The study: Training and development technical workers in Hanoi garment and textile companies

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The research subjects and scope: the training and development technical workers ( who are specialized ingarment, textiles and yarn manufacturing) in HN G&T companies from 2009 to 2012.

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Nội dung Text: The study: Training and development technical workers in Hanoi garment and textile companies

2 THESIS TO BE COMPLETED IN THE NATIONAL ECONOMIC UNIVERSITY Ministry of Education and Training University of National Economy The scientific mentor: NGUYỄN VÂN THÙY ANH 1. Ass. Pro. Dr. Trần Thị Thu 2. Ass. Pro. Dr Cao Văn Sâm Reviewer 1: TRAINING AND DEVELOPMENT TECHNICAL Pro. Dr. Phan Văn Kha WORKERS IN HANOI GARMENT AND TEXTILE Reviewer 2: COMPANIES Dr. Nguyễn Hữu Dũng Reviewer 3: Dr. Nguyễn Văn Thành Specific Area: HUMAN RESOURCES MANAGEMENT (LABOR ECONOMICS) The thesis has been defended before the Council to protect Code: 62340404 her State-level doctoral thesis at the National Economic University Take place at: 17 h 00 on the 20th Mar, 2014 DOCTORAL THESIS OF ECONOMICS SUMMATION Thesis can be found at: - Library University of National Economy - National Library Hanoi, 2014
3 4 all dimensions, did not investigate objective and subjective factors that affect the T&D effectiveness. Moreover, in the practice, the INTRODUCTION training and development technical workers in HN G&T companies The rationale and significance of research has not implemented well enough, thus, did not enable the workforce Currently, the garment and textile companies in Hanoi (HN G&T respond the urgent challenges of business properly. companies) have been employing about 111,600 labors and Due to the above reasons, the chosen topic of dissertation on contributting about 17,3% GDP of Hanoi every year. Economic “Training and development technical workers in Hanoi garment and integration brought more business opportunities to HN G&T textile companies” is of urgent necessity. Research questions are: companies but also more challenges which are from fierce - Which is the theoretical framework applied into studying the competition, technical innovation, and customers’ stricter training and development technical workers in companies? requirements. To survive and grow sustainably, the HN G&T - In the practice, how has the worker T&D in HN G&T companies companies really need to invest into training and development in been implemented? How well do the trained workers respond to job order to posse a number of technical workers1 which meets the requirements? Why? requirements in terms of knowledge, skills, attitudes and professional - Recommendations for improving technical worker T&D in HN development. G&T companies? Theoretical framework for training and development (T&D) the Based on the approach of human resource management and of technical workers are extracted and developed from researches on competency-based, enterprises need to conduct training aimed human resources (HR) training and development. On the world, and development activities in order to assure the capacity of researches on HR T&D can be basically divided into 4 main groups: the workforce of technical workers to meet requirements (i) training system design theories, (ii) learning theories, (iii) current jobs and of the direction of organisational development. motivational based approaches, and (iv) training evaluation models. Thesis is to achieve the bellowed purpose of studying: In Vietnam, there are 2 main approaches of studies on worker T&D. - Systemizing the theories on human resources T&D and First is macro approach: researches on vocational training for certain developing the theoretical base for T&D technical workers in areas, provinces or industries. Second is micro approach: studies on companies. training and development technical workers in the companies. - Investigating, analyzing and evaluation the practice of T&D Generally, most of studies concentrated on vocational training (the technical workers in HN G&T companies: contents of T&D, macro approach). The micro approach, studies on training and methods, effectiveness, objective and subjective factors that development technical workers in companies, which implemented by influence the T&D effectiveness. the companies themselves in order to satisfy their labor needs, has - Proposing some recommendations in order to improve the T&D not been paid much attention. In this micro approach, the studies did technical workers in HN G&T companies. not focus on evaluating and measuring the effectiveness of T&D in 1 To be shortened by “workers” from here.
