PROGRAM TITLE: BTEC BUSINESS

UNIT TITLE: HUMAN RESOURCE MANAGEMENT

ASSIGNMENT NUMBER: …………02………………………

ASSIGNMENT NAME: ………………02…………………….

SUBMISSION DATE: …………1/10/2021……………………

DATE RECEIVED: …………………………………………….

TUTORIAL LECTURER: VO THI HANH DUNG

WORD COUNT: ……………………………………………..

STUDENT NAME: NGUYEN MINH NGOC

STUDENT ID: BKC 1935

MOBILE NUMBER: 0394033049

Summative Feedback:

Internal verification:
TABLE OF CONTENT

EMAIL TO BOARD OF DIRECTOR 4

MEMO TO STAFF 6
LEGAL GROUNDS 7
LABOUR UTILIZATION PLAN 9

MEETING MINUTES WITH HR DEPARTMENT 10

AGENDA 1 10
Discussion 11
Action 12
AGENDA 2 10
Discussion 12
Action 12
AGENDA 3 12
Discussion 12
Action 13
CONCLUSION 14

REFERENCES 15
I. EMAIL TO BOARD OF DIRECTOR

Dear Members of the Executive Board

On behalf of the HR Department of Google, I am writing this email to discuss recent HR issues
and give some advice on how important it is to keep a good relationship with our employees is a
good tactic for handling related issues to decide to dismiss.

BACKGROUND:

In this market environment, the firm has not been performing well. Therefore, the Board of
Directors is planning to reduce the workforce by half. The decision by the Board of Directors
would most likely lead to staff discontent as well as confusion about our future activities. This
email would also address the reasons why the decision will not be helpful.

ANALYSIS

First, we will have positive reasons for establishing strong relationships with employees. The
first reason is that the company should respect the opinions of employees by distributing monthly
surveys for reference ideas, suggestions from staff. This causes employees to tend to be more
satisfied and respected, resulting in more productive work and increased overall productivity of
the organization. From there, there will be more ideas and new business solutions for the
company as well as improving the company's quality and environment. (Susmita Sarma, 2020)

Next, the company should create a friendly working environment to help them work efficiently,
avoid controversy, reduce conflicts, and work towards a common goal. (Susmita Sarma, 2020)
Specifically, the business needs interactions that create a close relationship with employees by
having team building activities, and from those days, team building gives employees the energy
positive amount. Therefore, they will be motivated to work harder or to stick for a longer-term,
so that sales and profits of the company can increase.

The third reason, the company has a suitable reward regime based on employee's performance
and indicators and a separate praise policy when employees complete the tasks, targets assigned
by the company as well as the main book to help employees when they do not meet targets to
help motivated employees to work more. Thanks to the bonus of revenue, employees will be in
good spirits to complete projects and work later. (Susmita Sarma, 2020)

Besides, employers need to embrace equality for the employees; the company can create a sound
and efficient workforce that is vital for any business success. At the same time, it is not advisable
to distinguish the gender, race, age, and health of the employees in the company because it will
worsen the relationship from which the employee can go on strike, the company's turnover rate
will decrease.

The fifth reason, the company needs to have benefits, take care of the health of the employees by
paying social insurance, organizing sports festivals, and so on. From there, new employees have
stable health to dedicate and contribute to the company in the long run.

Along with enhancing the health of employees, the company also needs solutions to relieve
employees, reduce stress for employees with entertainment activities, snacks, reducing overtime,
and health care. Because the balance between work and life will help employees have a
comfortable working spirit, easy creativity, and long-term commitment to the company.

In terms of restrictions, needless disputes between staff and the company need to be eliminated,
thereby preventing controversies, negative ratings of firms on social networks so that the
reputation of the company is still preserved at a good level.

Besides, it is also necessary to avoid prosecution when employees are not satisfied and sue the
company, which is also to keep the company image.

Finally, the company should stop disgruntled workers contributing to demonstrations and strikes
as it would severely hurt the company's image, lack of business, loss, and decrease in company
revenue, incurring expenses as the lengthy recruiting process when employees resign. (Susmita
Sarma, 2020)

In conclusion, there are several reasons why it is beneficial to keep good employment relations
policies such as increased motivation, loyalty among employees, increased productivity of an
organization, and so on.
The above are the reasons why the company should keep the relationship with the employees
that you give to the company to keep the image and increase the employee's revenue and
productivity to a minimum.

Thank you for your time and consideration.

Yours sincerely,

Head of HR Department.

