Final assignment module: Human resource management

MINISTRY OF FINANCE

UNIVERSITY OF FINANCE – MARKETING

FACULTY OF BUSINESS ADMINISTRATION

FINAL ASSIGNMENT

MODULE: HUMAN RESOURCE MANAGEMENT

Nguyen Vu Nhat Minh

HO CHI MINH CITY, 2024

ASSIGNMENT MARKING AND FEEDBACK SHEET

Granding Criteria Grade

TASK 1 …/2.0

The adjusted number of employees …/1

The number of new employees to be recruited in 2024 …/0.5

Your explanation …/0.5

TASK 2 …/2.5

Skills Assessment for Each Position Requirement …/0.5

Job Analysis …/1

Cross – Training Programs …/0.5

Performance Management …/0.5

TASK 3 …/2.5

Recruitment approach (where/how to source potential candidates) …/0.5

Your recruitment & selection methods that your company applied …/1

Your explanation of the chosen method …/1

TASK 4 …/2.5

Training and Development …/0.5

Advancement Opportunities …/0.5

Mentorship and Coaching …/0.5

Performance Reviews and Goal Setting …/0.5

Employee Engagement and Recognition …/0.5

TASK 5: The number of required academic sources …/0.5

TOTAL …/10

1. TASK 1

1.1. The adjusted number of employees

- Adjusted Number of Operations Staff:

The operational goal is to add at least 3 quality control staff:

Operations staff: 480 + 3 = 483 (people)

- Adjusted Number of Managers:

Because the number of managers will decrease to one manager responsible for 15

operations staff in 2024:

Managers: 483 ÷ 15 = 32,2  32 (people)

- Adjusted Number of sales staff:

Because of the revenue target: of 15% growth per year compared to 2023 (forecasted to

reach $40 million), the number of sales staff this year will increase by 5% accordingly.

Sale staff: 20 × (1+0,05) = 21 (people)

- Adjusted Number of administrative staff

Because the ratio of administrative staff to operations staff remains constant, the number

of administrative staff will not change:

Administrative staff: 60 (people)

Total number of employees at BEW in 2024: 483 + 32 + 21 + 60 = 596 (people)

1.2. The number of employees expected to join in 2024

Turnover rate for operations staff: 15% -

New operation staff = 483 × 15%= 72,45 ≈ 72 (people)

Turnover rate for all other employee: 10% -

(Identify the number of other employees: 596 - 483 = 113)

New all others employees = 113 × 10% =11,3 ≈ 11 (people)

The number of new employees to be recruited in 2024 = 72 + 11 = 83 (people)

2. TASK 2

2.1. Skills Assessment for Each Position Requirement

Operations Staff:

Communication Skills: Effectively communicate with colleagues and customers -

Teamwork: Capability to work collaboratively within a diverse team -

environment.

Organization -

Multitasking: Ability to handle multiple tasks simultaneously in a fast-paced -

restaurant setting.

Adaptability: Flexibility in arranging tables, seating, and decorations according -

to specific event requirements.

Safety and Health Awareness: Understanding and adherence to safety rules and -

procedures to ensure personal and team safety.

Sales Staff:

Customer Service: Excellent customer service skills to provide a positive -

experience for clients and guests.

Salesmanship: Ability to persuade and sell wedding banquet packages and -

additional services to potential clients.

Product Knowledge: Thorough understanding of the restaurant's wedding -

banquet offerings, menu options, and pricing.

Negotiation: Skill in negotiating terms and prices with clients to close deals and -

maximize revenue.

Relationship Building -

Problem-Solving -

Management Staff:

Leadership: Strong leadership skills to oversee and guide the operations team -

efficiently.

Communication and Delegation -

Problem-Solving and Decision Making -

- Customer Relationship Management: Skill in managing client relationships,

addressing client needs, and ensuring high levels of customer satisfaction.

