Bài tập cá nhân Quản trị nguồn nhân lực – nhân tài cách giữ chân nhân tài Answer: When mentioning concept of talented person, businesspeople and human resources manager start to focus on attraction and use of talented persons Every enterprise wants to own many talented persons despite their understanding of talented person is still different from each other In the world, based on McKinsey’s survey, over 75% of enterprises are always worried about brain-drain Deloitte’s survey also shows that most of very first interests of Manager of human resources is retention of the talented In such a globalization context, migration of workforce between nations, enterprises is unpredictable and uncontrollable What is talented person? A lot of studies on management of human resources have mentioned terms of aptitude, talent and talented person The above-mentioned concepts, argumentatively and practically, are closely related to the concept of ability Therefore, to understand well concept of talented person, we should start from concept of ability a/ Ability: Every normal baby when born, not yet educated and trained knows to cry, smile, act and so on, these are called natural abilities Natural abilities can meet life demands in a very limited volume while life is constantly changing, laying out more and more sophisticated requirements for them It is these new more and more sophisticated demands that help shape new abilities thanks to education and training Trained abilities are shaped on basis of original natural abilities and are the higher-level form of natural abilities High level of ability is called talent b/ Talent: is a set of special dignities, an internal good condition which can shape an ability to attain the highest performance which can change the society These performances are basically still within the existing framework of the human beings at that time c/ Talented person: This concept reflects people with excellent knowledge, professionalism, political ideal and living purposes matching with social tendency as well as for-society pure driving-force They not use their talent for private interest but to further develop the society, resulting in that they are admitted, respected and glorified as the righteous talented persons of the country According to Hansen (2007), talented persons are the key leaders and employees driving the corporate ship forwards Talented persons usually make up few percentage in an organization but their talent constitutes core value for that organization (Berger, 2004) Management of talented persons is defined as action and process of identifying individuals who can create competitiveness for enterprises (Collings, D.G and Mellahi, K., 2009) Management of talented persons is the subject strongly cared by great deal of enterprises As surveyed by Economist Intelligence Unit in 2006, majority of CEOs spend 20% of their time on issues related to talented person Evenly, Coston Consulting Group of America (in a report announced in 2007) supposes that talented person is one of the biggest challenges in the task of workforce management in European enterprises Management of talented persons always goes with strategy planning and therefore norms of evaluation and use of talented person are developed on basis of core abilities being or to be used by enterprises (Hoang, 2011) Management of talented persons is interaction between many different units and procedures in an organization (Cunningham, 2007) and it happens continuously and actively (Schweyer, 2007) Management of talented persons are to identify, attract, flourish, motivate and retain ones who can make big successes for the organization (Laff, 2006) The popular way to manage talented persons is to identify demands of them and coordinate with them to develop personal development route by applying policies on transfer and promotion (Lewis and Heckman, 2006: 140) Based on understanding of talented person in such a context of international economic integration, attraction, flourishing and retention of talented persons is one of prerequisites for enterprises to gain sustainability and success 1/ No company can say I never thirst for talented persons That is driving-force when some, or a group of talented persons, coordinate, become the core value, identity and inspiration for the whole company However before considering from company’s demands, we should regard ourselves as the talented persons to understand what they wish the most when they are looking for a career Nothing can discourage those persons than an organization of large scale but cumbersomeness, high salary but instability, prestigious trademark but poor products, big workforce but low quality which makes talented persons isolated and overloaded, long history but downgrading sensitivity in trading environment, etc In many cases, that can be difference between noisy and well-known enterprises and small and medium-sized ones who are sparing no effort to better themselves As an enterprise, you should find out a private way, not copied, to advance We have not yet had any prosperity and fame but we have energy to create our own momentum To attract talented persons, even the big talented, small companies should prove their Effectiveness and Perspective 2/ It should not be empty words in an employment interview or the impracticable perspective popularly seen at small companies during very first years of establishment and development