II. MEMO TO STAFF

MEMORANDUM: ANNOUNCEMENT OF POTENTIAL LAYOFFS

From: HR Department

To: All Employees

For Approval: CEO, COO, CFO, CIO, CMO, and CTO

The COVID-19 pandemic is changing the world, affecting directly the international economy
and trade. As expected, the impact of the pandemic has significantly affected the economic
development of businesses. The decline in sales and business performance caused the company
to face difficult personnel decisions, including layoffs or cutting wages.

Sometimes it is of paramount significance that we undertake certain actions to restructure the

tasks for our company sustainability. We see that one unavoidable move is to let go of a portion
of our workers after finding solutions from a variety of outlets, such as trade unions, customers,
creditors, and consulting companies. Therefore, we need to announce this decision as soon as
possible as its effects can be enormous and long-lasting for each of the workers and your families
and friends.

Starting 25 January 2021, we must eliminate 30% of positions. The reduction in force will be
based on business necessity by job category and then by performance ratings within the job
category. We will provide you details on which job categories are affected in the Labour
Utilization Plan below and will meet with individual employees whose positions will be
eliminated by the end of this month.

1. LEGAL GROUNDS

When implementing this downsizing decision, we have to follow the legislations of each country
where local employees are affected. For example, to cut down all businesses in Vietnam, we
follow their 2019 Labour Code, particularly from article 42 to article 48.

Because the company is implementing the employee reduction policy, in case of economic
reasons affecting jobs or risk of job loss, employees must be laid off. If you work or more, the
employer shall perform the obligations prescribed in Article 44 of the Labor Code. Reference to
Article 44 of the Labor Code 2012 has provisions on this matter as follows:

“- In cases where many employees are in danger of losing their jobs or their jobs due to
economic reasons, the employer must develop and implement an employment plan by Article 46
of This Code.

In cases where the employer is unable to resolve the job but has to let the employee quit his / her
job, he/she must pay the job loss allowance to the employee according to the provisions of
Article 49 of this Code.

- The termination of jobs for many employees as prescribed in this Article can only be conducted
after consulting with the representative organization of the labor collective at the grassroots level
and 30 days in advance to the house management agency. The labor force at the provincial level.”

(Nguyen Thi Kim Ngan, 2019)

According to article 46: Severance allowance

“1. In case an employment contract is terminated as prescribed in Clauses 1, 2, 3, 4, 6, 7, 9 and

10, Article 34 of this Code, the employer is responsible for paying severance allowance to the
employee who has worked on a regular basis for a period of at least 12 months. Each year of
work will be worth half a month’s salary, except for the cases in which the employee is entitled
to receive retirement pension as prescribed by social insurance laws, and the cases specified in
Point e Clause 1 Article 36 of this Labor Code.
2. The qualified period of work as the basis for calculation of severance allowance shall be the
total period during which the employee actually worked for the employer minus the period over
which the employee participated in the unemployment insurance in accordance with
unemployment insurance laws and the period for which severance allowance or redundancy
allowance has been paid by the employer.
3. The salary as the basis for calculation of severance allowance shall be the average salary of the
last 06 months under the employment contract before the termination.
4. The Government shall elaborate this Article.” (Nguyen Thi Kim Ngan, 2019)

According to article 48. Responsibilities of the parties upon termination of an employment

contract
“1. Within 14 working days following the termination of an employment contract, both parties
shall settle all payments in respect of the rights and interests of each party. In the changes in the
organizational structure, technology, or changes due to economic reasons, such period may be
extended, but shall not exceed 30 days.
2. Priority shall be given to payment of the employees’ salaries, social insurance, health
insurance, unemployment insurance, severance allowance, and other benefits under the collective
bargaining agreement and employment contracts in case of shutdown, dissolution, or bankruptcy
of an enterprise or cooperative.
3. The employer has the responsibility to:
a) Complete the procedures for verification of duration of participation in social insurance and
unemployment insurance, return them and original copies of the employee’s other documents (if
any);
b) Provide copies of the documents relevant to the employee’s work if requested by the
employee. The employer shall pay the cost of copying and sending the documents.” (Nguyen Thi
Kim Ngan, 2019)

As seen from above, we must discuss this coming layoff with the representatives of the entire
workforce.

Contractual obligations
Other than the Labour Code, the termination is also bound by terms and conditions listed out on
each of your labor contracts.

2. LABOUR UTILIZATION PLAN

According to the plan, there will be 1.324 employees whose labor contracts are terminated, 340
employees expire of the labor contract, 125 employees voluntarily terminate the labor contract,
158 employees Terminate the labor contract with other reasons as prescribed by law, 143
employees the excess must terminate the contract.