5 6 The research subjects and scope: the training and development Thesis suggested the HN G&T companies should consider T&D technical workers ( who are specialized in garment, textiles and yarn technical workers as solutions for enhancing competitive manufacturing)2 in HN G&T companies from 2009 to 2012. competency, ensuring sustainable growth and motivating tools as The new contribution of research well, and should change the training points of view and methods to the competency approaches. The new contributions in Based on the studying the training evaluation models, the dissertation recommendations include: improving training methods in order to suggested evaluating the effectiveness of the T&D technical workers meet professional competency standards, using the career of companies through evaluating the responding extents to job development activities for workers as non-monetary motivating tools requirements of trainees in terms of knowledge, skills, attitudes and and retention, and improving the system of assessing the worker professional development possibilities. Proposing the “professional T&D effectiveness. The thesis also suggested some development possibilities” of trainees to the assessment criteria is the recommendations to relating authorities to facilitate and support the new contribution of the thesis in compared to previous researches. worker T&D in HN G&T companies. The results from studying the successful career development cases of The thesis structure includes 4 chapters. Chapter 1 displays the technical workers HN G&T companies showed that: (i) background theoretical framework of worker T&D in companies. Chapter 2 of vocational training and other T&D activities have positive describes research methodology and data that serve the study. influence to career development of workers, (ii) career development Chapter 3 analyses and evaluates the practice of worker T&D in HN and promotion opportunities play a motivating role to workers. Thus, G&T companies. Based on these analysis’s, the chapter 4 proposes T&D should be seen as important non-monetary rewards that recommendations for improving the technical worker T&D in HN motivate workers. G&T companies. The results from investigating the factors that affect the effectiveness CHAPTER 1: THEORETICAL FRAMEWORK OF TECHNICAL of T&D in HN G&T companies showed that the trainees only meet WORKER TRAINING AND DEVELOPMENT IN COMPANIES requirements in terms of skills and attitude, but they do not meet the requirements in terms of knowledge and professional development 1. 1. Definitions possibilities due to some main reasons. First, knowledge and 1.1.1. Definitions of technical workers teaching capabilities of trainers are limited. Second, the training Technical workers are the ones who accomplished at least a policies, the monetary and non-monetary rewards are not well professional training program in a vocational school (including motivated to trainees. Third, workers are mainly trained by on-the- enterprises) and granted professional certificate(s) or officially job methods but knowledge and skills basically and systematic recognized by prevailing regulations to posse implementing equipped. Forth, companies do not want to invest in T&D due to capacities that meet the complex job requirements. That means wondering of losing well-trained workers and can not recover the technical workers are those who have been trained at different training costs. mastering levels in vocational schools or enterprises in order to ensure that they are qualified enough to accomplish the complex 2 To be called G&T worker in following parts. requirements of production process.
7 8 1.1.2. Definition of technical worker training and development in 1.2. Implementing training and development technical companies worker in companies Technical worker training in companies refers to planned and 1.2.1.Training needs analysis and developing master training systematic activities designed by companies to provide workers with plans: Firstly, in order to accomplish a certain production volume, implementing capacities in order to respond to complex firms identify the needs workers to be trained in terms of number and requirements of production jobs. Worker training in companies categories. Secondly, based on job specifications, firms identify the includes skill training and vocational training, which are: vocational requirements in terms of knowledge and skills. Thirdly, assess the training, skill training, bad performers’ retraining, orientation actual capacities of workers. Comparing specific job requirements training. with actual capacities of each individual worker help managers Technical worker development in companies refers to planned and identify the gaps in terms of knowledge, skills, attitudes or career systematic activities designed by companies implemented in order to development activities. Fourthly, identifying specific training develop employees’ professional capacities and respond to objectives in terms of: (i) categories and number of workers needed, organizational development. Worker development in companies and (ii) necessary knowledge, skills, attitude and career development includes career development and management development possibilities. Then, developing the master technical worker T&D (promotion) activities, which are: worker upgrading training, training plans to serve for current requirements and directions for 2nd job for workers who are mastered in the 1st job; job rotation and organizational development. transfer; skill competitions; promoting good workers to trainers, 1.2.2. Training and development design: firms chose the appropriate technical staff, managerial staff. training methods and prepare infrastructure including equipments, In the Career stages and important needs theories, Ivancevich raw materials. The training methods includes: (i) on-the-job training, explained the relationship between training and development and which are job instruction, apprenticeship, coaching and counseling, need changes of any individual in 4 career development stages in and job rotation and transfer; (ii) off-the-job training, which are: which he/she experienced during working life. Stage 1- vestibule training, sending workers to vocational school. Apprenticeship: to observe, learn and follow instructions of more 1.2.3. Implementation: firstly, choosing trainers from experienced experienced people. Stage 2-Advancement: accumulating knowledge, workers of the firms or inviting outside trainers. Trainers should experience, being mastered in the job, employees now can work meet requirements in terms of knowledge, skills, teaching independently. Stage 3-Maintenance: to serve as mentors of those capabilities, and attitude. Secondly, using training policies and who are in stage 1, and interact with other people. Individuals who monetary and non-monetary tools to motivate trainees before, during can not cope with this challenging may shift back to stage 2. Stage and after the training process. Thirdly, HR unit should organize and 4–Strategic thinking: very few people who have strategic thinking manage training programs effectively. and involve in shaping the direction of the organization itself can 1.2.4. Assessing effectiveness of technical worker T&D is assessing progress from stage 3 to stage 4. Most of professionals will maintain the extents that worker T&D to production requirements in terms of: in the stage 3 until retired. (i) categories and number of workers needed and (ii) professional