- Budget Management: Understanding of budgeting principles to manage

expenses effectively and achieve financial targets.

- Staff Training and Development

- Quality Control

Administrative Staff:

- Organizational Skills: Strong organizational skills to manage administrative

tasks efficiently, including scheduling, record-keeping, and documentation.

- Time Management: Skill in prioritizing tasks and managing time effectively to

meet deadlines and handle multiple responsibilities.

- Computer Proficiency

- Communication Skills: Effective communication skills to interact with

colleagues, clients, and vendors via phone, email, or in-person.

- Confidentiality

2.2. Job Analysis

According to Gary Dessler (2019), job analysis is essential as it serves as the foundation

for several other human resource activities, specifically:

- Recruitment and Selection

- EEO Compliance

- Training

- Performance Appraisal

- Compensation

Below are the job analysis at BEW:

Picture 2.1: Job analysis for Operations Coordinator

Sources: Compiled by the author

Picture 2.2: Job analysis for Operations Manager

Sources: Compiled by the author

Picture 2.3: Job analysis for Sales Associate

Sources: Compiled by the author

Picture 2.4: Job analysis for Administrative Assistant

Sources: Compiled by the author

2.3. Cross-Training Programs

2.3.1. Overview

Cross-training program is designed to equip employees with the knowledge and skills

necessary to work effectively in various positions. The program will focus on mastering the

basic tasks of each position, communication skills, time management, and teamwork.

2.3.2. Program Segmentation

Basis Training:

Introduction to the restaurant industry and key positions. -

Instruction on basic operational procedures, including greeting guests, table -

arrangement, and kitchen equipment usage.

Effective sales techniques and customer satisfaction strategies. -

Advance Training:

Development of time management skills and task prioritization. -

Learning to resolve difficult situations in the restaurant. -

Understanding employee management and fostering team motivation. -

Apprenticeship and Application:

Hands-on experience in each position within the restaurant during the -

apprenticeship phase.

Application of learned knowledge and skills in real-life situations. -

2.3.3. Implementation

Organize training sessions, discussions, and practical activities to help -

employees understand various positions within the restaurant.

Conduct regular assessments to ensure employees' progress during the training -

process.

2.3.4. Evaluation

Establish an evaluation system to measure employees' progress in the training -

process.

Provide regular feedback from managers and offer necessary support to help -

employees improve.

2.4. Performance Management

2.4.1. Operations Staff:

Job Standards:

Table Setup -

Customer Service: Must exhibit a friendly, efficient attitude and be ready to -

address any customer inquiries.

Coordination with Kitchen Staff -

Performance Evaluation:

Service Time: Measure the time from when a customer orders until the food is -

served.

Customer Feedback -

2.4.2. Sales Staff

Job Standards:

Menu Knowledge -

Communication Skills -

- Food Recommendations: Capability to suggest suitable dishes and beverages

based on customer preferences.

Performance Evaluation:

- Sales Revenue: Measure individual sales performance against sales targets.

Customer Feedback -

2.4.3. Management Staff:

Job Standards:

Time Management -

- Employee Management: Coordinate and manage employee tasks, while

providing support and guidance as needed.

Conflict Resolution -

Performance Evaluation:

- Team Performance: Assess the performance of the entire team under the

leadership of the management staff.

- Peer Feedback

2.4.4. Service Staff:

Job Standards:

Professional Service -

Menu Training -

Time Management -

Performance Evaluation:

- Customer Evaluation: Gather feedback from customers regarding service quality

and satisfaction with the service staff.

- Table Turnover: Measure the number of tables served by each staff member

within a certain period.

2.5. Personnel Plan for Bliss Events & Wedding (BEW) – 2024

Objective:

To allocate employees efficiently and assign them to suitable positions to meet the

company's business goals.

