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Bài tập cá nhân quản trị nguồn nhân lực – nhân tài và cách giữ chân nhân tài e

Bài tập cá nhân Quản trị nguồn nhân lực – nhân
tài và cách giữ chân nhân tài
Answer: When mentioning concept of talented person, businesspeople and human
resources manager start to focus on attraction and use of talented persons. Every
enterprise wants to own many talented persons despite their understanding of talented
person is still different from each other. In the world, based on McKinsey’s survey, over 75%
of enterprises are always worried about brain-drain. Deloitte’s survey also shows that most
of very first interests of Manager of human resources is retention of the talented. In such a
globalization context, migration of workforce between nations, enterprises is unpredictable
and uncontrollable.
What is talented person? A lot of studies on management of human resources have
mentioned terms of aptitude, talent and talented person. The above-mentioned concepts,
argumentatively and practically, are closely related to the concept of ability. Therefore, to
understand well concept of talented person, we should start from concept of ability.
a/ Ability: Every normal baby when born, not yet educated and trained knows to cry,
smile, act and so on, these are called natural abilities. Natural abilities can meet life demands
in a very limited volume while life is constantly changing, laying out more and more
sophisticated requirements for them. It is these new more and more sophisticated demands
that help shape new abilities thanks to education and training. Trained abilities are shaped on
basis of original natural abilities and are the higher-level form of natural abilities. High level
of ability is called talent.


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b/ Talent: is a set of special dignities, an internal good condition which can shape an
ability to attain the highest performance which can change the society. These performances
are basically still within the existing framework of the human beings at that time.
c/ Talented person: This concept reflects people with excellent knowledge,
professionalism, political ideal and living purposes matching with social tendency as well as
for-society pure driving-force. They do not use their talent for private interest but to further
develop the society, resulting in that they are admitted, respected and glorified as the
righteous talented persons of the country.
According to Hansen (2007), talented persons are the key leaders and employees
driving the corporate ship forwards. Talented persons usually make up few percentage in an
organization but their talent constitutes core value for that organization (Berger, 2004).
Management of talented persons is defined as action and process of identifying
individuals who can create competitiveness for enterprises (Collings, D.G and Mellahi, K.,
2009). Management of talented persons is the subject strongly cared by great deal of

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enterprises. As surveyed by Economist Intelligence Unit in 2006, majority of CEOs spend
20% of their time on issues related to talented person. Evenly, Coston Consulting Group of
America (in a report announced in 2007) supposes that talented person is one of the biggest
challenges in the task of workforce management in European enterprises.
Management of talented persons always goes with strategy planning and therefore
norms of evaluation and use of talented person are developed on basis of core abilities being
or to be used by enterprises (Hoang, 2011). Management of talented persons is interaction
between many different units and procedures in an organization (Cunningham, 2007) and it
happens continuously and actively (Schweyer, 2007). Management of talented persons are to
identify, attract, flourish, motivate and retain ones who can make big successes for the
organization (Laff, 2006). The popular way to manage talented persons is to identify
demands of them and coordinate with them to develop personal development route by
applying policies on transfer and promotion (Lewis and Heckman, 2006: 140).
Based on understanding of talented person in such a context of international
economic integration, attraction, flourishing and retention of talented persons is one of
prerequisites for enterprises to gain sustainability and success.
1/ No company can say I never thirst for talented persons. That is driving-force when
some, or a group of talented persons, coordinate, become the core value, identity and


inspiration for the whole company. However before considering from company’s demands,
we should regard ourselves as the talented persons to understand what they wish the most
when they are looking for a career.
Nothing can discourage those persons than an organization of large scale but
cumbersomeness, high salary but instability, prestigious trademark but poor products, big
workforce but low quality which makes talented persons isolated and overloaded, long
history but downgrading sensitivity in trading environment, etc. In many cases, that can be
difference between noisy and well-known enterprises and small and medium-sized ones who
are sparing no effort to better themselves.
As an enterprise, you should find out a private way, not copied, to advance. We have
not yet had any prosperity and fame but we have energy to create our own momentum. To
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attract talented persons, even the big talented, small companies should prove their
Effectiveness and Perspective.

