in enterprises 10 1.1.4 Management staff development in enterprises 11 1.2 THEORY BASIS ON MANAGEMENT STAFF DEVELOPMENT IN ENTERPRISES 11 ii 1.2.1 Forms of training and HRD 11 1.2.1.1 Forms of human resource training 12 1.2.1.2 Forms of HRD .14 1.2.2 Training management and Human resource development 17 1.2.2.1 Analyze and assess training and development needs 17 1.2.2.2 Training and Development Planning 23 1.2.2.3 Training organization and HRD .25 1.2.2.4 Assess the effectiveness of training and development 27 1.3 LITERATURE REVIEW OF MANAGEMENT STAFF DEVELOPMENT IN ENTERPRISES 29 1.4 EXPERIENCES ABOUT MANAGEMENT STAFF DEVELOPMENT IN ENTERPRISES 29 CHAPTER2: CURRENT SITUATION OF MANAGEMENT STAFF DEVELOPMENT AT VIETTEL GROUP .32 2.1 INTRODUCTION ABOUT THE ENTERPRISE .32 2.1.1 Establishment history and development 32 2.1.2 Functions and tasks .32 2.1.3 Organizational chart of telecommunication and information technology sector of Viettel 33 2.1.4 Business performance 34 2.2 OVERVIEW OF SURVEY PROCESS .36 2.2.1 Purpose of Survey 36 2.2.2 Survey Content .36 2.2.3 Survey Methodology 36 iii 2.2.4 Survey Time 36 2.3 CURRENT SITUATION OF MANAGEMENT STAFF AT TELECOMMUNICATION AND INFORMATION TECHNOLOGY SECTOR OF VIETTEL GROUP 37 2.3.1 Quantity 37 2.3.2 Quality 38 2.4 CURRENT SITUATION OF THE MANAGEMENT DEVELOPMENT PRATICES OF VIETTEL TELECOMMUNICATIONS AND INFORMATION TECHNOLOGY 40 2.4.1 Viettel’s management staff training system 41 2.4.2 The training results of manager resources at subsidiary level in the period 2010-2013 48 2.4.3 Evaluation of Viettel’s manager resources training .49 CHAPTER 3: PROPOSED SOLUTION FOR MANAGEMENT STAFF DEVELOPMENT AT VIETTEL GROUP IN PERIOD OF 2013-2020 52 3.1 BASIC PRINCIPLES OF PROPOSED SOLUTION 52 3.1.1 Principles of practice 52 3.1.2 Principles of inheritance .53 3.1.3 Principles of the system 53 3.1.4 Principle of effectiveness 53 3.2 ORIENTATION OF VIETTEL GROUP DEVELOPMENT PERIOD OF 2013 - 2020 53 3.2.1 Vision 53 3.2.2 Strategy 54 3.2.3 The main targets in 2015: 55 iv 3.2.4 The main targets in 2020: 55 3.3 VIETTEL’S DEMAND FOR MANAGEMENT STAFF DEVELOPMENT IN TELECOMMUNICATIONS AND IT SECTORS PERIOD 2013 - 2020 55 3.3.1 Quantity 55 3.3.2 Quality 57 3.4 VIETTEL’S PROPOSED SOLUTION FOR MANAGEMENT DEVELOPMENT IN TELECOMMUNICATIONS AND IT PERIOD 2013-2020 57 3.4.1 Determining the annual management staff training and development 58 3.4.1.1 Significance and objectives 58 3.4.1.2 Pursuant to assess the development needs of managers 58 3.4.1.3 Management staff development need assessment content and method .59 3.4.1.4 Guiding, directing and implementing management development needs assessment .60 3.4.1.5 The conditions ensure implementation of managers training and development needs assessment, 60 3.4.2 Improving the quality of management staff training .61 3.4.2.1 Significance and objectives 61 3.4.2.2 Pursuant to determine the quality improvement management staffs training .62 3.4.2.3 Improvement of training quality of branch managers: contents and methods .62 3.4.2.4 Guidance, direction and implementation of quality improvement for branch management staff training 66 v 3.4.4.5 The conditions guaranteed to improve the quality of branch managers training 66 3.4.3 Encouraging managers at all levels selves-study 66 3.4.3.1 Significance and objectives 66 3.4.3.2 Pursuant to encourage managers at all levels selves-study 66 3.4.3.3 Content and method 67 3.4.3.4 Guiding, directing and implementing 67 3.4.3.5 The conditions to ensure implementation 67 3.4.4 Continue to implement better training through delegation and rotation 68 3.4.4.1 Significance and objectives 68 3.4.4.2 Pursuant to training through delegation and rotation 68 3.4.4.3 The contents and methods of training conducted through delegation and rotation 68 3.4.4.4 Guiding, directing and implementing 69 3.4.4.5 The conditions to ensure implementation 69 3.4.5 Ensure the policy for managers at all levels 69 3.4.5.1 Significance and objectives 69 3.4.5.2 Pursuant to implement polices for managers at all levels 70 3.4.5.3 Content and methods .70 3.4.5.4 Guiding, directing and implementing 70 3.4.5.5 The conditions to ensure implementation 71 3.5 RELATIONSHIP AMONG THE SOLUTIONS 71 3.6 AWARENESS TESTING ON THE NECESSITY AND FEASIBILITY OF SOLUTIONS .71 vi CONCLUSIONS 73 REFERENCES .74 APPENDIX 1: STANDARDS ABOUT TRAINING, SKILLS AND EXPERIENCE OF VIETTEL’S MANAGEMENT POSITIONS 77 APPENDIX 2: TRAINING PROGRAM 85 APPENDIX 3: TRAINING PROGRAM 87 APPENDIX 4: TRAINING PROGRAM 90 Appendix 5: Questionnaire on the feasibility and necessity of five possible solutions for management staff development at Viettel 95 in the period of 2013 – 2020 95 vii LIST OF TABLES Table 0.1: Comparison between training and development 