THE UNIVERSITY OF DANANG

UNIVERSITY OF ECONOMICS
CENTER FOR INTERNATIONAL EDUCATION

HRM Assignment

Human Resource Case

Study Review

Student name: Doan Thi Ngoc Nga

Assessor: Frederick Alcantara Ignacio
Class: SUD17
Date of submission: October 15th, 2018
 Table of contents
I. Introduction...................................................................................................................................1
II. Research findings........................................................................................................................1
1. An overview of Naman Retreat Danang..............................................................................1
2. The purpose and scope of HRM...........................................................................................2
2.1. Definition of HRM.............................................................................................................2
2.2. The purpose of HRM.......................................................................................................2
2.3. Main functions and activities of HRM............................................................................3
2.4. Workforce planning..........................................................................................................4
2.5. Turnover and retention....................................................................................................8
2.6. Job analysis......................................................................................................................9
2.7. Recruitment.....................................................................................................................10
2.8. Selection..........................................................................................................................15
2.9. On-boarding and Induction...........................................................................................18
3. The effectiveness of the key elements of HRM................................................................20
3.1. Training and development............................................................................................20
3.2. Workplace flexibility.......................................................................................................23
3.3. Performance management...........................................................................................24
3.4. Payment and reward systems......................................................................................24
III. Conclusion................................................................................................................................26
IV. References................................................................................................................................27
Appendix 1............................................................................................................................................31
Appendix 2............................................................................................................................................32
Appendix 3............................................................................................................................................33
Appendix 4............................................................................................................................................34
Appendix 5............................................................................................................................................35
Appendix 6............................................................................................................................................39
Appendix 7............................................................................................................................................41
Appendix 8............................................................................................................................................42
I. Introduction

Naman Retreat is now the Danang’s “most ideal” holiday destination. As a newly appointed
Human Resource Management (HRM) for Naman Retreat Danang, the department has been
tasked with leading on the restructuring of the department as part of organizational change,
and has been required to submit a review report to analyse the role and scope of HRM,
explain the main HRM functions and evaluate the effectiveness of HRM functions within the
organization. The HRM department will be restructured based on the findings of this case
study assessment report including the following:

 An overview of Naman Retreat Danang.

 A clarification of the purpose, key roles and responsibilities of the HRM functions.
 An evaluation of the approach to workforce planning, recruitment and selection,
development and training, performance management and reward systems.

II. Research findings

1. An overview of Naman Retreat Danang

Address: Truong Sa Street, Hoa Hai Ward, Ngu Hanh Son District, Da Nang City, Vietnam.

Naman Retreat is established in 2015 and invested by the Empire Group. Naman Hospitality
operates the Naman Retreat resort, which stretches hundreds of meters on Danang beach -
one of the six most beautiful beaches on the planet. In the beginning of June, 2016, after
only one year of the inauguration, Naman Retreat was ranked #1 among hotels and resorts
in Danang by TripAdvisor - the world's largest travel website. Owning 113 villas and five-star
rooms with unique architectural style bearing the imprint of Vietnamese countryside, Naman
Retreat creates a distinct highlight in the luxury segment of resorts in Vietnam. After only a
short time of operation, Naman Retreat has achieved many awards such as The Guide for
the best service resort in 2015, Top 10 most beautiful resorts in the world by Design Boom in
2015… [ CITATION Ngo16 \l 1033 ].

1
2. The purpose and scope of HRM
2.1. Definition of HRM

Many authors defined Human Resource Management (HRM) in different manners. Some of
them are quoted below:

HRM is employee management with an emphasis on those employees as assets of the

business. In this context, employees are sometimes referred to as human capital.
[ CITATION Mar17 \l 1033 ]. Therefore, HRM concentrates on employees and considers them
as an important and integral part of a business.

HRM is the effective use of human resources and organization through the management of
people related activities [CITATION Mat18 \l 1033 ]. It can be understood that HRM is a
process of managing people in organizations in a structured and thorough manner, which
covers the fields of staffing, hiring people, retention of people, paying, perking setting and
management, performance management, change management, rewarding and taking care
of exits from the company.

HRM is concerned with people at work and with their relationship within an
enterprise[ CITATION The181 \l 1033 ]. In other words, HRM cares about the notions of
people in organization, people development and a focus on making the “employment
relationship” fulfilling for both the employers and employees to bring them together and make
their best contribution to company’s success.

2.2. The purpose of HRM

HRM focuses on people in Naman and is concerned with all aspects of how people are
employed and managed in organization. The purpose of HRM is to maximize the productivity
of Naman by optimizing the effectiveness of its employees and to coordinate people within
organization to achieve the business objectives, fulfil staffing needs and maintain employee
satisfaction. Therefore, HRM becomes a valuable and integral tool for management to
ensure success [CITATION Inc18 \l 1033 ].

2
2.3. Main functions and activities of HRM

The scope of HRM refers to all the functions and activities that come under the banner of
HRM. These main activities are as follows:

Strategy HRM

Prospects Procurement

HRM
Industrial
Remuneration
Relations

Maintenance Motivation

Workforce planning: This is a strategy used by employers to anticipate labour needs and
deploy workers most effectively [CITATION Mar18 \l 1033 ]. In the other hand, workforce
planning helps Naman have the right employees with the right skills, experiences and
competencies, in the right jobs, at the right time.

Recruitment and selection: This can be defined as searching for and obtaining a pool of
potential candidates with the desired knowledge, skills and experience to allow Naman to
select the most appropriate people to fill job vacancies against defined position descriptions
and specifications [ CITATION Ahr18 \l 1033 ].

Training and development: This program helps employees learn specific knowledge and
skills to improve future performance in their roles. Good training and development programs
help Naman retains the right people and grows profits. [ CITATION All18 \l 1033 ].

3
Performance and reward management: An effective reward system is linked with the work
performance system, which focuses on paying and rewarding based on employee
performance. This program helps Naman achieve the goals of attracting, retaining and
motivating employees. Hence, it is a crucial motivator and may contribute towards the
enhancement of the productivity of the employees if implemented properly [ CITATION
MSG18 \l 1033 ].

Industrial relations: This is defined as the relationship of individual or group of employee

and employer for engaging themselves in a way to maximize the productive activities
[ CITATION Nau18 \l 1033 ].