2/ It should not be empty words in an employment interview or the impracticable
perspective popularly seen at small companies during very first years of establishment and
development. It is that these companies should make themselves become a place of prestige
and trust. They should prove that they are advancing with their own products, innovation
and they can bring benefits to most of users. Let the talented see that this is a healthy start of
your company because no one will be committed to a company if that company does not
show any strength or pre-eminence in the way it develops products.
The perspective to become a big fish in a pond which is temporarily small will be
strongly attractive to the talented. Strength of small and medium-sized companies is that it is
easy to create a more direct empowerment mechanism, promote projects more rapidly, single
and personal voices are considered more carefully, and importantly, the talented is not
regarded just as a screw in a machine, a merely paid employee but a potential master of that
company with the role of a key shareholder in future.
Based on our experience in developing a good environment for small and mediumsized enterprise in recent years, it should consist of truly-general skills, from effort of
evaluation on basis of practical market status to continuous flourishing of ambition fire,
from collective support and solidarity to development of equal and democratic mechanism
for everyone. And above all, there should be a like-no-other nature only seen at the company.

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It is impossible to attract the talented if that is the company of normal products only
regardless of whatever quality.
3/ Use of managerial talented person is different from use of creative talented person.
Both of them are decisive to the company’s development. A company will be stable and
developed if it can maintain the balance between mentality and emotion and act as a creative
entity. A managerial talented person will help develop a process, professionalism,
synchronization and standardization, etc – so that the company can produce standard and
professional products. A creative person will mark the product, create breakthrough in terms
of aestheticism, high rank for clients and will also act as an endless inspiration to find out
new contents and manners for the enterprise. Understanding these factors of the talented
who are working for the company, assigning them to the positions which can promote their
best, being sensitive to their characteristics and so on are the arts in a flexible organization
and it requires the user of talented persons to be life-experienced, discerning and upright
in behaving.
Our biggest issue, related to specific features of publication sector, is that the talented
is compared as stars in the morning. Finding them is very challenging because the cultural
market is too small in terms of revenue and material value, leading to the fact that only the
ones with artistic characteristics and passion have strong attachment to this sector. In many
cases, there is no choice for publishing companies. That smallness also places a big impact
on professionalism of the workforce. Owning many talented persons results from a
Company’s long process of foundation development. Nha Nam wants to develop strategies
for the capable persons only via an internal harmonization. Working environment tends to be
reproductive and highly-supportive to employees, however for the talented, they will be
provided direct and continuous ways to renew themselves and access a bigger market.
The capable person should be placed under a special driving-force for further
development. Whatever equal the company environment is, that team of talented persons
should be regarded as the most precious stone.
Recruitment of talented persons: There still exists an irrationality in Vietnam’s
senior labor market: many candidates have outstanding degrees or experiences but

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employers still say about shortage of key positions within their own management board.
Numerous of employers are dazzled by educational achievements and attractive appearance
of candidates, making them ignore hidden factors which indicate unmatch between
candidate’s characteristics and job nature. Both leaders and employees are pushed to a
dilemma after a period of cooperation due to this unmatch. For the manager, assigning an
employee to wrong position will lead to undetermined risks because, mentioning the worst
consequence, that employee cannot fulfil his/her strength to create the highest benefits for
the company, or that employee may feel bored, leading to his/her leave, evenly financial loss
and damage.
To avoid this, the office of human resources should prepare tests for each of positions
in order to identify strength, weakness and suitability of the candidates.
Retention of senior staff: It is said that high salary and bonus are always
“traditional” solutions to keep the talented. In fact, those are not unique. Many enterprises
are placed under a worry that the talented still leave in spite of their so high salary in
comparison with the basic salary. Practically, most of senior staff do not work for money
only.
Understanding their expectations and wishes related to their career or life will give
enterprises chance to retain them for long time.
It is difficult to provide a general solution to the issue of retention in such a present
economic context. Below is some hints for our reference:
1. The talented wants to be respected: the leader should discuss straight and
popularize clearly trading goals and plans, especially during crisis time. When having agreed
with the trading plan, the talented will gather their knowledge to improve work quality, make
valuable suggestions to help the enterprise meet goals effectively and qualitatively.
2. The talented expects that their contribution and effort should be recognized and
respected: valuation, recognition and commendation of achievements of the talented should
be always considered in any economic circumstance. With limited budget in difficult time,
the enterprise may still recognize achievements and contributions of the employees in