Timeline:

- January - February: Job Needs Assessment and Job Requirements Definition

- March - April: Training and Development Plan Development

- May - June: Employee Allocation and Monitoring System Setup

- July - August: Evaluation and Adjustment of Personnel Plan

- September - December: Continuous Improvement and Implementation

Budget Allocation:

- January - February: Job Needs Assessment and Job Requirements Definition

• Hiring consultants for job analysis and needs assessment: $10,000

• Conducting surveys and interviews: $5,000

• Total Budget: $15,000

- March - April: Training and Development Plan Development

• Designing training modules and materials: $7,000

• Hiring trainers and facilitators: $8,000

• Total Budget: $15,000

May - June: Employee Allocation and Monitoring System Setup -

Software for monitoring and evaluation: $5,000 •

Training employees on the new system: $3,000 •

Total Budget: $8,000 •

July - August: Evaluation and Adjustment of Personnel Plan -

Conducting performance evaluations: $3,000 •

Hiring consultants for plan adjustment: $5,000 •

Total Budget: $8,000 •

September - December: Continuous Improvement and Implementation -

Implementing incentive programs: $7,000 •

Conducting workshops and team-building activities: $5,000 •

Total Budget: $12,000 •

Total Budget for Personnel Plan in 2024: $58,000

3. TASK 3

3.1. Recruitment Approach

3.1.1. Internal Sources

Job postings: Provide information about open opportunities. All staff members -

in the company will get this posting. This announcement provides details about the

professional requirements and job responsibilities for the open position in the organization.

"List of skills and qualifications" for each candidate, which is stored in the -

company's human resources software. This list frequently contains details on the person's

present abilities, education and training levels, employment history, professional experience,

and other aspects of their character. necessary work.qualifications.

3.1.2. External Sources

Recruitment process for external candidates at BEW as Picture 3.1.

Picture 3.1: Recruitment process for external candidates at BEW

Sources: Compiled by the author

Recruitment method through introduction of employees in the organization. -

Recruitment methods through recruitment agencies to obtain highly skilled -

candidates.

Job fairs -

HR teams going door-to-door to recruit at universities, colleges, and technical -

schools

Social networking sites like Facebook, Instagram, and LinkedIn,… -

Internships as a means of recruitment; -

Recruitment strategies from competing firms -

Industry events as a means of connecting with potential candidates at wedding -

shows.

3.1.3. Remuneration regime to attract talented people

Policies for accident and health insurance -

Assistance with allowances for things like lunch, parking, phone bills, travel -

costs, holiday bonuses, Tet, etc.

Holiday and leave policies. -

Provide staff with work equipment at the workplace -

3.2. Recruitment and Selection Methods

Structured Interviews: Ask the same set of predetermined questions to every -

candidate in a systematic manner. This guarantees the evaluation process's uniformity and

fairness..

Skill Assessments: Use realistic exams that replicate work duties (particularly for -

sales and operations roles) to gauge a candidate's aptitude in real-world situations.

Group Assessments: a useful tool for assessing communication, leadership, and

problem-solving skills in managerial and administrative tasks.

Background Checks:Verify references, prior employment history, and -

educational qualifications by conducting comprehensive background checks. To guarantee

the dependability and honesty of new hires, this is essential.

3.3. Recruitment method chosen by the company and explanation of the Chosen

Methods

Social media: This approach has a wide audience, and access to a varied -

applicant pool is necessary to connect with a varied talent pool.

Partnerships with educational: institutions guarantee access to candidates who -

possess the most recent training and industry knowledge.

Structured interviews and skills evaluations: are valid methods for evaluating a -

candidate's behavioral fit and technical proficiency, making sure they match the job

requirements and corporate culture.

Employee Onboarding: Using internal networks to your advantage can lower -

attrition, draw in applicants who are more likely to interact with the team, and foster a

positive workplace culture.