Motivation and employee well-being: Motivation becomes important to sustain the number
of employees in Naman. Apart from certain health and safety regulations, Naman has to take
care of the benefits of the employees [ CITATION Wha18 \l 1033 ]. Motivated employees can
lead to increased productivity and allow Naman to achieve higher levels of output. Imagine
having an employee who is not motivated at work. They will probably use the time at their
desk surfing the internet for personal pleasure or even looking for another job. This is a
waste of time and resources [ CITATION Her18 \l 1033 ].

2.4. Workforce planning

Workforce planning combines elements of human capital, budgeting and strategic planning in
order to identify the key talent needs of Naman, analysing the current workforce and supply
of talent available [ CITATION Mba18 \l 1033 ]. Naman’s workforce planning basically
involves the following steps:

4
 Analyze the Monitor,
Set Strategic current Develop an Implement evaluate and
Planning workforce action plan action plan revise action
profile plan

Due to the rapid change in the business world recently, Naman realizes that their employees
are considered as important assets and resources in the organization. In order to integrate
these resources, Naman starts to focus on planning and implementing the ideal model or
strategy that can enhance the integration and connection of the HRM with regards to their
success.

There are two main ways to build a strong strategic workforce planning: “best practice” and
“best fit”. Here are some comparisons between “best practice” and “best fit”:

“Best practice” “Best fit”

 One bundle of HRM policies including the  Firm's reward system should be aligned to
reward system. support the organization's business
 HRM activities exist which universally strategy.
support companies in reaching a  Different HRM strategies have to focus on
competitive advantage. a given needs of both the organization
 Lead to highly motivated and committed and its employees.
employees who are keys to an  Results in achievement of competitive
organization's competitive advantages. advantages.

[ CITATION Saa11 \l 1033 ].

Naman applies the “best fit” model because of its efficiencies and benefits. The “best
practice” programmes are often too rigid and can be detrimental to people processes,
resulting in resistance from employees, while the “best fit” approach offers highly tailored and

5
flexible solutions that are designed by balancing
Environmental change
business and HRM goals, “best practice” and the
company culture and processes. Such solutions
enable Naman to gain competitive advantages by meeting companies’ specific needs and
better reflecting company culture, which leads to enhanced business results [ CITATION
Han11 \l 1033 ].

The “best fit” model for HRM strategy of Naman is described as follows:

Fit
Business strategy
Fit

HRM strategies

Structural changes Cultural changes

Job/role profiling Individual attitudes behaviors

Competence-based HRM policies and practices

The “HRM six pack”

Integration

6
The "HRM Six Pack" above are:

 Recruitment and selection.

 Training and development.
 Succession planning.
 Career management.
 Reward and recognition.
 Assessment and appraisal.

[ CITATION Pet14 \l 1033 ].

There are a variety of ways to approach the HRM, but the two most popular models of HRM
are soft and hard models. The key features of them can be summarised as follows:

Hard HRM Soft HRM

 Treats employees simply as a resource of 
the business (like machinery & buildings).
 Strong link with corporate business
planning - what resources does business 
need, how to get them and how much will
they cost.
 Focus of HRM: Identify workforce needs
of the business and recruit & manage
accordingly (hiring, moving and firing).
Treats employees as the most important
resource in the business and a source of
competitive advantage.
Employees are treated as individuals and
their needs are planned accordingly.
 Focus of HRM: concentrate on the needs
of employees - their roles, rewards,
motivation etc…

 Short-term changes in employee numbers  Strategic focus on longer-term workforce

(recruitment, redundancy). planning.
 Minimal communication, from the top  Strong and regular two-way
down. communication.
 Pay - enough to recruit and retain enough  Competitive pay structure, with suitable
staff (e.g. minimum wage). performance-related rewards (e.g. profit
 Little empowerment or delegation. share, share options).
 Appraisal systems focused on making  Employees are empowered and

7
 judgements (good and bad) about staff. encouraged to seek delegation and take
 Taller organizational structures. responsibility.
 Suits autocratic leadership style.  Appraisal systems focused on identifying
and addressing training and other
employee development needs.
 Flatter organizational structures.
 Suits democratic leadership style.

[ CITATION Jim181 \l 1033 ].

In Naman, sometimes the HRM department would be likely to adopt elements of both soft
and hard HRM but they usually seem to apply the soft model because of its flexibility and
advantages, such as:

 Naman can maintain collaboration, partnership, goodwill and willingness of people.

 It helps Naman encourage employee to gain maximum performance from them.
 Naman can treat people individually and use these motivated workforces to gain
competitive advantage.
 It helps employee to turn their work environment to a better place and minimizes stress.
 It enables long-term communication and collaboration between employees and
managements.
 It creates equal chance to each individual in Naman.
 It gives employee the good feeling of democratic leadership.
 Naman can employ right people for the business projects and achievements.
 It encourages employee to do teamwork rather than kind of robots that only follow rules.
 It maintains work life balance of employees.
 It increases productivity and creativity by the decentralized structure of Naman.

[ CITATION Ans18 \l 1033 ].

8
2.5. Turnover and retention

Employee turnover refers to the number or percentage of workers leaving Naman and are
replaced by new employees, which consist of resignations, retirements, discharges,
reductions-in-force, deaths, interagency transfers. This is expressed as turnover rate which is
calculated by:

The number of employees who left during a period given

x 100
The average number of employees during the period given

According to report, the turnover rate of Naman is 25% per year because of some reasons:

Because co-workers were leaving 4%

Being passed over for a promotion I thought I deserved 11%

Unhappy with my manager 14%

Organizational change which caused a lot of uncertainty 18%

Unhappy with the organization 20%

Personal reasons 39%

Unhappy with the job 40%

0% 10% 20% 30% 40% 50%

[ CITATION Tim17 \l 1033 ].

Turnover analysis allows Naman to see what type of attrition is occurring, analyse the
different levels of attrition, determine relationships of turnover with the employee and the

9
agency, and target workforce planning strategies to areas affected by attrition. Once Naman
has assessed their employee turnover situation and the reasons behind it, they begin to
implement policies to improve employee retention. Examples might include offering
employees better progression opportunities, consulting employees on how to make work
more satisfying, and reviewing job roles to make them more fulfilling [ CITATION Bri18 \l 1033
].

2.6. Job analysis

Job analysis is the process of studying and collecting information relating to the operations
and responsibilities of a specific job including job description and job specification. Writing
them clearly and accurately helps Naman and workers cope with many challenges while on-
board [ CITATION MSG181 \l 1033 ].