It is that these companies should make themselves become a place of prestige and trust They should prove that they are advancing with their own products, innovation and they can bring benefits to most of users Let the talented see that this is a healthy start of your company because no one will be committed to a company if that company does not show any strength or pre-eminence in the way it develops products The perspective to become a big fish in a pond which is temporarily small will be strongly attractive to the talented Strength of small and medium-sized companies is that it is easy to create a more direct empowerment mechanism, promote projects more rapidly, single and personal voices are considered more carefully, and importantly, the talented is not regarded just as a screw in a machine, a merely paid employee but a potential master of that company with the role of a key shareholder in future Based on our experience in developing a good environment for small and mediumsized enterprise in recent years, it should consist of truly-general skills, from effort of evaluation on basis of practical market status to continuous flourishing of ambition fire, from collective support and solidarity to development of equal and democratic mechanism for everyone And above all, there should be a like-no-other nature only seen at the company It is impossible to attract the talented if that is the company of normal products only regardless of whatever quality 3/ Use of managerial talented person is different from use of creative talented person Both of them are decisive to the company’s development A company will be stable and developed if it can maintain the balance between mentality and emotion and act as a creative entity A managerial talented person will help develop a process, professionalism, synchronization and standardization, etc – so that the company can produce standard and professional products A creative person will mark the product, create breakthrough in terms of aestheticism, high rank for clients and will also act as an endless inspiration to find out new contents and manners for the enterprise Understanding these factors of the talented who are working for the company, assigning them to the positions which can promote their best, being sensitive to their characteristics and so on are the arts in a flexible organization and it requires the user of talented persons to be life-experienced, discerning and upright in behaving Our biggest issue, related to specific features of publication sector, is that the talented is compared as stars in the morning Finding them is very challenging because the cultural market is too small in terms of revenue and material value, leading to the fact that only the ones with artistic characteristics and passion have strong attachment to this sector In many cases, there is no choice for publishing companies That smallness also places a big impact on professionalism of the workforce Owning many talented persons results from a Company’s long process of foundation development Nha Nam wants to develop strategies for the capable persons only via an internal harmonization Working environment tends to be reproductive and highly-supportive to employees, however for the talented, they will be provided direct and continuous ways to renew themselves and access a bigger market The capable person should be placed under a special driving-force for further development Whatever equal the company environment is, that team of talented persons should be regarded as the most precious stone Recruitment of talented persons: There still exists an irrationality in Vietnam’s senior labor market: many candidates have outstanding degrees or experiences but employers still say about shortage of key positions within their own management board Numerous of employers are dazzled by educational achievements and attractive appearance of candidates, making them ignore hidden factors which indicate unmatch between candidate’s characteristics and job nature Both leaders and employees are pushed to a dilemma after a period of cooperation due to this unmatch For the manager, assigning an employee to wrong position will lead to undetermined risks because, mentioning the worst consequence, that employee cannot fulfil his/her strength to create the highest benefits for the company, or that employee may feel bored, leading to his/her leave, evenly financial loss and damage To avoid this, the office of human resources should prepare tests for each of positions in order to identify strength, weakness and suitability of the candidates Retention of senior staff: It is said that high salary and bonus are always “traditional” solutions to keep the talented In fact, those are not unique Many enterprises are placed under a worry that the talented still leave in spite of their so high salary in comparison with the basic salary Practically, most of senior staff not work for money only Understanding their expectations and wishes related to their career or life will give enterprises chance to retain them for long time It is difficult to provide a general solution to the issue of retention in such a present economic context Below is some hints for our reference: The talented wants to be respected: the leader should discuss straight and popularize clearly trading goals and plans, especially during crisis time When having agreed with the trading plan, the talented will