FOREIGN TRADE UNIVERSITY

FACULTY OF BUSINESS ENGLISH

--------***--------

MIDTERM REPORT
Major: Business English

HUMAN RESOURCES ACTIVITIES AT

ENVIRONMENT - VINACOMIN COMPANY LIMITED

Student full name : Pham Thi Hoang Yen

Student ID : 1817710186

Class : English 4

Intake : K57

Supervisor : Nguyen Phuong Linh M.A.

Approved
Hanoi, August 2021

Nguyen Phuong Linh

19/8/2021
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TABLE OF CONTENT

TABLE OF CONTENT....................................................................................................................... i
LIST OF TABLE ............................................................................................................................... ii
LIST OF FIGURE ............................................................................................................................ iii
ACKNOWLEDGEMENT .................................................................................................................iv
INTRODUCTION..............................................................................................................................1
Chapter I: AN INTRODUCTION TO ENVIRONMENT - VINACOMIN COMPANY
LIMITED............................................................................................................................................3
1.1 History and development ................................................................................................................. 3
1.2. Vision and mission ............................................................................................................................ 3
1.3. Organizational structure ................................................................................................................. 5
1.5. Internship activities .......................................................................................................................... 6
Chapter II: AN ANALYSIS OF HUMAN RESOURCES DEPARTMENT IN ENVIRONMENT
- VINACOMIN COMPANY LIMITED .............................................................................................7
2.1. The implementation of Human resource management in the Environment - TKV Co.,
LTD. ............................................................................................................................................................. 7
2.1.1. Personnel Planning. ....................................................................................................................... 7
2.1.2. Recruitment..................................................................................................................................... 9
2.1.3. Training and Development. ...................................................................................................... 13
2.2. Evaluation ........................................................................................................................................ 16
2.2.1. Achievements ............................................................................................................................... 16
2.2.2. Limitations.................................................................................................................................... 16
Chapter III: RECOMMENDATIONS TO IMPROVE THE ACTIVITIES OF HUMAN
RESOURCES IN ENVIRONMENT - VINACOMIN LIMITED COMPANY. ............................. 18
3.1. Reorienting Human Resource planning. .................................................................................. 18
3.2. Redefining the goals of personnel planning............................................................................. 18
3.3. Promoting training and development programs.................................................................... 19
CONCLUSION ................................................................................................................................ 21
REFERENCES ................................................................................................................................ 22
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LIST OF TABLE

Table 2.1: Departmental Personnel of Environment - Vinacomin Co., Ltd .... 8

Table 2.2. Recruitment situation of Environment - Vinacomin Co., Ltd (2019
- 2020) ................................................................................................................... 12
Table 2.3. Training plan of Environment - Vinacomin Co., LTD (2019) ...... 15
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LIST OF FIGURE

Figure 1.1. The organizational structure of Environment - Vinacomin

Limited Company ................................................................................................. 5
Figure 2.1. Purpose of analyzing personnel's present situation ........................ 9
Figure 2.1. Purpose of analyzing personnel's present situation ........................ 9
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ACKNOWLEDGEMENT

It is my pleasure to express my deepest gratitude to many people whose support,

assistance, and encouragement was crucial to my report’s accomplishment.
First and foremost, I am particularly grateful for the invaluable guidance given by my
supervisor, Mrs. Nguyen Phuong Linh, with her dedicated advisory and suggestions
in writing this report despite her limitation of time. Her encouragement plays an
essential role in the success of my information.
In addition, I would like to extend my sincere thanks to Vinacomin - Environment
Company Limited in general and Human Resources Department staff in particular
for the experience during my internship, and Mrs. Trieu Thi Tam provided me with
the key documents and the constructive recommendation in this report.