9 10 capacities of trainees. In which, firms should clearly assess the effectiveness of worker T&D. Therefore, these factors have been extents that trainees respond to job requirements in term of concentrated by the thesis. knowledge–necessary knowhow, skills-the mastering levels in The design-implementation factors includes: A. Worker training handling the operation activities, attitude and behavior– professional need analysis. B. Choosing suitable training methods. C. Trainers’ attitudes and positive behavior, and career development possibilities- quality. D. Training policies, and E. Training programs management. possibilities to move up on the career path or promoted into Individual factors which have certain influences on effectiveness of managerial positions. worker T&D include: age, gender, seniority and mastering levels. 1.3. Factors influencing technical worker T&D in Considering the external influences, thesis focused on impacts of companies can be considered as 3 major groups: (i) factors related international integration and some factors such as: (i) employability to worker T&D design and implementation, (ii) individual factors, and opportunities to raise income after training (ii) State’s policies and (iii) external influences (chart1.1). about vocational training and (iii) high school background. CHAPTER 2: RESEARCH METHODOLOGY AND DATA Effectiveness Situation Design Implementation Evaluation 2.1. Qualitative research assessment T&D need Extents trainees Researching the practice of worker T&D in 7 typical HN G&T respond to job analysis requirements in Individual companies in order to: (i) evaluate the T&D practice and investigate Training term of: factors methods • Knowledge • Age the following contents in each company: training need analysis, Trainers’ • Skills • Gender training program designs, methods choosing, trainers’ quality • Attitude/behavi • Seniority quality assessment, T&D effectiveness evaluation; (ii) compare, generalize or • Mastering • Career levels the common characteristics, difficulties or advantages, also consider development T&D policies possibilities different problems and problem solving. Deep interview to typical cases of technical workers who have Training very Các yếu tốcareer development to describe their career path, successful programs thus, analyze the relationship between vocational training-skill management thuộc về cá training-professional development and analyze the need changing of nhân CNKT individual workers in each stage of their career progresses. • Tuổi Deep• Giớiinterview tính to managerial staff and specialists to gain the evaluations • Thâmfromniên different cuts about worker T&D in HN G&T companies. Interviewees • Trình ñộ lành are: policy makers, researchers, managers at allnghề levels of firms, and trainers. Chart 1.1: Theoretical framework of worker T&D in companies 2.2. Quantitative research Amongst these, the group of design-implementation factors is entirely controlled by firms so it can be improved to increase the
11 12 Thesis studied the extents of impacts of design-implementation 2. The more systematic the training methods, the more effective factors to effectiveness of worker T&D. Survey has been carried out worker T&D. in 60 HN G&T companies, which include: 33 garment firms 3. The more qualified trainers, the more effective worker T&D. (equivalent to 55,1%) and 27 G&T firms (44,9%). 4. The better the training programs managed, the more effective Respondents: (1) technical workers who are serving garment, worker T&D. textiles and yarn production machines; (2) HR staff, trainers, 5. The more motivated the policies, and the more cares of top functional staff and (3) Managerial staff: directors and vice directors management, the more effective worker T&D. of plants, Heads of shift, team leaders and other immediate Data collected by 2 ways: direct interviewers and through mails. In supervisors. However, in practice, most of worker T&D activities in each firm, there were 2 questionnaires for workers and 1 HN G&T companies is on-the-job. That’s why all immediate questionnaire for manager delivered. Finally, the survey covered: supervisors, some middle managers are trainers at the same time. - Delivered 800 questionnaires for technical workers (code BH-CN), Therefore, the research merged group number (2) and (3) of recovered 636 acceptable questionnaires respondents into only one group that’s called ‘managers/trainers’. - Delivered 400 questionnaires for managers (code BH-QL), Their opinions on worker T&D reflect two side of a coin: (i) recovered 321 acceptable questionnaires evaluations of implementators and (ii) evaluations of users. Data processed by the statistic software SPSS. Research framework: displayed in chart 1.1. A. Evaluate the extents of impacts of design-implementation factors - Dependent variables: effectiveness of worker T&D in HN G&T to effectiveness of worker T&D: companies which measured by the extents that trainees respond to Pearson’s Chi-square test (χ2): applied to all pairs of one independent job requirements in terms of: knowledge, skills, attitude/behavior, variable vs one dependent variable. Then, calculate the P value, and career development possibilities. comparing to the significance α=0,05: - Independent variables: A. Worker training needs: identified - If P value these two variables are related reasonably, sound training program; B. Systematic training methods - If P value >0,05 => these two variables are not related chosen: instruction (and other coaching and mentoring), Gamma (γ ) test: to measure the impacts of design-implementation apprenticeship, vestibule training, sending workers to vocational factors to effectiveness of worker T&D. When 2 variables are schools. C. Trainers’ quality: assessed by knowledge, skills, teaching related, the value of γ refers to strength of impact of independent capacities, and attitude; D. Training programs management: variable X to dependent variable Y: infrastructure serves T&D, training programs management; and E. γ < 0,5 => X has nearly no impact on Y Training policies. Monetary and non-monetary motivating tools, 0,5 X has little impact on Y training policies, and cares of top management 0,8 X has a strong impact on Y Research hypothesizes: B. Evaluate the extents of impacts individual factors to effectiveness 1.The more identified reasonable training needs, the more effective of worker T&D by using the crosstabs. worker T&D.