gather their knowledge to improve work quality, make valuable suggestions to help the enterprise meet goals effectively and qualitatively The talented expects that their contribution and effort should be recognized and respected: valuation, recognition and commendation of achievements of the talented should be always considered in any economic circumstance With limited budget in difficult time, the enterprise may still recognize achievements and contributions of the employees in flexible ways For example: flexible working time, dinner for extra-time employees, more days of yearly leave, etc The talented cares much about chance to higher standard and their occupational plan: as mentioned above, the talented usually identifies him/herself with the enterprise with professional environment and chances to further knowledge and development Overseas sight-seeing – study courses may not be suitable at present but on that basis the enterprise can keep training at much lower price by organizing courses right at the offices or discussing for lower price with the domestic training units A solution targeted by multi-nation enterprises is to set up online courses or distant training courses for international special curricular By this way, training price is reduced significantly while chances for employees to access and own international degrees are available With effort and solutions to keep training even in such difficult time, the enterprise can maintain its prestige and commitment to workforce training and development in the labour market The talented wants to make him/herself anchored to the enterprise with good trademark and prestige: it might be an overseas or domestic company; or a large-scale company or a prestigious non-profit organization For this reason, the enterprise should always focus on protecting its fame by good quality of products and professional working environment to retain the talented in such challenging time and attracting more excellent ones when the economic status gets restored In conclusion, finding the talented is difficult, retaining the talented is even more difficult With smart thinking, powerful characteristics, the talented can criticize and will not make him/herself easy to agree with the not-persuasive issues At the same time, he/she always regards his/her “Self” higher than personal rights, therefore, salary is not the prerequisite Thus, it requires us to understand that to create a working environment which can make them feel that they are respected, encouraged to promote his/her creativeness, helping them attain personal ambitions, so the employers will have their accompany on the way to success and prosperity After 15 years of attraction policy, Da Nang City has received 1034 applicants from university level to work at the city's agencies and organizations, consisting of 13 doctors, 224 masters and 806 bachelors There are 45 applicants from other countries, accounting for 4.3% Based on statistic data, female makes up a higher ratio at 55% and their effort is also more appreciated with the ratio of 65% appointed The attracted staff is assigned equally to the city’s agencies and organizations, about 79% at departments and sectors; 9% at districts and 12% at communes and wards This is a noticeable addition to the human resources to serve for socio-economic development in Danang City in recent years In 2010, coming back from a study in Japan, Dr Vu Thi Bich Hau is appointed as the Vice Director of the Center for Bio-Technology under Danang Department of Sciences and Technologies via the talented calling program 02 years later, Dr Hau is promoted to Vice Director of Department of Sciences and Technologies This is just one of great deal of the talented working for Danang City having been promoted after significant effort and contribution As said by Dr Hau, Danang's calling policies are effective with good conditions for the staff to have a stable life right at the beginning More importantly, the labor environment is expanded then without any envy, laying out foundation for the talented to fulfil fully his/her abilities Mr Dang Cong Ngu – Director of Danang Department of Internal Affairs said, with 15 years spreading out red carpet, 1,034 applicants have been attracted to the city, including 13 doctors (1%), 224 masters (22%), the remaining is bachelors Seen from the assignment statement, 79% of them are assigned to the departments and sectors; 9% to districts; 12% to communes and wards; especially about 20% to various positions Based on a survey of quality of the attracted applicants, 78% are valuated capable to adapt faster than other ones with same level and senior In addition, regarding the survey on working performance, 90% of the attracted ones at least meet requirements, with 46% ranked fair For preferential policies for them, Mr Ngu supposes that it is higher than other ones and ones in other provinces, for example they are supported at least VND 15 million once, with the monthly allowance of VND 1.5 million, consisting of accommodations and so on However, this support is still not sufficient, timely, particularly the accommodation policy Mr Bui Van Tien suggests solution to attract the talented for Danang New way of attraction: As said by Mr Ngu, there will be 01 to be appointed in every 05 attracted ones, recognizing their best effort However, some of them still show bad skills and are not modest In the time to