My appreciation is extended to my family and friends who supported me during the

internship and in writing this report
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INTRODUCTION

● Reason for choosing the topic

On the eve of the 21st Century, the national digital transformation program has played
an essential role in economic development. Vietnam's digital economy has reached
14 billion USD (approximately 5% of GDP) by 2020, placing it second in ASEAN
regarding economic growth rate. Through new production techniques and economic
structures, digital transformation and the digital economy have made great
opportunities for all industries to flourish and develop more dynamically.
Along with the beneficial impact, there will be obstacles for businesses and sectors
experiencing the digital transformation, particularly the natural resources and
environment. Enterprises must adapt proactively, focus on executing projects, and
use their current resources to convert difficulties into opportunities for growth. In
addition to money, infrastructure, science and technology, and position, human
resources are critical to the smooth operation of the apparatus. Furthermore, excellent
human resource management assists the firm in meeting its objectives consistently
by instilling a positive attitude in its personnel. As a consequence, waste reduces, and
net revenue from resources maximizes.
As one of the top SMEs in natural resources and industry, Environment - Vinacomin
Company Limited has prioritized human resources to train competent and skilled
workers who can fulfill the demands of their positions and assure the company's
efficiency. However, Environment - Vinacomin Co., Ltd's human resource
management has been ineffective and has certain limits.
Based on all the above reasons and my interest in HRM, I chose "Human Resources
Management Activities at Environment - Vinacomin Company Limited." for my
internship report.

● Purpose and scope of the report

Working as an intern at the Personnel Department at Environment - TKV Co., LTD
is a valuable opportunity to put my university knowledge into reality. During the
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internship, I discovered that there are several issues in management operations that
impact staff productivity.
Consequently, this report aims to address the existing situation, identify strengths and
weaknesses, and then make recommendations for enhancing the quality of human
resource management operations in the future.

● Research methodology
To write this report, I used a combination of the following approaches to produce this
report: data collecting, desk research, and data analysis. I gathered the essential data
through observation, as well as through desk research for secondary data. The data
was collected, evaluated, and results and suggestions were synthesized.

● Research structure
Except for the table of contents, acknowledgments, list of tables and figures,
introduction, conclusion, and references, this report covers three chapters:

Chapter I: An introduction to Environment - Vinacomin Company Limited

Chapter II: An analysis of Human Resources Department in Environment -
Vinacomin Company Limited
Chapter III: Recommendations to improve the activities of human resource in
Environment - Vinacomin Company Limited

Chapter I provides an overview of Environment - TKV Co., LTD basic information,

including its history and development, products and services, goal and mission,
organizational structure. This part would also include my internship activities.
Chapter II presents the actual situation, strengths, and weaknesses of the company's
human resources department. Following the discussion of the difficulties in Chapter
2, Chapter 3 recommends specific solutions for the current situation to achieve better
outcomes in the future.
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Chapter I: AN INTRODUCTION TO ENVIRONMENT - VINACOMIN

COMPANY LIMITED
1.1 History and development
Environment - Vinacomin Co., LTD is formerly known as Cam Pha Coal Company.
On September 9, 1998, The Ministry of Industry restructured the Cam Pha Coal
Company into the Mining Construction Company. On June 25, 2009, The Ministry
of Industry and Trade approved the proposal and converting the Mining
Environmental Construction Company - Vinacomin into the Environment -
Vinacomin Co., LTD.
From a multi-industry business development unit, taking production and
consumption of coal, excavating as the main contractor, in 2009, the company was
assigned by the Vietnam National Coal and Mineral Industries Group to carry out the
task of being the investor, construction, operation, and business of mine
environmental works, as well as building and installation. The company has 16
connected units with over 1,100 workers managing, operating, and constructing
environmental over the majority of the Quang Ninh coal area and several provinces
in the Central Highlands, Northwest, and Northeast.
Environment - Vinacomin Co., LTD has first confirmed its position in environmental
protection via the entire team's efforts throughout the years. The Vietnam National
Coal and Mineral award the company the Flag of the Leading Emulation Movement
in 2009 and the Ministry of Industry and Trade in 2010.