13 14 C. Evaluate the extents of external factors to effectiveness of worker tend not to invest in intensive worker training or only to train T&D based on statistic descriptive analysis. superficially that serve simple operations. After several working 2.3. At desk document analysis method years, the work becomes more complex, knowledge and skills of many workers do not meet the strict production requirements Some other research methods were also applied to the thesis such as: because they have not been adequately and systematically trained. at desk document analysis method, comparing, generalizing. Consequently, productivity reduced leaded to low wages make CHAPTER 3: PRACTICE OF TECHNICAL WORKER TRAINING workers feel disappointed. That’s why they quit to find other better AND DEVELOPPMENT IN HANOI GARMENT AND TEXTILES opportunities. COMPANIES Low remuneration reduces the attractiveness to labor of HN G&T 3.1. Some major characteristics influence worker T&D in companies compared with other industries in the area. Therefore, HN HN G&T companies G&T companies are always in labor shortages, difficult to attract and 3.1.1. Some general characteristics of Vietnam Garment & Textiles recruit new employees and difficult to retain well-trained workers industry and proficient workmanship. The Vietnam G&T industry has been exploiting more business Typical characteristics of workforce of HN G&T companies are: opportunities due to international economic integration, but also large labor scale (G&T workers occupied the big proportion), high facing with more challenges such as international regulations, turnover rate, female and young workers are majority, but labor reduces of State’s subsidiaries, technical barriers, stricter quality is low (low skilled, mostly short -term trained). requirements from customers, thus, facing with the risk of being Immediate supervisors are old, limited in professional capabilities so backward due to a series of weaknesses. First, production structure HN G&T companies are in need of succession planning and imbalance and asynchronous in the level of technological development for replacing these supervisors. development between garment, textile and yarn production leads to an imbalance in the structure of T&D sewing workers compared to 3.2. Practice of technical worker T&D in HN G&T companies textile and craft yarn manufacturing workers becomes more severe. Second, the uneven firm distribution across regions, enterprises 3.2.1. Overview about T&D in HN G&T companies concentrated in Hanoi and Ho Chi Minh city lead to difficulties such Every year, due to constant product design changes, large scale of as increased production costs, fierce labor competition amongst technical workers who directly involved in production, as well as G&T companies versus firms of other industries in the areas. high turnover rate, HN G&T companies percentage need to conduct 3.1.2. Some characteristics of labor force of HN G&T companies a large amount of worker T&D activities. influence worker T&D Worker training includes: Demand-supply imbalance in the labor market leads to fierce labor (1) Vocational training for new recruits: most of HN G&T competition amongst the HN G&T companies themselves. Being companies train sewing and cutting workers by apprenticeship afraid of losing trained workers, wasting time, efforts and cost, firms method (short theoretical study, then practice directly in the shop
15 16 floors) or instructions (direct mentoring in production). Because the backgrounds from vocational training help worders develop their textile-dyeing and yarn manufacturing operations are more career better and advance to higher positions more easily. Third, if complicated, firms usually applied apprenticeship methods to workers’ backgrounds are not basic and systematic due to inadequte trainees for a period of 2-3 months. vocational training, firms need to add supplemental short or long- (2) Retraining the bad performers: by direct mentoring in term courses to assure workers’ professional developments. Forth, in production for a period of 1-3 months. the advancement stage, being trainers help technical workers get better understanding and job awareness, more love and commitment, (3) Skill training: due to fashion trend changes so skills training for better career development and more advancement opportunities. technical workers to serve producing the new series of goods takes Fifth, combination of off-the-job training and on-the-job training, place very often. Training method is coaching and mentoring. especially the methods like mentoring, job rotation or transfer creates Worker development includes: positive impacts to career developmetn and management (1) Upgrading training and tests are conducted yearly in large scale advancement of employees. Therefore, vocational training-skill firms. Workers learn theories and practice needed opreations by training-professional development on the one hand are to develop the themselves. Based on Job specifications, firms organize the tests. professional capacities of technical workers and motivate them as (2) Train the 2nd job for workers mastered the 1st job helps firms well, on the other hand, to create and develop quality human be more flexible in cases of labor surplus or shortages. Workers can resources in order to assure the sustainable development of firms. increase their incomes, develop their professional capacities. 