Tải bản đầy đủ - 0 (trang)


Tải bản đầy đủ - 0trang

Human resource Planning has close relationship with the business plan of the

organization. So when building production plan at any rate, we need to develop a plan for

human resources accordingly.

1.3.1. Short plan <= 1 year

 Business Production Planning: That is the definition of performance targets or

specific operational planning of production and business operations within one

year. Thereby we can see that short term business production plans pay an

extremely important role for the economic successes and the survival of any


Human resource Planning: is the determination of the number and quality of

human resources to meet the business requirements of production in nearest time.

Solving the problems of human resources must be done urgently because it affects

the fastest and most direct to the business production of the organization.

1.3.2. Long Term Plan 3 years and above

 Business Production Planning: During the next long term, to continue to exist and

develop the business environment produced many changes taking place, the basic

problem that organizations must focus on strategic planning for long-term.

The leader must clearly identify strategic thinking such as: Why does your

organization exist? What to do? ... Organizations need to determine which useful

products and services will be produced, analyze strengths and weaknesses of the

organization ... From that build business philosophy, mission the company's long-

term strategy of production and business operations ...

Human resource Planning: Organizations can not achieve the strategic goals of the

business plan for the long term if they lack the necessary human resources. So

along with the long-term business production planning, we also plan human

resources corresponding to implement the strategic objectives.

1.4. Factors affecting the Human resource Planning in the enterprise

1.4.1. Business Production Strategy

 Business Production strategy is to orient for organizations in all aspects including

long-term planning of human resources to serve production and business plans.

Business Production strategy specify the type of products and services that the

organization provides to society in terms of quantity and quality corresponding to

the amount of labor, occupational structure, qualification and skills as well as

technical skills required of employees.


1.4.2. The uncertainty of the business environment that the organization is operating

 The uncertainty of the business environment affects the expected accuracy or

cycle of human resource planning. These economic, political, social and scientific

and technical advances changes affect business operations of the organization.

From there it affects the labor supply and demand of organizations.

1.4.3. The type and quality of information to predict the HR planning

When planning human resources we have to define:

+ What kind of work will be done in organizations

+ Can current Human resources meet the requirements of production and

business activities?

+ Which positions needs to be replaced and supplemented?

+ Human resources are attracted from where

+ Time to draw is short or long, ability to attract is easy or hard ...

In the process of gathering information for predicting human resource planning, we

must classify each type and quality control of information sources to obtain the

most accurate forecast.

1.4.4. The duration of the human resources planning

 The duration of planning of human resources is one of the factors affecting the

planning of human resources because:

If duration for human resources planning is long, factor of the internal and external

environment will be a lot of volatility should be held to the set of circumstances that

may occur as well as remedial measures up time.

If the business organization in an environment with many big changes in

expression is many competitors, demand for products and services unstable nature

of many social movements ... the duration of human resource planning does not

exceed 1 year.

1.5. The process of human resource planning

1.5.1. The labor demand estimation

“Labor demand is the amount and structure of manpower needed to complete the number

of products, services or the workload of organizations in a certain period”.

Thus, when determining labor demand not only determines the amount of needed

labor and we need to pay attention to the quality of labor to ensure the completion of the

set objectives. Moreover, when determining the manpower we need to consider and

calculate the overall relationship with other factors such as economic conditions,

legislation; changes in technology and engineering ... (external factors) the amount of the


services that the organization plans to conduct production plan yearly, the number of new

products-services will be provided, the change in prices, changes in spending budget...

(Factors within the organization).

Labor demand estimation is divided into two categories: short-term labor demand

and long-term labor demand. Short-term labor demand estimation

It is anticipated labor demand in less than 1 year duration. In the short term labor

demand must identify the specific human in every profession, every kind of human.

Implementation steps include: 3 Steps:

Step 1: Determine the work volume / mission of the organization to implement in

the plan period (one year, half a year, quarter, month, and week).

Step 2: Using the ratio of the standard exchange or payroll employees will waste

products for 1 unit ... as a basis from which to calculate the total hours of labor change

needed to complete each task / each product.

Step 3: Conduct the exchange of labor hours into the number of workers per job,

per type of work, each product. Then the aggregate number of people needed for the

job we determine the manpower needs of the organization in the coming year.