1.2. Vision and mission

Vision
Environment - Vinacomin determines to become the industry group's leading
business for environmental construction, operation, and mining activities and a
professional company in environmental protection of the Vietnam National Coal and
Mineral Industries Group in Northern.
Mission

For the market: Committed to accomplishing the role of the investor, operator, and
trader mining environmental works with the best quality and value.
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For partners: Committed to being a reliable partner, a companion to partners and

consumers, encouraging prestige and win-win collaboration to offer high added value
to sustainable growth.
For Employees: Committed to providing a professional working environment to
foster employee dynamism and innovation to offer equitable growth possibilities with
good pay for all employees.
For the Group: Committed to prioritizing the Group's interests in implementing
business and production coordination; dedicated to completing the Group's tasks in
the best way possible.
For society: Committed to aligning commercial objectives with social interests,
promoting social responsibility, and community service.
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1.3. Organizational structure

Figure 1.1. The organizational structure of Environment - Vinacomin Limited

Company

(Source: Environment - Vinacomin Limited Company)

The CEO, Nguyen Tat Dung, is responsible for making critical business decisions
with the support of the Deputy Director. The company divides into nine areas under
the director's leadership: Human resources, Material planning, Statistics - accounting
and finance, Investment, Environmental engineering, Labor safety and protection,
Production control, Transport and Electromechanical, Audit inspector - Military
protection. Each department has a manager and between 8 and 15 employees.

The Human Resources Department is in charge of all employee services, including

recruiting and training, staff placement, and developing management policies. The
materials planning department is responsible for determining the necessary materials
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and inputs and the sources and methods of procurement. Financial reports are
provided by the statistics - accounting and finance department. The investment
department investigates proposals using established criteria in strategic project
selection and planning. The environmental engineering department will be in charge
of designing, coordinating, and implementing the monitoring and evaluation system
and conducting a work-study. The labor safety and protection department will
oversee safety standards when working and deal with issues that arise when humans
are involved. The production control is responsible for the inspection of
specifications, production, and exploitation process. The transport and
electromechanical department will handle material transportation and labor mobility
throughout the firm. The audit inspector and military protection department will be
in charge of evaluating the company's job quality. In addition, the workplaces in
charge of environmental activities are separated into several sectors.

1.4. Products and services

The main functions and duties of Environment - Vinacomin: Treatment of

wastewater, waste collection, environmental works such as wastewater treatment
plant, automatic vehicle wash stations, dikes, dams, and embankments, afforestation
to repair the ecosystem of garbage dumps and clearing lands after coal extraction and
improving the landscape and ecological environment of agency and unit production
regions.

After 12 years of operation in environmental protection, the company has

increasingly asserted its capabilities, achieving several significant and
comprehensive development breakthroughs in system and quality.

1.5. Internship activities

I had an opportunity to work at Environment - Vinacomin in one month (from July
12 to August 13 in 2021). I was assigned to intern in the Personnel Department under
the guidance of Mrs. Trieu Thi Tam - Personnel Manager.
As an HR intern, I am responsible for assisting HR professionals in the office in
gathering information about market wages, changes, and trends in the labor market;
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planning corporate events; collaborating in proposing new recruitment policy

orientations; assisting with administrative tasks in the office; responding to employee
inquiries regarding HR rules, benefits, and other HR-related issues.
The internship provided many valuable insights and experiences that will serve as a
solid basis for my future career.

Chapter II: AN ANALYSIS OF HUMAN RESOURCES DEPARTMENT IN

ENVIRONMENT - VINACOMIN COMPANY LIMITED

2.1. The implementation of Human resource management in the Environment

- TKV Co., LTD.
Environment - Vinacomin's human resources are expected to prepare with the
appropriate knowledge, skills, health, and physical aspects to fulfill its criteria and
produce the most consistent quality.
The company presently has 16 affiliated units with approximately 1,300 workers and
laborers in charge of environmental work construction, management, and operation.
In which the workforce spans in age from 20 to 60.
With a large number of people and varying job characteristics, human resource
management must be thorough and effective to guarantee the work progress and
functioning apparatus run smoothly at all times. To address this issue, HR managers
must first grasp the peculiarities of each department before devising specific and
practical methods.
Human Resources department of Environment - Vinacomin includes the three most
significant missions: Personnel Planning, Recruitment, Training and Development.
2.1.1. Personnel Planning.

