UNIVERSITY OF ECONOMICS HO CHI MINH CITY International School of Business PHAN THUY LOAN LOW ENGAGEMENT OF PRODUCTION TEAM IN KIMBERLY CLARK VIETNAM MASTER OF BUSINESS ADMINISTRATION SUPERVISOR: DR TRAN PHUONG THAO Ho Chi Minh City – Year 2018 Table of Contents List of acronyms List of Figures List of Tables CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Industrial overview and Company overview Industrial overview Company overview 1.2 Problem mess 1.2.1 Symptoms 1.2.2 Situation analysis 10 1.2.3 Initial Cause-effect map 14 1.3 Problem identification 18 1.3.1 Heavy workload 18 1.3.2 Ineffective recruitment process 19 1.3.3 Low employee engagement 20 1.3.4 Consequence 21 CHAPTER 2: SUGGESTED SOLUTION 26 2.1 Cause validation 26 Reward & Recognition 27 Development Opportunities 28 Team Leader Relations 29 Pay 29 2.2 Alternative solution 32 2.2.1 Apply evaluation process for the payment structure 33 2.2.2 Apply Market-based compensation system for the payment structure 39 2.3 Action plan in an organization 44 CHAPTER 3: SUPPORTING INFORMATION 48 3.1 Methodology 48 3.2 Interview transcript 48 References 60 List of acronyms KC: Kimberly Clark KCV: Kimberly Clark Viet Nam FMCG: Fast moving consumer goods EHS: Environment, Health and Safety IT: Information Technology HR: Human Resource OT: Ovetime Fav: Favorite Unfav: Unfavorite KPIs: Key performance indicators BD: Binh Duong OP: production operator Lead OP: Lead production operator IDP: Individual development plan ISO: International Organization for Standardization JD: Job description ETQ: Excellence through quality JEC: Job Evaluation Committee PR: Purchase requisition PO: Purchase Order JERF: Job Evaluation Review Form C&B: Compensation and benefit SAP: Systems, Applications and Products in Data Processing List of Figures Figure 1: FMCG growth nationwide in quarter 1/2018 (Source: Market Pulse Report Q1/2018Nielsen) Figure 2: Structure of Kimberly Clark Viet Nam Figure 3: Number of leaving staff in person (Source: Human Resource Department) Figure 4: Number of leaving staff in percentage (Source: Human Resource Department) Figure 5: Average Voluntary Attrition Rate 2016-2017 10 Figure 6: Initial cause and effect map 18 Figure 7: Number of leaving staff by experience (Source: Human Resource Department) 20 Figure 8: Overtime reasons Jan-Jun 2018 (Source: Human resource department) 22 Figure 9: Performance of machines (first months in 2018) 24 Figure 10: Waste of machines (first months in 2018) 24 Figure 11: Updated cause and effect map 25 Figure 12: The result of an employee engagement survey in 2017 26 Figure 13: Fish bone map 31 Figure 14: Final map 32 Figure 15: Market-based compensation process 43 Figure 16: Summary of manager's perspective 58 Figure 17: Summary of the leader's perspective 58 Figure 18: Summary of employees’ perspective 58 List of Tables Table 1: Voluntary/ Involuntary turnover ratio in 2016-2018 (first months) 10 Table 2: Turnover ratio by department 2017-2018 (first months) 11 Table 3: Turnover ratio by position 2016-2018 (first months) 12 Table 4: Working experience at KC of leaving staff in 2016-2018 (first months) 13 Table 5: Performance at KC of leaving staff 2017-2018 (first months) 14 Table 6: Average Overtime per person Jan-Jun 2018 in percentage 22 Table 7: Hiring cost in 2018 (Source: Human resource department) 23 Table 8: List of promotion of production (Source: Human Resource Department) 28 Table 9: summary of two solutions 44 EXECUTIVE SUMMARY Human is an important asset in the organization in general and production operators are the heart of manufacturing Production operators are direct labor who participate in the process to make product and account for more than 50 percentage headcount of the mill In 2018, the turn-over rate is increasing sharply and 85% falls into production team The high turnover rate in this group has a negative effect such as low skill workers, high demand for training, high overtime payment and high hiring-cost which is around more than 10 million VND each new comer Attracting people is hard but retaining talent is harder things The turnover ratio or attrition rate is one of the most essential ratios to show how the efficiency of manage people of the company The higher turnover rate the higher risk in the organization The main purpose of the thesis is to explore the causes of the high turnover rate of production operator in Kimberly Clark Viet Nam The thesis using theory-informed to group possible problem based on interviews and theoryconfirmed combined with depth-interview to figure out the main problem The finding of the thesis revealed that salary package is not attractive and it is one of factor of employee engagement The solution for this is “Apply Market-based compensation system for the payment structure” to see that as if the salary for production team is competitive or not CHAPTER 1: PROBLEM IDENTIFICATION 1.1 Industrial overview and Company overview Industrial overview According to Market Pulse Report Survey quarter 1/2018 released by Nielsen Viet Nama global measurement and data company, fast moving consumer goods in traditional trade drop down significantly to -1% and modern trade drop to 2.7% (1) According to the Recruitment market overview 2017 released by Faro- an international staffing solutions