Trang 1
Facebook:@Dethivaonganhang www.facebook.com/dethivaonganhang TABLE OF CONTENT TABLE OF CONTENT............................................................................................1 LIST OF TABLES AND FIGURES........................................................................4 LIST OF ABBREVIATIONS...................................................................................5 PREFACE ..................................................................................................................1 CHAPTER 1: INTRODUCTION............................................................................3 1.1 Rationale of the research ................................................................................3 1.2 Research scope .................................................................................................4 1.3 Research questions ..........................................................................................5 1.4 Research objective ...........................................................................................5 1.5 Research method .............................................................................................5 1.6 Structure of the research ...............................................................................6 CHAPTER 2: LITERATURE REVIEW................................................................7 2.1 General knowledge about human resource management ...........................7 2.1.1 Definitions of human resource and human resource management............7 2.1.2 Core functions of human resource management.......................................7 2.2 Attracting and retaining the talents...............................................................9 2.2.1 Attracting the talents...................................................................................9 2.2.2 Retaining the talents ...................................................................................9 2.2.3 Important role of attracting and retaining the talents in a company.......10 2.3 Factors affecting attraction and retention process.....................................11 2.3.1 Recruitment and selection process ...........................................................11 2.3.2 Compensation scheme ..............................................................................16 2.3.3 Leadership skills.......................................................................................25 2.3.4 Corporate culture .....................................................................................26 2.4 Link between talent management and business outcome..........................26 CHAPTER 3: RESEARCH METHODOLOGY .................................................29 3.1 Research philosophy......................................................................................29 www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 1
Trang 2
Facebook:@Dethivaonganhang www.facebook.com/dethivaonganhang 3.2 Case study.......................................................................................................29 3.3 Data collection methods ................................................................................30 3.3.1 Qualitative and quantitative methods.......................................................30 3.3.2 Sources of data .........................................................................................32 3.4 Data analysis ..................................................................................................36 CHAPTER 4: EMPIRICAL FINDINGS ON ACTIVITIES OF ATTRACTING AND RETAINING THE TALENTS AT AGRIBANK SOC SON.....................38 4.1 Introduction to Agribank Vietnam and Agibank Soc Son ........................38 4.1.1 Agribank Vietnam.....................................................................................38 4.1.2 Agribank Soc Son......................................................................................39 4.2 Characteristics of current workforce at Agribank Soc Son ......................41 4.2.1 Labor structure by gender ........................................................................43 4.2.2 Labor structure by qualification...............................................................44 4.2.3 Labor structure by foreign language level ...............................................45 4.2.4 Labor structure by age..............................................................................46 4.2.5 Change in labor force...............................................................................46 4.3 Recruitment and selection at Agribank Soc Son ........................................48 4.3.1 Job description.........................................................................................48 4.3.2 Recruitment policies ................................................................................49 4.3.3 Recruitment process.................................................................................51 4.3.4 Selection methods .....................................................................................52 4.3.5 Labor contract ..........................................................................................53 4.4 Compensation scheme at Agribank Soc Son...............................................53 4.5 Corporate culture ..........................................................................................58 4.6 Result of survey..............................................................................................59 CHAPTER 5: DISCUSSION AND RECOMMENDATION FOR AGRIBANK SOC SON AND AGRIBANK VIETNAM ............................................................66 5.1 Evaluation on activities of attracting and retaining talents at Agribank Soc Son..................................................................................................................66 5.1.1 Strengths and weaknesses.........................................................................66 www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 2
Trang 3
Facebook:@Dethivaonganhang www.facebook.com/dethivaonganhang 5.1.2 Opportunities and challenges of Agribank Soc Son in attracting and retaining the talents...........................................................................................68 5.2 Development plan of Agribank Soc Son......................................................69 5.2.1 Business plan ............................................................................................69 5.2.2 Human resource plan ...............................................................................71 5.3 Recommendation and suggested solutions to improve the effectiveness of attracting and retaining the talents at Agribank Soc Son ...............................72 5.3.1 Improving employee satisfaction with Pay...............................................72 5.3.2 Diversifying forms of compensation.........................................................73 5.3.3 Improving employee satisfaction with Opportunities for promotion and training...............................................................................................................74 5.3.4 Completing job description.......................................................................75 5.3.5 Diversifying recruitment sources..............................................................76 