11 Table 0.2: Record sample of task analysis using job analysis methods 20 Table 0.3: The four levels in evaluation effectiveness of training 28 Table 0.4: The number of managers at telecommunications and IT sector 37 Table 0.5: The quality of managers at telecommunications and ICT sector of Viettel 38 Table 0.6: The contents of the manager training program of Viettel’s Course 43 Table 0.7: The contents of the manager training program of Viettel’s Course 44 Table 0.8: The contents of the manager training program of Viettel’s Course 45 Table 0.9: Minimum number of staff required for and 15 markets .56 Table 0.10: The number of officers and staff personnel work 60 Table 0.11: Viettel management training program content 64 Table 0.12: Result of opinions about the feasibility and necessity of the solutions 71 viii LIST OF FIGURES Figure 0.1: Principles of HRD model Figure 0.2: Training Needs Analysis 19 Figure 0.3: Analysis of staff performance 19 Figure 0.4: Organizational chart of telecommunication and information technology sector of Viettel 33 Figure 0.5: Revenue and profit of Viettel group in the period from 2005 to 2012 34 Figure 0.6: Labor and Average income of Viettel in the period between 2005 and 2012 34 Figure 0.7: Viettel’s market share of mobile subscribers in Vietnam .35 Figure 0.8: Viettel’s process of manager resources training at subsidiary level .42 Figure 0.9: Viettel’s management staff organization chart .61 Figure 0.10: Process of training manager in Viettel affiliates 63 ix INTRODUCTIONS Statement of problems In the trend of globalization and international economic integration nowadays, businesses are forced to compete globally To survive and grow, it is necessary for businesses to generate sustainable competitive advantages and core values Building, maintaining and developing high quality human resources will increase sustainable competitive advantages for the enterprise, especially attracting, keeping and developing management staff – a key component with people who play crucial role in completing strategic objectives of the enterprises One of the important factors which lead Viettel become the Number enterprise in telecommunication and information technology (ICT) in Vietnam is the quality of management staffs at Viettel, and one of remarkably experience lessons of Viettel is “well promoting the leader role” However, due to the strengthening of foreign investment and frequent restructuring, changing and adjusting strategy in accordance with the development trend of telecom and ICT sectors, in order to achieve the objective of becoming one of 30 largest telecommunication companies in the world, one of 10 largest telecommunication foreign investment companies by 2020, there is a shortage of managers in both quantity and quality at Viettel On the basis of theoretical research on human resource development, it can be proposed the solutions to development management staff to meet strategic development of Viettel Group Therefore, I chose the topic “Solutions for management staff development in Viettel Group in the period of 2013-2020” Research objectives - To study theoretical basis for management staff development in the enterprise - To conduct the survey, analyze and assess the situation of management staff development practices at Viettel Group - To propose solutions to develop management staff at Viettel Group during 20132020 Contributions - Staff who was appointed to higher positions has to contribute to the development of Viettel Group in the present - Performance of unit’s business is always with good growth - Unit is safe, stable with internal solidarity Have ability to recognize, evaluate and manage, use, provide training for nearby human resources - In recent years, the unit, individuals have at least one or more certificates of merit - There are initiatives, ideas which applied successfully in practice Standards of Branch Director, Head of Corporation’s department and equivalent, are stipulated as follows: Education: - Graduated with bachelor degrees: 01 degree with the major in accordance with the position, 01 degree with major of technical management or economic management (or passed the class on management resource training of the Group) For the Branch Director, it is required to have a bachelor degree of economic management - Foreign Language: Graduated in English with Level B or higher Skills: - Have good way of conveying ideas (with the ability to make other people understand) - Be good at listening and understanding - Good communication and negotiation skills Experience: Staff who was appointed to the position of Branch Director Head of Corporation’s department and equivalent are trained, evaluated and developed through lower positions: - Used to