Internship report Public Management and Policy in English.docx

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NATIONAL ECONOMIC UNIVERDITY
FACULTY OF MANAGEMENT SCIENCE
------------------------***------------------------
Major: Economics
Specialization: Public Management and Policy in English
COURSE PROJECT:
Training and Development of Human Resources
in the Companies
Instructor: Associate Professor Ph.D Mai Anh Bao
Name: Nguyen Ngoc Bich
Class: EPMP4
Student’ ID: 11180653

Ha Noi, 2021
TABLE OF CONTENTS
1. CONCEPT, ROLE AND EFFECTS OF TRAINING AND HUMAN RESOURCES
DEVELOPMENT .......................................................................................................................................1
1.1. Human resource concept............................................................................................................1
1.2. Concept of training and developing human resources ............................................................1
1.3. The role of training and humanresource development ...........................................................1
1.4. Effects of training and human resource development.............................................................2
2. PRINCIPLES, PURPOSE OF TRAINING AND DEVELOPMENT HUMAN RESOURCES. .2
2.1. Principles of human resource training and development........................................................2
2.2. Purpose of human resource training and development...........................................................3
2.2.1. Technology strategy..............................................................................................................4
2.2.2. Strategies about people or treatment....................................................................................4
3. CLASSIFICATION OF TRAINING FORMS.................................................................................4
3.1. Forms of human resource training in enterprises....................................................................4
3.1.1. Training by scope..................................................................................................................4
3.1.2. According to the purpose of the training content, there are 3 forms....................................7
3.2. Training costs ..............................................................................................................................8
3.3. Students........................................................................................................................................8
4. HUMAN RESOURCES TRAINING PROCESS IN THE COMPANY ........................................8
4.1. Determining the training needs of human resources in the enterprise..................................8
4.2. Determining training objectives ..............................................................................................10
4.3. Make a training plan and choose a form of human resource training.................................10
4.3.1. Planning human resource training .....................................................................................10
4.3.2. Choosing a form of training: ..............................................................................................11
4.3.3. Organizing the implementation of human resource training programs..............................12
4.4. Evaluation of training and human resource development programs...................................12
4.4.1. Evaluation immediately after training ................................................................................12
4.4.2. Evaluation after the training program is over for a period of time ....................................12
4.4.3. Advantages and disadvantages of the two assessment methods .........................................15
4.4.4. Assessment of training levels ..............................................................................................15

5. FACTORS AFFECTING THE EFFICIENCY OF TRAINING AND HUMAN RESOURCES.
16
5.1. External factors of the business ...............................................................................................16
5.2. Organizational factors..............................................................................................................16
5.3. Factors belonging to the individual employee ........................................................................17
6. CONCLUSION .................................................................................................................................18
7. REFERENCES..................................................................................................................................19

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1. CONCEPT, ROLE AND EFFECTS OF TRAINING AND HUMAN
RESOURCES DEVELOPMENT
1.1. Human resource concept
Human resource concept is the totality of physical and mental strength existing in the
entire social labor force of a country, in which the crystallization of traditions and
creative labor experience of a people has historically been applied to production. produce
material and spiritual wealth to serve the present and future needs of the country
(According to Political Economy).
1.2. aConceptaofatrainingaandadevelopingahumanaresources
Humanaassetapreparingaandaimprovementaisaaasortaofacoordinatedaaction,adoneaforaaaspecific
atimeframeaandapointedatowardaachievingacharacterachange.aThereaareathreeadistinctaexercises
aunderathisadefinition:aTraining,aschoolingaandaimprovementaidentifiedawithawork,apeople,
aandaassociations:
 Itaisaaalearningaprocessatoaprepareaaapersonaforatheafuture,aallowingahimaoraheratoamove
atoaaanewajobainaanaappropriateatime.
 Aalearningaprocessathataopensaupaaanewajobaforaanaindividualabasedaonatheafuture
aorientationaofatheaorganization.
Theathreeapartsaofahumanaassetaadvancementaandapreparingaareafundamentalaforagroup
aachievementaandahumanautilitarianaturnaofaevents.aHence,ahumanaassetaimprovementaand
apreparingaincorporatesanotajustapreparing,aschooling,aadvancementathatahasabeenacreated
ainsideaanaassociation,ayetainaadditionaincorporatesaanaassortmentaofadifferentaexercisesaof
ahumanaassetaadvancementaandapreparing.aPoweraproducedausingaoutsideaincorporates
aApprenticeshipaandapractice.
1.3. Thearoleaofatrainingaandahumanaresourceadevelopment
Theaadvancementaofapresent-dayascienceaalongsideatheaimprovementaofatheaeconomy
apowersaadministratorsatoaadjust,asoatheapreparationaandaimprovementaofaHRaisavitalaandais
aexhibitedathroughatheaaccompanyingathreeareasons:a