Personnel planning is the first step in the recruiting and selection process. It is the
process of determining an organization's human resource needs. By such planning,
an organization ensures that it has the right number and kinds of people. Employment
or personnel planning is deciding what positions the firm will have to fill and how to
fill them.
Environment - Vinacomin's personnel need only review once a year. Until recently,
the company has almost entirely focused on developing a business strategy, which
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includes a one-year human resource plan. As a result, the arrangement and planning
of human resources are often established at the end of each year while summarizing
the previous year's work and preparing for the following year. The company
frequently depends on the business strategy for the future to balance the available
staff and calculate how much it needs to be retrained and recruited to predict demands
about workers. Typically, the number of workers working in departments rarely
fluctuates. As a result, the firm pays little attention to evaluating the workforce needs
each year and they will only recruit a replacement if an employee resigns or leaves.

Table 2.1: Departmental Personnel of Environment - Vinacomin Co., Ltd

Number of employees
Department
2018 2019 2020
Human resources 9 11 11
Material planning 10 10 10
Statistics accounting and finance 12 10 10
Investment 8 8 8
Environmental engineering 9 10 10
Labor safety and protection 12 12 12
Production control 10 10 10
Transport and Electromechanical 8 8 9
Audit inspector - Military protection 111 10 10

(Source: Environment - Vinacomin Limited Company)

The company's labor rose mainly in the sectors directly involved in environmental
work construction. The performance of a year determines the necessity for that
division. In this case, Environment- Vinacomin frequently uses average productivity
to calculate the number of personnel required.
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The results of the company's assessment of its existing human resource condition are
mainly utilized for recruiting, with training and skill development for workers
accounting for a minor percentage. The following graphic provides further
information:

Figure 2.1. Purpose of analyzing personnel's present situation

(Source: Environment - Vinacomin Limited Company)

According to 62.5 percent of respondents, the assessment of the company's existing

human resource condition is for the aim of hiring more employees. It may be argued
that the firm is now solely concerned with short-term human resource planning.

2.1.2. Recruitment.

Recruiting is an essential activity for every business. Environment - Vinacomin's

primary priority is to acquire excellent human resources and hire the appropriate
individuals. Based on the company's rising production demands, the need for labor
utilization in each department, and the company's relatively great demand for staff
recruitment, corporate recruiting is quite high. The company's primary characteristic
is the construction, operation of mine environmental works; as a result, the workers
are required for appropriate attitudes.
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The personnel strategy serves as the foundation for the company's recruiting; this is
the first task when the organization requires employees. Each department and
production department in the firm will have a job description and job criteria created
by the human resources department. When the firm has recruiting needs owing to an
increase in production size, employee resignation or dismissal, or other factors, it will
recruit appropriate employees based on those needs. The human resources
department and the direct managers of the units with recruiting needs are generally
involved in the company's recruitment process. The recruitment process of
Environment - Vinacomin Co., LTD including the following steps:

Step 1: Conduct a pre-employment needs assessment.

