Training and developing management human resource in international economic integration trend – VIET NAM Coal& minerals group

Đăng lúc: Thứ hai - 27/10/2014 10:13 - Đã xem: 15220 - Người đăng bài viết: Administrator
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Among resources, human resource is considered as an “endogenous” resource that dominates process of social - economic development, and has a prominent advantage is unlimited if it is reasonably fostered, exploited and used. In the trend of international economic integration and changing world context, the victory will belong to nations and enterprises having high quality human resources. Human resource development in general and especially management staffs are an important tool to improve the effectiveness of business of Vietnam enterprises as well as companies of the Group Coal& Minerals of Vietnam (Vinacomin). Therefore, the author has studied the training model and development trend of human resource management of foreign corporations as well as status of personnel work, staff planning and training activities in order to draw lessons and experience to the training and development of human resource management in general as well as the Group Coal and minerals of Vietnam.

Human resource is the most important elements of the social production forces, which determines the strength of each nation. Among resources, human resource is considered as a “endogenous” resource that dominates process of social - economic development, and has a prominent advantage is unlimited if it is reasonably fostered, exploited and used. In the trend of international economic integration and changing world context, the victory will belong to nations and enterprises having high quality human resources.

To promote industrialization, modernization and international economic integration, Vietnam needs a force of numerous highly qualified personnel with capable of working in an environment of developed technology and competition. Therefore, development of high quality professional human resources, especially with the ability to quickly adapt to rapid change in science and technology is a key factor for economic security Vietnam modernization and sustainability oriented economic development of Vietnam.

Human resource development in general and especially managers is an important tool to improve the effectiveness of business of Vietnam enterprises as well as companies of the Group Coal& Minerals of Vietnam (Vinacomin). Therefore, the author has studied the training model and development trend of human resource management of foreign corporations as well as status of personnel work, staff  planning and training activities in order to draw lessons and experience to the training and development of human resource management in general as well as the Group Coal and Minerals of Vietnam.

  • Training models of human resource development in the management of the foreign enterprises

For a long time, foreign corporations, especially companies in developed countries such as Japan, USA, and South Korea are very interested in designing training programs to develop management human resources to meet the needs of manufacturing activities in the worldwide environment

  • Human resource training model of Samsung Group

At group level, in order to meet the human resource development strategy, Samsung is implementing three programs in line with demand of management human development to meet their global business strategy. Training programs designed in accordance with the level, management object and development demand of Samsung.

The Training Model of Human Resource Management at Samsung Group

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In which:

SVP (Samsung Shared Value Program) is basic the program that every Samsung men should take from associates to CEO level. And the main content is to share Samsung value and Samsung management philosophy and management messages of that year throughout the course. The trainees are new recruits, newly promoted managers, new executives and each affiliates' CEOs. The purpose of this program is to make them go into one direction as a unity.

SLP (Samsung Business Leadership Program) is the program to nurture leaders for next generation. This is not like SVP which anyone can take. It is strictly aligned to the HR process of Select-Develop-Promote. Selection and promotion part would be the role of HR department whereas Development is HRD's. Trainees are mainly executive levels (vice presidents, senior executives, general managers).

The courses are designed to let them think so that they get certain insights and inspiration from the courses. For example if Samsung invite a master of baduk (game) and lecture, the trainees would get to know how to become Number 1 in the filed by hearing that. In that case, although it is a different field, trainees should get insight of how to become Number 1.

SGP (Samsung Global Talent Program) is the course mainly consisted of foreign languages including Vietnamese, Chinese, Japanese, English (20 different languages..) It is a 10 week intensive in-house course which trainees lodge at the HRD center during the period. It helped a lot as of today Samsung to become truly a global company. 

Based on the training model human resource development of the Group, member companies build training models which are compatible with their own characteristics, business and HR development demand. A typical case is Samsung E-electronics Company. The company built a training program in a systematic manner in which the department of human resources management, training department and functional departments closely cooperate in building HR development strategy. In addition to internal training programs, the company also implemented training programs cooperating with famous universities and experts in region in order to enhance the ability of HR. Goals of the human resources development programs of the company is to design training programs to benefit business activities. HR development organization consists of two systems: (i) a company level technical research center aims to promote core competence and (ii) department level training institutions which are in charge of special technical requirements.

HR development programs of the company adopt a strategy of “Selection & Focus” to enhance the core competence in digital in order to recognize the vision of world-leading company in this field. Core competence in digital focused on four contents including: value sharing, fostering next-generation leaders, strengthening global competencies and developing technical expert.

Company level training model- Samsung Electronics Company


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In which:

- “Value Sharing” is intended to share our management philosophy, principle, vision and core values and to solidify our collective determination to pursue continued change. In that context, we operate differentiated programs by trainee groups of new employees, experienced new employees and grade level-based change courses (managers, team leaders and executives).

- “Next Generation Leadership Programs”

In order to nurture next-generation leaders who will take the lead in the future initiatives of leading the digital convergence revolution and becoming a world leading company, Samsung Electronics strategically selects and fosters next-generation leaders from talented managers and executives, and maintains a pool of high potential employees at each grade level.

