Tải bản đầy đủ - 0 (trang)
IV. HUMAN RESOURCE DEVELOPMENT GOALS IN TRUONG HAI COMPANY (2013-2018)

IV. HUMAN RESOURCE DEVELOPMENT GOALS IN TRUONG HAI COMPANY (2013-2018)

Tải bản đầy đủ - 0trang

-



Develop human resources to be able to meet the business development of the auto



-



manufacturers and companies involved auto industry of the country.

Truong Hai implements long-term workforce policies used by training programs

and training assignments appropriately, in order to create the best environment to



-



develop human resources to accompany the development of company.

Focus on development of human resources and internal teams inherited, and

recruit additional manpower from outside and foreign experts with the ability to



-



train.

Human resources integrate corporate culture and ensure the integrity of core



values that the company has formed during development.

2. Specific Objectives

The specific objectives need achieving is:

a) For a management, leadership workforce

- Build a team of professional managers with strategic vision and bravery to meet

the changing requirements, strong integration.

- Ability to plan, develop goals for the responsible units

- Ability to mentor, promote and motivate for subordinate staff.

b) For a workforce of expertise sector

 Production sector:

- Professional qualifications, technical qualifications meet current requirements

-



and keep pace with the development of science and technology in the future.

Thinking, creativity to make suggestions to improve application ffectively in



-



production

Be responsible, conscious of organizing, working style in the modern industrial



environment.

- Respect and apply innovative processes and regulations of the company.

- Honest, upright, not afraid of hard work.

- Takes responsibility and ethics towards quality of products made.

 Sales sector:

- Have a minimum experience related to the job position.

- Good communication (presentation, negotiation, writing ...), sales skills,

-



teamwork skills.

Dynamic, working independently, have progressive spirit, dedication; know to



-



share, sociable, quick and vivacious.

There is passion and knowledge of the automotive sector.

All working positions in the business sector (directly or indirectly) before taking



-



over the task of apprenticeship in the Business Department.

Frequent transfer human resources of sales consulatnts, services, the sales leader,

sales leaders between the branches in the system.







-



A healthy competitive environment among sales consultants in the same branch.

Opening a new branch needs human resources transfered from another brances.

Service sector:

Always care colleagues, customers.

Express desire to serve customers.

Professional passion, hard to learn and improve their professional skills.

Be whole-hearted to work and clients.

Ensure quality of assigned work.

Hospitality.

Honestly, know to overcome the flaws.

Basic Construction and Real Estate Investment sector:

Professional qualifications meet the requirements to ensure the development of



-



the company.

Honest and responsible for the projects, works.

Attitude to the organization of work, propose innovative solutions applied cost



-



effectively to ensure proper use cost.

Be responsible and self-confident, responsible for the progress and completion



time of the projects, works.

- Solidarity, sharing and helping colleagues.

 Financial and Accounting Investment sector:

- Making good financial management: cost management, cash management, credit

-



management, price management

Knowing the work of accounting management to monitor, advise and support



-



business activities.

Must be dynamic, understand system and proactively operate under the system.

Basic knowledge related to the business activities of the company (investment,



-



production, sales and spare parts service-after-sales…).

There is a sense of self-education and training to meet the requirements of



-



professional, corporate strategy and new trends

Strengthen the planning and control of the plan implementation

Warning unit, company's leaders when there are activities affected or will affect



the interests of the unit, the company…

3. The indicators should be achieved

Striving to achieve a number of key indicators of human development as follows:

Some key indicators of human development period 2013-2018

Indicators

In 2013

Rate of managers has higher graduate

20%



In 2018

50%



qualifications

Rate

of workers has 3/7 vocational



50%



70%



qualifications

Rate of employees quits the jobs



20%



10%



V. SWOT ANALYSIS OF THE HUMAN DEVELOPMENT OF THACO

1. Strengths:

- THACO currently owns modern automotive assembly factory complexes with the largest

scale in Vietnam. This complex was built in Chu Lai Open Economic Zone, which

includes 10 Auto manufacturing and assembling companies, 3 freight forwarding and

distribution companies and 1 spare parts Business Company. In 2009, the production

complex helped the company shipped 20,346 vehicles. There is full range of supply chain

set in a geographical area.

- Management team:

THACO leadership Board came from the private sector, clear about long-term strategy

and efforts on the highest transparency towards shareholders' interests.

The THACO major shareholders have experience in the field of automotive business.

THACO is operated by the pioneers, experience in manufacturing and assembling

automobiles in Vietnam.

- Thaco human resources are the core values and characterized by outstanding staff with

the spirit of the dedication.

- Strategy and plans for practical training, the remuneration policy of the team that would

give employees peace of mind and the dedication.

- The fierce competition of the market to some extent, promotes the spirit of learning, selfimprovement, self-renewal and the accumulated experience of each worker in Thaco staff.

2. Weaknesses

- Uneven level workforce.

- Young, inexperienced workforce so caring customer is not careful.

- Investing in training for officers and employees, but the investment cost for the training is

not much.

3. Opportunities

- Along with the strong development of the company, employee quality will be

significantly improved. Thaco Staff will have the opportunity to interact and cooperate

with all employees who set partnerhip with Thaco as Toyota, Ford …

- Thaco developed strongly to attract high-quality labor resources from competitors or

attract workers from developing countries in the world.

4. Challenges



- The biggest challenge for Vietnamese workers in general and Thaco staff in particular is

poor quality both physically and intellectually.

- Due to the high competition of the market economy, officials and employees of Thaco

can’t avoid the fluctuations of their employment.

- Moreover, Thaco imported high quality officers and employees from rivals and advanced

countries make the use value of older workers and workers diminished, causing them bored

at work.

VI. HUMAN RESOURCE STRATEGY AND POLICIES:

As one of the largest corporations of Vietnam industry, Truong Hai always has human

strategy for both width and depth. With the principle of "8 T works": "Commitment Honesty - Intelligence - Confident - Respect - Faithfulness – Caring – Convenient". This is

the core value of THACO culture, the intangible asset to build a THACO cultural

environment based on internal criteria (commitment, honesty, Intelligence, confidence) and

the external criteria (respect, faithfulness, caring, convenient). Truong Hai Company has

developed strategies to develop, transfer and apply a variety of policies and regulations of

behavior allowed in the company. Followwing to the criteria on the development of human

strategies, Truong Hai must be assured of the key elements of the human organization:

1.

2.

3.

4.



The role of each individual in the organization.

The legal framework, rules and regulations - laws.

Treatment measures - consequences.

The tools for handling.



With the required contents above Truong Hai has built and launched HR strategies and

policies in the following points:

1.



HR strategies:





Development of human resources has the right attitude and appropriate capacity to

operate the administration system to be improved over time.







Develop the execellent workforce with the spirit of dedication, self-consciously

training attitude, capablity and co-operation to create typical core values of Thaco.



2.



Human resource development policy of Thaco:





Human is critical and valuable capital.



Tài liệu bạn tìm kiếm đã sẵn sàng tải về

IV. HUMAN RESOURCE DEVELOPMENT GOALS IN TRUONG HAI COMPANY (2013-2018)

Tải bản đầy đủ ngay(0 tr)

×