come, the city will target leading experts who can gather the talented into groups and at the same time give priority to specific positions by public examination Further more, the City is also developing a general policy for all of attracted ones to replace many current ones It should be active in attracting the talented but not just sit and wait for them to come It seems to be difficult to find out the talented but more difficult to use them effectively There should be a so balanced policy that the future talented and existing talented persons not envy each other but share hands to develop a friendly environment for the city’s development The Vietnamese is usually excellent if individually but will get to argument if collectively How to renew way to group the talented so that big and breakthrough intelligent products will be produced is very difficult It is also effective to organize examination-based appointment for the excellent ones to prove themselves right at the beginning In other hand, policies to call the talented should be diversified Making contributions to Danang does not necessarily mean we should call them to Danang and then pay them houses, salaries and so on We should expand so that ones in Hanoi, Ho Chi Minh City or other countries are still citizens of Danang and still make profits for Danang via their intelligence Also according to Mr Bui Van Tieng, we are just "giving space" to welcome the talented but not yet “closing space” to empty ones For this reason, the selection mechanism should be also required Mr Tieng added, the most important thing to call the talented is to create an attraction which is big enough Specifically, Danang should be renewed to become a truly-worth-to-live place without any instability, envy, economic declination, etc At that time, we not need to invite will the talented come From the above mention, we can see that to retain the talented for the units, companies, etc, the solutions should be as below: 1/ Employees fully match with jobs: You should consider passions, level, skills, experience, driving-force and ambitions of your employees It is not enough if only paying attention to match between their skills and jobs For example, if you see that an employee is suitable to a new field of the company but he/she has no passion for this field, you will place a negative impact on both the company and that employee He has no driving-force to the new job and may leave the company under some pressure, meaning that the company has not yet taken full advantage of his talent 2/ Underlining importance of employee: Employees will have strong attachment to the company if they see they can make contributions for the company's further development Therefore, you should talk to them about their importance and necessity regarding the company’s long-term plans and strategies 3/ Raising attractive challenges: Overfavouring or “overindulging” the employees with simple tasks may make them feel bored, then, their creativeness, interest and drivingforce will be declined It is suggested to provide them attractive challenges as a project in a new field which they are interested in or in a shorter term 4/ Recognizing and awarding: Faith of an employee is not completely attributable to money Sometimes, they need an encouragement and praise in front of others than an envelope of money You should find out different ways of praising which meet their taste for them to feel respected and stir their strong attachment to the company 5/ Developing and nursing good relationship with employees: Positive relationship with employees both in business and in life is a key factor for you to win their trust and 10 commitment Therefore, in addition to business, you should care and share with your excellent employees happiness and sadness in the daily life Caring balance in work – life of employees Although employees are compared as “a chicken to give gold eggs”, you should not abuse or force them to work severely Don’t forget that everyone has their own life outside the office and employees will highly appreciate if you respect their private life Connecting employee’s contributions to their goals As a leader, you should know what your employees treasure? What is driving-force to promote their full abilities? Promotion, higher salary or personal passion, etc? On that basis, you can connect their jobs to their goals for them to feel that they can meet their goals if having strong attachment to this environment References: - Policies on attracting excellent bachelors, young scientists to the State’s agencies – Ministry of Internal Affairs - Seminar of Human Resources Administration during economic recession: Challenges and Solutions at Golden Palace Conference Center (Dong Nai) - Workshop for Assessment of 15-year policy on human resources attraction by Danang City 11 ... contributions of the employees in flexible ways For example: flexible working time, dinner for extra-time employees, more days of yearly leave, etc The talented cares much about chance to higher standard... create a working environment which can make them feel that they are respected, encouraged to promote his/her creativeness, helping them attain personal ambitions, so the employers will have their... time, we not need to invite will the talented come From the above mention, we can see that to retain the talented for the units, companies, etc, the solutions should be as below: 1/ Employees