- Global Pool of Talent”

Samsung Electronics runs a number of systematic foreign language courses to help employees sharpen their global competencies in English, Chinese, Japanese and other languages. The one-year course of regional specialist program course trains the candidate pool for future overseas assignments and provides preliminary education on working requirements and conditions of overseas plants. Intensive courses are separately prepared for short-noticed overseas assignments. At the same time, they also send our people to MBA programs at domestic and internationally prominent universities to enhance their global competencies in HRM, planning and finance.

1.2. Training model of the Toyota Corporation

Toyota is a company invested a lot of resources for setting training programs to develop human resources in general and management human resources in particular. Toyota has built human resource development strategies based on promoting maximum capacity of each employee. This is shown in the following diagram:

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2. State of training and human resource development activities in Vinacomin

In order to successfully reach ”the sustainable development of Vietnam Coal & Mineral Group strategy”, Vinacomin identified 2 main advantage and motivation resources that are “From mineral and human resource to prosperous”. Overall policy of the Group is to establish a force of qualified staff having loyalty with development of Vinacomin and country to bring Vietnam to basically become a industrial country in 2020. In recent years, beside human resource training promotion, Vinacomin has also focused on improving the quality of staffs, teachers and infrastructure in 3 vocational colleges and Vinacomin Business School to enhance training quality.

Annually before planning year ending, the Group set and assign next year training plan to the training units in the Group. In 2011 and 2012, VBS was assigned to train 84 and 86 classes of  training, advanced training, knowledge updating for employees in the Group with 23.238 days/person and 23.309 days/person, respectively. Especially, in 2012 in order to prepare for the adjacent force, Vinacomin trained source personnel of business directors after 4 year discontinued. Moreover, with awareness of importance of safety in mining, the Group cooperates with University of Lieu Ninh Science and Technology to organize an advance class of mining safety.

Based on personnel planning and requirements for in charge staffs, the Group has a lot of efficient training types:

Training by regularly circulating staffs over different positions and units to challenge and train.

Diversifying training types for in charge and adjacent leaders:

+ Director Training

From 1999-2006, the Group organized 5 courses “Director training” with 25-40 learners/class. The goals of these courses were to provide knowledge, management skills for future directors in units. After graduating all learners brought into play and applied provided knowledge and skills and hold a lot of important positions in the Group and affiliates. In the period of 2008-2011, due to demand for personnel development, the Group renewed mode of director training toward to “High-ranking business administration training” incorporating  with Business Administration Faculty of Hanoi National University. In this period, 16 courses were organized with 480 in charge staff. From 2012, the “Director Training” program continued to replace for the ““High-ranking business administration training”. There are 2 courses with 70 learners who are leaders in affiliates.

+ Foreign language training

Conceiving that business activities of Vinacomin are international activities in region and worldwide, the Group always care for foreign language training (English, French, Japanese, Chinese) for leaders and professional staffs to improve communication and working abilities and to prepare personnel source with good foreign language skills to send abroad for training under projects. Based on the experience of inefficient domestic training, from 2003, the Group changed toward mixed training. As a result, depending on level learners were domestic foreign language training in 6-9 months then were sent abroad to have opportunities to communicate and put pressure to improve level and confidence. In the past 15 years, the Group delegated 178 in charge staffs participating foreign language courses (English and French mostly), in which there were 6 classed with 80 learners continued to study abroad after domestic training.

+ Post-graduate training

In past years, beside promoting staffs to join post-graduate programs in domestic universities, the Group cooperated and granted full or partial scholarships to staffs to joint in abroad post-graduate courses according to sectors that were suitable with using demand of the Group. In 2010, there were 19 persons joining PhD courses and 124 persons joining Master Courses.

+ Cooperating with foreign partners in training

Training in Japan under NEDO project in improving management capacity and staffs’ level in mining sectors according to cooperation program between Vinacomin and New Energy and Industrial Technology Development Organization (Japan). This project was implemented from 2002 by cooperation between Vinacomin and NEDO. Annually Vinacomin sent its staffs to Japan to study, practice, technique and technology transfer in coal and mineral mining. Simultaneously, NEDO and JCOAL delegated experts to Vietnam to directly train at mines of Vinacomin. From 2002 to now there were nearly 2000 interns to Japan to study and practice to technology transfer at mines.

In 2012, the group cooperated with a German partner in enhancing the quality of Vinacomin human resource training to 2020. The project was carried out by German experts and funded by German government and 4 enterprises. This project is now in the first stage that is to evaluate production state and training system of Vinacomin, design training programs in the next state and will finish in August 2105.

For high-ranking adjacent staffs of the Group, from 2005 the Group designed planned source staff training plan. Beside, circulating staffs to units to practice and challenge, the Group also equipped knowledge and professional skills, economics, management and foreign languages through indigenous and abroad sound training programs.  According to 2011 program, the Group continued designing planned high-ranking staff training program for period of 2011-2015. In August 2015, the Group cooperated with Vietnam AIT organized high-ranking course for these candidates at Vinacomin Business School.  