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flexible ways. For example: flexible working time, dinner for extra-time employees, more
days of yearly leave, etc.
3. The talented cares much about chance to higher standard and their occupational
plan: as mentioned above, the talented usually identifies him/herself with the enterprise with
professional environment and chances to further knowledge and development. Overseas
sight-seeing – study courses may not be suitable at present but on that basis the enterprise
can keep training at much lower price by organizing courses right at the offices or discussing
for lower price with the domestic training units. A solution targeted by multi-nation
enterprises is to set up online courses or distant training courses for international special
curricular. By this way, training price is reduced significantly while chances for employees
to access and own international degrees are available. With effort and solutions to keep
training even in such difficult time, the enterprise can maintain its prestige and commitment
to workforce training and development in the labour market.
4. The talented wants to make him/herself anchored to the enterprise with good
trademark and prestige: it might be an overseas or domestic company; or a large-scale
company or a prestigious non-profit organization. For this reason, the enterprise should
always focus on protecting its fame by good quality of products and professional working
environment to retain the talented in such challenging time and attracting more excellent
ones when the economic status gets restored.
In conclusion, finding the talented is difficult, retaining the talented is even more
difficult. With smart thinking, powerful characteristics, the talented can criticize and will not
make him/herself easy to agree with the not-persuasive issues. At the same time, he/she
always regards his/her “Self” higher than personal rights, therefore, salary is not the
prerequisite. Thus, it requires us to understand that to create a working environment which
can make them feel that they are respected, encouraged to promote his/her creativeness,
helping them attain personal ambitions, so the employers will have their accompany on the
way to success and prosperity.
After 15 years of attraction policy, Da Nang City has received 1034 applicants from
university level to work at the city's agencies and organizations, consisting of 13 doctors,

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224 masters and 806 bachelors. There are 45 applicants from other countries, accounting for
4.3%. Based on statistic data, female makes up a higher ratio at 55% and their effort is also
more appreciated with the ratio of 65% appointed. The attracted staff is assigned equally to
the city’s agencies and organizations, about 79% at departments and sectors; 9% at districts
and 12% at communes and wards. This is a noticeable addition to the human resources to
serve for socio-economic development in Danang City in recent years.
In 2010, coming back from a study in Japan, Dr. Vu Thi Bich Hau is appointed as the
Vice Director of the Center for Bio-Technology under Danang Department of Sciences and
Technologies via the talented calling program. 02 years later, Dr. Hau is promoted to Vice
Director of Department of Sciences and Technologies. This is just one of great deal of the
talented working for Danang City having been promoted after significant effort and
contribution. As said by Dr. Hau, Danang's calling policies are effective with good
conditions for the staff to have a stable life right at the beginning. More importantly, the
labor environment is expanded then without any envy, laying out foundation for the talented
to fulfil fully his/her abilities.
Mr. Dang Cong Ngu – Director of Danang Department of Internal Affairs said, with
15 years spreading out red carpet, 1,034 applicants have been attracted to the city, including
13 doctors (1%), 224 masters (22%), the remaining is bachelors. Seen from the assignment
statement, 79% of them are assigned to the departments and sectors; 9% to districts; 12% to
communes and wards; especially about 20% to various positions. Based on a survey of
quality of the attracted applicants, 78% are valuated capable to adapt faster than other ones
with same level and senior. In addition, regarding the survey on working performance, 90%
of the attracted ones at least meet requirements, with 46% ranked fair. For preferential
policies for them, Mr. Ngu supposes that it is higher than other ones and ones in other
provinces, for example they are supported at least VND 15 million once, with the monthly
allowance of VND 1.5 million, consisting of accommodations and so on. However, this
support is still not sufficient, timely, particularly the accommodation policy.