As this plan involves a great number of employees and their families, we plan to implement it in
several phases. We will give potentially dismissed workers a notice at least 45 days in advance
for those with indefinite contracts and 30 days with definite contracts, pursuant Vietnam's Labor
Code. .

We have always valued and continue to value the contributions of all our staff and deeply regret
the need for this action.

Sincerely,

HR Department.

III. MEETING MINUTES WITH HR DEPARTMENT

DATE: 13 January 2021

TIME: 4 pm on Tuesday

LOCATION: Room 1B33, Mountain View, California, United States

MEMBERS PRESENT: Prof. Sundar Pichai (Chair), Ms. Lisa Roberts (Vice-Chancellor and
Chief Executive), and Ms. Ruth Porat (Chief Financial Officer)

MEMBERS APOLOGIES: Ms. Bernita Jamison (Director, Employee Relations), Ms. Toya
Hardison, MBA (HR Leader), and Ms. Ariana Tortorici (Head of Americas/ Employee
Relations)
GUESTS: Ms. Eileen Naughton (Director of HR) and Ms. Kathryn Hall (Vice President/ Legal
and Head of Corporate)

REASON FOR THE MEETING: The meeting was held for 3 main purposes. The first is
outlining the existing corporate relations policies, followed by the legal basis for the layoff
process including the Labor Law, the Social Insurance Law, and finally the steps to bring the
business. the company's business returns to normal.

AGENDA 1

OUR CURRENT EMPLOYEE RELATIONS PRACTICES

As far as the company's current employee relationship management situation is concerned,

Google senior managers have been doing well in their roles. Managers create high trust with
employees, are willing to put their trust in employees to create creativity, efficiency, and
satisfaction in work. Google responds to the needs of its employees by ensuring amenities, wages,
and work-life balance, and the company understands that employees need support in every aspect
of their lives to be successful at home the highest level. The company also focuses on employee
happiness and maintaining productivity. We offer employees a variety of perks, including free
meals, free health and dental care, travel allowances, nap rooms, entertainment areas, and more.
This will reduce debate and tragedy and create a fun and productive workplace. Thanks to an
effective employee relationship management plan, Google has operated extremely smoothly and
developed.

However, Google still has many shortcomings that cannot be completely fixed, such as gender
discrimination or the fact that the company has been accused of illegally tracking employees,
leading to protests from employees that cause a bad image for Google. To solve the problem
quickly, the company acted without careful consideration by terminating the contract and
illegally surveying employees. Therefore, Google was sued for violating the labor law, and the
employees no longer trusted the company and lost a large number of excellent employees. This
time, the mass layoff will have to be done with extra caution to avoid any prosecution because
we have learned from our mistakes. The steps we take would be as followed:

- Step 1: Select employees for layoff

 - Step 2: Avoid adverse action/Disparate impact
- Step 3: Review Labor Code, Law of Social Insurance
- Step 4: Determine severance packages and additional
- Step 5: Conduct the Layoff session
- Step 6: Inform the workforce of layoff

To help employees overcome a job loss crisis POPS needs to incorporate several components,
including severance packages, mental support, training, skills training, career transition services,
and fairs jobs.

The first part of a workforce plan is to prepare individual termination arrangements for each
person, to meet face-to-face with employees to present and review their severance packages.
This is an important step that allows each employee time to privately discuss their resignation.

Next is staff morale support and training. Building support to address the emotional aspects of
losing a job is an important part of the plan. The strategy is to provide emotional support to the
team throughout the process, especially during the first few days after the announcement by
bringing company employees and family support programs in person problem. (Glenn St. Onge,
2018) The second part of mental support involves using the company's strong coaching culture to
support the team. To be most effective, the coaching team needs to deal with what they are
experiencing with regard to dismissal notices before assisting others. To help with this, Google
needs to hold a conference with the internal coaches two days after the announcement.

The third plan is Career transition services. For most employees, it had been years since they had
looked for work. To prepare them to re-enter the job market, we brought in an external career
transition company that provided a variety of services, including: career coaching, resume
writing and interviewing skills workshops, sessions on updating a LinkedIn profile, sessions on
starting your own company and negotiating job offers. (Glenn St. Onge, 2018)

Finally, Google should hold a job fair directly for its employees. With recruiters involved, this
will allow team members to have direct access to a wide variety of companies and lead to more
employees having new job opportunities.
AGENDA 2

CURRENT LABOUR LAWS REGARDING LAYOFF

Discussion

When executing a mass layoff, several legal risks need to be considered as the action is bound by
several laws and regulations. For example, in the Vietnamese market alone, the two most
important laws are the Labour Code and the Law on Social Insurance, which covers our
responsibilities when terminating labor contracts.