Naman’s job analysis involves the following steps:

Collecting and recording job information

Checking the job information for accuracy

Writing job description based on information

Using the information to determine the skill, abilities and knowledge

Updating the information from time to time

Job description: This is a list of job’s duties, responsibilities, reporting relationship, working
conditions, and supervisory responsibilities. For example, the job description of Assistant Bar
Manager in Naman is: organizes the work of staffs; handles and solves problems; assists the
Bar Manager in ensuring that the guest satisfaction standards are implemented and
achieving monthly and yearly budget as allocated; handles guest’s complaints; supervise and
coordinate all daily operation in outlet and so on.

Job specification: This is a list of job’s “human requirements” that is, the requisite
10
education, skills, personality and so on. For example, the job specification of Assistant Bar
Manager in Naman is: graduated from University or College major in Hospitality, Bartender,
Barista; have experience at least 4-5 years at similar level in five-star hotel/resort; have
knowledge about hospitality and beverage; have skills as management, communication and
leadership; have abilities of team work and under pressure and so on.

2.7. Recruitment

Recruitment is the process of searching the candidates for employment and stimulating them
to apply for jobs in Naman [ CITATION Edw18 \l 1033 ]. The process begins when new
recruits are sought and ends when their applications are submitted. The result is pool of
applicants from which new employees are selected. Creating a basic recruitment flowchart
can sometimes be helpful to keep Naman on track.

Naman’s recruitment process can be described as follows:

11
 Identifying how many employees Naman needs.
Identifying how many job vacancies Naman has.
Identifying the job specifications and its nature, skills, qualifications, experience
Identifying needed for the job.

Establishing a specific recruitment strategy including when, where, who

(internal or external sources), how (by announcement, advertisement,
Planning magazines or online websites).

Looking at the recruitment applications.

Searching for a number of viable candidates.
Searching

Curtailing the applications of the candidates for further selection process.

Screening people who have skills, qualifications and experience needed for the
Screening job (by interview, testing or gathering information).

Selecting the most suitable candidates for the job.

Offering the job.
Selecting

Naman recruits employees by a number of methods, some main methods are as follows:

Online job websites: This is the most popular recruitment method of Naman. For example,
Naman need to find a restaurant supervisor, then they post this job description and job
specification on the website such as CareerLink, VietnamWorks, etc. (refer to appendix 1)
and wait for someone register.

The advantages and disadvantages of this method are explained as follows:

Advantages Disadvantages
 It is cost-effective.  A badly designed website or technical

12
 It can speed up the recruitment process difficulties can turn-off potential applicants
and streamline administration. and damage Naman’s brand.
 Technology helps manage vacancies  It could be seen to be discriminatory
effectively and coordinates processes. where candidates cannot use computers.
 Global reach, instant applications.
[ CITATION Ran18 \l 1033 ].
 It may be seen to be an advertisement,
e.g. through videos and blogs.
 It handles high-volumes of applications in
a consistent way and records volume of
responses which helps easily feedback.

Recruitment agencies: Some private sector agencies provide short-term and long-term
employees (refer to appendix 2). For example, Naman can find suitable employees for the
restaurant supervisor through Danang Employment Service Centre. This centre organizes a
job transaction four times a month, on every Friday at 278 Au Co Street, Lien Chieu District,
Danang.

The advantages and disadvantages of this method are explained as follows:

Advantages
 Only pre-screened and pre-referenced 
candidates, therefore of a higher quality.
 Minimal administration as the agency
performs many of the recruitment tasks,
including external advertising.
 Agency staff can become very familiar
with ethos, culture and source candidates
who match the company and the hiring
manager as well as the role.
Disadvantages
Less reputable firms may send too many
candidates, some not meeting employer
requirements because of the short-term
profits than the long-term relationship.
 It can seem costly – fees typically 20% of
the appointee’s salary.
[ CITATION Ran18 \l 1033 ].

Educational institutions: Direct recruitment from educational institutions for certain jobs
which require technical or professional qualification has become a common practice. For

13
example, Naman goes to the recruitment events of some schools, colleges and universities
in Danang to find the students suitable for the vacancies. Some jobs like financial assistant,
financial manager… may be need students from Danang University of Economics, some jobs
like translators, receptionists…which require foreign languages may be need students from
Danang University of Languages.

The advantages and disadvantages of this method are explained as follows:

Advantages
 Good way to meet a lot of potential and 
talented candidates in a short space of
time.
 Cost-effective if Naman have numerous
roles to fill.
 Increases awareness of Naman.
Disadvantages
Naman will be competing against many
other would-be employers.
 The candidates do not have enough real
experience in work.
 High cost and take time in training
newbies.

Recommendation of existing employees: This is the easiest way to find employees who fit
the jobs. For example, the assistant recommends to the manager their relations or person
intimately known to them as viable candidates for the restaurant supervisor.

The advantages and disadvantages of this method are explained as follows:

Advantages Disadvantages
 Better retention rates.  Limited pool of candidates.
 Likely to cost less than other methods of  Candidates sometimes do not have
filling a vacancy. enough skills and qualifications needed
 It is more credible. for the job.
 It could be seen to be discriminatory
because of the “relationship”.

The candidates may be available inside or outside Naman. Basically, there are two sources
of recruitment: internal and external sources [ CITATION Smr18 \l 1033 ].

14
 Internal sources External sources

Transfers. Advertisement.
Promotions. Employment exchanges.
Present employees. Educational institutions.
Recommendation of existing employees.
Factory gates.
Casual callers.
Central application file.
Labour unions.
Labour contractors.
Former employees.

The strengths and weaknesses of the internal sources are as follows:

Strengths Weaknesses
 There is no risk of hiring unqualified  It prevents capable people from outside to
employees because when an employee is join the concern.
selected from inside, Naman can  It limits the opportunities of hiring new and
understand clearly about its employees innovative employees.
and can judge them in a better manner.  This approach can demotivate the
 It gives employees motivation for better employees who are not promoted.
performance because of the chances of  It makes a fierce infighting for promotions.
advancement.
 It saves time and money of recruitment
because Naman can use the available
employees but does not need to spend
time or money on finding people.

The strengths and weaknesses of the external sources are as follows:

Strengths Weaknesses
 Naman will enable to recruit and select  This approach has high risk being unfitted
new, innovative, young and creative employees hired.

