INTERNATIONAL EXECUTIVE MASTER OF BUSINESS ADMINISTRATION PROGRAM THESIS BUILDING HUMAN RESOURCE DEVELOPMENT STRATEGY OF HOANG HA GROUP JOINT STOCK COMPANY IN THE PERIOD 2014 – 2018 ACKNOWLEDGEMENT I would like to send our deepest gratitude to all lecturers I have studied your lectures and materials carefully and sought for various practical references to complete this Thesis I also would like to thank the leadership and staffs of the Hoang Ha Group Joint Stock Company, who have enthusiastically shared with us data and relevant documents to accomplish this important Thesis I swear this is my thesis and I wrote and self-published first Yours respectfully, LIST OF ACRONYMS JS Joint stock E Enterprise ISO International Organization for Standardization HR Human resources BD Board of Directors Ltd Limited CM Building Materials CC Corporate Culture M Manpower Table of Contents INTRODUCTION Purpose of research and applicable ability Methodology Thesis structure .7 CHAPTER .8 THEORY OF STRATEGY AND HUMAN RESOURCES DEVELOPMENT STRATEGY 1.1 Strategic concept and role 1.1.1 Concept of strategy .8 1.1.2 Role of strategy 11 1.3 Classification of strategy 1.1.3.1 Classification of business strategy according to the strategic level 12 - Function level strategy is strategy of each separate function within the company such as finance , marketing , human etc Function level strategy can seen as supporting strategy aims at the successful implementation for business level strategy and corporate level strategy 12 1.1.3.2 Classification of business strategy in strategic content 12 1.1.3.3 Classification of business strategy in the strategy process 12 1.2 Development process of the business strategy 13 1.2.1 Determination of the strategic missions and goals 13 1.2.2 Analysis of the external environment 14 1.2.2.1 Analysis of macro environment (PEST + + model) 14 1.2.2.2 Analysis of industry environment (5 competitive pressures of M Porter) 15 1.2.3 Analysis of internal environment 18 1.2.4 Development of strategic plans .18 1.2.4.1 External factor evaluation matrix (EFE) 18 1.2.4.2 Internal factor evaluation matrix (IFE) 19 1.2.4.3 SWOT Matrix .19 1.2.4.4 QSPM Matrix .21 1.2.5 Construction and selection of strategic plans 22 1.2.5.1 Construction of strategic plans .22 1.2.5.2 Selection of strategic plan 23 1.3 Workforce development strategy 24 1.3.1 Human role, factor in business and enterprise development 24 1.3.2 Concept of manpower .26 1.3.3 Planning process of human resources .27 1.3.4 Identificatin of organizational structure 28 1.3.5 Identification of human resource requirements for the business 28 1.3.6 Role of manpower training and impacts of training activities with production, business results of the firm 30 1.3.7 Development of the human resource strategy of the enterprise 30 CHAPTER .34 CURRENT SITUATION ANALYSIS OF HOANG HA GROUP 34 2.1 Introduction about Hoang Ha Group 34 2.1.1 Process of formation and development 34 2.1.2 Organzational structure 34 2.1.3 Vision 35 2.1.4 Mission 35 2.1.5 Business philosophy 35 2.1.6 Main business fields 35 2.2 Analysis of the business environment of Hoang Ha Group .36 2.2.1 Analysis of the macro environment (PEST + +) 36 2.2.1.1 Economic factors 36 2.2.1.2 Political, legal factors 37 2.2.1.3 Cultural - social factors .38 2.2.1.4 Natural factors 39 2.1.5 Technological factor .39 2.2.2 Analysis of the business industry environment .40 2.2.2.1 Power of customer .40 2.2.2.2 Power of suppliers 40 2.2.2.3 Current competitors 40 2.2.2.4 Threat of new entrants 41 2.2.2.5 Threat of substitute products 41 2.2.3 Opportunities and threats 41 2.2.4 External factor evaluation (EFE) .42 2.3 Analysis of internal environment of Hoang Ha Group .43 2.3.1 Analysis of human resources 43 2.3.1.1 Human resources 43 2.3.1.2 Finance 47 2.3.1.3 Technical facilities .47 2.3.1.4 Technology 47 2.3.2 Factors affecting the management of human resources 48 2.3.2.1 Planning human resources for the production of business 48 3.2.2 Ability to perform proper recruitment .48 2.3.2.3 Possibility of labor assignment 48 2.3.2.4 New training, retraining and advanced training organization for the employees of the enterprise .49 2.3.2.5 Personnel appraisal 49 2.3.2.6 Salary 49 2.3.2.7 Bonus mode 50 2.3.2.8 Training 50 2.3.2.9 Attracting talent 51 2.3.3 Strengths and weaknesses (S, W) 51 2.3.4 Internal factor evaluation (IFE) .53 2.4 SWOT matrix analysis of Human Resource of Hoang Ha Group .54 CHAPTER .56 HUMAN RESOURCE DEVELOPMENT STRATEGY IMPLEMENTATION SOLUTIONS 56 3.1 Conclusions drawn from the current situation of human resources development of Hoang Ha Group 56 3.1.1 Gained advantages 56 3.1.2 Limitations needed to be overcome 56 3.1.3 Cause of existing problems .58 3.2 Development orientation of Hoang Ha Group during 2014-2018 period 58 3.3 Choice of strategic plan 59 3.4 Implementation solution of human resources development strategy of Hoang Ha Group in the period of 2014-2018 3.5.1 Management mechanism .62 3.4.2 Determination of labor requirement 62 3.4.3 Labor recruitment .62 3.4.4 Labor use 64 3.4.5 Good organization, arrangement of workplace to create a professional environment 64 3.4.6 Link between training and business production 65 