Conduct a poll to redefine the prerequisites for recruiting individuals, such as skills,
education, and career ability for new employees. Because the properties of each
department have specific requirements for work, this survey often takes a long time
and frequently requires the addition of new information to meet the company's
production and business changes.
Step 2: Create a recruitment strategy.
Firstly, the company's management and the Human Resources department will agree
on the following contents: the number and requirements of each vacancy, the
recruitment time, and the content of the recruiting announcement.
Secondly, the human resources department will use the information provided to write
a job description about the position, the requirements that the job entails, the
candidate's rights and obligations, as well as the working conditions so that
candidates can assess whether they are suitable and meet the company's requirements
or not. Furthermore, a complete copy of the perks, pay, and benefits will be
completely attached for the candidate to get the most precise picture of the position
sought. The overall structure of the job description includes:
● General information: Job title; Department; Report to; Job overview.
● Main responsibilities: Main task; Specific jobs.
● Requirements: Education; Work experience; Skills; Other.
Step 3: Advertisement
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Currently, Environment - Vinacomin utilizes the company's official website and the
Linkedin channel to publish job ads.
● Company's official website: While posting job descriptions on the company's
website would save money, it will be tough to reach many great candidates.
● LinkedIn: In recent years, this social network has grown in popularity in
Vietnam. LinkedIn, which is ranked third in the world in terms of user
numbers only behind Facebook and Instagram, concentrates on job searching
and business recruiting users, thus this social network may supply a large pool
of prospects for our recruitment requirement.
Based on the above characteristics and the recruitment purpose, the company will
have a suitable arrangement in choosing the recruitment channel.
Step 4: Candidate screening
The company will accept all applications without excluding or favoring any. Then,
depending on job criteria and candidate profiles (experience, credentials,
qualifications), an appropriate number of resumes will be chosen for the following
stage.
Step 5: Conduct recruiting following the method stated.
Finding the right job and recruiting criteria will allow candidates to demonstrate their
talents and employers to quickly discover talented and qualified individuals. The
company will use various approaches for each department. The following are the
most often utilized methods: Interviews with multiple-choice questions, face-to-face
interviews, or simulations.
Step 6: Make a hiring decision
The company will make the ultimate choice based on the candidate's profile and
attitude throughout the interview.
Step 7: Assist new staff.
Introduce new workers to the business culture, rules, and values to rapidly adapt and
integrate into the workplace.
The company also employs two types of recruiters: internal and external. However,
due to the product features that require a large amount of direct labor, the company
frequently uses external recruitment sources, recruiting primarily unskilled people;
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thus, selection preparation simplifies. The individuals immediately involved in the

recruiting process are the human resources department and the department manager
with recruitment requirements.
In addition to professional criteria for specific jobs, the company always sets
standards for a sense of responsibility and a cooperative attitude with applicants
participating in the recruiting process. After each recruitment, the company assesses,
comments on the efficacy of the recruiting activity, in order to review and prepare for
the subsequent recruitment.

Table 2.2. Recruitment situation of Environment - Vinacomin Co., Ltd (2019 -

2020)

Comparison
Target 2019 2020
Number Proportion

Total Number 139 188 49 35.25%

Age group 18 - 25 101 170 69 68.31%

26 - 35 38 18 -20 -52.63%

Gender Men 128 178 50 39.06%

group
Women 11 10 1 9.09%

Education University 87 105 18 20.68%

qualification
College 52 83 31 59.62%

(Source: Environment - Vinacomin Limited Company)

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The table shows that the number of workers recruited to work for the company in
2020 is higher than 2019. The number of individuals grew by 49 persons, or 35.25
percent.
In terms of working age, young employees continue to outnumber older ones. In
particular, the number of employees over the age of 25 hired into the company in
2019 is only 38 individuals, and it will be 18 people in 2020, a 20-person reduction.
Meanwhile, the number of workers under the age of 25 recruited in 2019 was 101,
compared to 170 in 2011.
In terms of gender, because the company mostly hires male workers, the number of
male employees is always far outnumbering the number of female employees. The
number of male workers employed in 2019 was 128 persons, while the number of
female employees was 11. In the year 2020, there will be 178 men and 10 women.
In terms of qualification: Because the personnel analysis does not focus on the
candidate's qualifications in recent years, the number of employees with university
or college degrees has not changed significantly.