4. TASK 4:

As an HR specialist at BEW, I have developed a comprehensive career development

program aimed at enhancing employee satisfaction, increasing retention, and fostering a

skilled and dynamic workforce capable of achieving the company's business goals and

operations. The contents of the plan include:

4.1. Trainning and Development:

Continuous learning and professional development are crucial for employees. Therefore,

I will implement the following activities to enhance the skills and knowledge of our staff:

Regular Training Sessions:

Every Saturday morning, BEW will invite experienced industry experts along with in-

house specialists to conduct training sessions for operations staff on wedding planning, event

management, and customer service. The training program will cover topics such as event

design, vendor management, budgeting, customer communication, and more.

Specialized Training for Managers:

Managers within the company will receive specialized training programs once a month,

focusing on areas such as team management, conflict resolution, strategic planning, and

financial management. These programs help managers enhance their leadership, managerial,

and operational efficiency skills.

Sales Training Programs:

The business employees will undergo training in programs focusing on business skills,

customer relationship management, negotiation, and market research.

Workshops and Seminars:

BEW will organize workshops throughout the year to help employees stay updated on

the latest trends and technologies in the wedding and event industry. Next month, BEW will

invite industry experts to share knowledge, experiences, and exchange ideas with employees

on new trends in the field. The workshop’s title: "Wedding Industry Trends”, all expenses

will be sponsored by the company. In addition, there are also online courses and on-site

training sessions available for employees, encouraging them to obtain additional

professional certifications.

In addition, there are other forms of training such as:

- Orienetation Training

- On-the-job Training

- External Training: Providing opportunities for managerial staff to attend courses

on restaurant management, event management at universities in the area such as Van Lang

University, University of Finance and Marketing, …

4.2. Job Rotantion and Cross-Functional Assignments:

Identify projects or assignments that allow employees to gain exposure to -

different aspects of the business.

Encourage employees to take on temporary roles or responsibilities outside their -

primary job functions.

Provide opportunities for employees to collaborate with colleagues from -

different departments or teams.

Rotate employees through different roles to broaden their skill set and deepen -

their understanding of the organization.

4.3. Advancement Opportunities:

Employee retention is crucial for a company, and a career development program serves

as a tool to support the company in achieving that.

As a human resources expert at BEW, I have devised a career development plan for all

employees as follows:

Picture 4.1: Career Development Planning Process

Sources: Compiled by the author

Below is the career development plan template for employees that I have designed, the

information and activities will be adjusted according to each employee:

Individual Career Development Plan

Manager: Employee:

Date of CDP Approval: Position:

Start Date of Current Role:

PERFORMANCE RECORD

Performance Deserving Incident date Recognition Performance Requiring Coaching for Improvement Action Date or Conference

Action taken:

Career Plan

Self-assessment

Career Goals:

Evidence/Proof Points Areas of Strength

Skills:

Knowledge:

Experience:

Areas for Development:

Limitations:

Short-term career goals (less than five years)

Competencies/ Skills/ Area of interest/ Position/ Success measures Title Knowledge Needed (areas to be developed)

Long-term career goals (over five years)

Competencies/ Skills/ Area of interest/ Position/ Success measures Title Knowledge Needed (areas to be developed)

ACTIONS

Action 1:

Accountability:

Timeline

Budget

Resources

Milestones

Action 2:

Accountability

Timeline

Budget

Resources

Milestones

Action 3:

Accountability

Timeline

Budget

Resources

Milestones

Action 4:

Accountability

Timeline

Budget

Resources

Milestones

Action 5:

Accountability

Timeline

Budget

Resources

Milestones

EVALUATION

Sources: Compiled by the author

4.4. Mentorship and Coaching:

4.4.1. Mentorship

- Goals of the Mentorship: Aligned with business objectives, the table below

outlines the goals of the Mentorship of the company:

Objective How Mentoring helps

Helping high performing employees develop their Develop emerging leaders abilities

Teaching new hires about the company and the Onboard faster expectations of management

Mentorship programs encourage and empower employees

Promote diversity from minority groups who may not currently be reaching

the next level of career development

Assisting employees in meeting their career goals by Career development honing new capabilities

Building productive relationships among co-workers can Improving culture lead to a healthier workplace culture

Employees who perceive that the company cares about

Employee retention their career prospects and their future are more likely to

stay with the organization longer.