15
 employees.
 It is cheaper and faster to find an outside
person suitable for the job than training
an inside employee.
 It gives a wide choice for the recruitment.
 It can help in bringing new ideas, better
techniques and improved methods to 
Naman.
 The required qualities such as will, skill,
talent, knowledge etc., are available from
external sources.
 It can be lack of co-operation because the
old staff may not co-operate with the new
employees as they feel that their right has
been snatched away by them.
 The process of recruiting from outside is
very expensive.
The new entrants may be not been able to
adjust in the new environment.

2.8. Selection

Selection is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job [ CITATION HRM18 \l 1033 ]. Naman’s
selection process is described as follows:

Reference &
Preliminary Selection Employment
Background
Interview Tests Interview
Checks

Final Physical Selection

Selection Job Offer Examination Decision

The three most common methods of selection used in Naman are Testing, Data Collection
and Interviewing.

Testing: This is test measure knowledge, skills, and abilities, as well as other characteristics,
such as personality traits, including:

16
 Cognitive Ability Test: It measures the learning, understanding, and ability to solve
problems. For example (refer to appendix 3).
 Personality Test: It measures the patterns of thought, emotion, and behaviour. For
example (refer to appendix 4).
 Physical Ability Test: It assesses muscular strength, cardiovascular endurance, and
coordination. For example, pushing, pulling, lifting; loosening a nut on a bolt; climbing
stairs; bending, twisting and stretching; and standing on rungs of a ladder.
 Integrity Test: It is designed to assess the likelihood that applicants will be dishonest or
engage in illegal activity. For example (refer to appendix 5).
 Drug Test: It normally requires applicants to provide required sample that is tested for
illegal substances.
 Work Sample Testing: It measures performance on some element of the job.

The strengths and weaknesses of Testing method are analysed as follows:

Strengths Weaknesses
 It gives objective and proper assessment  It can be unreliable because the
because the aptitude, temperament and inferences drawn from the tests may not
adjustability of candidates are determined be correct in certain cases or if used by
with the help of tests. This enables their incompetent people.
placement where they will be most  It can be wrong used because who
suitable. conduct these tests may be biased
 It gives a uniform basis for comparing the towards certain persons.
performance of applicants.
[ CITATION Smr181 \l 1033 ].
 It helps decrease employee turnover
because of the right selection of people. If
unsuitable people are selected, they may
leave their job after and vice versa.

Data Collection: This popular method is including:

 Application Forms and Resumes: It contains the personal information such as address

17
 and phone number, education, work experience, and special training. For example (refer
to appendix 6).
 Biographical Data: It provides historical events that have shaped a person’s behaviour
and identity. For example (refer to appendix 7).
 Reference Checking: It involves contacting applicant’s previous employers, teachers, or
friends to understand more about the applicant.

The strengths and weaknesses of Data Collection method are explicated as follows:

Strengths
 It is cost-effective because Naman does 
not need to pay anything on collecting
information from candidates.
 It can administer to groups of people at 
the same time.
 It can get common impressions on 
candidates in a short time frame.
 It can get breadth and depth
information to help managers understand
more about their candidates if they have
enough skills and qualification or not.
Weaknesses
It can be faked. It is a sad fact that now
people in Vietnam frequently counterfeit
their qualifications.
It wastes time to collect and read all the
information about the candidates.
Available information may be incomplete.
of

Interviewing: Researchers can ask different types of questions which are about education,
experience, knowledge of job procedures, mental ability, personality, communication ability,
and social skills of the interviewees. This method includes three types below:

 Structured Interviews: The questions are asked in a standardized order and the
interviewer will not deviate from the interview schedule or probe beyond the answers
received. For example (refer to appendix 8).
 Unstructured Interviews: Interviewers will contain open-ended questions that can be
asked in any order. For example, the interviewer can ask about candidates’ family,
interest, hobbies, daily routine and so on.

18
 Group Interviews: This refers to interviews where a dozen or so respondents are
interviewed together.

The strengths and weaknesses of Interviewing method are explained as follows:

Strengths Weaknesses
 It is easy to test for reliability, knowledge,  It can be time consuming to conduct an
communication skills, skills for gathering interview and analyse the datum.
information and solving situations of the  Interviews may sometimes lack validity as
candidates. participants may lie to impress the
 It could be flexible as questions can be interviewers.
adapted and changed depending on the
respondents’ answers.
 Interviews allow the respondents to talk in
some depth, choosing their own words.
This helps the researcher develop a real
sense of a person’s understanding in a
situation.

[ CITATION Sau14 \l 1033 ].

2.9. On-boarding and induction

Naman only has one chance to make a good first impression with the new hire, and the first
few days will leave a lasting impression. Making new employees feel welcome will result in
high employee loyalty and retention and will be reflected in bottom line. Here are some things
Naman does to make a new hire feel welcome and appreciated:

19
 Send a personal welcome.
Ensure infrastructure support.
Prepare employee's first work assignment.
Prepare welcome packet - lunch and packing options, how to get supplies, set up
Before First voicemail, etc.
Day Select employee sponsor/buddy.

Share mission and values.

Introduce to employee sponsor/buddy.
Orient employee to Naman.
Explain management style and preferences.
First Day Send introductory email to staff and introduce, in person, where appropriate.
Review lunch, breaks and leave requirements.

Set job scope, performance expectations and discuss how work is assigned.
Assign meaningful work.
Communicate resources or networks required.
Ensure inclusion on email distribution lists, etc.
First Week Introduce to key Naman's partners/leaders.
Take employee to lunch.

Provide essential training.

Monitor performance and provide feedback.
Obtain feedback.
First 90 Days Make time for periodic one-on-one sessions.

Provide formal and informal feedback on performance.

Create employee development plan.
Recognize positive employee contributions.
First Year

[ CITATION Val13 \l 1033 ].

20
3. The effectiveness of the key elements of HRM
3.1. Training and development

Training is a program organized by Naman which develops knowledge and skills of the
employees to meet the requirement of the current job. Development is more expansive and
focuses on employee growth and future performance, rather than an immediate job role
[ CITATION Sur15 \l 1033 ]. Some differences between them are detailed as follows:

Basis for comparison Training Development

Term Short-term. Long-term.
Focus on Present. Future.
Motivation Trainer. Self.
Number of people involved Many. Only one.
Aim Specific job related. Conceptual and general knowledge.