2.1.3. Training and Development.

Training is a critical component of every company's human resource management

strategy, especially in extremely competitive market. Because the quality of human
resources is a significant component in deciding an enterprise's survival and success,
every firm must establish a particular strategy for training and utilizing human
resources. Understanding the importance of human resource quality, Environment -
Vinacomin has established the following training objectives:
● Acquiring the essential abilities.
● Educating managers and researchers on how to respond to innovative
technologies.
The company always clearly states the policy in terms of staff training. Changes in
production and business strategy, objectives, and organizational culture are all taken
into account in the company's training planning process to produce an appropriate
training plan for the company's development.
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In addition, the company establishes a department in charge of creating yearly

training plans and programs to respond quickly to employee skill shortages or provide
advantageous circumstances for employees. It allows workers to reach their most
significant potential. The following procedure is used by the company when
conducting training:
Step 1: Determining the training requirements.
Step 2: Preparing for the training plan.
Step 3: Implementing the training program.
Step 4: Assessing the effectiveness of the program.
The training methods utilized at the Environment - Vinacomin include:
On-the-job training: Usually applied direct laborers. Workers work with coworkers
who have a better skill level and expertise. During a probationary phase, freshly hired
personnel are given experience by experienced people. Working experience,
knowledge of equipment, and job-specific abilities are required. At the end of the
probationary term, they are fully adept with working operations and have all the
abilities required for the position.
Out-of-company training: Coordination with central organizations and organizing
classes to update new rules and regimes: foreign languages and informatics. Every
year, the company compiles a list of officers (after considering all requirements) and
sends them to appropriate training courses, workshops, and seminars to enhance
managerial abilities. Employees are always encouraged to take additional training
programs in order to improve their professional abilities. Typically, direct workers
are sent to technical institutions for training every three years. Each individual must
pass a test at the end of the training course; if they satisfy the criteria, they will be
awarded a certificate and return to work.
After training, the company is ready to provide conditions for workers to implement
training outcomes in the workplace. Simultaneously, we regularly monitor, examine,
and analyze employee training outcomes' efficacy to accurately assess the company's
training and set rational salaries and benefits.
Below is the Out-of-company training courses that the company has conducted
recently.
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Table 2.3. Training plan of Environment - Vinacomin Co., LTD (2019)

Number
Courses Objects of Attendant Location Date
Courses

29/8/2029
Production
1 1 20 Ha Noi -
management
21/9/2029
Staff
Quality management 23/6/2019
assurance
2 1 20 Ha Noi -
development
14/7/2019
management

21/8/2019
20 Bai Chay -

Business 24/9/2019
3 2
accounting 27/8/2019
20 Bai Chay -
30/9/2019
Workers
16/6/2019
40 Ha Long -
Technology 25/7/2019
4 application in 2
mining 19/6/2019
40 Ha Long -
28/7/2019

(Source: Environment - Vinacomin Limited Company)

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2.2. Evaluation
2.2.1. Achievements

The appropriate management model

Environment - Vinacomin employs a democratic management style that enables
employees to express their views and then synthesizes all relevant information to
make the best choice feasible. Subordinate officers will actively do their tasks, take
responsibility for them, and typically report the results to their superiors.

The motivational working environment for employees

The company has done an excellent job of establishing a pleasant working
environment for its employees. Creating a working atmosphere that allows people to
feel at ease while working will result in far higher quality output. The company
frequently conducts a department exchange twice a year to simulate labor between
workshops to enhance labor efficiency. It is going in-depth, carefully, paying
attention to, and learning about each individual's particular circumstances to create a
priority regime for each individual facing adversity. Furthermore, it promotes and
calls on employees and the firm to help one another overcome adversity.

The safety workplace for employees

In addition, the company has done a good job of implementing its employees'
occupational safety and social duties.

2.2.2. Limitations

Aside from some of the accomplishments above, Environment - Vinacomin's human

resources operation still has certain limits.
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Personnel planning is still constrained, especially the medium and long-term

planning of human resources.
This circumstance makes it difficult for senior management to establish a business
plan that includes a proactive people strategy to ensure that production and business
do not stray from the fund and achieve high efficiency.