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 Theafirstaexplanation:aToaplanaandacompensateaforatheamissing,aabandoned.aThese
aremunerationsaandaaugmentationsaoccuraroutinelyatoamakeatheabusinessarunaas
aexpecteda
 Secondaexplanation:aToagetareadyarepresentativesatoaperformanewaliabilitiesaand
aerrandsabecauseaofachangesainadestinations,astructure,achangesaparentsainalaw,
astrategiesaandainnovationarecentlyamade.a
 Theathirdaexplanation:aToaworkaonatheacapacityaofalaborers.
1.4. aEffectsaofatrainingaandahumanaresourceadevelopment
Whileamanyaadvantagesacanabeaanticipatedafromahumanaassetaimprovementaandapreparing,
asuchachangesacanainaanyacaseaaffectabusinessaandahierarchicaladevelopment.aThatais:
 Oneais:aLessasupervision,abecauseaforatrainedaworkersatheyaareatheaonesawhoacan
asuperviseathemselves.
 Second: Reduce accidents, because more accidents are caused by human
limitations than by equipment limitations or working conditions.
 Thirdly: The stability and dynamism of the organization increases, which ensures
that the enterprise's performance is maintained even in the absence of key people
due to an alternative reserve of training.
Thisaworkaaddressesatheavisionaandastepsaofatheabusinessawithatheaoccasionsaandathe
aadvancementaofasociety.aLeadapreparingatoaworkaonatheacurrentaHRaintoaaagroupaof
aindividualsawithahighaexpertacapabilities,agreataabilitiesaandagreatamoralaperson.
aSimultaneously,apreparingaandaretrainingatoalessenamishapsaatawork.aPreparingaand
acultivatingatoaexpandalimit,adriveaandaassistaworkersawithaexpandingausefulness,alongahaul
aobligationatoatheaventure.
2. aPRINCIPLES,aPURPOSEaOFaTRAININGaANDaDEVELOPMENTaHUMAN
aRESOURCES.
2.1. aPrinciplesaofahumanaresourceatrainingaandadevelopment
Trainingaandadevelopingahumanaresourcesaisabasedaonatheafollowingafouraprinciples:
First:aHumansaareanotafullyacapableaofadevelopment.aEveryoneainaanaorganizationahasathe
acapacityatoagrowaandawillastriveatoaconstantlyagrowatoakeepatheirabusinessaandapersonal
agrowthagoing.

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Second:aEachapersonahasaitsaownavalue.aTherefore,aeachapersonaisaaaspecificaperson,adifferent
afromaothers,ahasatheaabilityatoacontributeainitiatives.
Third:aEmployeeainterestsaandaorganizationalagoalsacanabeacombinedawithatogether.aThe
aorganization'sahumanaresourceadevelopmentagoalsainclude:
 Motivateaandaencourageaallamembersatoatryatoaincreaseatheiracontributionatoathe
abusiness.
 Attractaandauseawellaqualifiedapeople.
 Achieveatheagreatestavalue,athroughatheaproductsamadeabyaemployeesatoacompensate
aforatheacostsaspentaonatrainingaandadevelopingathem.
Onatheaotherahand,atheaexpectationsaofaemployeesathroughatrainingaandadevelopmentaare:
 Stableatoagrow.
 Thereaareaopportunitiesaforaadvancementaandapromotion.
 Thereaareafavorableaworkingapositionsainawhichatheamostacontributionacanabeamade.
 Beaprovidedawitharelevantatrainingainformation.
 Itaisacompletelyapossibleatoaachieveatheagoalsaofatheaenterpriseaandatheainterestsaofathe
aemployees.aTheadevelopmentaofaanaenterpriseadependsaonatheahumanaresourcesaof
athataorganization.
Whenatheirabasicaneedsaarearecognizedaandaguaranteed,amembersaofatheaorganizationawillabe
aexcitedaaboutatheirawork.
Fourth:aHumanaresourceadevelopmentaandaemployeeatrainingaisaanainvestmentathatawillapay
aoffasignificantly,asoahumanaresourceadevelopmentaandatrainingaareatheameansatoaachieve
ahighlyaeffectiveacorporateadevelopment.a
2.2. aPurposeaofahumanaresourceatrainingaandadevelopment
 Inaorganizationsatrainingaandadevelopmentaisaappliedato:
 Directlyahelpaemployeesaperformabetteratheaspecificaandaspecializedarequirementsaof
atheajob.
 Updateanewaskillsaandaknowledgeaforaemployees
 Avoidaoutdatedamanagementathanksatoatheaguidanceaofanewamanagementamethodsain
aaccordanceawithachangesainatechnologicalaprocesses,atechniquesaandabusiness
aenvironment.
 Prepareatheanextateamaofamanagersaandaprofessionalsabyaequippingathemawith
anecessaryaskillsaforafutureapromotionaopportunities.

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 Satisfyatheadevelopmentaneedsaofaemployeesabecauseatheanecessaryanewaprofessional
askillsawillastimulateaemployeesatoaperformabetteraandathusahaveamoreaopportunities
aforapromotion.
2.2.1. Technologyastrategy
Technologyastrategyaareatheastrategiesathatamanagersarelyaonatoaensureaanaenvironment,aa
afavorableasituationaforawork,aincreaseatheaachievementaandaabilityaofaemployees.aTheatwo
aelementsaofaFrederiebaHerzberg'samotivationalatheoryahaveashownaare:
 Externalafactors,awhichaareatechnicalafactors,ajobawagesaandasafety.
 Factorsasuchaas:ajobaevaluation,aperformanceastandards,aincentives,asalaryaandasalary
areview,aperformanceaevaluationaandaconsultationa(employees).
2.2.2. Strategiesaaboutapeopleaoratreatment
Toainfluenceatheabehavioraofaindividualsaoragroups,atheagroupaaimsatoaharmonizeathe
aindividual'sastandardaattitudesaandavaluesawithatheagoalsaandavaluesaofatheaorganization.aThat
ainvolvesatheafollowingaissues:
 Trainingaandadevelopment.
 Teamabuilding.
 Buildainformationaflowathroughaparticipationainamanagement.
 Resolveaconflictsaandaenhanceacooperationathroughaorganizedacommunication.
3. CLASSIFICATION OF TRAINING FORMS
3.1. Forms of human resource training in enterprises
3.1.1. Trainingabyascope
*aOn-the-jobatraining:
On-the-jobatrainingaisaaaformaofadirectatrainingaatatheaworkplace,ainawhichalearnersawillalearn
atheanecessaryaknowledgeaandaskillsaforatheajobathroughaactualaworkaunderatheadirectaguidance
aofaemployees.amoreaskilled.aThisagroupaincludesatheafollowingaforms:
 Trainingaaccordingatoajobainstructions:

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Theatrainingaprocessabeginsawithatheainstructor'saintroductionaandaexplanationaofatheajob's
aobjectiveaandadetailedastep-by-stepainstructionsaonahowatoaperformatheaoperations.aLearners
awillagraspajobaskillsathroughaobserving,aexchanging,alearningaandatryingauntilatheyabecome
aproficientaunderatheastrictaguidanceaandadirectionaofatheateacher.
 Vocationalatraining:
Inathisaform,atheatrainingaprogramastartsafromalearningatheoryainaclass.aTheatraineesaareathen
aputatoaworkaunderatheaguidanceaofaskilledaworkersaforaaafewamonthsatoaaafewayears,
aperformingatheaworkauntilatheyahaveamasteredaallatheavocationalaskills.
 Instructionsaincluded:
Thisaformaisaoftenausedatoahelpamanagersaandasupervisorsalearnatheanecessaryaknowledgeaand
askillsaforatheiraimmediateaandafutureajobsathroughatheatutoringaandaguidanceaofatheir
asupervisors.abetteramanager.aThereaareathreeawaysatoamentor:
- Mentoredabyadirectaleader.
- Mentoredabyaaamentor.
- Mentoredabyaanaexperiencedamanager.
 Jobarotation:
Jobarotationaisaaaformaofatransferringaemployeesafromaoneajobatoaanotherainaorderatoaprovide
athemawithaworkaexperienceainamanyaareasaofatheaorganization.aTheaknowledgeaand
aexperienceagainedainathataprocessawillahelpathematoabeaableatoaperformahigherajobsainathe
afuture.aJobsacanabearotatedainathreeaways:
- Takeastudentsatoaanotheradepartmentabutastilladoatheaoldajobasoathatatheyalearnathe
anecessaryaknowledgeaandaskillsaforatheajobaperformance.
- Takeastudentsatoaanotheradepartmentawithaaadifferentajobaposition.
- Studentsaareaarrangedatoarotateajobsawithinaaaprofessionalafield.
- Theaformaofajobarotationaisamainlyaappliedatoatrainamanagers.
*Off-the-jobatraining:
Off-the-jobatrainingaisaaaformaofatrainingainawhichathealearneraisaseparatedafromatheaactual
awork.aFormsainclude:
 Openaenterpriseaedgealayers:

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Forarelativelyacomplexaoccupationsaorajobsawithaspecificacharacteristics,atutoringatraining
adoesanotameetabothaquantityaandaquality.aBusinessesacanaorganizeatrainingaclassesawith
aequipmentaandafacilitiesaspecificallyaforatraining.aInathisaform,atheatrainingaprogramaconsists
aofatwoaparts:aTheoryaandapractice.aTheatheoreticalapartaisataughtainaaafocusedamanneraby
aofficialsaandaengineersainacharge.aAsaforatheapracticalapart,aitaisacarriedaoutainatheaworkshop
aunderatheaguidanceaofaengineersaandaskilledaworkers.aThisaformaisamainlyaforatrainingadirect
aproductionaworkersaandatechnicalaworkers.
 Toapeopleagoingatoaregularaschools:
Enterprisesacanaalsoasendapeopleatoastudyaataregularaschoolsaorganizedabyaministries,
abranchesaoracentralagovernmentawithafundingafromaenterprisesaandamustacommitaafter
acompletingatheacourseatoaworkaforaenterprises.ainaaacertainaperiodaofatime.
Thisaformaisaappliedatoatrainamanagersaandatechnologyaengineers.aInathisaform,alearnersawill
abearelativelyafullyaequippedawithabothatheoreticalaknowledgeaandapracticalaskills.aHowever,
athisaformarequiresaaalotaofatrainingatimeaandafunding.
 Lectures,aconferences,adiscussions:
Lectures,aconferences,adiscussionsacanabeaheldaatatheaenterpriseaoraataanaexternalafacility,acan
abeaheldaseparatelyaorainacombinationawithaotheratrainingaprograms.
Duringatheadiscussions,atheaacademyawilladiscussaeachatopicaunderatheaguidanceaofatheagroup
aleaderaandatherebyalearnatheanecessaryaknowledgeaandaexperience.
 Trainingainatheaformaofaprogrammingawithatheahelpaofacomputers:
Thisaisaaamodernaformaofaskillatrainingatodayathatamanyaforeignabusinessesaapplyawidely.aIn
athisaform,atheatrainingaprogramsaareapre-installedainatheacomputer,aandalearnersawillalearn
arightaonatheacomputer.aTheamachineawillaansweraquestionsaasawellaasacheckatheaknowledgeaof
astudents.
 Trainingawithatheahelpaofaaudio-visualamedia:
Thisaisaaaformaofatrainingainajobaperformanceaskillsathroughatheauseaofaaudio-visualamedia
asuchaas:avideoadisc,acassette,afilm...aThisaformahasatheaadvantageathataitahasamanyarealistic
aillustrations,acanabeashownaoveraandaover,acanabeapausedatoaexplain.
 Distancealearning
Distanceaeducationaisaaatrainingamethodainawhichateachersaandalearnersadoanotadirectlyameet
aeachaotheraatatheasameaplaceaandaatatheasameatime,abutathroughaanaintermediateaaudio-visual