company, manufacturing takes lead in recruitment with 82% Retail & FMCG (79%) and Tech & Telecom (73%) follow the lead (2) In addition, we should understand the “vicious circle” of labor turnover When turnover increase, it start circle process include decreasing average length of service, entry standards are relaxed cause deadline of recruitment, spending a lot of time to search candidates, losing a caring current employee and they start to leave due to isolation from leader or manager and turnover keep increasing (3) Overall, the market is slowing down and FMCG companies jump to a fierce battle to gain market share and high demand in recruitment will be one of the hard things for enterprises in general for Kimberly Clark Viet Nam in specific Figure 1: FMCG growth nationwide in quarter 1/2018 (Source: Market Pulse Report Q1/2018-Nielsen) Company overview Kimberly Clark Corporation (KC) was established in 1872, the United State Nowadays, KC’s headquartered is in Texas, USA and are proud that nearly one-quarter of the World’s population use our products every day We have a number or number position in more than 80 countries and there are 175 countries where our leading brands are sold With the mission that is to create new value for our customers through products and services of superior quality, and to contribute towards a better and more sustainable world Kimberly Clark Viet Nam has established in 2000 with three distributions in South, Middle of Viet Nam and North From this, KC product can reach out to every family through Viet Nam Consumer brands: • Feminine Care: Kotex Kotex is one of the leading Vietnam brands within the feminine hygiene category • Baby child care: Huggies Huggies nappies and related products are developed and manufactured with the best quality Industry: Fast moving consumer goods industry Competitors: The main competitor is Unicharm Company with Diana and Bobby branch Kimberly Clark Viet Nam structure Kimberly Clark Viet Nam has two sites which are head office and mill There are six departments with more than 200 employees in head office such as Sales Department, Finance Department, Marketing Department, Customer Supply Chain Department, Procurement Department, and Human Resource + IT Department There are five departments with more than 400 employees in a mill such as the Production Department, Engineering Department, Quality Department, Logistics Department and Environment, Health and Safety (EHS) Department Head office and Binh Duong mill have separately key performance indicator In this research, we only focus on the Binh Duong mill Sales Department Finance Department Marketing Department Head office Customer Supply Chain Department Procurement Department HR + IT Kimberly Clark Viet Nam Production Department Engineering Department Binh Duong Mill Quality Department Logistics Department EHS Department Figure 2: Structure of Kimberly Clark Viet Nam (Source: Human Resource Department) 1.2 Problem mess 1.2.1 Symptoms In the year-end party which organized at Adora convention center (198 Hoang Van Thu Street, Ward 9, Phu Nhuan District) in 1st December 2017, Mr Praneeth Yendamuri, Managing Director of KCV said in the opening of the party: “In Vietnam, as one of the leaders in the categories we play in – over the years, Kimberly Clark Viet Nam has ensured millions of babies are kept comfortable and thrive through our Huggies brand and similarly millions of women are ensured of superior comfortable protection for their feminine intimate care needs through our Kotex brand Moreover, Viet Nam has many competitive advantages and one of that is the workforce with high skill So that there is no reason to stop us to be the pride of Asia Together, we will make it comes true.” To achieve that vision, KCV needs to focus on people, operation, and working environment And the most important thing is about human Based on turnover data provided by Tran Xuan Binh- Human Resource Manager in the weekly meeting which organized with attendance of function head such as Production Department, Engineering Department, Logistics Department, Quality Department at Binh Duong Mill every Monday of March, he raised concern related to turnover rate keep going up and need support from other head of department to talk with their team member to figure out problem Yet all managers did not set priority on that because they still have other key performance indicators need to deliver In the other hands, they might think that the trend is always high after Tet is a normal thing And the number is increasing next two month raise big concern from Mill manager- Mr Duong Minh Hoai This is a big issue related to the workforce He stated in that meeting: “The turnover rate is increasing sharply over months, especially in production It impacts strongly on the mill performance and we are losing talent HR and all function heads need to figure out reasons and take action as soon as possible to avoid impact to the business.” According to data provided by the HR department at the end of June 2018, turn-over rate has been increasing sharply in the quarter I of 2018 (Figure 3) It was nearly double the number of last year from 16 to 30 persons resigned The rate has a continuous increase in the next quarter with 36 persons resigned and still higher than the same