3.2.2. Practice of technical worker training need identification Training methods are coaching and mentoring in about 2-3 months, The training needs in terms of number and categories of workers to costs about 1 mil to 1.8mil VND per textile-yarn worker or accomplish a given workload are well identified in HN G&T approximately 1 mil VND per garment worker. companies. However, due to lacking of Job specifications or poorly (3) Skill competition looking for good workers to foster written Job specifications, some firms have difficulties in development and encourage the movement of skill improvement. determining the required levels of knowledge, skills that trainees The contents of the tests are more complicated than upgrading tests need to satisfy. The results of the performance evaluation is not used and product must be completed within the shortest time effectively to identify gaps in knowledge and skills of technical (4) Developing technical workers to managerial positions and workers need to be trained. Most supervisors do not know how to technical-functional staff in companies make up a personal development plan for an individual worker. Studies in 7 typical HN G&T companies showed that 94,9% 3.2.3. Practice of technical worker training design supervisors and 28,1% middle managers promoted from technical On the basis of the identified training needs and objectives, workers. Studying the 16 cases of successful career development considered to the infrastructure, the companies often use methods of (pp.76-82) concludes: firtst, workers are able to be promoted to instruction and apprenticeship (typical case: coach and mentoring at technical-functional staff, supervisors or middle managers, or even Dalat JSC.). The vestibule training or sending workers to vocational top management if they are trained properly. Second, basic schools are rarely used. The instruction is evaluated as the least
17 18 systematic method. Sending workers to vocational schools is Evaluating the training course management assessed the most. However, the instruction and apprenticeship are Since most HN G&T companies use instruction or apprenticeship evaluated the most economic and time saving. Assessing the train methods, so machinery and equipment being used in production dimension of practical and easy to learn, the four methods are are served for practical session of the training course. Quantity and equivalent. That means the methods of instruction and quality of machinery and equipment serving for practice are quite apprenticeship are suitable with the financial condition and facilities good. Also, time arrangement are quite reasonable, learning of firms and still considered quite good. Vestibule training is the best materials are quite enough, and classroom management are quite in terms of systematic, practical, relialistic and easy to learn but a good. large amount of investment to infrastructure required (typical case: 3.2.5. Assessing effectiveness of technical worker T&D in HN ‘vocational school within the firm’ at Garment 10). G&T companies 3.2.4. Practice of worker training implemetation Generally, extents that trainees respond to job requirements in terms Evaluating the quality of trainers of skills and attitude and behavior are just satisfied but responding Most trainers of HN G&T companies mainly are part-time (counted levels in terms of knowledge and career development possibilities to 95,7%), high seniority but qualifications are generally limited. are poor. Number of technical staff, supervisors, and high-skilled technical 3.2. Assessing the impacts of influencing factors to workers (grades 5-6) counted only to 33,2%. Medium-skilled effectiveness of technical worker T&D in HN G&T technical workers (grades 3-4) are majority (counted to 47,9%). companies Evaluating the motivating policies and cares of top 3.3.1. Assessing the impacts of group of design-implementing management to worker T&D factors to effectiveness of technical worker T&D in HN G&T Most workers participate training courses due to pressure of work companies and supervisors’ requirements. There are few who find learning Results of Chi-square test confirm the hypothesizes 1, 3, 4 and 5 but desires themselves. In the invetigated companies, support policies to ignore the hypothesis 2. Amongst the group of design-implementing workers during the training course and compensation policies after factors, quality of trainers has the strongest impacts on effectiveness the courses are not well motivated. The different between of technical worker T&D. Especially knowledge, skills and teaching assessments of supervisors and workers shows that supervisors do capacities of trainers has a very strong relationship with knowledge, not aware of the real situation adequately. This might be one of skills, and career development possibilities of trainees. The causes explain the problem of many well-trained workers quit the motivated the policies, and the more cares of top management has jobs after being trained. To solve this problem, besides binding the 2nd strong impacts to effectiveness of worker T&D, especially to contracts for the minimum serving time after training signed by knowledge and career development possibilities of trainees. The workers, the companies make provisions on compensation for elements of training needs identification and training course training costs. However, they still can not retain the well-trained management has slight impacts to effectiveness of worker T&D. workers. Besides, it’s impossible to conclude that the more systematic the