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amedium.aThisamediaacanabeabooks,alearningamaterials,avideoatapes,aaudioatapes,aCDsaand
aVCDs,atheaInterneta(Videoconferencing)aAlongawithatheadevelopmentaofascienceaand
ainformationatechnology,amediasatodayamoreadiverse.
Thisatrainingamethodahasatheaoutstandingaadvantageathatalearnersacanaactivelyaarrangeatheir
astudyatimeatoasuitatheiraindividualaplans;aLearnersainalocationsafarafromatheatrainingacenter
acanastillaparticipateainahigh-qualityatrainingacoursesaandaprograms.aHowever,athisaformaof
atrainingarequiresatrainingainstitutionsatoabeahighlyaspecialized,atoapreparealecturesaand
atrainingaprogramsawithagreatainvestment.
 Lab-styleatraining
Thisamethodaincludesalearningaseminarsathatauseatechniquesasuchaas:acaseastudies,
adramatization,acomputerasimulations,amanagementagamesaoraproblem-solvingaexercises.
aThisaisatheamodernawayaofatrainingatodayatoahelpalearnersapracticeasolvingareal-lifeasituations.
 Behavioralamodeling
Itaisaalsoaaamethodaofaacting,abutaplaysaareadesignedatoamodelarationalabehaviorsainaspecial
asituations.
 Trainingaskillsainahandlingadocumentsaandadocuments
Thisaisaaatypeaofaexerciseainawhichaaamanagerareceivesaaaseriesaofadocuments,amemos,areports,
areports,ainstructionsafromasuperiors,aandaotherainformationathataaamanageracanareceivedaupon
aarrivalaatawork,aandaitaisatheiraresponsibilityatoaactaquicklyaandaproperly.aThisamethodahelps
amanagersalearnahowatoamakeaquickadecisionsainadailyawork.
3.1.2. According to the purpose of the training content, there are 3 forms
 Occupationalasafetyatechnicalatrainingainstructsaemployeesaonahowatoaperformasafe
aworkatoapreventaoccupationalaaccidentsa
 Trainingatoaimproveaprofessionalaandatechnicalaqualificationsaisaoftenaorganized
aperiodicallyatoahelpatheateamaProfessionalaandatechnicalastaffaareaalwaysaupdatedawith
anewaknowledgeaandaskills.
 Trainingaandadevelopingamanagementacapabilitiesainaorderatoahelpaadministratorsabe
aexposedatoaandafamiliarawithanewaworkingamethods,aimproveapracticalaskillsaand
aexperienceainaorganizingaandamanagingaprograms.aEmphasisaisaplacedaonaleadership
askills,acommunicationaskills,aanalyticalaandadecision-makingaskills.

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3.2. Trainingacosts
Trainingacostsahaveadirectaandaindirectacosts.a
Trainingacostsainclude:
Costsaofaeducationa-aexpensesatoabeapaidaduringatheaworker'saapprenticeshipasuchaas:
- Paymentsaforaemployeesawhileaonaapprenticeship.
- Costaofamaterialsausedainalearning.
- Theavalueaofagoodsadueatoaimproperaprocessingaduringatheainternship,atheavalueaofathe
aoutputadecreasedadueatoatheabusyaworkingaefficiencyaofatheaapprentices.
Trainingacosts:
- Salaryaofatheamanagersaduringatheatimeatheyamanageatheaapprenticeshipadepartment.
- Remunerationaforateachers,atrainingastaffaandatheirahelpdesk.
- Fixedaandavariableacostsaofaaatrainingacenter.
- Expensesaforateachingamaterialsasuchaasaprojectors,adocuments,abooks,atests,alearning
aprograms.
- Remunerationsaforarelatedaorganizationsaandaotheraexternaladepartments.
3.3. Students
Asaofficialsaandaemployeesawhoahaveabeenaworkingaatatheacompanyaandatheacompanyadueato
atheaurgentarequirementsaofatheajobaandatheachangeaofatheaincreasinglyafierceacompetitive
aenvironment,atheacompanyamustaannuallyapreparealistaofayoungacadresawhoahavealearning
aneedsatoaimproveatheiraqualificationsato keep up with the trend of the times.
4. HUMANaRESOURCESaTRAININGaPROCESSaINaTHEaCOMPANY
Foratheatrainingaandadevelopmentaofahumanaresourcesatoaachieveahigharesultsainaorderato
acontributeatoathearealizationaofatheagoalsaandaplansaofatheaenterprise,aitaisarequiredathatathe
aenterprisesahaveatoabuildaaareasonableatrainingaprocess,asuitableatoatheaconditionsaand
asituationaofatheaenterprise.
4.1. Determiningatheatraininganeedsaofahumanaresourcesainatheaenterprise

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Identifyingahumanaresourceatraininganeedsainaanaenterpriseaisatheafirstastepainatheahuman
aresourceatrainingaprocess.aIfatheatrainingaofahumanaresourcesaisanotaappropriate,aitawillacause
awasteaandahaveanegativeaimpactsaonaemployeesaandadiscourageaemployeesafromadoingatheir
ajobsawell.aTheadeterminationaofahumanaresourceatraininganeedsaisabasedaonatheafollowing
abases:
Businessaneeds:
 Businessaneedsaincludeatheafollowingacategories:
 Toaprepareatoamakeaupaforatheamissing,avacatedaplaces...
 Toaprepareaemployeesatoaperformanewaresponsibilitiesaandatasksadueatoachangesain
aobjectives,astructure,achangesainalaws,apolicies,aandatechnology.
 Toaimproveaworkers'aabilityatoaperformatheirajobsanowaandainatheafutureamore
aeffectively.
Personalaneeds:
Inaadditionatoatheaessentialaneedsasuchaas:afood,aclothing,ashelter...apeopleaalsoahaveaspiritual
aneedsathatarequireatheaconditionsaforapeopleatoaexistaandadevelopaintellectually.aTherefore,
atheaneedatoabeatrainedaandadevelopedaisaanaindispensableaneed,ahelpingaindividualsato
aimproveathemselvesaandaperformaworkaeffectively.
Basedaonasomeastatisticalaindicatorsaonalaborabehavior:
Enterprisesacanacaptureaandaidentifyatrainingaandahumanaresourceadevelopmentaneedsaby
acollectingastatisticsaonalaborabehaviorsathatamanifestainaqualitativeashortcomingsaand
aweaknesses.aworkforce,aforaexample:
 Degreeaofadefectsaandawasteaproducts.
 Thealackaofadetail.
 Frequencyaandanumberaofaoccupationalaaccidents.
 Thearateaofaabsenteeism,atheanumberaofaemployeesaleavingatheaenterprise.
 Laboraproductivity.
 Complaintsaandacomplaintsainaproduction.
Basedaonatheaanalysisaofaemployees'aability:

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Theadeterminationaofahumanaresourceatraininganeedsaisaalsoabasedaonatheaexisting
aqualifications,aknowledge,aandaskillsaofaemployees.aAndatheaessenceaofaidentifyingatraining
aandahumanaresourceadevelopmentaneedsainaanaenterpriseaisatoaansweratheafollowing
aquestions:
 Whataskills,aknowledge,aneedatoabeatrainedaandadeveloped?
 Whenashouldatrainingaandadevelopmentabeacarriedaout?
 Whereaisatrainingaandadevelopment?
 Howamanyapeopleaneedatrainingaandadevelopment?
Theapointsathatadetermineatraininganeedsaandaobjectivesaare:
 Collectaasamuchainformationaandaanalysisadataaonalaboraresourcesaasapossible.
aTherebyaknowingawhoareallyaneedsatoabeatrainedaandawhoahasatrainingaand
adevelopmentaneeds.aAatraininganeedsaassessmentacanaprovideausefulainformationafor
aefficientatrainingacostaallocationaandausefulatrainingaoptions.
 Reviewaofabusinessaresults.
 Analyzeatheaperformanceaofatheabusiness:aTheaanalysisaofatheaperformanceacanamake
aallatheacommentsaaboutatheaskillsaandabehaviorarequirementsarequiredaforatheajobaand
atheastandardsatoaperformatheajobacorrectly.aappropriateaway.
 Anticipateafutureachanges,arelatedatoaworkeraskillsaandaqualificationsadevelopment
 Applyatheanecessaryaelementsaforatrainingaonatheabasisaofathearesultsaofatheaanalysis.
4.2. Determining training objectives
Training objectives are requirements to be achieved for human resource training. The
determination ofahumanaresourceatrainingaobjectivesabasedaonatrainingaandadevelopment
aneedsatoabeaclearlyadefined,aincluding:
 Specificaknowledgeaandaskillsathataneedatrainingaandadevelopmentaandaqualifications,
aknowledgeaandaskillsagainedaafteratraining.
 Numberaofapeopleatoabeatrainedaandastructureaofatrainees.
 Trainingatime.
4.3. Makeaaatrainingaplanaandachooseaaaformaofahumanaresourceatraining
4.3.1. Planningahumanaresourceatraining

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Onatheabasisaofatheaneedsaandaobjectivesasetaoutabyatheaenterprise,atheamanageraconductsathe
aplanningaofatrainingaandadevelopmentaofahumanaresourcesainatheaenterprise.aPlanningahuman
aresourceatrainingaincludesatwoacontents:
 Selectionaofatrainingaandadevelopmentasubjectsaisatheaconsiderationaandaselectionaof
aemployeesatoatrainaandameetathearequirementsaofatheajob.
 Developingatrainingaandahumanaresourceadevelopmentaprograms:
Buildingaaatrainingaprogramaandadevelopingahumanaresourcesainatheaenterpriseaincludesathe
afollowingasteps:
Stepa1:aCheckatheascopeaofaworkadifferences.aResearchatheascopeaofaworkathatastudentsawill
abeainvolvedainaactivitiesaafteracompletingatheacourse.
Stepa2:aCheckaqualificationsaaccordingatoathearequirementsaofafutureajobs.
Stepa3:aCheckaifathealearningacontentaisaadaptedatoatheadeviceaandatheaworkatoabeadone.
Stepa4:aChemicalastandards,asafetyaandapollutionacontrolaofatheaenvironmentahaveabeen
aappliedainathisaarticle.
Stepa5:aCheckastudents'ainputatoaorganizeatraining.
Stepa6:aCheckathealearningaprocessabyapreparingaaalistaofacoursesaandaarrangeatheaappropriate
aorderaforathealearningaprocess.
Stepa7:aBuildaanaappropriateaformaofatrainingatoamotivateapeoplealearn.
Stepa8:aAdjustatheaformalatrainingatimeatoatheatrainingaprocessaisatoadevelopaimportantaskills
aandasubjectsatoadoafirst.
Stepa9:aPlanatheaassessmentaandahowatoabringatheaassessmentaresultsaaccuratelyatoafurther
aimproveatheatrainingaprocess.
4.3.2. Choosingaaaformaofatraining:
Throughaclearlyadefiningatrainingagoalsaandabuildingatrainingaprogramsaandadeveloping
ahumanaresources,amanagersaneedatoachooseaappropriateatrainingaformsaforaeachaobject.
aThereaareatwoaformsaofatrainingaappliedatoaeachaspecificatrainingaobject:aon-the-jobatraining
aandaoff-the-jobatraining.aDependingaonathearequirementsaandaspecificaobjects,aenterprises
achooseaappropriateaforms.