period last year The total leaving employees in first month of 2018 is nearly equal to the amount of total turnover number of 2017 (66/72) The number is unusual and need to be focused on by the management team Leaving staff in number 40 35 30 25 20 15 10 36 30 21 24 16 11 quarter I quarter II 2017 leaving staff (person) quarter III quarter IV 2018 leaving staff (person) (first months) Figure 3: Number of leaving staff in person (Source: Human Resource Department) The chart below (Figure 4) is about leaving staff in percentage It makes data easier to understand The number of turnovers will be used to divide the total number of employees which are 426 to get the percentage The target of turnover rate in 2018 is 13% but the number hits to 7% in the only quarter I 2018 and 8% in quarter II 2018 It means the turnover target fails with 15% in June 2018 High turn-over will be a big problem of human resources in efficiency In the quarterly meeting, the management team requires to find reasons and action plans to reduce the ratio of turn-over Leaving staf in percentage 10% 8% 7% 8% 5% 6% 4% 6% 4% 3% 2% 0% quarter I quarter II 2017 leaving staff (%) quarter III quarter IV 2018 leaving staff (%) (first months) Figure 4: Number of leaving staff in percentage (Source: Human Resource Department) To ensure that it is the issue happened in the company not the problem of the industry, it necessary to compare data with numbers of consumer goods industry Based on data from 2017 Asia Pacific Market Pulse Survey (Figure 5), the voluntary attrition rate of consumer goods decreases from 17.1% (2016) to 12.8% (September 2017) while Kimberly Clark Viet Nam 2017 attrition rate is 18% and 2018 attrition rate is 15% at the end of June It is too high compared with the number of the industry Therefore, it is possible to believe that a high turnover rate is an issue need to be solved Gantt chart 47 CHAPTER 3: SUPPORTING INFORMATION 3.1 Methodology The research was carried out for using the quantitative method and use the interview to gather data For manager level, there is an interview with production manager- Mr Vu Minh who work at the company for 25 years For leader level, there is an interview with Asset leader- Mr Ha Van Dien who is work for the company for 10 years For employee level, there are interviews with production operators who submitted resignation letterMr Vo Huynh Quang Hung (3 months), Pham Ngoc Tu (6 years), Bui Nhut Qui (8 years) and Phan Quoc Viet (3 years) Besides, the data was also collected from the management team’s meeting, engagement survey’s result of more than 400 employees in 2017 and HR’s statistics 3.2 Interview transcript Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen to your thought about the reason effected on the turnover situation The interview should take a half hour Your responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information Interview Start Time: 15:00 Interview End Time: 15:25 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 09/07/2018 Questions Q: How you feel about your experience working at KC? A: I attended an operator trainee program for months and passed the program to be a permanent employee for year I think KC environment is very good and I learn many things from here Q: What is the thing you like most at KC? A: I had learned many things from the company Firstly, I join KC as a trainee and then I am an employee I attend Presentation course, a technical course such as a belt, bearing… It is very useful Question 3: What is the thing you dislike or think that KC should change? A: I not have any idea about this I think everything is ok Q: What did your leader said when you told that you leave KC? 48 A: My leader and colleagues told me that they ready to support me to study They also told me that there is some colleague still that but after many days of thinking I still keep my decision I want to get a higher education and get a better job as an engineer Q: How about income when you leave KC? How could you pay the tuition fee and living? A: Actually, I also get a new job as an electrical engineer with a higher income and working time is suitable for my study Q: wow it is a good job Yet don’t they require university certification? At KC if you want to be an engineer you have to graduate from university, not college and have English certification A: No, they not need it I think this is a good chance for me The only thing I don’t like that I have to work at construction far from home Q: ok, I had read your Exit interview paper, and now I want to verify some point to make sure I understand something to make you not comfortable when working at KC How you think about the commuting distance between your place and company? A: there is a company bus near my place but I cannot use that car because it is full of people so that I have to go to the company by myself Q: why don’t you tell me or any person in the HR team? A: I think it is not big deal I can go to work by myself Q: How you think about career opportunities for your position- Production Operator? A: There is an opportunity for OP position I will rotate through positions on the machine (OP1,2,3,4) and after that, I can promote to OP level I→Lead OP→Lead OP level My leader also shares with me about that and I think it is good A: Q: How