5.3.6 Innovating selection criteria....................................................................77 5.3.7 Improving selection methods....................................................................77 5.3.8 Evaluating recruitment results .................................................................79 CHAPTER 6: CONCLUSION...............................................................................81 REFERENCES ........................................................................................................84 APPENDIX 1 ...........................................................................................................88 APPENDIX 2 ...........................................................................................................90 APPENDIX 3 ...........................................................................................................96 APPENDIX 4 ...........................................................................................................97 APPENDIX 5 ...........................................................................................................98 APPENDIX 6 ...........................................................................................................99 APPENDIX 7 ........................................................................................................ 100 www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 3
Trang 4
Facebook:@Dethivaonganhang www.facebook.com/dethivaonganhang LIST OF TABLES AND FIGURES Figure 2.1 Human resource management practices ...................................................8 Figure 2.2 Human resource planning ........................................................................12 Figure 2.3 Selection process .....................................................................................16 Figure 2.4 Maslow’s hierarchy of needs...................................................................23 Figure 4.1 Organisation structure..............................................................................41 Figure 4.2 Labor structure by gender........................................................................44 Figure 4.3 Labor structure by qualifications .............................................................44 Figure 4.4 Labor structure by foreign language level ...............................................45 Figure 4.5 Labor structure by age .............................................................................46 Table 2.1 Financial and non-financial compensation ...............................................17 Table 3.1 Qualitative and Quantitative method ........................................................30 Table 4.1 Report in June, 2014 .................................................................................40 Table 4.2 Change in labor force................................................................................47 Table 4.3 Recruitment criteria...................................................................................50 Table 4.4 Satisfaction level with “Pay” ....................................................................60 Table 4.5 Satisfaction level with “Co-worker”.........................................................61 Table 4.6 Satisfaction level with “Training and Promotion”....................................61 Table 4.7 Satisfaction level with “Supervision”.......................................................62 Table 4.8 Satisfaction with “Work”..........................................................................63 Table 4.9 Testing on Job satisfaction level ...............................................................64 Table 4.10 Adjusted model .......................................................................................65 www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 4
Trang 5
Facebook:@Dethivaonganhang www.facebook.com/dethivaonganhang LIST OF ABBREVIATIONS HRM Human resource management HR Human resource Agribank Vietnam Vietnam Bank for Agriculture and rural development Agribank Soc Son Vietnam Bank for Agriculture and rural development – Soc Son branch JDI Job descriptive index SPSS Statistical Package for the Social Sciences www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 5
Trang 6
1 PREFACE One of the most important things which contribute to the success of an organisation is human resource. An organisation cannot build a good team of working professionals without good human resources. People always plays an important role in planning, operating and controlling almost all activities of a company. It can only function effectively when its employees perform their job well, constantly develop their ability to work and try their best for overall development of the company. To have a high quality workforce, the organization must ensure the implementation of good human resource management, organizatinal strategy from reasonable recruitment, work assignment, performance evaluation and remuneration policies. The key functions of the Human Resources Management (HRM) department include recruiting people, training them, performance appraisals, motivating employees as well as workplace communication, workplace safety, etc. In which, the very first step deciding who will be selected to fill in vacancies is recruitment. How to attract excellent candidates, select the right people and retain them, this depends on the recruitment process, compensation policies and the way a company motivates its employees. Hiring exceptional talent is critical to company’s business success. Whether the position is the executive who offers visionary leadership, the manager who decides on business plans, or just the worker who operates the machines, a business needs great people to thrive. Why attracting and retaining the talents in a company becomes more and more important? Today, the competitive advantage not only comes from cheap materials or labor but also the highly-skilled employees who create differentiated products with high quality, good design, whole-hearted service which leads to customer loyalty. Moreover, the talents know how to take advantage of strengths and overcome obstacles of a company in right way, which is very critical for long-term development. Seemingly, the excellent people hold the key to define success or failure of a company. www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 1
Trang 7
2 In fact, many enterprises, especially state-owned companies, have not been fully aware of the important role of human resource as well as recruitment and retention activities, which lead to lack of effectiveness and efficiency in human resource management and lost of talents. They do not go in the right direction or they are reluctant to change the policies which is no longer appropriate. Normally this problem is ignored when the enterprise just focus some key areas such as accouting, credit or customer service. The case I want to discuss here is about a state-owned bank called Vietnam Bank for Agriculture and Rural Development which think little of the role of human resource and have the imbalance of human resource among branches. This issue inspires me to choose the topic: “Attracting and retaining the talents in Vietnam Bank for Agriculture and Rural Development – Soc Son branch” In this thesis, I want to tackle two main problems. Firstly, I will review general knowledge about some basic definitions and theories of recruitment and retention process to provide an overview for readers. Secondly, I will focus on the case of Agribank – Soc Son branch to describe and analyse the policies of attracting and retaining the talents in this branch. After that, I hope to make a small contribution to find out some solutions for future development of Agribank in general and Soc Son branch in particular. I am greatly indebted to Ms. Tran Minh Thu, MA who has inspired me to choose this topic and encouraged me from the first step of this work. Because of my limited knowledge and experience, the shortcoming is unavoidable. Therefore, I sincerely appreciate all the comments and adjustment from teachers to help me fulfill this thesis. www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 2