Estimated demand for direct labor groups:

With this group of workers, when calculating labor demand we often use the

method of calculation directly from workload to implement the plan period and the

conversion rate as well as the criteria to calculate the margin of labor required for each


The used exchange rates:

For the key production workers: the exchange rate is the labor consumption for per main

product unit. Convert the workload into worker needs:

+ Calculate total waste of time needed to perform the job



In which:

T: total wasted time necessary to perform the workload

: The total volume of the type of work that needs done

: Amount of consumption labor required for one unit of work or product type i.


+ Converting a total wasted time that is necessary to perform the work of the number of

needed workers:

CN =

In which:

: The average time amount of a worker in the plan period

: Coefficient of labor productivity growth in the plan period

For service workers: Using the service, the service time. Without norms can use the


The level of service (number of machines are served by one worker in a shift).


In which:

: Level of service

: Time for each shift (usually 8 hours)

: Service time per machine

Convert serve rate into the needs of workers:

CN =

The level of service time (the amount of time or cost to serve one machine)


In which:

T: total service time (h)

M: amount of equipment needed to serve

K: number of shifts

Convert into the needs of performing workers:

CN =

Use manning levels (needed number)

In which:

: The number of workers needed to serve one machine (to be determined based on

the marginal labor standards of the industry, issued by the State)

Estimated demand for indirect labor groups:


To calculate the number of employees for this group we can use two methods:

 Payroll direct method: is regular determination to work, function, and the field.

 The method uses the marginal rate: is to use a certain percentage (to be determined on

the basis of reasonable organization circumstances) to identify critical workforce needs

and figure out some key workers.

 Total demand for short-term labor and employment predictions for enterprise.

Long-term labor demand estimation

Predicting long-term human needs must be based on objective and strategic

planning of production and business organizations in future and the overall level of

prediction depends on the requirements of the organization.

Predicting long-term human needs are complex because it is the predication for a

long time but in that time there are a lot of factors that affect demand. So the

determination of which is the task of the human resource management expert.

Model of overall Human Resource Planning: is general calculation for groups with

large numbers of future.

In which:

CN: the number of workers needed in the planning

Q: current workload

G: workload is expected to increase during the plan period

X: average productivity increasing factor from the current to plan period n

W: Average current labor productivity per worker

Use labor consumption standard per unit of product

In which:

: Labor time consumption standard for the last product unit

: Technological time consumption for a unit of product

: Production service time consumption per unit of product

: Management time consumption per unit of product


1.6. Predicting the supply of manpower.

Predict labor supply from two sources: labor supply from within the organization

and labor supply from outside the organization.

1.6.1. Predicting internal labor supply of organizations (analysis of existing human of

an organization)

It is estimation that the ability to meet human needs based on the analysis of current labor

force of the organizing both in terms of quantity and quality.

Objectives: clarify that how many people does the current organization have, the number

of people in each department, which work does each person do... to know the advantages

and disadvantages of each one and determine whether it can meet the manpower team

needs of the organization in the future or not?

For this we need to perform the following issues:

Classification of current employees in the organization

This is fundamental activity that is basis for the calculation of the overall labor

supply due to predict the overall supply, we must estimate for each type of job or

employment for each position.

 Firstly, classify the number of personnel in the organization according to

different criteria, such as:

 According to the requirements of the knowledge and skills needed to

perform the job, work groups.

 According to the degree of responsibility of each position in the

organization: depending on the location that workers assume.

 According to the nature of the work: the nature of management, sales,

technique …

 In addition, we can classify employees according to the criteria: age, gender,

occupation, according to the level of skills …

Analysis of the existing workforce in enterprises: is the method used to compare the

workforce is organized in accordance with the requirements of each criterion of the work

they undertake, or compare the human situation is required to work in the upcoming plan


1.6.2. Predicting labor supply from outside


Predicting outside labor supply is reviewing social workers in term of quantity and

quality of labor so that we can employ in case the labor force within the organization

does not meet the requirements. Since it will take measures to attract to maintain and

develop the workforce of the organization.

Predicting external labor supply is very important because the human inside of

organizations often fluctuate. So needs additional manpower and appear to come from

outside the labor market.

External labor supply depends on the social human resources, scope, structure and the

population growth should be considered on a macro level.