The chart below illustrates the steps of Naman’s training process:

Identifying performance opportunity or problem

Identifying training needs

Developing training resources

Assembling training materials

Conducting the program

Reviewing and feedback

Identifying training needs is a process that establishes areas where employees lack skills,
knowledge, and ability in effectively performing their jobs. It consists of the following steps
[ CITATION Nat14 \l 1033 ]:

21
 D e fin e A ssess S e le c t
d e s ir e d d e s ir e d tr a in in g
o u tc o m e s c o m p e te n c ie s m e th o d s

In v o lv e F in d th e C a lc u la te
e m p lo y e e s gaps th e c o s t
a n d m a tc h
u p g o a ls

Here are some types of training which Naman use [ CITATION Bus18 \l 1033 ]:

Induction or Orientation Training: This method is introducing a new employee to the

Naman’s environment including products, services, rules and regulations. For example, the
new restaurant supervisor needs that training to understand the roles of supervising and
coordinating the restaurant’s operation, knowing the beverage and food, organizing the work
of staffs, solving the problems and so on. The purpose of such training is to reduce the
nervousness of newbies, by making them accustom to the working environment.

Job Training: This type of training provides the information about the machine, the process
of production, methods to be used, the safety measures to be undertaken, etc. Through this
training, employees can develop the confidence and the necessary skills for job. For
example, the chef in Naman needs that training to understand about the kitchen machine,
how to cook well and make impression on customers by attractive and delicious food.

Safety Training: Under this training, the employees are given the safety instructions on the
usage of machinery and devices to maximize the effectiveness and minimize the number of
accidents caused due to the handling of them. For example, the chef in Naman needs that
training to know how to use dangerous machine in kitchen, as well as knives and stoves and
how to perform with fire.

Internship Training: Under this type, the educational or vocational institutes have an
arrangement with the industrial institutes to provide practical knowledge and real experience
to their students. For example, last week, Sunderland students had a company visit to
Naman and discussed with the manager of Naman, therefore, they learn how to manage
people and organization through this talk.

Refresher Training or Retraining: The purpose of this type is to introduce the new methods

22
and technologies to the old employees that would result in improving their efficiencies and
productivities. For example, Naman needs to introduce the new technology of skin care and
body care for old employees working in spa to make sure that they do right, follow the beauty
trend and satisfy customers.

Promotional Training: This training is given to the potential employees, who can be
promoted to the senior position in Naman. For example, an HRM assistant in Naman is
promoted to HRM manager, therefore, this training is given in advance so that employee gets
accustomed to the new roles and responsibilities and do not get nervous at the time of
promotion.

Soft Skills Development Training: This is an extremely effective way for new and existing
employees to build an efficient, respectful and collaborative culture. For example, this
method of training includes communication skills, presentation skills, problem-solving skills,
conflict resolution, leadership skills, emotional intelligence, time management, ethics,
teamwork, and adaptability.

Naman invests in training programs because they know the investment pays off in individual
and organizational benefits. Here are a few examples:

Benefits for Naman Benefits for individuals

 It makes profit growth because of  It increases employee motivation because
increasing employee productivity. of the chance for advancement and
 It reduces employee turnover because it promotion.
motivate great workers to stay on by  It improves engagement because
providing the opportunity for growth and employees feel they belong to Naman.
advancement.  It improves competency and productivity
 It brings a pool of talents to Naman. because employees remain up to date
with new knowledge and skills and thus
use existing ones in a better way.

23
3.2. Workplace flexibility

Flexibility is about employee and employer making changes to better meet individual and
Naman’s needs, they enable to change the time (when), location (where) and manner (how)
in which employees works [ CITATION Slo18 \l 1033 ]. Naman is a flexible workplace
because of its:

Flexible Schedule: In Naman, employees can start and stop their workday when they finish
their work; it is not rigid at an exact time. They can deal with others to have shift changes if
they need and they can also deal with boss if they want to have day-off.

Flexible Amount of Work: In Naman, employees can work part-time (5 hours/day) or full-
time (8 hours/day), they can also reduce the amount of hours of work and have job sharing
with others if they need to.

Flexible Place of Work: Working in Naman means employees could really work anywhere,
from a beach to a co-working space, their home or even their coffee house.

Flexible Policy: In Naman, there are opportunities for both professional and non-
professional people to be recruited and flexible policies for pregnant workers and retirement.

Workplace flexibility brings its own benefits to Naman as follows:

 It gives a recruitment edge in tight labour markets.

 It helps in creating a more responsive and agile Naman.
 Naman has less absenteeism and turnover, and higher levels of engagement and
productivity because Naman gives employees real control. They feel to be trusted and
valued, so their investment in work grows.
 It helps in building employee morale and commitment. Because when Naman works with
people to customize their work-life fit, but is not imposing anything on them. It means
Naman treating them with respect and trust, which will be returned. In the other words,
this can be seen as an investment on human.
 It makes profit growth because of increasing employee productivity.

24
3.3. Performance management

Performance management is a process which managers plan, monitor and review

employee’s work objectives and overall contribution to Naman [ CITATION HRc18 \l 1033 ].
Some main methods to monitor employee performance of Naman are described as follows:

Comparative Approach: This method requires the rater to compare an individual’s

performance with that of the others. For example, according to the leadership factor, it may
be Mr. Tony no.1, Mr. Duong no.2 and Mrs My no.3; but in terms of judgment, Mr. Duong
no.1, Mrs My no.2 and Mr Tony no.3.

Attribute Assessment: This approach focuses on the characteristics and traits of the
employees. For example, Naman assesses the initiative, creativeness, leadership, and
competitiveness of each individual.

Customer and Peer Feedback: This method evaluates employee performance based on
the customer and peer feedback which reflect their real abilities. For example, when
observing the abilities of a restaurant employee, Naman observes the following: do not let
customers complain about delays, service attitude and food hygiene.

Quality of Work: This is measured through regular review of their work's result, percentage
of tasks completed and do they get it done on time and at a high level or not.

Technology: This method assesses the employee performance through management

software. For example (refer to appendix 8).

3.4. Payment and reward systems

Some types of payment system in Naman are classified as follows:

Base Pay: Base pay is the minimum amount that an employee receives for working for
Naman. According to Decree 72/2018/ND-CP, the common minimum wage is 1.390.000
VND/month from July 1st, 2018 [ CITATION Far18 \l 1033 ].