3.4.6.1 Additional training organization for newly hired staff in the Group 65 3.4.6.2 Retraining and advanced training organization for the employees of the Group 65 3.4.7 Personnel appraisal 67 3.4.8 Policy development of wages 67 3.4.9 Bonus policy 67 3.4.10.Retaining talent 68 CONCLUSION 70 INTRODUCTION Purpose of research and applicable ability Now, as Vietnam economy has moved from subsidizing to market economy, the mode of production has changed, along with that the application of science and technology, managing of business operations This raises the issue of human resources development to meet both quantity and quality for the socioeconomic development of the country However, in our country today, the quality of human resources has not been paid adequate attention and has remained many weaknesses and limitations Abundant labor resources, unemployment rate in our country in recent years have continued to increase, but the firms have still complained a lack of employees The reason is that Vietnam only meets the demand for numbers, but does not meet quality requirement This not only makes the firms difficult and also makes the labor lose job opportunities for themselves The international integration of Vietnam has set the requirements for Vietnam enterprises should focus more attention on the issue of human resources development In addition to Vietnam Enterprises, the enterprises who now have foreign investment in our country are lacking source of skilled labor, high quality Meanwhile, the percentage of workers with our quality is too low, not enough to meet the needs of the businesses The acknowledgment of business for the role in the development of human resources is limited at present, only temporary solution, short term and no long term and overall strategy to develop their human resources sustainably Hoang Ha Group is a strong firm operating in the construction, real estate business fields, so the Group's human resources is now relatively diverse, from senior managers, professional engineers to technical workers and unskilled workers However, like most Vietnam businesses today, Hoang Ha Group has still not built holistic and comprehensive strategy of human resources development to meet the development of the business Therefore, the research thesis of human resource development strategy of Hoang Ha Group will be able to apply in the fact will help Hoang Ha Group to solve the existing problems which have been encountered now in the personnel matter a Study subject: Building Human Resource Development Strategy of Hoang Ha Group in the period of 2014 – 2018 b Scope of Study: Thesis research on HRM of Hoang Ha Group during the period from 2010 to now Analysis of the results obtained, the limitations and the propasals for the strategy of human resource development of Hoang Ha Group Methodology - Source of data: primary, secondary The data of Hoang Ha Group, Internet - Data collection method: gathering documents, writings; interviewing and exchanging - Analysis technique: Matrices of IFE, EFE, SWOT, IE, QSPM, competitive force model of Michael Porter - Method of data collection is done by statistics, gathered from raw data which is provided by Hoang Ha Group Joint Stock Company - Data interview, survey and collection to build the matrices, performing of analysis and evaluation technique Thesis structure Chapter 1: Theory of strategy and human resources strategy Chapter 2: Current situation analysis of Human Resources of Hoang Ha Group Chapter 3: Human resources development strategy and implementing solution CHAPTER THEORY OF STRATEGY AND HUMAN RESOURCES DEVELOPMENT STRATEGY 1.1 Strategic concept and role 1.1.1 Concept of strategy According to the definition of Oxford dictionary "Strategy" is a term derived from the military , is defined as " art of coaching , is art of planning and command of military operations , combat in a campaign " (Source : Michael Armstrong (2008 ) , Strategic Human Resources Management - A guide to action , 4th edition , Kogan Page ) This term does not exist in the business sector or the public sector , however, this definition also gives a message that the strategy is the supreme responsibility of the head of the organization , is the art of combination between the plan making and guidelines for the implementation of such important plans The concept of strategic business was developed and more complete with the later definitions of Alfred Chandler (1962 ) , Kenneth Andrews (1987 ) and Igor Ansoff (1987) Later, authors such as Michael Porter ( 1985 ) , Hamel and Prahalad ( 1989 ) ,etc developed in a more comprehensive way and applied to business practices Strategies are also defined by many other authors in many different ways and depending on the approach , thinking about the strategy that defines appropriate strategy for their business The strategy is basic long-term decisions, is goals of a business, and of course is acceptance of allocation of necessary resources to carry out those objectives (Chandler, 1962) Strategy is related to long-term orientation and goals of an organization It is also closely related to the self-positioning of that organization with the environment and especially with its