be a Deputy Director of Branch in provinces, cities or equivalent - Special cases can be reviewed from the Director of Branch in districts or equivalent 82 Working process - Have working period at Viettel Group for years or more - Be at the age of 30 or older - Have good health to meet working requirements Contributions - Staff who was appointed to higher positions has to contribute to the development of Viettel Group in the present - Performance of unit’s business is always with good growth - Unit is safe, stable with internal solidarity Have ability to recognize, evaluate and manage, use, provide training for nearby human resources - In recent years, the unit, individuals have at least one or more certificates of merit - There are initiatives, ideas which applied successfully in practice Standards of Deputy Director of Branch, Deputy Head of Corporation’s department and equivalent, are stipulated as follows: Education: - Graduated with 01 bachelor degree with the major in accordance with the position (or 01 degree with major of technical management or economic management) - Foreign Language: Graduated in English with Level B or higher Skills: - Have good way of conveying ideas (with the ability to make other people understand) - Be good at listening and understanding - Good communication and negotiation skills Experience: Used to be a Director of Branch/Center in districts, Head of Branch’s department or equivalent Working process - Have working period at Viettel Group for years or more - Be at the age of 25 or older 83 - Have good health to meet working requirements Contributions - Staff who was appointed to higher positions has to contribute to the development of Viettel Group in the present - Performance of unit’s business is always with good growth - Unit is safe, stable with internal solidarity - In recent years, the unit, individuals have at least one or more certificates of merit Standards of Head of Center in districts, Head of Branch’s department and equivalent, are stipulated as follows: Education: - Graduated with 01 bachelor degree Special cases have graduated from junior university - Foreign Language: Graduated in English with Level B or higher Experience: Used to be a Deputy Director of Center in districts, Deputy Head of Branch’s department, Team leader of Branch’s department or equivalent Working process - Have working period at Viettel Group for years or more - Be at the age of 25 or older - Have good health to meet working requirements Contributions - Staff who was appointed for Head of Center in districts, Head of Branch’s department positions has to contribute to the development of Viettel Group in the present - Unit and individuals which the staff takes responsible for always complete tasks - In recent years, the unit, individuals have at least one or more certificates of merit 84 APPENDIX 2: TRAINING PROGRAM Manager Resource of Viettel - Course In-class lecture duration (days) 33 25 No Learning content A I CONTENTS OF SEMESTER I Professional Knowledge - NEU Roles, functions, and responsibilities of managers in enterprise II III B I The image of a manager Introduction to business administration, new business model Learning methods Management psychology Business Law Market research methods Effective leadership skills, time management skills, selfmanagement skills Viettel leaders in practical situations Party activities – Political activities New business model Management psychology Viettel Culture Seminar Regional and international integration Technological development trend in the telecommunications sector Valuation methods in telecommunications CONTENTS OF SEMESTER II Professional Knowledge - NEU Business strategy Human Resource Management Marketing Management Management Accounting Corporate Finance Analysis of business activities Problem solving skills, effective communication and 85 3,5 5 3,5 41 33 5 5 5 II III C I II III D E presentation skills, team building skills Viettel leaders in practical situations Party activities – Political activities Viettel's PR strategy Business strategy Analysis of Viettel’s business activities Seminar Brand and issues of brand management Application of I-Ching in management CONTENTS OF SEMESTER III Professional Knowledge - NEU Information systems management in the enterprise Sales management Change management Total quality management Project management Coaching and supporting staff skills, exploiting potential capacity, negotiation skills Viettel leaders in practical situations Party activities – Political activities Information systems management in Viettel Telecommunication project management The development trend of telecommunication services of Viettel Seminar Business model: success, failure Service quality management