19 20 training methods, the more effective worker T&D. The instruction In summary, impacts of individual factors to the effectiveness of and apprenticeship are not systematic, not effective in terms of career technical worker T&D as follows: (i) female workers meet the job development possibilities but they are effective in terms of skills. requirements in terms of skills, attitudes and career development The vestibule is considered as the best due to systematic and possibilities better than male workers; (ii) the older and the more effectiveness in terms of knowledge, skills, attitude career senior workers are, the better they meet the job requirements in terms development possibilities. of knowledge, skills and attitude; (iii) the higher grade workers are, 3.3.2. Assessing the impacts of individual factors to effectiveness the better they meet the job requirements in terms of knowledge, of technical worker T&D in HN G&T companies skills, attitudes and career development possibilities. Analyzing the effectiveness of technical worker T&D by gender 3.3.3. Assessing the impacts of other external factors to shows the extents that male and female trainees satisfy the job effectiveness of technical worker T&D in HN G&T companies requirements in terms of knowledge are nearly equivalent. However, Session 3.1 analyzed the impacts of international integration, the extents that female trainees satisfy the job requirements in terms some characteristics of VN G&T industry, some characteristics of skills, attitude and behavior and career development possibilities of labor force to effectiveness of technical worker T&D in HN are better than the male workers because the yarn - textile - garment G&T companies. Besides, assessing the impacst of 3 factors job requires details, carefulness that fit more with female workers. such as: (i) employability and opportunities to raise income Analyzing the effectiveness of technical worker T&D by age and after training (ii) State’s policies about vocational training and seniority shows the group of over-45-year-old workers are good at (iii) high school background shows that the employability and knowledge, skills and attitude but limited in career development opportunities to raise income after training has greater impacts possibilities. Group of from-33-to-45-year-old workers, those who to effectiveness of technical worker T&D the remain two have 15 to 20 years of seniority, are good at knowledge, skills and factors. attitude, especially are the best in terms of career development CHAPTER 4: RECOMMENDATIONS FOR IMPROVING THE possibilities. Group of under-25-year-old, those who have short-term TECHNICAL WORKER TRAINING AND DEVELOPMENT IN HANOI seniority are the worst in terms of knowledge, skills, attitude, and GARMENT AND TEXTILES COMPANIES career development possibilities. 4.1. Viewpoints on technical worker T&D in HN G&T Analyzing the effectiveness of technical worker T&D by companies mastering levels, the group of grades 5-6 worker shows the Viewpoint 1: investment in technical worker T&D in G&T industry superiority of knowledge, skills, attitudes and career development is in accordance with the ‘intellectualization working class’ policy possibilities compared to others. Group of grades 3-4 workers has of Party and State the self-assessment of meeting the job requirements in terms of Party and State has policy of ‘promoting and improving the quality knowledge and skills. Group of grades 1-2 workers are low at of vocational training, intellectualization working class gradually’. knowledge and skills after being trained. ‘Intellectualization working class’ refers to implementing technical worker T&D activities in order to have ‘a well educated expertise
21 22 skillful workforce which are capable of quickly acquire and master 4.2. Solutions to improve technical worker T&D in HN G&T new technology, enhance productivity, quality and efficiency of companies production and business’. Vocational training, retraining, career 4.2.1. Improving training need identification in HN G&T development, management development are to meet requirements of companies organizational development, improve quality of technical workforce At first, firms need to identify their business strategy very clearly, of G&T industry, contribute to ‘intellectualization Vietnamese develop the medium-term and long-term business plans which working class gradually’. including T&D master plans. Viewpoint 2: Technical worker T&D is not only solutions for Step1: Identify need for technical workers in terms of number and sustainable development to HN G&T companies but also and non- categories in order to accomplish an amount of planned production monetary motivating tools to their employees. volume. On the one hand, technical worker T&D is the solution for Step 2: Develop the competency framework, in which, requirements sustainable development to HN G&T companies, help firms adapt to in terms of knowledge, skills are clearly defined. the context of globalization, seize opportunities of shifting G&T Step 3: Assess performance of workers periodically, thus, assess the production from industrialized countries to developing countries, current capacities of workers. Compare the current capacities with including Vietnam. On the other hand, technical worker T&D Worker competency framework to find out the gaps of knowledge/skills in should be seen as non-monetary motivating tools to employee, used order to identify the training needs. in combination with the monetary tools to enhance motivation and Step 4: Develop the T&D master plan. retain skillful workers. 