Recruiting effort is not compatible with the overall features of the whole sector.
In recent years, the company's recruiting activity has not yet attained high efficiency;
even though the recruitment organization is widespread, the recruitment source does
not match the essential job criteria. Every year, the firm continues to seek to recruit
sources in order to satisfy its workforce demands. Because the whole sector requires
many people in charge of environmental works every year, recruiting is carried out
using a simplified approach to minimize time and effort for those in charge of
recruitment. Besides, unskilled labor is the primary source of recruiting, the
qualifications for candidates are not overly stringent. After analyzing the application
materials, the human resources department and the recruiter's department will contact
the candidates. After that, applicants gather at the organization to verify certain
information and distribute some corporate policies, and the employers will qualify
the candidates immediately. As a result, while the company's recruiting sources are
various, the quality is lacking, and the company's demands are not accomplished.

The training process has not created growth in work results.

Environment-Vinacomin's training and development still have certain flaws.
Employees have not been satisfied or supported the company's appraisal of the
employee's job efficiency. The majority of employees feel that such an appraisal is
worthless and should be reconstructed. The company mainly focuses on training and
has not prioritized employee career growth. Especially, the company lacks a career
development strategy for qualified personnel and does not allow individuals to
practice and perfect their professional abilities.
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Chapter III: RECOMMENDATIONS TO IMPROVE THE ACTIVITIES OF

HUMAN RESOURCES IN ENVIRONMENT - VINACOMIN LIMITED
COMPANY.

3.1. Reorienting Human Resource planning.

In this revolutionary era of technology, there must be an innovation in technical to
assist the corporation to move firmly into manufacturing and economic activities.
Attempting to raise employees' pay levels so that they may balance their family life
and job securely.
To fulfill market demands, a team of highly qualified experts and employees must
develop new solutions, creative initiatives, and product design and quality changes.
Improve management practices so that workers may work more efficiently. It is
creating an organized and disciplined staff and one that understands occupational
hygiene, industrial hygiene, and industrial manners.
Cohesion exists between production units as well as departments in order to ease
production management and production progress and to eliminate the lack of
synchronization in production.
Ensure that there are adequate jobs for authorities and employees in the company and
that no one is sitting idle.
Wage labor must have appropriate innovation to be practical with the company's
production and commercial operations while assuring, according to the regime,
eliminating the income level imbalance between workers in the workshop and
employees in departments.
Moreover, take precautions to guarantee the safety and well-being of workers is also
an important task for the company.

3.2. Redefining the goals of personnel planning.

Recognize the importance of the human resources department in the company's

growth goals and objectives, and plan the human resources for the long term is an
essential task for the company because it guarantees that the production plan is more
 19

efficient and precise, the job is completed on time, and the company retains customer
confidence in work quality and other projects.
The human resources department must be included in the company's business plans
or strategies to get all of the essential information to create projections regarding
human resource requirements without making incorrect predictions.
The company must use the overview analysis to do long-term and medium-term
forecasting:
Analysis of many conditions enables firm management to plan for the numerous
elements that impact each other's interactions (e.g., economic turning points, the
emergence of new competitors in the market, technological changes). The
consequences of displacement are linked to the company's future ambitions, which
decision-makers will examine. As a result, forecasting the organization's future
personnel demands is possible in any circumstance. Moreover, the long-term
prediction is unquestionably more remarkable than the short-term forecast. In any
case, the advantage of panoramic analysis is its capacity to immediately suggest
acceptable options if the chosen alternative cannot be implemented.

3.3. Promoting training and development programs.

First and foremost, the company must quickly create an inspection team to oversee
the work of its personnel. Officers on this inspection team must have extensive
inspection expertise. This necessitates extensive knowledge in the subject of the
examination they perform. Based on the inspection team's findings, corporate
management will train, replace, or dismiss undesirable personnel. This effort will be
a supplement to the company's reorganization of workers in order to attract or recruit
new staff.
Currently, workers of the company's divisions need to retain the training provided
and establish more specialized classes on economic management, foreign languages,
and informatics to continually cultivate new information about the issue. However,
the firm must consider the cost and efficacy of the training process to prevent the
phenomenon of sending employees to school to obtain a degree, which is all too
frequent in today's enterprises. In order to accomplish this effectively, the company
 20