in telecommunications Practical working for graduate thesis: 2.5 months Reserve time for the entire course: week 86 36 28 5 5 5 APPENDIX 3: TRAINING PROGRAM Manager Resource of Viettel - Course A B I 10 11 12 13 14 15 16 17 II III Military Training Viettel leaders meet and have a thoroughly grasp of the class Military training Phase 1: 3-month training by Pace school Professional knowledge Discussion about the course Portrait of leaders Development of communicative competency Creative and breakthrough thinking Speak and presentation Strategic management Plan and implementation control Assigning responsibilities and delegate tasks Human Resource Management Methods of thinking and decision-making Providing motivation for employees Management System Some classic management models Accounting for Leaders Finance and Investment for Leaders Teamwork Leadership skill development Learning foreign languages Viettel’s operations taught by Viettel’s leaders and officers Party activities – Political activities at Group Viettel financial activities Viettel marketing activities In-class lecture duration (days) 11 10 78 33 0.5 0.5 2 2 2 2 2 2 34 1 Domestic telecommunication business Unit’s property management IT application in management 1 No Learning content 87 No Learning content In-class lecture duration (days) 1 IV Leading Viettel taught by Viettel leaders Working with practical situations Viettel’s ideology foundation V C I Visit 1-2 units Actual practice in months: apply learned knowledge into real practices, strengthen learned knowledge, get experience Writing report to finish phase 1, giving answers for practical issues Phase 2: month Professional knowledge by Pace school Life management Corporate Culture Marketing and Branding for Leaders II II III Time Management Business Law Project management in the enterprise Solving problems and incidents Learning foreign languages Viettel’s activities Organizing human resources for Viettel Change management at Viettel Security in the unit Viettel leaders in practical situations 15 1 1 IV Viettel’s ideology foundation Actual practice in months: apply learned knowledge into real practices, strengthen learned knowledge, get experience Writing report to finish phase 2, giving answers for practical issues Phase 3: month Professional knowledge Economics for leaders Change management International trade Training and coaching staff D I 88 31 11 1 32 11.5 2 2 No Learning content II III IV V VI Using business consulting services Managing company crisis Specific topic on updating economic situation in Vietnam and in the world Specific topic on talking and sharing experience with international CEO Learning foreign languages Viettel activities Viettel Business Strategy Foreign Investment Activity Viettel leaders in practical situations Viettel’s ideology foundation Final examination VII Instruction for thesis In-class lecture duration (days) 0.5 0.5 0.5 15 1 1 0.5 Actual practice in months: apply learned knowledge into real practices, writing graduated thesis Presentation on graduated thesis: days 89 APPENDIX 4: TRAINING PROGRAM Manager Resource of Viettel - Course Training program on management for technician class In-class lecture duration (days) 248 10 13 No Learning content TOTAL I Military training Team command Management team command II Viettel’s ideology foundation Vision, mission; business philosophy; perspective Core values Code of Conduct Standards of people at Viettel Art of warfare of Viettel Party activities – Political activities development 1 2 III Basic knowledge about foreign investment Security, confidentiality, and rules when working overseas IV A Culture of countries that Viettel are investing Protocol Handbook of international investment Knowledge of operating a joint venture company Professional knowledge in Corporate Governance Professional knowledge Psychology of leadership and management Management Economics Management Science Human Resource Management Planning Management Management Accounting Financial Management Analysis of business activities 2 90 53 3.5 2.5 2.5 2.5 2.5 2.5 3.5 1.5 90 In-class lecture duration (days) 2.5 2.5 2.5 3.5 3.5 2.5 2.5 2.5 2.5 No Learning content 10 11 12 13 14 15 16 17 18 B Marketing Management Market Research Methods Information management in the enterprise Business Strategy Business Law (enterprise and international) Feng Shui in Business Change management Synchronized quality management: System Theory Project management History of Economic Doctrines Legislation, regulations and policies of telecommunications - ICT industry Soft Skills Communication skills Effective leadership skills, build image and relations Teamwork skills Making-influence skills and effective presentation Negotiation skills Sales Skills