When the evaluation and prediction of external human resources should focus on the

following main contents:

 Analyze fluctuations fertility, mortality, size and population structure

 Analyze the size and structure of social workers

 Analyze the quality of human resources

 Analyze the situation of migrants

 Predict labor from abroad

1.7. Proposing policies and plans to balance supply and demand

After predicting labor supply and labor demand for the planning period, we conduct to

compare and balance between supply and demand not only of human in large groups,

but also to carry out the balance in smaller groups to each job.

There are 3 cases occur when comparing the relationship between labor supply and


1.7.1. When labor supply is greater than labor demand

Some solutions:

+ Temporary not replace those who move away.

+ Reduce working hours in a week, month, day, but must be discussed with

the employee and notify the employee in advance to arrange their work.

+ Transfers labor from the surplus to the lack.

+ Leave rotation: it is a form of unpaid leave in a short time. Applied for

novice workers, low skill levels, consciously abide by poor discipline …

+ Share job: two or more employees work together as a work.


+ For other organizations to lease employ means putting their workers to

work for organizations wishing to hire first-time workers in certain pressure

to reduce surplus labor in the short term.

+ Mobility early retirement, the incapacity or self resignation: be applied to

the employee who has remaining work time under 5 years

1.7.2. When labor demand is greater than labor supply.

+ Solutions:

+ Recruiting workers from outside the organization.

+ Perform skills training and re-training for workers so that they can

undertake the required work of the organization that do not need to recruit

workers from outside.

+ Mobilize to work overtime in the organization but must have the consent of

the employee and must comply with Labor Code.

+ Planning adjacent and management development …

1.7.3. When labor supply equal labor demand

+ Internal Transfers to arrange a reasonable manpower to maximize the

potential of existing human resources.

+ Implement training and skills development for employees to be able to

apply, but the achievements of science and technology in productions.

+ Recruit additional staff from outside to replace those who retire, transfer

work …

+ Implement nearby plan





Overview of the Company

1.1. Introduction about the company


Address: Street N1, An Thanh production area, Thuan An, Binh Duong

ĐT: 0650 3748 848 - Fax: 0650 3748 868

Website: www.namkimgroup.vn

 History and development


Nam Kim Steel Joint Stock Company (Nam Kim Steel) was officially established on

23/12/2002, by the Department of Planning and Investment of Binh Duong Province

certification. Nam Kim Steel headquarter was located in N1 Street, An Thanh

Production Zone, Thuan An District, Binh Duong Province, Vietnam in an area more

than 43.000m2.

For ten years of construction and development, to date Nam Kim Sun brand has come

to the households, the high-rise buildings, workshops ... all over the country. The Nam

Kim Steel Joint Stock Company is one of the group companies of 500 enterprises in

Vietnam and is one of the company's leading steel producers in Vietnam (According

to data reported by the Vietnam Steel Association 2013).

With motto “Commitment to giving the best products with the best customer-care

services and the most competitive prices policy”, Nam Kim Steel always believes in

collaboration and companion with the success of Customers.

2002: Nam Kim Steel was officially established on 23/12/2002; the headquarters was

located in N1 Street, An Thanh Production Zone, Thuan An District, Binh Duong

Province, Vietnam.

2009: Mr. Ho Minh Quang became General Director, and in this year, the total

revenue of Nam Kim Steel achieved over 1.000 billions VND.

2010: On 11/03/2010, Nam Kim Steel held the Groundbreaking Ceremony to launch

construction of Nam Kim 2 Steel Factory in Lot B2.2-B2.3, D3 Street, Dong An 2

Industrial Park, Hoa Phu Ward, Thu Dau Mot Town, Binh Duong Province, Vietnam.

The Nam Kim 2 Steel Factory had the total investment of 1.000 billions VND.

2011: Nam Kim Steel officially listed on HoSE Stock Exchange on 14/01/2011, for

share NKG.

2012: Nam Kim 2 Steel Factory formally active raised the total capacity of Nam Kim

Steel over 400.000 tons/year, with major steel product: hot-dip 55% Zinc-Aluminum

alloy coated steel sheeting coil, pre-painted Zinc-Aluminum coated steel sheet in coil,

hot-dip Zinc coated steel sheet in coil, pre-painted Zinc coated steel sheet in coil, steel

pipes and purlins.

Business fields

With strength in production and distribution of hot-dip 55% Aluminum-Zinc alloy

coated steel, hot-dip zinc coated steel, color coated steel... Nam Kim brand of high


Tài liệu bạn tìm kiếm đã sẵn sàng tải về


Tải bản đầy đủ ngay(0 tr)