4.2.2. Improve technical worker T&D design in HN G&T Viewpoint 3: Change the technical worker T&D in HN G&T companies companies to competency-based approach Improve training methods Competency-based approach is primarily to determine the capacities Instruction should not be applied into vocational training. It should needed to handle operating activities, translate them into training be applied into skill training, retraining the bad performers, or objectives. The technical worker T&D in HN G&T should be training the 2nd job for the workers who are mastered the 1st job. changed to competency-based approach in order to cacht up with Apprenticeship should be applied to vocational training the simple trend of domestic and world. Firstly, analysing jobs to determine jobs like sewing, product finishing. Training program includes neccessary capacities for all operating activities, then, developing theoretical session: practical session equal to 30%:70%. In order to competency framework to yarn-textile-garment workers. Secondly, be effective, firms should have good curriculum system, teaching developing teaching tools including kits of training and assessment plans, documentations for theoretical sessions, and also good standards, curriculum system, documentations, reference manuals to infrastructure and facilities for practical sessions. Vestibule training serve teachers and learners. Thirdly, improving training methods to should be applied into vocational training for complicated jobs such learner-centered training methods. Fourthly, implementing training as cutting, yarn-textile-dyeing, or QA/QC. The firms who have large for trainers. Fifly, investing in infrastructure and facilities. labor scale e.g. more than 1,000 workers should invest in
23 24 infrastructure for vestibule training. The small scale firms could references, writing new textbooks, lectures, training manuals for make up an alliance for sharing the infrastructure in vestibule trainers, supporting materials for learning and practice guidelines for training. Vestibule training should also be applied into upgrading the workers. activities. If there too few learners and infrastructure is poor, firms 4.2.4. Improve the effectiveness assessing system of technical should send workers to vocational schools. Job rotation and transfer worker T&D in HN G&T companies could be applied into career development and management Conduct annual reviews, in two aspects : development. (1)Evaluate the effectiveness of overall technical worker T&D of HN G&T companies should have the long-term investment in company infrastructure and facilities that serve worker T&D. Option 1-The indicator of assessing the overall and detailed 4.2.3. Improve technical worker T&D implementation in HN G&T effectiveness of technical worker T&D of company: measure the companies extents that trainees respond to job requirements in term of Improving quality of trainers: train the trainers the followings knowledge, skills, attitude, and career development possibilities. contents: (i) developing the training programs , explained the training Option 2-Quick Review: use the Satisfactory Performers Ratio Rd, objectives, (ii) using the specialized materials: teaching guidebooks, calculated by dividing the number of qualified skilled technical assessment guidelines, (iii) instructional planning, (iv) preparing workers after training in the year divided by the total number of lesson plans and following lesson plans, (v) applying the evaluation workers participate T&D activities of the companies in that year forms, (vi) teaching skills in using the computer, projector, flipchart, (unit : % ). video, camera, ... Trainers should use modern training methods (2)Training program evaluation: apply the 4 level training proficiently, guide and facilitate the learning process of trainees. evaluation models proposed by Kirkpatrick. Besides, trainers should be fostered the professional competency. 4.2.5. Improve the career development for workers in HN G&T Recruit trainers: attract young capable trainers, and contract with the companies. supervisors Supervisors should make up the personal old skillful and knowledgeable workers. development plan for each individual workers, and cooperate with Improving the motivating policies: pay raise, pay tuition fee HR department to implement the plan. Individual’s need are also when workers get certifications, bonus for good training results, satisfied. Stage 1- Apprenticeship: Learners are coached or trained by upgrading, promotion, recognize workers’ contribution, empower. trainers. Needs for wage, working conditions, job security should be Firms should also increased the levels of compensation for training satisfied. Stage 2-Advancement: workers are semi-skilled (grades 2- costs if the employee quit before the contract expires and strengthen 3) and can work independently (grades 2 – 3). Supervisors can train individual responsibilities to employees. the 2nd job or apply job rotation or transfer to satisfy the needs of achievement, self-management and self-esteem. Stage 3- Improving the training course management: firm should Maintenance: the workers at grades 4-5-6 would serve as mentors or cooperate with vocational schools, iinvite the consultants, trainers. Some could be promoted to supervisors. Some could be combined with the internal resources to implement reviewing and technical staff. Individuals who can not cope with this challenging evaluating quality of the curriculum, lesson plans, lectures,