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4.3.3. Organizingatheaimplementationaofahumanaresourceatrainingaprograms
Afterabuildingatheatrainingaprogram,aenterprisesaconductatheaimplementationaofatheahuman
aresourceatrainingaprogram.aWell-organizedatrainingaprogramawill
helpatheatrainingaofahumanaresourcesaachieveahigharesults,atheaqualityaofatrainingais
aimproved.aMoreover,athisaisaaajobathatarequiresaaalotaofamoneyaandaintelligenceatoafocusaon
theatrainingaandadevelopmentaprocess,aifanotadoneawell,awillacauseagreatawaste.
4.4. Evaluationaofatrainingaandahumanaresourceadevelopmentaprograms
4.4.1. Evaluation immediately after training
Evaluation based on student feedback: make a survey of students' reactions to the training
program. Do they like the program, do they feel it is effective, do they feel the results are
worth the time they spend learning.
Assessing students' knowledge: Businesses can check if students have mastered the
principles, skills, and elements that need to be learned, by tests or interviews to test
knowledge.
4.4.2. Evaluation after the training program is over for a period of time
Requirementsasetawhenaevaluatingatrainingaandahumanaresourceadevelopmentaprogramsain
aenterprises:
Theaassessmentaofatrainingaandahumanaresourceadevelopmentaprogramsahelpsaenterprisesato
aassessatheiraprofessionalaqualifications,amanagementaskills,aandaabilityatoaperformatheirajobs
abeforeaandaafteratheatrainingaprocess.;abringaeconomicaefficiencyatoaenterprisesathrough
aproductionaandabusinessaactivities...Detectaerrorsathataneedatoabeaovercomeaandaimprovedain
atrainingacoursesaandahumanaresourceadevelopmentatoaserveatheagoalsaandabusinessastrategies
aofatheacompany.a
Toaeffectivelyatrainaandadevelopahumanaresources,aseveralarequirementsamustabeamet:
 Developaindicatorsatoaevaluateatheaeffectivenessaofatrainingaandahumanaresource
adevelopmentabasedaonathearesultsaofaproductionaandabusinessaactivitiesaandahuman
aresourceaplanning:
Theabusinessaresultsaofatheaenterpriseatellausatheabusinessagoalsathatatheaenterpriseaachieves
athrougharevenue,aprofit,amarketashareaofatheaenterpriseainatheamarket,ainvestmentasituation.
aOnathatabasis,aitagivesausaanaoverviewaofatheastaff,aeducationalevel,aprofessionalaexpertise,
apotentialsathataneedatoabeaexploitedainaorderatoaimproveatheaspeedaofaproductionaandabusiness

13
adevelopmentaofatheaenterprise.aToawhataextentahasatheaquantityaandaqualityaofalaborabeenamet
aafteratheatrainingaandadevelopmentacourse,ahasatheaoccupationalaandaorganizationalastructure
abeenareasonablyachanged,aandatheacriteriaaforaevaluatingatheaeffectivenessaofatheatraining
ahaveabeenasetaforth?acreate,adevelopaexactlyawithareality.
 Feasibilityaofafinancial,atimeaandahumanaresourcesaofahumanaresourceatraining
aactivities:
Theafinancialacapacityameansathatatheaexpensesaforatrainingaandadevelopingahumanaresources
aofatheaenterpriseamustabeawithinatheaallowablealimitaofatheatrainingafundaofatheaenterprise
aconsideredainarelationatoatheaeconomicabenefitsaobtainedafromatheaenterprise.aHuman
aresourceatrainingaactivitiesasuchaasaimprovingabothaquantityaandaqualityaofalaboratoaserve
abusinessagoalsaofaenterprisesainatheamarket,aincreasearevenue,aprofitaandaincomeaof
aemployees.
TimeaFeasibilityameansaestimatesaofatrainingaandadevelopmentatimeathatadoanotadisruptathe
aorganizationaandaaffectaitsanormalaoperations.
Theafeasibilityaofatimeaisashownainatheafollowingaaspects:
- Thearatioaofatheatotalatrainingaandadevelopmentatimeatoatheatotalaoperatingatimeaofathe
aworkforceainatheaenterpriseamustabeawithinaaacertainarangeadependingaonathe
acharacteristicsaandanatureaofaproductionaandabusinessaofatheaenterprise.a.
- Theastudyatimeainatheayear,ainatheamonth,ainatheadayamustaensureathatatheastudentsacan
aparticipateainatheastudyawithoutaaffectingatheirawork,aespeciallyatheakeyastaffawho
aalwaysaneedatoabeapresent.aatahisaoraherajob.
Feasibilityaofahumanaresourcesameansathatatheanumberaofapeopleaexpectedatoabeasentafor
atrainingadoesanotaaffectatheaproductionaandabusinessaactivitiesaofatheaenterprise.aAfterathe
apeopleawhoaareasentatoastudyacompleteatheatraining,atheyawillaparticipateainatheaproduction
aandabusinessaactivitiesaofatheaenterpriseawithaaahigheralevelaandaworkamoreaeffectively.aThis
amanifestsaitselfainatheafollowingaaspects:
- Thearatioaofastudentsaattendingaschoolaataanyagivenatimeacomparedatoatheaenterprise's
aworkforceamustabeawithinaanaallowablearange.
- Thereashouldabeaprioritizationaoranon-priorityainasendingapeopleaforatrainingaand
adevelopmentabasedaonatheaimportanceaofatheiratraining.
- Theastudent'saabilityatoaparticipateaoranotainatheatrainingaandadevelopmentaprogram
a(abilityatoagoatoatheaprogramaandaabilityatoaabsorbatheacontentsaofatheaprogram).