you think about your wage? A: I am a freshman and my salary is very good at this time The workload that I have is not too much but it is not allocated for a whole month Some weeks are over workload make me feel tired and some weeks are not busy like that Personal information Name: Vo Huynh Quang Hung Position: Operator Department: Production We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much 49 Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen to your thought about the reason effected on the turnover situation The interview should take a half hour Your responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information Interview Start Time: 10:15 Interview End Time: 10:40 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 30/07/2018 Questions Q: How you feel about your experience working at KC? For example type of work, workload, environment… A: I had worked at KC for years so that I felt ok with the workload It is not too much with me but it might be difficult for a newcomer Moreover, phase B had been set-up refrigerator so I think it is better than previous years Q: What is the thing you like most at KC? I think KC has good benefit such as health check, health insurance, sport-activities, team building trip, a baby gift for newborn baby and wedding gift, especially safety environment When an employee raises ideas leader to listen and consider, I think it is good Q: What is the thing you dislike or think that KC should change? A: for me, there is nothing Yet co-workers told me that they felt hard when following the reimbursement process of an insurance agency Q: could you tell me more detail? Are they newcomers? A: they are working at KC 2-3 years They said that the time of approval is longer than previous years But I think it is ok for me because I didn’t have a problem when claim medical expense Q: How about your salary? Do you feel it enough for your work? A: I think my salary is it ok for now Yet, for an employee who is working for 2-3 years feel the percentage increase in wages is the low cause of inflation Q: How they compare to think it is low? A: They told me that workload is the same but work in nightshift will be affected their living life so that it should be more allowance In other companies, basic wages general is not higher than KC but there is 50 more allowance The benefit at KC is good for example insurance, annual health check Yet employee wants to receive a salary in money monthly more than that Q: How about a co-worker? A: my team is teamwork I think it is ok We organized a farewell party together, it is fun Q: How about your team leader? Does he has a meeting with the team and deliver a performance assessment? A: the current leader is new so there is nothing to say The previous leader is very good I like the thing that leader meet each team member to performance assessment They easily feedback for each person But Asset leader manages machines so that they manage triple the number of employees compared to the previous years-1 machine and they not have time to meet each person Q: Could you share with me your opinion about what KC can to make it better? A: the target is increasing year-by-year will make newcomers fell stressful The current employee with more experience at KC may be used to it In my opinion, it takes time for them to get acquainted with it Besides that, Asset Leader and leader OP should have met and chosen enthusiast Lead OP to take care of newcomer In fact, there are some Lead Ops not have the enthusiasm to have, sometimes they scream newcomers and make them hurt In addition, when there is a new vacancy, everyone is happy to apply but actually, the manager has their decision So, the interview is just documented validation It is not necessary Q: I will note that There is anything you want to share? A: I think it is enough I like KC environment but I have my own business so that I want to focus to develop it Personal information Name: Pham Ngoc Tu Position: Operator Department: Production We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen to your thought about the reason effected on the turnover situation The interview should take a half hour Your responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information 51 Interview Start Time: 16:30 Interview End Time: 17:00 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 09/07/2018 Questions Q: How you feel about your experience working at KC? A: KC environment is good, teamwork, safety But the target is going to increase make people stressful With the same position, I can work comfortably more than at KC The operator at KC desired more skill but equal salary Q: which company you compare with? A: My friend work at A company as an operator This job is the same as me but he doesn’t work as much as me When the problem happens, the operator has to solve right away if not waste ratio will be affected by the performance of the shift Besides, there are many newcomers so that they not have the experience to solve the problem Some even not dare to fix the issue Q: Why don’t you raise to team leader to get support? A: How can he support? Asset leader manages machines now and there are many newcomers to each machine Therefore, he cannot move a person from this machine to support that machine Q: if you were leader