25 26 may shift back to stage 2. To facilitate workers to move from stage 2 HN G&T companies; some recommendations to Vinatex as the body up to stage 3, supervisors should identify the right potentials of who coordinates foreign and domestic training institutions to carry workers, HR dept. should provide suitable T&D activities. Needs for out the human resource development programs, connects with self-esteem and self-actualization should be satisfied. Stage 4- vocational schools to provide consultancy services on technical Strategic thinking: Most of professionals will maintain in the stage 3 worker T&D to HN G&T companies. until retired. Very few people who have strategic thinking and involve in shaping the direction of the organization can progress CONCLUSION from stage 3 to stage 4. In this stage, professionals could be Thesis ‘Training and development technical workers in Hanoi promoted to middle managers, or even top managers of the firms. Garment and Textiles Companies’ has achieved the research Needs for self-actualization should be satisfied at this stage. objectives, has research results and new contributions as described 4.2.6. Other solutions to support technical T&D in HN G&T and analysed previously. However, the scope of the research is only companies almost focus on enhancing the recruitment and limited on studying the training and development of yarn-textiles- motivating activities to retain the skilled workers. garment workers, not covering other types of workers such as workers serving the manufacturing process in terms technology, 4.3. Some suggestions electricity, sanitation, etc in the HN G&T companies. Some suggestions are proposed to Government. First, there would be In addition, the research scope of the thesis is only limited on the developing strategies for the suitable G&T production areas, and investing garment and textile enterprises in Hanoi. However, the study of a strategies for developing the vocational system in the areas. Second, there comprehensive field in a larger scale of technical worker T&D in all would be policies to encourage the firms who have eligible infrastructure enterprises of VN G&T industry could be an essential and practical provide in-door training activities to their technical workers such as: contribution to developing the competitive competency, not only in training subsidiaries, developing training fund in the enterprises… Third, Hanoi but also in the whole country for the several coming years. there would be regulations on enterprises’ cooperating and supporting These might be directions for researches carried out after the thesis. obligations with vocational schools in order to improve the extents that graduates meet the requirements of practice. Fourth, improving the system of education and training in order to balance the outcome structure in proportion: undergraduates/ professional secondary/ technical workers is 1/4/10. Fifth, sponsoring the researches in human resources development in G&T Institutes, vocational schools to meet the international agreements. In addition, the thesis also proposed some recommendations to the People Committee of Hanoi; some recommendations to the authority bodies should coordinate to implement the improving vocational training system programs and support the technical worker T&D in
27 LIST OF RELATED RESEARCHES AUTHOR AND PARTICIPATED 1. Nguyen Van Thuy Anh, Difficulties of technical worker training and development in enterprises: causes and solutions. Labor and Social Affair Magazine, no. 438, Sept. 2012, author. 2. Nguyen Van Thuy Anh, Developing the base of competence for students in colleges, universities, Labor and Social Affair Magazine, no. 436, Aug. 2012, author. 3. Nguyen Van Thuy Anh, Sharing experience in developing the base of competence for students in the International Bachelor Degree at NEU. National workshop on ‘Developing and improving the bachelor training programs in Business Administration in Vietnam’, 12th Oct, 2011, author. 4. Human Resource Management Course book, modified 2 chapters: chapter 1. Roles of Human Resource Management in Organizations, chapter 9. Human Resource Training and development, NEU published in 2011, participated. 5. Organizational Behavior Course book, modified chapter 7. Leadership and Power, NEU published in 2009, participated. 6. Nguyen Van Thuy Anh, Training and development technical workers in light industry enterprises of Hanoi. The sciencetific research for PhD. Candidates in 2010, code NCS2010.01, author. 7. Nguyen Van Thuy Anh, Motivating employees by monetary rewards, Economics and Development Review, no. 331, Aug.2008, author. 8. Nguyen Van Thuy Anh, Team leaders and their roles in enterprises, Economics and Development Review, Nov. 2001, author. 9. Employment solutions for farmers affected by urbanization in Thanhtri– Hanoi, The sciencetific research by Ministry of Education and Training, code B2003.38.58, participated.