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 Regardingathealaboramanagementaorganization:
Enterprisesaneedatoaorganizeaspecializedadepartmentsaoradivisionsatoamonitoraandaevaluate
atrainingaandahumanaresourceadevelopmentacourses.aAtatheasameatime,abusinessesaneedato
ahaveaaaplanatoauseaemployeesaafteratrainingainaaareasonableawayatoabringatheahighest
aefficiencyatoatheabusiness.
 Expensesaforatrainingaandadevelopingahumanaresources:
Expensesaforahumanaresourceatraininga&adevelopmentaincludeamanyadifferentatypes:
- Expensesaforabasicaphysicalaandatechnicalameansasuchaasadepreciationaofafixedaassets
ainaserviceaofatrainingaandadevelopment,atechnicalaequipment,aandaequipmentain
aserviceaofateachingaandalearning.
- Expensesaforateaching,atraining,aandadevelopmentastaff,asuchaasaexpensesafor
aadministrators,ateachers,aserviceastaff...
- Moneyapaidatoaorganizationsaandaindividualsathataenterprisesahireathematoatrain.
- Opportunityacost:athisatypeaofacostaisadifficultatoadetermine,aincludingatheaopportunity
acostaofatheaenterpriseaandatheaopportunityacostaofatheatrainee.a
Basedaonatheasummationaofatheseacosts,atheaenterpriseacomparesawithatheaprofitabenefits
aobtainedafromatheabusinessaprocessaandatheatrainingaandadevelopmentaofahumanaresourcesain
atheaenterprise.aBusinessabenefitsaincludeatwoaelements:
 Firstly:aTheabenefitsaobtainedafromatheaindividualatrainedaemployeesasuchaas:abetter
ajobaperformanceaskills,aincreasedajobasatisfactionaandasatisfaction,aworkamotivation,
amanagementalevelaofatheamanagementadepartmentaachievearemarkableaefficiency
athroughamakingathearightabusinessadecisionsaandaachievingatheagoalsaofatheabusiness.
 Second:aEnterprisesaachieveabusinessagoalsathatatheyashowathroughaprofitaand
arevenueatargets....
Ifathearevenueaearnedabyatheaenterpriseacanacoveratheacostsaofadoingabusinessaandatraining
acosts,athatais,atheaenterprise'saproductionaandabusinessaactivitiesaareaprofitablea(LN>0)aand
athearesultsaofatrainingaandadevelopahumanaresourcesatoabringaintoafullaplayaitsaeffectiveness.
aOnatheacontrary,aenterprisesamakeaaalossa(LN<0),athearesultsaofatrainingaappliedato
aproductionaandabusinessahaveanotabeenaeffective.
Inasummary,atheaevaluationaofatheaeffectivenessaofahumanaresourceatrainingainaenterprisesais
anecessaryaandaveryaimportantabecauseaitaisatheabasisaforaimprovingaandaimprovingathe
aeffectivenessaofathisaworkainatheacomingayears.anextainatheabusinessadevelopmentaprocess.

15
4.4.3. Advantages and disadvantages of the two assessment methods
Assessment
methods
Evaluation immediately after training Evaluation after the training program
is over for a period of time
Advantages It is possible to accurately check the
capacity of human resources.
To know if the training participants
clearly understand the information,
knowledge, and requirements of the
training program.
Classify workers into groups with
different abilities.
It is possible to objectively assess the
capacity of human resources in terms
of both theoretical understanding and
practical application.
Employee skills can be assessed before
and after participating in the training
program for comparison.
It is possible to rely on external factors
such as company performance or
training program costs to give the most
objective assessment.
Disadvantages The capacity of human resources can
only be assessed in theory because it
has not been applied in practice.
In many cases, the theory is very
well grasped, but in practice, it does
not achieve high efficiency and vice
versa.
The relationship between company
performance and training program
effectiveness may not be true in many
cases due to the influence of many
other objective factors.
 Therefore, it is necessary to have a combination of the two methods above to
provide the most objective and accurate assessment of the training program,
contributing to improving the effectiveness of the training program as well as
improving the quality of the training program human resources.
4.4.4. Assessmentaofatrainingalevels
Conductingaaatrainingaeffectivenessaassessmentaisathealastastepainatraining.aThisaassessment
ahelpsaenterprisesatoameasureatheaeffectivenessaofatheatrainingaphaseaandaatatheasameatimeato
adetectatheashortcomingsaandaitsacausesasoathatacorrectionsacanabeamadeatoaachieveabetter
aresultsainatheanextaperiod.aTheaevaluationaofatrainingaeffectivenessacanamainlyabeaconducted
ainatheafollowingaways:

16
 Collectaopinionsaofaparticipantsainatheatrainingacourseaofatheaenterpriseathrough:
aquestionnaires,ainterviews...
 Evaluatearesultsaafteratestsaandaexams.
 Observationaofaworkersaperformingatheajobacomparedatoabeforeatraining.
 Comparedawithapeopleawhoaareanotatrainedainatheasameaposition.
 Collectaopinionsafromasuperiors,adirectamanagers,ahumanaresourceamanagement
adepartment,acolleagues,...aaboutatheapeopleabeingatrained.
5. FACTORS AFFECTING THE EFFICIENCY OF TRAINING AND
HUMAN RESOURCES.
5.1. External factors of the business
Today,athereaareamanyaexternalafactorsaaffectingatheaeffectivenessaofatrainingaandahuman
aresourceadevelopment.aItacanabeamentionedathataasatheacountry'sasocio-economic
adevelopmentaisaincreasinglyadeveloping,apeople'salivingastandardsaareaincreasing,atheaneed
atoastudyatoaimproveaknowledgeaandaskillsaisagettingabiggeraandabiggeratoaearnamoreaincome
ameet more needs of life.
Onatheaotherahand,ainatheacompetitionaforajobs,aworkersapayatooamuchaattentionatoatheir
aqualificationsabutadoanotaattachaimportanceatoaskillsaacquiredathroughatrainingaand
adevelopment,atheiraactualaworkingaability.aThus, reducing the training and development
efficiency of the enterprise.
Scienceaandatechnologyaareadevelopingamoreaandamore,athereaareamoreaandamoreanewaand
amodernaformsaofalearningaandatrainingamethods,amakingatrainingaefficiencyamoreaandamore
aimproved.aAndathereaareamanyafactorsaaffectingatrainingaeffectivenessasuchaasatheaState's
apolicyaonatrainingaandadevelopmentaprograms.aInaouracountry,asoafar,aweaonlyatrainaengineers
awithaaalotaofatheoryabutado not train technologists with practical college degrees.
Therefore, these engineers entered the field of technology management very awkwardly,
needing more training in practice to take on the job.
5.2. Organizationalafactors
First,aweamustamentionatheaCompany'sapolicyainatrainingaandadevelopingahumanaresources.aIf
atheacompanyahasaguidelinesaandapoliciesainterestedainatraining,