Methods of thinking, problem solving and decision making Discuss, solve specific and actual issues, on the basis of the trainers’ orientations Foreign Languages Communicative English (equivalent to continuous learning foreign languages hours / day => 192 hours of study) 19 C VI VII the 3.5 1 1 30 55 55 Other content (Discussion, seminar, project work, internships 40 report, graduation report ) 91 Training program on management for business class No Learning content Days TOTAL I Military training Team command Management team command II Viettel’s ideology foundation Vision, mission; business development perspective Core values Code of Conduct Standards of people at Viettel Art of warfare of Viettel 248 10 13 philosophy; (%) Partner Viettel 164 84 10 10 1 1 2 1 2 Party activities – Political activities 3 III Basic knowledge about foreign investment Security, confidentiality, and rules when working overseas Culture of countries that Viettel are investing Protocol Handbook of international investment Knowledge of operating a joint venture company Professional knowledge telecommunications Theory Circuit theory and electronic components IV A 1 2 2 2 51 33 33 33 Digital information (digital) Electromagnetic field - Electromagnetic wave transmission 5 Overview of telecommunications technology and network Mobile Information System 6 Transmission technique 6 Television technique 6 Telecommunication development trend 2 92 18 No Learning content Days B 18 Professional knowledge about Viettel Overview of Viettel Telecommunication Systems Infrastructure planning and development practices The optimal design to improve network quality and quality control Viettel Transmission Network (%) Partner Viettel 18 3 3 3 3 Viettel IP Network 3 3 1 A Operation management of Viettel network Technical terminology, definitions commonly used Professional knowledge and skills about management Professional knowledge Psychology of leadership and management 2 V 71 61 10 34 24 10 Human Resource Management 3 Business Law (enterprise and international) 2.5 0.5 Planning and strategic management Marketing Management Management Accounting 3 2 1 Financial Management Analysis of business activities 1.5 0.5 Change management 3.5 Synchronized quality management: System 3.5 Theory Legislation, regulations and policies of the telecommunications - ICT industry Unit’s property management 0.5 0.5 0.5 10 11 12 13 B Vehicle management Soft Skills Teamwork skills Information searching and reading skills Making-influence skills and effective presentation 93 0.5 0.5 1 1 1 0.5 No Learning content Days (%) Partner Viettel 1 1 1 30 30 55 55 55 55 40 10 Negotiation skills Sales Skills Methods of thinking, problem solving and decision making Effective leadership skills, image and relations establishment Discuss, solve specific and actual issues, on C the basis of the trainers’ orientations VI Foreign Languages Communicative English (equivalent to continuous learning foreign languages hours / day => 192 hours of study) Other content (Discussion, seminar, project VII work, internships report, graduation report ) 94 30 Appendix 5: Questionnaire on the feasibility and necessity of five possible solutions for management staff development at Viettel in the period of 2013 – 2020 Full name…………………………………………………………………… Position……………………………………………………………………… Unit……………………………Phone number…………………………… Please give your opinion about the following solutions: To accurately determine training needs of management staff Very necessary Very feasible Moderate necessary Moderate feasible Little necessary Little feasible To improve the quality of training management resource Very necessary Very feasible Moderate necessary Moderate feasible Little necessary Little feasible To encourage management staff to self-study Very necessary Very feasible Moderate necessary Moderate feasible Little necessary Little feasible To empower and rotate management staff among positions Very necessary Very feasible Moderate necessary Moderate feasible Little necessary Little feasible To provide good policies and compensations for management staff Very necessary Very feasible Moderate necessary Moderate feasible 95 Little necessary Little feasible Thank you very much! 96 ...CHAPTER TABLE OF CONTENTS Luận văn thạc sĩ .i GIẢI PHÁP PHÁT TRIỂN NHÂN SỰ QUẢN LÝ TẠI TẬP ĐOÀN VIETTEL i CHAPTER TABLE OF CONTENTS ii LIST OF... ICT sector of Viettel 38 Table 0.6: The contents of the manager training program of Viettel s Course 43 Table 0.7: The contents of the manager training program of Viettel s Course... information technology sector of Viettel 33 Figure 0.5: Revenue and profit of Viettel group in the period from 2005 to 2012 34 Figure 0.6: Labor and Average income of Viettel in the period between