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Mr. Bui Van Tien suggests solution to attract the talented for Danang
New way of attraction: As said by Mr. Ngu, there will be 01 to be appointed in
every 05 attracted ones, recognizing their best effort. However, some of them still show bad
skills and are not modest. In the time to come, the city will target leading experts who can
gather the talented into groups and at the same time give priority to specific positions by
public examination. Further more, the City is also developing a general policy for all of
attracted ones to replace many current ones.
It should be active in attracting the talented but not just sit and wait for them to come.
It seems to be difficult to find out the talented but more difficult to use them effectively.
There should be a so balanced policy that the future talented and existing talented persons do
not envy each other but share hands to develop a friendly environment for the city’s
development. The Vietnamese is usually excellent if individually but will get to argument if
collectively. How to renew way to group the talented so that big and breakthrough intelligent
products will be produced is very difficult. It is also effective to organize examination-based
appointment for the excellent ones to prove themselves right at the beginning.
In other hand, policies to call the talented should be diversified. Making contributions
to Danang does not necessarily mean we should call them to Danang and then pay them
houses, salaries and so on. We should expand so that ones in Hanoi, Ho Chi Minh City or
other countries are still citizens of Danang and still make profits for Danang via their
intelligence. Also according to Mr. Bui Van Tieng, we are just "giving space" to welcome the

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talented but not yet “closing space” to empty ones. For this reason, the selection mechanism
should be also required. Mr. Tieng added, the most important thing to call the talented is to
create an attraction which is big enough. Specifically, Danang should be renewed to become
a truly-worth-to-live place without any instability, envy, economic declination, etc. At that
time, we do not need to invite will the talented come.
From the above mention, we can see that to retain the talented for the units,
companies, etc, the solutions should be as below:
1/ Employees fully match with jobs: You should consider passions, level, skills,
experience, driving-force and ambitions of your employees. It is not enough if only paying
attention to match between their skills and jobs.
For example, if you see that an employee is suitable to a new field of the company
but he/she has no passion for this field, you will place a negative impact on both the
company and that employee. He has no driving-force to the new job and may leave the
company under some pressure, meaning that the company has not yet taken full advantage of
his talent.
2/ Underlining importance of employee: Employees will have strong attachment to
the company if they see they can make contributions for the company's further development.
Therefore, you should talk to them about their importance and necessity regarding the
company’s long-term plans and strategies.
3/ Raising attractive challenges: Overfavouring or “overindulging” the employees
with simple tasks may make them feel bored, then, their creativeness, interest and drivingforce will be declined. It is suggested to provide them attractive challenges as a project in a
new field which they are interested in or in a shorter term.
4/ Recognizing and awarding: Faith of an employee is not completely attributable to
money. Sometimes, they need an encouragement and praise in front of others than an
envelope of money. You should find out different ways of praising which meet their taste for
them to feel respected and stir their strong attachment to the company.
5/ Developing and nursing good relationship with employees: Positive relationship
with employees both in business and in life is a key factor for you to win their trust and

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commitment. Therefore, in addition to business, you should care and share with your
excellent employees happiness and sadness in the daily life. Caring balance in work – life of
employees. Although employees are compared as “a chicken to give gold eggs”, you should
not abuse or force them to work severely. Don’t forget that everyone has their own life
outside the office and employees will highly appreciate if you respect their private life.
Connecting employee’s contributions to their goals. As a leader, you should know what your
employees treasure? What is driving-force to promote their full abilities? Promotion, higher
salary or personal passion, etc? On that basis, you can connect their jobs to their goals for
them to feel that they can meet their goals if having strong attachment to this environment.
References:

- Policies on attracting excellent bachelors, young scientists to the State’s
agencies – Ministry of Internal Affairs.
- Seminar of Human Resources Administration during economic recession:
Challenges and Solutions at Golden Palace Conference Center (Dong Nai).

- Workshop for Assessment of 15-year policy on human resources attraction by
Danang City

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