Organizations that show a commitment to their

Reputation building employees' development will gain a reputation as a

desirable place to work.

Table 4.1: Goals of the Mentorship

Sources: Compiled by the author

- Mentorship Pairings: Experienced managers will be paired with junior

employees to serve as mentors. These mentors will share their knowledge, expertise, and

experiences to help mentees navigate their careers and overcome challenges.

- Feedback and evaluation: Encouraging regular feedback exchange between

mentors and mentees helps monitor progress and address challenges effectively.

Additionally, scheduling periodic meetings facilitates progress review and necessary

adjustments. Evaluating the mentorship program's quality through stakeholder feedback

collection enables continuous improvement of the process.

4.4.2. Coaching

According to Gary Dessler (2019), professional coaching should follow four steps as

illustrated in the picture:

Picture 4.2: Steps of Coaching

Sources: Compiled by the author

Applying this process, BEW executes as follows:

- Preparation: Coaches prepare information about the skills and developmental

areas that need to be addressed by observing the employee's job performance, work

processes, and interactions with colleagues. Integrating objective data such as productivity,

training history, and other relevant metrics.

- Planning: Together with the mentee, develop a plan consisting of short-term job-

related skills to be developed and the steps needed to be taken along with the timeline for

completion. Provided guidance on available resources, training programs, and support

systems that can aid in the employee's development.

- Active coaching: Based on effective on-the-job training techniques to facilitate

learning and skill acquisition. We prepare the mentee for specific tasks or challenges by

providing relevant information, resources, and context. We present the mentee with

opportunities to practice new skills and behaviors, offering constructive feedback and

guidance along the way. We actively engage in dialogue with the employees, encouraging

them to reflect on their experiences, learn from mistakes, and continuously improve. The

coaching sessions are scheduled weekly, once every two weeks and are designed to be

interactive, supportive, and tailored to the employee's individual needs and learning style.

- Follow up: We continuously monitor the progress of coaching to assess the

development of employees and identify any areas that may require further attention.

Subsequently, we provide guidance, support, and additional feedback to help employees stay

on track with their goals.

4.5. Performance Reviews and Goal Setting:

Regular Performance Review:

The company will conduct performance evaluations on a quarterly basis and hold

discussions with employees whether the employee’s exhibited skills are consistent with the

person’s career goals. From there, we will provide constructive feedback on strengths, areas

for improvement, and development opportunities and translating the latter’s performance

appraisal into development plans.

The evaluation objectives are established following the SMART objectives (Specific,

Measurable, Achievable, Relevant, Timely) include key performance indicators, project

outcomes, customer feedback, and other relevant metrics. The evaluation method is the

Alternation Ranking Method with 5 levels as shown in picture 4.3.

Picture 4.3: Level Ranking for Performance Review

Sources: Compiled by the author

Collaboratively Set Goals:

Set SMART goals with employees that align with the company's objectives and the

career aspirations of the employees. Những người cố vấn sẽ hỗ trợ These goals ensure a

challenging yet achievable target to motivate employees and drive performance

improvement. Additionally, break down long-term goals into smaller milestones or short-

term objectives for better clarity and progress tracking.

4.6. Employee Engagement and Recognition:

4.6.1. Employee Engagement

“Career development and employee engagement go hand in hand - developing talent has

a direct, positive impact” (HRbrain.ai, 2024).

Implementing Career Development Opportunities for Enhanced Engagement in BEW:

- Mentorship and coaching programs as Section 4.4.

- Skills training programs as Section 4.1.