Trang 8
3 CHAPTER 1: INTRODUCTION 1.1 Rationale of the research Human resource can be valued as one kind of capital which brings competitive advantage to a company’s bottom line. Although information technology increasingly grows day by day and machines gradually replace postions of people in many aspects, we cannot deny the irreplaceable role of human resource in any organization due to the fact that a company can only start with at least one member or a group of members, more or less, it is inevitable. There is nothing which can take on the role of people in managing all activities of a company and dealing with company’s problems which are unavoidable. Human resources conducts needs assessments for the organization's current workforce to determine the type of skills training and employee development necessary for improving skills and qualifications. An efficiently run human resources department can provide an organization with structure and the ability to meet business needs through managing the company's most valuable resources - its employees. While human resource is known as essential capital of a company, the talents in that workforce can be seen as core value of this capital source. Attracting and retaining the talent is becoming increasingly critical to an organization’s bottom line and future success. The economic slowdown is one of main factors responsible for placing a new level of importance on talent management programs as they exist within an organization. Globalization is another factor; with many organizations viewing the entire world (not just a single country or region) as the situation in which they conduct business, it requires them to learn how to optimally manage talent on a global level. Today, a strong emphasis on effective talent management can produce the right supply of quality talent and future leadership. It can also improve productivity, increase retention and link workforce plans to the organization’s strategic directions. And research shows that organizations with leading talent management have significantly outperformed other organizations across four key financial metrics: return on assets; return on equity; net profit margin; and earnings before interest, taxes, depreciation and amortization. www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 3
Trang 9
4 The stories about failure in attracting and retaining the talents of Vietnam Airlines Corporation when talented pilots quit their job and move to other companies because of poor compensation scheme, or many talents do not come back to contribute to Vietnamese enterprises after going abroad for further study tell us the fact that if we have poor talent management practises, we are losers in business world. For many state-owned companies, especially state banks where human resource department is placed after other departments like credit and accounting, talent retention seems to be ignored because of stagnant policies and reliance on support from state. Actually, I have just had a chance to do research on a state bank named Vietnam Bank for Agriculture and Rural Development (Agribank Viet Nam) – Soc Son branch and I realized that this bank in general, and Soc Son branch in particular, do not care about attracting and retaining the talents, which leads them to the lag behind other banks. Some actions should be taken to improve effectiveness and efficiency of the bank and this branch. And this problem inspired me a lot to do a profound research on actual situation of attraction and retention process at Soc Son branch. The analysis on recruitment process and motivation policies will be basis for this issue and further suggestions. 1.2 Research scope In theory, the author has studied some textbooks and materials which directly relate to human resource management, recruitment and selection policies, compensation scheme, especially some theories about attracting and retaining talents or talent management of a company to build a basis for the whole research. In reality, the author has focused on the history, the operation scope, the business results as well as characteristics of workforce of Agribank Soc Son in 2014. At the same time, the author has mentioned the business and human resource plan of this branch up to 2020 along with data from reports and internal materials which are collected by the author during the period of doing this research through survey and interview. www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 4
Trang 10
5 1.3 Research questions The findings of this thesis aim at answering the main question: What should Agribank Soc Son do to improve attracting and retaining the talents. To find out a profound answer for this big question, the author intends to answer other questions: What is talent management and its important role? What are factors that affect attraction and retention activities? What is the status of attraction and retention of talents in Agribank Soc Son? What are the most important factors that encourage employees to continue their jobs in Agribank Soc Son? 1.4 Research objective The main objective of this thesis is to find out the way suitable for Agribank Soc Son to improve its talent management. However, this purpose is reached only when the case of this branch is analysed deeply. Therefore, this work also aims at defining actual status of recruitment process, compensation scheme and forms of work motivation at Agribank Soc Son. After that, the author hope to find some key factors which can attract and retain the talented staff so that the author can give some recommendations as a small contribution to future development of this bank. This thesis is expected to be helpful not only for Agribank Soc Son but also Agribank Vietnam in general. 1.5 Research method The study uses both qualitative and quantitative methods, as well as a theoretical study where empirical findings and theories has been compared. The intention of investigating and using Vietnam Bank for Agriculture and Rural Development (Agribank Viet Nam) – Soc Son branch as a case company, is to make the information from the theories more detailed and valid, also the interest in how attraction and retention management works in practice. An in-depth interview and online survey will be conducted to collect both quanlitative and quantitative data. The detail of research methodology will be deeply mentioned in chapter 3. www.ThiNganHang.com S Á C H – T À I L I Ệ U T H I T U Y Ể N Trang 5
Hiển thị 10 trang đầu. Tải tài liệu để xem đầy đủ.
Bình luận (0)
Chưa có bình luận nào. Hãy là người đầu tiên!