competitors etc The strategy involves in establishing competitive advantages, ideally lasting over time, not because of technical change that because of an overall long-term perspective (Faulkner & Johnson, 1992), Strategy is long-term direction and goals of an organization, in accordance with that organization's resources and the changing environment around it, 10 Table 3.1 QSPM Matrix Strategy can replace Corporate Main factors Restructuring Foreign culture and of resources Investment human Human Human Cooperation resources resources building development Weight Score Total Score Total Score Total Score Total Internal factors Strengths Good organizational structure Experience in construction 0,05 0,15 0,1 0,1 0,15 of works Human resources with high 0,08 0,32 0,24 0,16 0,32 quality Modern 0,07 0,21 0,28 0,28 0,28 equipment capacity High reputation with the 0,08 0,24 0,24 0,24 0,24 customers, suppliers Good ability 0,07 0,21 0,14 0,14 0,14 0,07 0,06 2 0,14 0,12 3 0,21 0,18 0,14 0,18 0,28 0,18 system Limited financial capacity Limited strategy vision Large pressure of 0,07 0,11 0,07 2 0,14 0,11 0,14 1 0,07 0,11 0,07 2 0,07 0,22 0,14 0,14 0,33 0,14 inventory Ineffective 0,08 0,24 0,16 0,24 0,08 0,09 0,04 0,06 3 0,27 0,12 0,18 2 0,18 0,08 0,12 3 0,27 0,08 0,18 3 0,36 0,12 0,18 machinery and of cooperation association Good product quality Weakness Ineffective management equipment exploitation Unbuilt corporate culture Weak marketing activity Total The external factors Opportunity 64 Economic growth Labor, human resources 0,05 0,1 0,1 0,1 0,15 policies Training opportunities The construction sector 0,07 0,09 0,21 0,18 0,14 0,27 0,21 0,18 4 0,28 0,36 attracts many workers Developed technology, 0,08 0,16 0,16 0,24 0,24 machinery Opportunity to work in 0,05 0,15 0,15 0,15 0,2 foreign companies High-quality human 0,06 0,12 0,18 0,12 0,24 resources 0,05 0,1 0,1 0,1 0,15 investment, tough firm Unemployment rate has 0,08 0,16 0,16 0,16 0,16 increased in the short term Intense competition among 0,05 0,05 0,1 0,1 0,05 the firms Competition 0,06 0,06 0,06 0,06 0,18 enterprises Natural conditions, adverse 0,07 0,14 0,07 0,14 0,07 environmental effects New trained manpower has 0,12 0,36 0,24 0,12 0,36 not met the job Pressure of the workers' 0,09 0,18 0,18 0,18 0,27 wages increase Total Total attractive score 0,08 0,16 0,24 0,16 0,08 Threats Limitation of of public foreign 4,72 4,33 4,46 5,73 Weights are taken from the tables of EFE IFE The score is evaluated based on the research of factors of human resources cost, time, finance, opportunities, etc as choosing the strategy Through the result from the QSPM matrix table, we focus on the strategy of human resources development 3.4 Implementation solution of human resources development strategy of Hoang Ha Group in the period of 2014-2018 3.4.1 Management mechanism The Group continues to research and update to adjust the system of the rules and procedures which are being implemented to fit more with the situation 65 of production and business activities in the near future, namely it is the following regulations: - Regulations on the human resources appraisal according to the degree of ranking work completion and efficiency of A , B , C each month - Regulations on salary according to the working positions and business results therea are incentives for the employees with high effectiveness - Regulations, processes on the recruitment in accordance with the actual situation to ensure proper, sufficient recruitment regarding the work requirement of the Group - Training rules and procedures meet training in accordance with the objectives - Regulations on the organizational structure, labor and organization restructuring according to the compact and efficient criteria 3.4.2 Determination of labor requirement The Group needs to identify labor needs in the near future towards the positions are missing or need to rearrange, the additional vacancies, preliminary job description and salary proposal for each position, planning to ensure human resources for its activities Labor demand is needed to determine the number and proportion between the departments in the Group, this is the entire necessary labor capacity to implement and complete the business tasks of the Group In the current economic conditions and the business environment, the business needs to have a strong workforce, who is willing to participate in the process of the business building and development For Hoang Ha Group Joint Stock Company is a construction and real estate business firm then the key human resource of the company is: - Technical engineer, project manager - Higher-skilled workers including machine driving worker, welder, electrician etc These human groups are directly involved in the business manufacturing process of the enterprise, this team has high quality and productivity will save costs, 66 increase profits, shorten the construction schedule, create brand prestige through quality 3.4.3 Labor recruitment To achieve the strategic objectives of human resource development in the near future (2014-2018) , the Group is needed to recruit labor in really needed position and following the direction of business for the period ( 2014 - 2018 ), but must choose people who have strong point, ability suitable for the vacancies Thusm the Group must implement strict recruitment in the process of flow chart: Responsibilities Order of work Interpretation Division / board / department - Establish the recruitment demand Demand Recruitment according for Review and planning recruitment of the number identified Review reasonably in comparison HR Dept Head to HR check _Director with business plan and labor use status Dept _ Head of HR checks and reports Director + for approval of recruitment plan approve + HR / division / board / department Organize implement the recruitment HR Dept is in associated with division / board / department to set up a recruitment council to organize written test and interview based on behavior The Director decides to receive Director satisfactory candidates Make dicision Direct manager / HR Dept HR Dept and direct manager Receiving Probation Direct manager /HR Dept Evaluate probation Director organize receiving and probation _ instruction HR and direct managers organize to assess probation ending + The Director decides to recruit officially Make Decision candidates achieved probation requirements 67 HR Dept HR dept saves profile of candidates in the general profile Save profile of the enterprise Chart 3.1 Recruitment chart It can be said that the recruitment is a process of human recognition, assessment to exploit the intellectual capacity of them For the employers must hone the abilities to identify who are capable, ethical, good style to choose and invite them to work for them, on the other hand, it also needs to have wisdom and not be mechanical as using human In the process of the recruitment, the stage of probationary assessment is weak point which needs to edit The probationary evaluation needs to perform objectively and seriously to have a specific conclusion The assignment for a person should have specific content, common method and present method of the business so the probationer is able to embark on work and integrate with the new environment Depending on each specific job that should have the probationary time and evaluation methods for different probation results Each position, job functions and tasks should be evaluated based on the results achieved in the probationary time and future expectations which the personnel may work better or not 3.4.4 Labor use Labor use in a scientific way is knowing how to assign work and arrange the "person " in accordance with the " work " In the market economy , the wrong arrangement of the position will primarily harm themselves, then harm work, for the Group's overall business Job analysis to clarify characteristics , identify functions , require skill , manipulation etc needs to be accurately meticulously determined to arrange, use and cooperate laboramong the Departments in the Group rationally, helping the managers build the plan of labor scientifically, using the labor of each department more efficient 68 3.4.5 Good organization, arrangement of workplace to create a professional environment In addition to attracting and addition specific labor force, the workplace organization, arrangement is also a key requirement , not only for the managers Organization at the workplace creates favorable conditions for the workers, ensuring recuperation during working time , thus ensuring to lengthen seniority for the employees, increasing sustainable productivity Good implementation of rules for hygiene means, occupational safety in accordance with the provisions of the Labor law, to improve the working environment, elements of the work environment, the atmosphere of the working environment collective, the good organization and implementation of labor transfer and resting Equipping with a full range of equipment for the jobs of each department within the Group Sorting, organizing arranging of workplace for the Departments suitable for the expertise and having the most convenience in working with each together 3.4.6 Link between training and business production 3.4.6.1 Additional training organization for newly hired staff in the Group In the market economy, the business activities rapidly change, demanding for the human involvement is always new in content and complex in nature New one is hired from the schools, from different places have the knowledge and skills that are not enough and not completely proper Therefore, it is necessary to organize training for newly hired staff in the business with methodical, scientific content, to ensure high quality, contributing to increase quality of the firm’s inputs Training time must be ensured sufficiently for at least one week of training / recruitment and months of working and probation guidelines 69 3.4.6.2 Retraining and advanced training organization for the employees of the Group Training to upgrade the qualifications of existing workforce, this is an effectively used measure of existing labor force, as the shortest path and no additional labor payroll increase, ensuring inheritance and stability In fact there is a type of training has been applied successfully by many firms, which is trained in a type of " tailor" for the business - that is, based on the specific