17
Trainingaandadevelopingahumanaresourcesawillabuildaaateamaofaqualifiedatrainingastaffato
aundertakeatrainingaandahumanaresourceadevelopmentainaaatimelyamanneraeffective.
Regardingatheaexpensesaforahumanaresourceatrainingaandadevelopment,aifatheacompanyahas
asignificantainvestmentsainarenewingateachingaandalearningaequipment,ausingamodern
aequipment,aandalearningatools,aitawillaimproveatheaeffectivenessaofatrainingaandahuman
aresourceadevelopment.aAtatheasameatime,atheatrainingapolicyamustabeaassociatedawithathe
apolicyaofarecruitingaandaemployingapeopleaafteratraining.
Interactionabetweenatraininga&adevelopmentaandaotherahumanaresourceamanagement
afunctions.
5.3. Factorsabelongingatoatheaindividualaemployee
Theafactorsabelongingatoatheaindividualaemployeeathataaffectatheaeffectivenessaofahuman
aresourceatrainingaareatheaemployee'saeducationalevel,atheaemployee'saawarenessaandaattitude
aofawantingatoaimproveatheiraqualifications,ahealth,aTheafamilyasituationaofaemployeesaalso
ahasaaasignificantainfluenceaonatheaeffectivenessaofatrainingaandahumanaresource
adevelopment.
Thus,atrainingacanabeaseenaasaanaimportantahumanaresourceadevelopmentamethod,aa
afunctionalaleverainahumanaresourceamanagement.aHumanaresourceatrainingaisacloselyarelated
atoatheadevelopmentaprocessaofaenterprises.aTrainingatoaimproveatheaachievementsaof
aenterprisesathroughatheatargetsaofaprofit,arevenue,amarketashareathatatheaenterpriseaoccupies;
aincreaseatheaadaptabilityaofatheabusinessatoaallacircumstances;aimproveainternalaformsaof
atreatmentasuchaasacooperationabetweenagroupsaandaindividuals,atrust,aandasupport,ahelp,
aopennessainacommunicationaandaparticipationatoacontributeawidelyatoabuildingacorporate
astrategyabuilding.

18
6. CONCLUSION
PracticeahasashownathataHumanaresourcesaplayaanaextremelyaimportantaroleainatheaprocessaof
aeconomicadevelopment.aWeamustafocusaonaexploitingaandafullyapromotingaexistingahuman
aresources.aBênacạnhađóahighaoralowaqualityaofahumanaresourcesadirectlyaaffectsathe
adevelopmentaprocessaofasocialaproduction.aDespiteaadvancedatechnologyaandaveryamodern
ainfrastructure,apooraqualityahumanaresourcesacannotasolveatheaproblemaofahighaand
asustainableaeconomicagrowth.aHigh-qualityahumanaresourcesaareaalwaysatheafirstaand
agreatestaresourceaofadevelopmentaandaaadecisiveafactoraforadevelopmentaandahighaeconomic
agrowth.
Therefore,atrainingaandadevelopingahumanaresourcesaisaanaurgentaissueaforaanyabusinessain
atheacurrentamarketamechanism.aAabusinessathatawantsatoasurviveaandagrow,aitaisanecessaryato
aputahumanaresourcesafirst,abecauseapeopleaareaextremelyavaluablearesources.aHuman
aresourceatrainingaandadevelopmentaisaaaveryaimportantajob,aitacontributesatoacreating
aopportunitiesaleadingatoagreatasuccessaofatheabusiness.aOneaofatheatopatasksaofaanaenterprise
amanageraisatoamakeadecisionsainahumanaresourceamattersainaaascientific,arationalaand
areasonableamanner,athatais,atoaknowahowatoarecruit,aemployaandaretainapeople.a...afromathere,
acreatingaaaworkforceathataisasufficientainaquantityaandagoodainaqualityato bring prosperity to
the unit and contribute to the economic development of the country.

19
7. REFERENCES
1. dân, Đ. H. (2021). Giáo trình Đào tạo và phát triển nguồn nhân lực. Hà Nội.
2. Đức, M. (2020, 9 23). Khái niệm đào tạo và phát triển nguồn nhân lực. Retrieved from Công ty
phát triển thủy điện Sêsan: http://sesanhpc.vn/d6/vi-VN/news2/Khai-niem-dao-tao-va-phat-
trien-nguon-nhan-luc-1-702-4303
3. G.Milkovich, J. d. (2002). Quản trị nguồn nhân lực. Nxb Thống kê.
4. Human Resource Management. (2016). University of Minnesota Libraries Publishing.
5. HUYỀN, N. T. (2016). ĐÀO TẠO NHÂN LỰC TẠI CÔNG TY.
6. Tiểu Luận Thực trạng Đào tạo phát triển nguồn nhân lực tại Việt nam. (2020). Retrieved from
Tailieu.vn: https://tailieu.vn/doc/tieu-luan-dao-tao-va-phat-trien-nguon-nhan-luc-viet-nam-
thuc-trang-va-giai-phap-1391903.html

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