25
Performance-related Pay: It is a generic term for reward systems where payments are
made based on the performance.

Some types of reward system in Naman are classified as follows [ CITATION Acc184 \l
1033 ]:

Intrinsic rewards: These are the satisfactions that an individual obtains from the job itself,
which means the factors of esteem and self-actualization needs of the employees. These
rewards consists of having a pride on work, having a feeling of accomplishment, being
recognized or being a part of team etc. For example, in Naman, they touch people’s
shoulders and use simple words like “Well done”, “Bravo”, “Great”, “Wow” to praise and it can
actually work wonders and go a long way in motivating an individual.

Extrinsic rewards: These rewards are the benefits provided externally, which are provided
in term of money and fringe benefits. Such rewards are the results of management policies
and procedures of Naman. For example, Naman pays reward based on overtime working
and working at night as follows:

 On weekdays, at least 150%.

 On weekly days-off, at least 200%.
 On holidays and days-off with pay, at least 300%.
 Employee working at night shall be additionally paid at least 30% of the salary.
 Employee working overtime at night shall be paid an additional 20% of salary.

Financial rewards: Those direct and indirect payments enhance an employee's well-being.
For example, direct payment consists of salary, wages, commissions, incentives, bonus,
allowances etc. Indirect payment include pensions, medical insurance, paid leaves, paid sick
leaves, purchases, discounts etc.

Non-financial rewards: Employee benefits that do not enhance an employee's financial

well-being. However, such rewards provide more job satisfaction. For example, preferred
lunch hours, preferred office furnishing, parking spaces, impressive job title, desired work
assignments, business cards, own secretary etc.

26
Performance based rewards: The reward depends upon the performance of an individual
in work. For example, these rewards are exemplified by the use of commissions, piece work
pay plans, incentive systems, group bonuses or other forms of merit pay plans.

Membership based rewards: These rewards that are paid on the basis of being a member
of Naman. Hence, the reward goes to all employees irrespective of their performance. For
example, Naman pays a “thirteenth month” salary for employees who work full of twelve
months per year.

The benefits of payment and reward systems in Naman and the link between motivational
theory and reward are detailed as follows [ CITATION Jos16 \l 1033 ]:

 This will increase employee productivity. Because once an employee feels to be

appreciated for doing the job well, this individual will be motivated to report to work and
finish what needs to be done on time.
 This will result to happy employees. Because awards, prizes or recognition, appreciating
employees make them content and happy at work. People crave for recognition because
it makes them feel important and appreciated members of society. The happier they are,
the more they extend good service and productivity.
 This lowers employee turnover. Because recognizing employees for their efforts at work
drives them to become emotionally committed to Naman.
 This will attract potential candidates because of the attractive employee payment and
reward systems of Naman.

III. Conclusion

This report explains the purpose and the functions of HRM, assess how they can provide
talent and skills appropriate to fulfil business objectives and evaluate the strengths and
weaknesses of different approaches to recruitment and selection. Besides, it also details
the benefits and effectiveness of different HRM practices within an organizational context.
Therefore, the HRM department of Naman Retreat Danang can be restructured based on
the findings of this review report.

27
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is-employee-training-development/

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http://www.answers.com/Q/Advantages_And_Disadvantages_Of_soft_hrm

Apple, G. (2017, April 11). Retrieved October 14, 2018, from Top List: https://toplist.vn/top-
list/trung-tam-gioi-thieu-viec-lam-uy-tin-nhat-o-da-nang-14904.htm

Chand, S. (2018). Retrieved October 13, 2018, from Your Article Library:
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internal-and-external-sources-recruitment/25954

Chris, J. (2016, January 15). Retrieved October 14, 2018, from Joseph Chris:
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College, S. C. (2018). Retrieved October 14, 2018, from Sloan Center on Aging & Work at
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Cook, P. (2014, October 20). Retrieved October 14, 2018, from Linked in:
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Encyclopedia, B. J. (2018). Retrieved October 14, 2018, from Business Jargons A Business

28
 Encyclopedia: https://businessjargons.com/types-of-training.html

Faro. (2018, June 18). Retrieved October 21, 2018, from Faro:
http://www.farorecruitment.com.vn/nghi-dinh-so-72-2018-nd-cp-quy-dinh-ve-muc-luong-
toi-thieu-chung-ap-dung-tu-ngay-01-07-2018-t_1/395?lang=vi

Feldman, J. (2018). Retrieved October 14, 2018, from TopResume:

https://www.topresume.com/career-advice/how-to-pass-the-pre-employment-personality-
test

Flippo, E. B. (2018). Retrieved October 12, 2018, from Naukri Hub:

http://www.naukrihub.com/recruitment/meaning-of-recruitment.html

HeryatiR. (2018). Retrieved October 09, 2018, from Inside: https://inside.6q.io/employee-

motivation-important/

HR, B. (2018). Retrieved October 12, 2018, from Bright HR:

https://www.brighthr.com/brightbase/topic/culture-and-performance/retention/employee-
turnover-and-retention-policies

HRcouncil. (2018). Retrieved October 14, 2018, from HRcouncil: http://hrcouncil.ca/hr-

toolkit/keeping-people-performance-management.cfm

HRM. (2018). Retrieved October 13, 2018, from Human Resource Management:
https://corehr.wordpress.com/recruitment/selection-method/

Inc. (2018). Retrieved October 07, 2018, from Inc: https://www.inc.com/encyclopedia/human-

resource-management.html

Jackson&Mathis. (2018). Retrieved October 09, 2018, from HRMpractice:

http://hrmpractice.com/definition-of-human-resource-management/

JobTestPrep. (2018). Retrieved October 14, 2018, from JobTestPrep:

https://www.jobtestprep.com/integrity-test-prep

Katz, E. (2018, October 11). Retrieved October 12, 2018, from Connecteam:

29
 https://connecteam.com/top-10-employee-management-tools/

Management, A. (2018). Retrieved October 14, 2018, from Accounting Management:

https://accountlearning.blogspot.com/2013/03/types-of-rewards.html

Margaret. (2018). Retrieved October 09, 2018, from SearchHRsoftware:

https://searchhrsoftware.techtarget.com/definition/workforce-planning

Mbaskool. (2018). Retrieved October 09, 2018, from Mbaskool:

https://www.mbaskool.com/business-concepts/human-resources-hr-terms/2746-
workforce-planning.html