characteristics of the enterprise to train focus, with plan of practical application the evaluation of the results after using Must organize various, scientific training system with appropriate funding, continuous training on time basis following a structure of proper knowledge and method etc then there will be a new team of managers as desired Solving of training problem of staff and managers is to address the following aspects : - Financial training: overall, source structure and use structure - Training content and form of each business manager (online staff; staff, professional staff etc) - Formation of organization and in-site training system in the Group or sending to training at the prestigious institutions in the country and abroad - Finding positive method and methods of training towards applying scientific knowledge to practice of the firm In order to training to achieve high results and stick to business production activities of the Group, it should perform rigorous training process to create the chart as follows: Responsibilities Order of work Interpretation Head of division / board / - Establish Training Needs department training needs according to job requirements, position, level of staff development orientation Consider the needs and budget to Human Resources Dept Review and make plan make training plan _ 70 Head of HR Dept Head of HR Dept checks the training plan and reports the check _ Directors for approval + Director approve + HR Dept / division / board / Implement internal training or department Organize training send to training, at the bases in Trainee / HR Dept the country or abroad After the course make report of application plan After 03 report Reports and aplication plan Head of division / board / of the results of the application Direct manager and HR Review Resources Department/ Human department evaluate application Dept Human Resources Dept result Save training profile to track Save Profile Figure 3.2 Training chart When the personnel is trained to improve qualifications and profession on a regular and continuous basis, the quality of the Group's workforce has always been ensured to maintain and develop 3.4.7 Personnel appraisal Method to appraise the Group's present personnel is voting meeting in division/ board / department and then grading A , B , C as the irrational evaluation, not reflecting the ability to work and the degree of completion of the work of each individual From then proposing to build a personnel evaluation process for the Group by the method of grading according to criteria and standards Basic evaluation way is done such as : Every month , staff of each division / board / department performs the evaluation of himself and their remained colleagues in his division / board / department, and then Head of division / board / department will review, summarize points to divide average and grading A , B , C , and simultaneously report to the Driector to approve month grading result 71 3.4.8 Policy development of wages Present wage policy of the Group that is built in the targets of working positions, workdays is not reasonable Therefore, the Group should consider additional criteria for revenue and business performance, then it really sticks to the Group's business performance with the life of staff The way of the new salary calculation is shown clearly as revenue and business performance of the month exceed the plan then total income will increase and this will reverse if the revenue and performance reduce then the total income of each individual will reduce so it will stimulate work effort of everyone This is really a breakthrough, stimulating human resources within the Group to try their best to the work and meet the Group's business requirment in the new period 3.4.9 Bonus policy The Group’s bonus should stick additional assessment target of work completion level according to ranking A, B, C Since then, building a grading assessment plan under quarter or year, detailed as follows: Reward: - Quarter reward: The Group considers the business results of the quarter to give out quarter bonus for every position at work and considering reward for each person according to ranking A , B , C Staff with A* will get 105% of position quarter bonus level Staff gaining from 3A to 2A * will receive 100 % of position quarter bonus level Staff gaining from 3B to 2A will receive 95 % of position quarter bonus level Staff gaining from 3C to 2B will receive 85% of position quarter bonus level - Year bonus: The Group reviews the business results of the year to give out year bonus to each work position and considering the reward for each person according to ranking A , B , C Staff has enough 10 A* then will receive 105 % of position year bonus level 72 Staff gain from 12A to 9A * will receive 100 % of position year bonus level Staff gaining from 12B to 11A will receive 95% of position year bonus level Staff gaining from 12C to 11B will receive 85 % of position year bonus level - Title award: Includes two titles Title of advanced labor: A Must gain 10 A and above, no C, and as the leading exemplary person always completing well-assigned work plan, he is voted as advanced labor by the collectve of division/ board / department and Emulation Council of the Group Title of emulating man: Must gain 10 A * and above, no B, as the leading exemplary person always fulfilling and exceeding the assigned work plan, he is voted as Emulating man by the collectve of division/ board / department and Emulation Council of the Group 3.4.10.Retaining talent To attract and retain the well qualified person, the Group needs to monitor and evaluate to determine the well qualified staff must be organized and planned this staff and should consider the needs to satisfying priority of the workers themselves, specifically as follows: - Organizing and arranging the right people, the right job - Rich content of work, suitable properties - Fair and attractive income - Ensuring the social significance of the work - Ensuring opportunities, prospects to improve occupational qualifications - Convenient for travel and time - Working environment: hygiene, labor safety, democratic collective atmosphere, less toxic, non-hazardous - To be promoted or appointed to higher positions when they are qualified 73 3.4.11 Strong human resources To build a dynamic team of staff with high job performance, you should create the conditions for them to dedicate and contribute to the business, establish higher standards, encourage open communication, trust your staff, help them develop and build a close community in working environment Create conditions for them to dedicate The Group’s leaders consider building process, strategies and staff’s ideas, and then announce how they bring benefits to the company When the employees contribute to the company, let people know about it Encourage outstanding and effective contributions by pointing out to show them how their efforts are appreciated Set high standards Set high standards in communication, performance and professionalism in the Group If these criteria are not met, work with staff to find out how to troubleshoot Do not lower expenditures Instead, be partners of the employees and also treat the challenges as a team Detect and identify problems, focus on feasible problems solving method and try to meet and exceed expectations Communicate, communicate and communicate Communicate professionally, clearly and often Employees expect honest assessment of the management and their contributions When problems occur, discuss constructively with them about your concerns Use communication as a tool to inspire and motivate as well as direct and solve problems Trust staff The success of the organization is directly related to the success of the staff, and they work to build persuasion bridges Set up trust by creating a safe , positive environment with the forms of open and honest two-way communication Help staff develop Give them the effective tools, training to meet and pass high standards Encourage to recognize their strengths and motivation Show them the organization has achieved achivements from their efforts and how that is 74 beneficiary Determine what spurs them and then incorporate it into their daily tasks Create and maintain a high performance environment Create and maintain a positive work, diligent and comfortable environment The staff who have high performance and are encouraged will motivate for the success of your business Make sure the employees feel challenged with the job but not overloaded Encourage people to undertake the complex and more responsibilities whenever so the staff always have motivation and contribute to the success of the company CONCLUSION To be able to survive in the increasingly fierce competition, capable of global integration and achieve the purpose of the business , Hoang Ha Group is necessary to develop their human resources then it is able to meet the increasing requirements of the job So, first it needs to rebuild training regulations in which it specifies the responsibilities and specific individuals to deploy Identification of training objectives ; financing balance close to the actual training needs to achieve the highest training result, trained staff resource planning, human determination , doing clear ideology, development orientation For candidates 75 with more determination and simultaneously having greater sense of responsibility for the common cause of the enterprise; having assessment checking measures for the effectiveness of training work, and applications as well as the obtained results after training In the process of building and finishing thesis, the author has analyzed, stating the strengths, weaknesses, opportunities and challenges of the business as well as internal factors and external influence the development of human resources and general Hoang Ha Group JSC in particular From there, the author also plans to build the human resource strategy for Hoang Ha Group JSC 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weaknesses Select strategies pursue Measure and evaluate the level of implementing Department to policy Planning Implement Evaluate strategy strategy strategy Figure 1.1 Strategic Management... resources development to meet the development of the business Therefore, the research thesis of human resource development strategy of Hoang Ha Group will be able to apply in the fact will help