- The Association for Talent Development’s Role in Career Progression (ATD):

Contributing to enriching employee development through Certification programs,

Conferences and seminars, Regional networking events, etc. Providing ATD membership

subsidies to facilitate participation, monitoring members' utilization of ATD benefits, and

career development.

- Career Mapping and Planning for Job Satisfaction

4.6.2. Employee Recognition

“An employee recognition program can help your company retain employees, improve

productivity and recognize employee performance” (Catherine Scott, 2024).

Manger to employee recognition programs in BEW:

- Employee of the Month: The employee selected by the manager will receive a

monetary bonus of 1,500,000 VND.

- Innovation Champion: Recognition twice a year with a cash prize of 20,000,000

VND for the employee chosen by the manager, demonstrating exceptional creativity and

innovation.

Team Recognition Programs:

- Team Achievement Awards: Quarterly employee recognition program with a cash

prize of 21,000,000 VND for the team with the highest productivity and performance

achievements in the company.

Company-wide Recognition Programs:

- Employee of the Year: The award is presented at the end of the year with a cash

prize worth 5 times the employee's current salary, and it will be given to the top 20

outstanding employees recognized by the company.

- Longevity Awards: The recognition program occurs twice a year with a cash

prize of 10,000,000 VND for employees who have completed 5 years of service or more.

REFERENCES

BOOK:

1. Tran Kim Dung (2018). Human Resource Management, 10th Edition. Published

Finance.

2. Gary Dessler (2019). Fundamentals of Human Resource Management, 5th Edition.

published by Pearson Education.

JOURNAL:

1. Shoeb Ahmad and Saad Alquaarni (2023). Job Analysis in Organizations: Transition

From Traditional to Strategic. International Journal of Professional Business Review

8(5):e01424. DOI: 10.36668/businessreview/2023.v8i5.1424.

2. Franklin M. Lartey (2021). Impact of Career Planning, Employee Autonomy, and

Manager Reconition on Employee Engagement. Journal of Human Resource and

Sustainability Studies, 9, 135-158. DOI: 10.4236/jhrss.2021.92010.

3. Ashutosh Mudili and Jeegneshkumar J Trivedi (2020). Benchmarking An International

Journal. DOI: 10.1108/BIJ-07-2019-0312.

4. A. Basak Ok and Christian Vandenberghe (2016). Organizational and career-oriented

commitment and employee development behaviors. Journal of Managerial Psychology

31(5):930-945. DOI: 10.1108/JMP-04-2015-0157.

WEBSITE:

1. Catherine Scott (2024). How To Creat an Effective Employee Recognition Program (in

2024). Academy to Innovate HR. Retrieved April 18, 2024, from:

https://www.aihr.com/blog/employee-recognition/.

2. Daniel Stein, Nick Hobson, Jon M. Jachimowicz and Ashley Whillans (2021, October

13). How Companies Can Improve Employee Engagement Right Now. Havard Business

Review. Sources: https://hbr.org/2021/10/how-companies-can-improve-employee-

engagement-right-now.

3. Monique Danao (2024). How to Perform A Job Analysis. Forbes Advisor. Retrieved

April 17, 2024, from: https://www.forbes.com/advisor/business/job-analysis/.

4. HRbrain.ai (2024). Career Devolopment and Employee Engagement: Key Stategies.

Sources: https://hrbrain.ai/blog/career-development-and-employee-engagement-key-

strategies/.

THESIS/DISSERTATION:

1. Bui Van Nam (2018). “Công tác đào tạo và phát triển nguồn nhân lực tại Công ty Cổ

Phần Đầu Tư Nam Đình Vũ. Graduate Dissertation. Hai Phong People’s University.

2. Vo Trong Quoc (2018). “Tác động của thực tiễn quản trị nguồn nhân lực đến sự gắn gết

của nhân viên với tổ chức tại Công ty Cổ Phần Du Lịch Quốc Tế Vũng Tàu”. Thesis. Ba

Ria – Vung Tau University.

Final assignment module: Human resource management