3. Suggestions for training & management HR development in Vietnam Coal & Mineral Group in the trend of international economic integration.

From the study of the training model of HR development and management HR in foreign corporations, we can see these groups always care for HR development strategy, especially management HR and consider HR development as the most important factor for development in the global economy with severe competition. Through experience of foreign corporations as well as status of personnel work, staff planning and training activities, the author would like to put forward some suggestions for the development of management HR at Vietnam enterprises in general and Vinacomin in particular in international economic

- Firstly, the HR development strategy of an organization is tied to its development strategy. Therefore, in order to give a really valuable HR development strategy, companies and corporations need to review their development strategy in which the issue of core competencies should be concerned. When core competencies are defined, demand for HR is identified to exploit and create competitive advantage.  The experience of Samsung and Toyota showed the company’s competitive advantage is mostly based on qualified HR.

- Secondly, the development strategy of management HR is not only the job of the parents company but also it requires a synchronized coordination of subsidiaries. It is necessary to create a united legal framework for HR development training in group such as: training plans, funding norm, post-training management sanction, training criteria to raise scale.

Setting up the personnel management system in the whole group, capacity-based-title system planning specific staff training for each unit, each field are essential to implement business strategy in the long term.

- Thirdly, training HR that satisfies work requirements are needed is necessity, but training high quality HR should be concerned. This is the specialized training in the field main business of the Group. The use of force after training is also a matter of concern. Using post-training HR is also a concerned matter. Plans of post-training HR use should be matched with training plans. Domestic and international corporations have focused on exploiting of trained HR more efficiently. It is necessary to use personnel based on the principle “the right job, the right person” to guarantee the efficiency of investment in HR development and to avoid wasting in condition of limited financial resources devoted to HR development.

An interesting experience from Samsung’s model and Toyota is maintaining a potential staffs. The HR training programs not only target leaders but also discover and foster employees today who can become the talent leaders in the future. This is also the result of a training program focused on the individual capacity as mentioned above.

- Fourthly, besides a common strategy, training models of foreign corporations like Samsung specially focus on developing individual abilities. This is problem which Vietnam enterprises need to change in setting HR development strategy in which the construction training program towards promoting individual abilities is a key factor. Many corporations in Vietnam mentioned a good work force, however promotion and utilization the individual capacity are not really interested.

- Fifthly, it is necessary to flexibly and efficiently combine forms of training such as job training, intensive training and long term training knowledge and skills training combination, domestic and abroad training. Cooperation with universities, research institutes at home and abroad to train quality workforce is not a new experience but how to cooperate is things to learn. For example, Samsung has sent staff to study in prestigious universities at home and abroad. This can be considered as the investment like “a good dog deserves a good bone”.

Finally, in the trend of increasing integration cultural factor is considered as the “soft” power of a country and an organization. Therefore, it is needed to respect the cultural factor including national culture and enterprise culture in training and developing HR. This is also the prominent point in strategies of HR development of Japanese and South Korean companies that Vietnam enterprises need to learn.

Vu Hung Phuong, PhD[1]

Pham Dang Phu, MBA

Tran Thi Thuy Linh, PhD.C[2]

The Article was presented at [1] THE 1stINTERNATIONAL CONFERENCE ON ECONOMIC MANAGEMENT IN MINERAL ACTIVITIES;  Hanoi University of Mining & Geology; Nov 2013;


- Ministry of Labor & Employment (2012), “Vocational Training System for a Skilled Workforce”, Government Public Registration Number 11-1051000-000198-01, Seoul.

-  Nguyễn Thị Anh Đào (2011) “Vấn đề quản trị nguồn nhân lực tại các doanh nghiệp Việt Nam”, Tạp chí công nghiệp, tháng 5/2011.

- Nguyễn Bắc Son (2005) “Nâng cao chất lượng đội ngũ cán bộ công chức quản lý nhà nước đáp ứng yêu cầu của công nghiệp hóa-hiện đại hóa đất nước”, Luận án tiến sỹ, Trường Đại học Kinh tế Quốc dân.

- Đinh Văn Toàn (2009), “Phát triển nguồn nhân lực của EVN đến năm 2015: cần giải pháp đồng bộ”, Tạp chí điện lực, tháng 9/2009.

- Lê Trung Thành (2005) “Hoàn thiện mô hình đào tạo và phát triển cán bộ quản lý cho các doanh nghiệp nhà nước ở Việt Nam”, Luận án tiến sỹ, Trường Đại học Kinh tế Quốc dân.

- Phan Ngọc Trung (2011) “Quản lý nguồn nhân lực: vấn đề đặt ra cho các doanh nghiệp Việt Nam”, Tạp chí Phát triển nguồn nhân lực, số 1/2011.






[1] Vu Hung Phuong, Pham Dang Phu, Vinacomin Business School, Vietnam National Coal & Mineral Group

[2] Tran Thi Thuy Linh, PhD Candidate, Vice Dean, Economics Department, Thang Long University

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