what will you do? A: I think that we have to minimum projects to have time to train newcomers or increase salary for an operator position Q: How you think about your career opportunity? A: I have worked for years at KC and got promotion recently to operator level I think it is too long for the promotion Recently, there is a lot of promotion for the operator from level to level but they not know the reason I think it may come from the high turnover rate Q: I think your leader does not communicate clearly to his team member and make you all misunderstand about the process I will note and inform the manager level to make clear this for everyone So, what are the factors affecting your decision to leave? A: Actually, I got a new job as an electrical technician I will work daytime and a higher salary This is an opportunity for my career Personal information Name: Bui Nhut Qui Position: Production Operator level I Department: Production 52 We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen to your thought about the reason effected on the turnover situation The interview should take a half hour Your responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information Interview Start Time: 16:00 Interview End Time: 16:25 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 10/07/2018 Questions Q: How you feel about your experience working at KC? A: KC is the first company I work after graduated from college I have to think so much to make the decision to leave Q: What is the thing you like most at KC? A: people are friendly, teamwork Safety is the most important thing and there is a safety person walk around to check Sometimes, I felt not comfortable but I think it is a good thing to keep everything safe Besides that, I learn many things from KC When I graduate I did not have any concept about real work Joining KC is a chance for me at first step Q: How about co-workers? A: They support me in the beginning and now I can any position on my machine But each person has their own personality, some people are friendly but some are aggressive Overall, it is ok Q: What is the thing you dislike or think that KC should change? A: I not have any ideas Yet I heard my experience co-workers said that the target is higher much more than the previous year They work comfortably in past time Q: What are the factors affecting your decision to leave? A: Actually, KC has a career ladder but it is not clear about the promotion process There is a rumor related to the interview process for internal transfer is just document validation Managers choose persons already In the other hands, I want to look for a new job with a higher salary Because KC has system 53 clearly, we just have a one-time increasing salary in a year If the starting point is low, it will be low for the future Q: Which position and have you apply to that position? A: electrical technician, Operator level I I just work for years I see that some person who work longer than me but they not have a chance to I Q: How about your wage? A: I work overtime so much so that I think it is enough for me but I not have time to relax I think I should take new opportunities Q: Have you got an offer from any company? A: I had an interview and waiting result Q: why don’t you wait until you get a result and leave KC? A: I know that resignation letter should be submitted 30 days before the last working day Personal information Name: Phan Quoc Viet Position: Operator Department: Production We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen to your thought about the reason effected on the turnover situation The interview should take a half hour Your responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information Interview Start Time: 11:00 Interview End Time: 11:25 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 10/07/2018 Questions Q: How you you think about the high turnover rate recently, especially in your function? 54 A: Last year, Binh Duong mill received Dream project which is overwhelming to the team and it fails to lead to low performance at the mill Moreover, KC faced challenging from a competitor so that our 2017 bonus result is not good It may reason make turnover rate too high this year Q: How the result of BD03 can effect on mill result? A: this is a very big project in which there is no KC manufacturing dare to Our management team thinks that we can achieve but it is the wrong decision It impacts the supply chain to Asia with our current product line All workforce focus on this project It made people feel exhausted Q: That is the result of 2017 Do you think is there any reason impact to a high turnover during the first months 2018? A: Operator think simple Their nature behaviors will look for another job when they got a lower bonus Q: The highest turnover falls into you function most so that you think any factors may impact? How about the workload? A: This year still have many projects to run Yet, regional workforce strategy is to keep headcount and may reduce in the next several years It affected the workload and stability of work It may make the employee feel worried and look for a new job Q: What you think we should to change this situation? A: It is a big question I think we should focus on the quality of recruitment and engagement Recruitment will have to