McLeod, S. (2014). Retrieved October 14, 2018, from Simply Psychology:

https://www.simplypsychology.org/interviews.html

MSG. (2018). Retrieved October 09, 2018, from Management Study Guide:
https://www.managementstudyguide.com/performance-management-and-reward-
practices.htm

MSGuide. (2018). Retrieved October 12, 2018, from Management Study Guide:
https://www.managementstudyguide.com/job-description-specification.htm

Naukrihub. (2018). Retrieved October 09, 2018, from Naukrihub:

http://www.naukrihub.com/industrialrelations

NgocMinh. (2016, June 13). Retrieved October 07, 2018, from Vietnamnet:
http://vietnamnet.vn/vn/doi-song/naman-retreat-dan-dau-top-resort-tot-nhat-da-nang-
310007.html

Nichols, V. (2013, October 29). Retrieved October 14, 2018, from HRzone:
https://www.hrzone.com/talent/retention/a-recipe-for-successful-onboarding-and-a-handy-
onboarding-checklist

NIPM, T. N. (2018). Retrieved October 09, 2018, from Whatishumanresource:

http://www.whatishumanresource.com/human-resource-management

30
Randstad. (2018). Retrieved October 14, 2018, from Randstad:
https://www.randstad.co.uk/workpocket/finding-candidates/different-recruitment-methods-
advantages-disadvantages/

Riley, J. (2018). Retrieved October 11, 2018, from

https://www.tutor2u.net/business/reference/soft-and-hard-hrm

Rouse, M. (2017, November). Retrieved October 07, 2018, from Search HR software:
https://searchhrsoftware.techtarget.com/definition/human-resource-management-HRM

Sackett, T. (2017, October 16). Retrieved October 12, 2018, from TLNT:
https://www.tlnt.com/surprise-most-people-leave-companies-not-managers/

SmritiChand. (2018). Retrieved October 13, 2018, from Your Article Library:
http://www.yourarticlelibrary.com/employee-management/advantages-and-disadvantages-
of-conducting-tests-for-selection-of-employees/25959

Stratford, H. (2011, March 03). Retrieved October 14, 2018, from HR review:
http://www.hrreview.co.uk/hr-news/strategy-news/why-businesses-must-seek-
%E2%80%98best-fit%E2%80%99-hr-solutions/18062

SurbhiS. (2015, April 29). Retrieved October 14, 2018, from Key Differences:
https://keydifferences.com/difference-between-training-and-development.html

Tests, R. P. (2018). Retrieved October 13, 2018, from Recruitment Psychometric Tests:
http://www.revelian.com/example-cognitive-ability-questions/

WhatisHR. (2018). Retrieved October 09, 2018, from Whatishumanresource:

http://www.whatishumanresource.com/scope-of-Human-Resource-Management

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https://www.linkedin.com/pulse/20140625083758-6939498-a-basic-guide-to-training-
needs-analysis

31
 Appendix 1

Top 9 online recruitment websites in Vietnam are as follows:

1. CareerLink: https://www.careerlink.vn/
2. VietnamWorks: https://www.vietnamworks.com/
3. CareerBuilder: https://careerbuilder.vn/en/
4. Timviecnhanh: https://www.timviecnhanh.com/
5. Recruit.net: https://vietnam.recruit.net/
6. JobStreet: https://www.jobstreet.vn/
7. MyWork: https://mywork.com.vn/
8. CareerJet: https://www.careerjet.com.vn/
9. Vieclam24h: https://vieclam24h.vn/

[ CITATION All181 \l 1033 ].

32
 Appendix 2

Top 5 most prestigious recruitment agencies in Danang are as follows:

1. Da Nang Women's Employment Service Centre.

 Address: 02 Phan Chu Trinh, Hai Chau, Da Nang.
 Tel: 0236 3832 896
 Email: ttdvvl_phunudn@yahoo.com
 Website: http://vieclamphunudanang.org.vn/
2. Da Nang Employment Service Centre.
 Address: 278 Au Co, Lien Chieu, Da Nang (or 657 Truong Chinh, Cam Le, Da Nang).
 Tel: 0236 3740 261 - 0236 3825 606 - 0236 3681 828
 Email: dvvldng@gmail.com
 Website: http://vldanang.vieclamvietnam.gov.vn
3. Danang Jobs.
 Address: 33 Truong Chi Cuong, Hai Chau, Da Nang.
 Tel: 0935 878 482
 Email: contact@danang43.com - ntv@danang43.com
 Website: https://www.danang43.vn/
4. Employment Centre of Industrial Zone.
 Address: 02 Hoa Khanh Industrial Zone, Lien Chieu, Da Nang.
 Tel: 0236 6270 305
 Fax: 0236 6270 305
 Email: trungtam@vieclamkcn.com.vn
 Website: http://vieclamkcn.com.vn/
5. Youth Employment Referral Centre.
 Address: 138 Nguyen Thi Minh Khai, Hai Chau 1, Hai Chau, Da Nang.
 Tel: 0236 3822 619

[ CITATION Gre17 \l 1033 ].

33
 Appendix 3

An example of Cognitive Ability Test is as follows:

 You will be allowed 10 minutes to complete as many questions as you can.

 The questions will contain words, numbers and shapes and there is only one correct
answer for each question.

1. Four of the following are alike in The answers are: highlighted in orange.
some way. Please select the other
4. Which two statements together
two.
PROVE that Megan has brown hair?
A. Bus. B. Walk. C. Car. D. Run.
A. The only hair that Jane likes is brown.
E. Boat. F. Train.
B. Jane has long hair.
The answers are: B and D. C. Jane likes the colour of Megan’s hair.
D. Megan’s hair is not blonde.
2. What is the missing number that
E. Megan likes long hair.
should take the place of the question
mark? The answers are: A and C.

? 7 10 5. Which two of the six items do not

6 9 … belong with the others?
8 … 14

The answer is: 4.

3. Which two of the five items do not

belong with the others?

The answers are: highlighted in orange.

[ CITATION Rec18 \l 1033 ].

34
 Appendix 4

The 5 most popular pre-employment personality tests are as follows:

1. The Caliper Profile.

2. The Myers-Briggs Type Indicator.
3. The SHL Occupational Personality Questionnaire.
4. The Hogan Personality Inventory (HPI).
5. The DiSC Behaviour Inventory.