Below are the required documents in the application for unemployment benefits, including:

- Application for claiming unemployment benefits

- Social insurance book
- The decision to quit the job or the labor contract expires
- Identity Card or Citizen Card
(The process of implementing social insurance regimes, n.d)

Action

As the layoff may have several negative effects on the company’s image and also is required to
be well-planned in advance, we may need at least 2 months to plan and give the employees
potentially sufficient notice (required 45 days for indefinite contracts by the Labour Code). The
first action would be establishing a committee responsible solely for legal compliance during this
layoff. The second step to be done would be finding the sources of funds to pay the required
allowances and insurances. This might need tremendous support from the Finance department.

AGENDA 3

SOLUTIONS TO RESUME BUSINESS

Discussion

Bringing work back to normal requires a significant amount of work from the rest of the
workforce. During the meeting, we discussed several business-related difficulties that we will
have to overcome in the short-term, mid-term, and long-term.
First of all, the companies invest a lot of time and resources into hiring and training employees.
Also, the longer an employee is with a company, the more information, and skills they can
acquire. Therefore, when employees are laid off during the downsizing process, they lose the
employee’s knowledge, experience, and expertise. Besides, downsizing companies typically do
not hire new employees, which means there will be a void instead of a replacement.

Next, when companies downsize, gaps within the workload are created. (Effects of
Organizational Downsizing, n.d) In addition to their current responsibilities, the extra
responsibilities can create stress and pressure on remaining employees and negatively affect the
team's morale and motivation. Also, there is little time left to learn a new skill or expand their
current knowledge base when employees are bogged down in their day-to-day work duties. This
can create a stagnant work environment and stunt current employees’ growth potential. (Effects
of Organizational Downsizing, n.d)

The third problem, the other employee, although not being cut jobs, knowing that their company
is willing to lay off employees to cut costs can be a worrying perception. This causes employees
to lose trust in management and lose their comfort in securing jobs.

About the legal issues, if employees that were laid off feel as though they were laid off due to
discriminatory reasons, they may have grounds for a lawsuit. Legal consequences are not
guaranteed in all downsizing situations. (Effects of Organizational Downsizing, n.d)

Eventually, when a large number of employees are laid off, it can affect customer relationships.
If fewer people are employed to handle their customers and accounts, the customer experience
will suffer. These can lead to a loss of profits and customer satisfaction. (Effects of
Organizational Downsizing, n.d)

Action

This part involves talking to managers and agreeing on the next business strategy with the
limited resources and drawing a new plan on rewarding those who survive the layoff and on
motivating them to continue to contribute to the company operations.

First, POPS needs to demonstrate that they value the rest of the staff. POPS needs to talk to each
person individually to let them know why and how they are valued, emphasizing their
contribution to the overall performance of the activity. Because we don't want survivors to feel
like they're victims. It is also a common phenomenon because survivors will likely have a variety
of work to do and different jobs to learn. (SUSAN M. HEATHFIELD, 2020)

Next, the business needs to train managers in their ability to listen to their employees and
provide appropriate support in encouraging employees to focus on what they can control, instead
of what lies beyond their control. (Emily Elder, 2020) This subtle change of attitude increases
productivity as employees learn to work on their creative solutions and develop expertise instead
of worrying about what might or can't happen in the future.

Not only that, right after layoffs, POPS shifts your focus from downsizing your business to
creating a productive workplace that encourages thoughtful innovation. The rest of the
employees and managers will need to find a way to modify the process and redistribute the
workload. (Emily Elder, 2020) Encourage employees to continue pursuing career development
and building their skills as a way to align their interests and career passions with the evolving
needs of the business.

Finally, the company should have long-term programs in place to address the effects of layoffs
on employee productivity and satisfaction. (Emily Elder, 2020) Three months may be a good
time to schedule a joint meeting to discuss the company's condition and plans for improving
financial success. Having a plan and implementing specific actions can help reduce productivity
loss and increase the level of confidence among those who stay. Open and honest
communication creates a more positive environment that encourages employees by showing
appreciation for their contributions, providing transparency in the business environment, and
encouraging personal development. (Emily Elder, 2020)

CONCLUSION

HR is an essential role, not only in terms of maintaining staff relationships but also in enforcing
the necessary policies for the organization to continue to work and ensuring that all workers and
employers have legal rights.