choose the right candidate and engagement program will have an employee connected to each other Q: What you think about performance management in your team? A: KC has a performance management system strongly Every step of the process was guided very detail by document and HR support So that leaders just follow guide If they something wrong the system will send an alert Personal information Name: Vu Minh Position: Production Manager Department: Production We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen you thought about the reason effected on the turnover situation The interview should take a half hour Your 55 responses are confidential and anonymous There is no such thing as a correct answer, so please feel free to respond Background Information Interview Start Time: 11:00 Interview End Time: 11:20 Meeting place for interview: HR meeting room I = Interviewer R= Respondent Date/month/year: 11/07/2018 Questions Q: How you think about the high turnover rate recently? A: The higher turnover rate the higher workload for a current employee They have to run a machine and train for a newcomer at the same time Lack of human resource is the cause of high overtime Q: Could you talk more detail about the cause of high turnover in the operator? A: I think because they have a good offer from another company It is good for the employee But we have to look back as if our policy is reasonable On the other hand, the quality and adaptability of candidate recently are low HR should review source to get a higher quality candidate They easily quit the job KC employee worked under high pressure of target such as time, waste, productivities, minor stop, time of change-over Therefore, newcomers will be hard to follow at the beginning Q: How you think about control headcount? A: It may because, too After automation packing installation, this is separate and specific part of the machine It means that there is no operator understand about this equipment cluster except the person who works on that It is hard for rotation Q: What you think we should to change this situation? A: I think HR should review compensation as if it is competitive compared with others companies, focus on sourcing the right person for the right job About headcount control, I think we cannot anything because that is a regional strategy Personal information Name: Ha Van Dien Position: Asset Leader Department: Production We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much 56 Interview Introduction I would like to thank you for taking your valuable time to join meeting today I would like to listen you thought about the solution to solve high turnover The interview should take maximum a half hour Your responses are confidential and anonymous Please feel free to respond Background Information Interview Start Time: 11:00 Interview End Time: 11:15 Meeting place for interview: Mill manager room I = Interviewer R= Respondent Date/month/year: 15/10/2018 Questions Q: How you think about the suggested solutions? A: there is one solution for the long term and the others for the short term with a different budget Q: What you think about solution 1? A: Solution is “Apply evaluation process for payment structure” It requires the investment about human resources and cost for a long time It should be considered next year when we add to the forecast plan Yet this is not suitable for this time when the year is ending and we need to stop loosing talent Q: How about solution 2? Solution is “Apply Market-based compensation system for the payment structure” It will take less time to get the result to make sure that our package better the market or not and we will plan adjustment right now fo some key position Besised, the cost is the most important thing at this time when cost saving objective is what we have to achieve this year Q: so, you mean that the solution is the best way at this time? A: for this time, yes, it is a suitable option to solve the situation But it is not enough, the HR department will make a plan for next year to review all the position to make sure our package is competitive with the market Personal information Name: Duong Minh Hoai Position: Mill Manager Department: Mill general We would like to express our respectfulness to your sharing today Wish you have a nice day Thank you very much 57 low performnace of project low bonus low motivation unstable work reduce headcount heavy workload low employee engagement high turnover Figure 16: Summary of manager's perspective uncompetitive compensation package low motivation low engagement high pressure on job a lot of changeover a lot of project heavy workload poor adaptability of candidate low quality of candidate shortage resource of candidates ineffective recruitment process new job with higher salary external factor high turnover Figure 17: Summary of the leader's perspective high turnover low incomes low allowance/ salary unclear evaluate unclear assessment high pressure on job low motivation low engagement a lot of changeover a lot of project heavy workload nightshift work unsuitable for study get higher education personal factor new opportunities with higher salary fierce compensation in recruitment external factor Figure 18: Summary of employees’ perspective 58 Quotation of Project Position Evaluation 59 References