must closely monitor and manage the learning process through contacting training
institutes. Workers must be highly trained in foreign languages, informatics,
transactions, international affairs, good behavior, and communication, in addition to
professional management and business operations.
It is essential for construction workers to conduct periodic skill assessments and
arrange contests of skilled workers to identify suitable persons for future
advancement and those who are not qualified to plan further training. Determining
where each person's aptitude is critical to place them in the appropriate position. As
a result, on-the-job coaching may employ both new and inexperienced personnel.
Workers in the mining site must be able to conduct tasks with dexterity. As a result,
it is essential to test employees' inventiveness throughout the recruiting process. As
a result, low-leverage workers can benefit from tutoring, while high-leverage workers
can benefit from mentoring.
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CONCLUSION

Every company seeks to improve worker productivity, production capacity, and

business efficiency. Human resources are the essential component in assisting
organizations in achieving their goals. However, for the human element to genuinely
become a tremendous driving force for the cause of industrialization and
modernization, human resources must be appropriately educated, organized, and have
policies to identify training and nurturing., usage, and fair treatment. As a result,
human resource management plays a critical role in ensuring the organization's
survival and development.
Environment - Vinacomin Co., LTD strives to gradually enhance its activities as a
company specialized in environmental activity. Human resources are one of the tasks
that need the most significant attention. With an extensive workforce, the firm has
made significant accomplishments in human resource management, effectively using
its human resources, which is a crucial component for Environment - Vinacomin Co.,
LTD to enhance labor productivity and achieve high economic efficiency. However,
the company's human resource management has had significant issues, particularly
in recent years. To promote its advantages and further increase its production
capacity, the firm must alter and improve its previous management technique while
also learning and using contemporary and sophisticated management methods from
across the world.
After a term of internship at Environment - Vinacomin Co., LTD, the topic was
developed using the information gained and the objective learning process of the
company's human resource management. With my internship report, I also proposed
some suggestions to contribute to better human resource management at the
company.
I would like to extend my most profound appreciation to Environment - Vinacomin
Co., LTD, especially its human resources department managers, for their assistance
during my internship. At the same time, I would like to express my gratitude to my
instructor, Mrs.Nguyen Phuong Linh, for her enthusiastic support and advice
throughout this internship.
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REFERENCES

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thieu. [online] Available at: https://1office.vn/10-bi-quyet-quan-ly-nhan-su-
hieu-qua-ma-doanh-nghiep-khong-the-thieu/ [Accessed 3 Aug. 2021].
2. Cloud office, (2018). Xay dung co cau to chuc nhan su trong doanh nghiep.
[online] Available at: https://cloudoffice.com.vn/tin-tuc-su-kien/xay-dung-co-
cau-to-chuc-nhan-su-trong-doanh-nghiep [Accessed 3 Aug. 2021].
3. Fast work, (2020). 7 buoc xay dung trinh tuyen dung chuyen nghiep. [online]
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chuyen-nghiep/ [Accessed 3 Aug. 2021].
4. Moi Truong TKV, (2018). Bao cao to chuc lao dong 2018. [online]
Available at: //http://moitruongtkv.com/report-2019/ [Accessed 1 Aug.
2021].
5. Moi Truong TKV, (2019). Bao cao to chuc lao dong 2019. [online]
Available at: //http://moitruongtkv.com/report-2019/ [Accessed 1 Aug.
2021].
6. Moi Truong TKV, (2020). Bao cao to chuc lao dong 2020. [online]
Available at: //http://moitruongtkv.com/report-2020/ [Accessed 1 Aug.
2021].
7. Vnresource, (2019). Chi tiet ve quy trinh dao tao nhan vien moi. [online]
Available at: https://vnresource.vn/hrmblog/chi-tiet-ve-quy-trinh-dao-tao-
nhan-vien-moi/ [Accessed 3 Aug. 2021].
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Internship confirmation