[ CITATION Jen18 \l 1033 ].

35
 Appendix 5

Examples of Overt Integrity Questions are as follows:

1. Do you think that you are too honest to take something that is not yours?
2. How much do you dislike doing what someone tells you to do?
3. Do you think it is stealing to take small items home from work?
4. Do you believe that taking paper or pens without permission from a place where you work
is stealing?
5. Do you believe most employers take advantage of the people who work for them?
6. You may also be asked to choose the statement that describes you best.
 I always try to follow the rules.
 I mostly try to follow the rules.
 I may or may not try to follow the rules.
 I rarely try to follow the rules.
 I almost never try to follow the rules.

[ CITATION Job18 \l 1033 ].

36
 Appendix 6

Here is an example of Application Form:

JOB APPLICATION FORM

(Sample)

Section A: Please fill in all the information (where applicable)

Personal Information

Name (as in NRIC or passport): _________________________ (Please underline surname)

NRIC/Passport No: _____________________Citizenship: ___________________________
Address: ______________________________________Postal Code: _________________
Contact No.: __________________ Email address:_________________________________

Academic Qualifications

Date Qualifications Obtained

Schools/Institutions
(‘O’/’A’ Levels, Subjects/Grades
From To Attended
Diploma, Degree)

Other Qualifications / Courses Attended / Awards Attained

Date
Qualifications / Awards Obtained Awarding Institution
From To

Employment History

Date Firm/Institution Position Key Reason(s) for Leaving

37
 (in chronological Responsibilitie
From To Held
order) s

Details of Current Employment

No approach will be made to your present employer without your consent.

Present Employer: ________________________ Designation: _______________________

Present monthly salary: _____________________ Bonus: ___________________________
Key Responsibilities: _________________________________________________________
Notice required (ending present employment): ______________________________ (weeks)
Reason for leaving: __________________________________________________________

Referees

Please give details of two referees whom we may approach for references.

1. Name: ____________________________ Designation: _______________________

Organization Name: _________________________________________________________
Contact No.: _________________ Email Address: _________________________________

2. Name: ____________________________ Designation: _______________________

Organization Name: _________________________________________________________
Contact No.: _________________ Email Address: _________________________________

Please tell us why you applied for this job and why you think you are the best person for the
job.

__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________

Section B: For administrative purposes only

38
NRIC No: _____________________________ Date of Birth: _________________________
Age: _______ Race: __________________________ Religion: _______________________
Marital Status: _______________________________ Sex: __________________________

I verify that the above information is correct to the best of my knowledge. I accept that
providing deliberately false information could result in my dismissal.

Signature: _________________________________ Date: ___________________________

39
 Appendix 7

Here is an example of Bio-data:

ID Photo
BIO-DATA

PERSONAL DATA:

Position Desired : _______________________________ Date : ______________________

Name : ____________________________________ Sex : __________________________
City Address : ______________________________________________________________
Provincial Address : _________________________________________________________
Telephone : ____________________________ Cell phone : _________________________
E-mail Address : ____________________________________________________________
Date of Birth : ___________________________ Place : _____________________________
Civil Status : ___________________________ Citizenship : _________________________
Height : ___________________________ Weight : ________________________________
Religion : ___________________________ Spouse : _______________________________
Occupation : _________________ Name of Children : ______________________________
Date of Birth : ______________________________________________________________
Father’s Name: ___________________________ Occupation: _______________________
Mother’s Name: ___________________________ Occupation : ______________________
Parent’s Address : __________________________________________________________
Language/Dialect spoken & written: _____________________________________________
Person to be contacted in case of emergency: _____________________________________
His/Her Address and Telephone: _______________________________________________

EDUCATIONAL ATTAINMENT:

Elementary: _____________________________________ Year Graduated: ____________

High School: _____________________________________ Year Graduated: ____________

40
College: ________________________________________ Year Graduated: ____________
Degree received: ___________________________________________________________
Special Skills: ______________________________________________________________

EMPLOYMENT RECORDS:

Company Name: ____________________________________________________________

Position: _____________________________________ From: _________ To: ___________
Company Name: ____________________________________________________________
Position: _____________________________________ From: _________ To: ___________

CHARACTER REFERENCE:

Name: __________________________________________ Company: _________________

Position: ______________________________________ Contact No.: _________________
Name: _________________________________________ Company: __________________
Position: ____________________________________ Contact No: _________________
Res. Cert. No.: _____________________________ Issued at : _______________________
Issued on: __________________________________________ SSS: __________________
TIN: ____________________________________ NBI No.: __________________________
Passport No.: ______________________________________________________________

I hereby certify that the above information is true and correct to the best of my knowledge
and belief. I also understand that any misinterpretation will be considered sufficient reason
for withdrawal of an offer or subsequent dismissal if employed.

Applicant’s Signature

41
 Appendix 8

Top 15 most common interview questions are as follows:

1. Can you tell me a little about yourself?

2. How did you hear about the position?
3. What do you know about the company?
4. Why do you want this job?
5. Why should we hire you?
6. What are your greatest professional strengths?
7. What do you consider to be your weaknesses?
8. What is your greatest professional achievement?
9. Tell me about a challenge or conflict you've faced at work, and how you dealt with it.
10. Where do you see yourself in five years?
11. What's your dream job?
12. What other companies are you interviewing with?
13. What are you looking for in a new position?
14. What type of work environment do you prefer?
15. What are your salary requirements?

42
 Appendix 9

Top 10 Employee Management Tools are as follows [ CITATION Eya18 \l 1033 ]:

1. Gusto ($39 + $6 per month, per 6. Bullhorn (Pricing starts at $99 per
employee). month, per user).

2. Connecteam (Free 21 days trial. Starts 7. Litmos (Pricing starts at $3 per month,
at 29$/month for up to 200 users). per user).

3. Workday (Pricing available by quote

8. 15five (Pricing starts at $49.00 per
only).
month for up to 10 users, $5 for each
additional user).

4. PeopleSoft (Pricing available by quote

only).
9. Halogen (Pricing available by quote
only).

5. Kissflow (Pricing starts at $5 per month,

10. Employee Navigator (Pricing starts at
per user).
$445 per month, per user).

43
44
The end.

45