Master thesis: Solutions for sustainable development of high-quality human resources in the context of international integration until 2030: Case study of Viettel Group

The current global landscape, marked by rapid technological advancements and profound international integration, necessitates a strategic focus on human capital for sustained organizational growth. Sustainable development, a guiding principle for both nations and enterprises, increasingly recognizes high-quality human resources (HQHR) as the central driving force. In this dynamic context, the ability of organizations to attract, develop, and retain skilled talent becomes paramount, directly impacting their competitiveness and long-term viability. This study addresses the critical challenge of fostering the sustainable development of high-quality human resources within this intricate environment, using Viettel Group, a leading multinational technology enterprise, as a compelling case study. The research aims to provide actionable insights into developing robust HR strategies that align with international integration goals until 2030.

HR professionals, business strategists, academics in Human Resource Management and International Business, and leaders of multinational technology enterprises focused on talent development in an integrated global economy.

This thesis comprehensively investigates solutions for the sustainable development of high-quality human resources (HQHR) within the dynamic context of international integration, focusing specifically on Viettel Group until 2030. Grounded in established theories such as Human Capital Theory, the Resource-Based View, and a Sustainable Human Resource Management (HRM) approach, the study first clarifies the conceptual framework, scope, and criteria for HQHR, emphasizing its alignment with economic, social, and environmental sustainability pillars. A multi-factor model, specifically designed for multinational technology enterprises, was then developed. The research employed a robust quantitative methodology, conducting an internal survey of 250 Viettel employees across various divisions in June-July 2025. Data analysis, utilizing Cronbach's alpha, Exploratory Factor Analysis (EFA), and multiple regression, revealed that five key factor groups—work environment, organizational culture & leadership, training & development, promotion & fairness, and compensation & benefits—all positively influence HQHR development. Notably, the work environment and organizational culture & leadership demonstrated the strongest effects. Based on these empirical findings, the thesis proposes a pragmatic five-pillar solution set designed to enhance Viettel's HQHR strategy. These pillars include fostering a supportive culture and work environment, optimizing talent attraction strategies, strengthening capability development programs, implementing agile HR governance, and establishing competitive rewards integrated with value co-ownership. Furthermore, the study outlines policy recommendations aimed at bolstering Viettel's competitiveness and ensuring its human resource development effectively meets the demands of international integration through 2030. This research offers valuable insights for both academia and industry practitioners navigating the complexities of human resource challenges in a globalized business environment.