MINUTES PREPARED BY

Head of HR Department.
IV. REFERENCES
dp.ctu.edu.vn, The process of implementing social insurance regimes, dp.ctu.edu.vn, viewed in 5
January 2020.
<https://dp.ctu.edu.vn/quytrinh-cong-tac/10-quy-trinh-thuc-hien-cac-che-do-bao-hiem-xa-
hoi.html>
Emily Elder, 5 ways to keep employees productive before, during and after a layoff, Randstad
risesmart, viewed in 5 January 2020.
<https://www.randstadrisesmart.com/blog/5-ways-keep-employees-focused-during-after-layoff>
Glenn St. Onge, Viewpoint: How to Conduct Layoffs with Heart, SHRM, viewed in 5 January
2020.
<shrm.org/resourcesandtools/hr-topics/talent-acquisition/pages/viewpoint-how-to-conduct-
layoffs-with-heart.aspx>
Lumen learning, Effects of Organizational Downsizing, Lumen learning, viewed in 5 January
2020.
<https://courses.lumenlearning.com/wmopen-humanresourcesmgmt/chapter/effects-of-
organizational-downsizing/>
Nguyen Thi Kim Ngan, The Labor Code 2019, Nhan Kiet, viewed in 5 January 2020.
<http://nhankiet.vn/vi/r2579/The-Labor-Code-2019--Effective-Jan-01-2021.html>
SUSAN M. HEATHFIELD, Motivating Employees Who Remain After Layoffs, The balance
careers, viewed in 5 January 2020.
<https://www.thebalancecareers.com/motivating-downsizing-survivors-1918593>
Susmita Sarma, Importance Of Employer Employee Relationship In Companies,
blog.vantagecircle, viewed in 5 January 2020.
<https://blog.vantagecircle.com/employer-employee-relationship/>
 V. APPENDICES

GOOGLE AG The SOCIALIST REPUBLIC OF VIETNAM

-------- Independence - Freedom - Happiness
----------------

METHOD OF USING LABOR

I. General characteristics
Enterprise's name (1): ……………Google LLC…..…….………..…………
Date of the establishment (2): ……………………. 04/08/1998.……………………….…
Certificate of business registration number (3):……………………………..
Address (4): …………Mountain View, California, United States………………………
Industry and fields:……………………Internet…………………………………….
Form of rearrangement (5): ………Economic reasons……………………………………
Advantage: …………………………………….…………………………………
Hard: …………………………………………….…………………………
II. Plan of employment
(6)

TT Content Total Note

I Total number of employees before arrangement 12.000 People

1 Total number of employees 10.000

a Male 5.746

b Female 4.254

2 Number of employees working under labor contracts (labor 8.324

 contracts)

a Employees working under labor contracts with an indefinite 5.302

term

b Working under a labor contract with a definite term from 12 2.320

months to 36 months

c Seasonal work or a specific job for less than 12 months 702

3 Number of employees who are stopped working 1.000

4 Number of employees who are taking leave to enjoy the social 2.645
insurance regime

a Pregnancy 442

b Sick 325

c Labor accident, occupational disease 232

5 Number of employees on unpaid leave 1.500

6 Number of employees who are postponing the implementation 1.478

of labor contracts

a Military service 450

b Being held in custody and temporary detention 0

c Putting it into reformatory schools, educational establishments 0

d Pregnant female worker 136

e Negotiated by both parties 8.324

7 Labor is not required to sign a labor contract 1.676

II Plan of using labor People

1 Total number of employees continue to use 7.000

a Number of employees continuing to use 7.000

b Number of employees sent for retraining to continue using (if 1.200

any)

c Number of employees who change to part-time jobs (if any)

2 Number of employees whose labor contracts are terminated 1.324

a Expiration of labor contract 340

b Voluntarily terminate the labor contract 125

c Terminate the labor contract with other reasons as prescribed 158

by law

d The excess must terminate the contract 143

3 Number of employees retired 468

III Funding for implementation VND

1 Total cost (expected) 19 billion 237
million

a 2 billion 400
Funding for retraining million

b Funding for payment of severance allowance 600 million

c 13 billion 240
Funding to pay job loss allowance million

d Funding for other regimes 2 billion 997

million

2 Funding

(List attached)

Director …Ha Noi…, date 28 month 12 year 2020

(Sign, write full name, stamp) Founder
(Sign, write full name)