Members:

Lê Quan Châu Thới

Trần Tiểu Thành
Nguyễn Thanh Toàn
Nguyễn Phan Tường Khải
Hoàng Bảo Linh
Nguyễn Thị Thanh Hiền
1- Complete the proportions in table 1, then comment on whether each HR criterion is
suitable for the company's activities or not.

YEAR

2017 2018 2019

Proportio
Amount n Amount Proportion Amount Proportion
Criteria (People) (%) (People) (%) (People) (%)

According to the nature of the work

Indirect labor 640 33 631 32 510 29

Direct labor 1.315 67 1.368 68 1.266 71

According to gender

Male 1.065 54 884 44 762 43

Female 890 46 1.115 56 1.014 58

According to age

18 – 35 1.225 63 1.295 65 1.131 64

36 – 45 631 32 601 30 538 30

Over 45 99 5 103 5 107 6

According to the academic level

College degree 31 2 48 2 39 2

Associate, Intermediate 78 4 93 5 99 6

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degree

Unskilled labor 1.846 94 1.858 93 1.638 92

Total number of
employees 1.955 1.999 1.776

● According to the Nature of Work

The ratio between direct and indirect labor is maintained over the years and the company
does not have problems in production, even still achieving high achievements in terms of
products and brands, so the ratio according to the nature of the current job is suitable. The
company's personnel is mainly direct labor (> 65%) which is suitable for the company's
activities because this is a manufacturing company with the main function of producing
footwear, requiring a large amount of direct labor. engage in production activities.
In the future, BITI company wishes to expand into the field of real estate investment,
construction of commercial centers and apartments, so the company needs to increase its indirect
labor quantity to increase the number of management employees because the new business
activities need a lot of management, but there is no need to change the personnel structure
because construction activities also need a large number of direct workers. Therefore, it is
possible to recruit both of these workers, and it is necessary to focus on a more qualified and
specialized management team.
● According to Gender
BITI Company is having a change in the gender structure of employees in the direction of
increasing the proportion of female employees. However, the company is expanding into new
areas of real estate investment, construction of shopping centers and apartments, which requires
the company to have more male employees and the current gender structure of the current staff
is not appropriate. BITI needs to add male employees and increase the proportion of male
employees in the personnel structure to better match the company's operations.
● According to Age
Personnel structure by age is relatively suitable with a large number (>60%) of young
employees under 35 years old and about 30% of employees aged 36-45. This allows BITI Co.,
Ltd. to meet the resource needs of its production and business activities.
● According to Academic level
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 The company's current human resources are mostly unskilled workers (> 90%), showing
that the company's current personnel are mostly unskilled workers, even at the management
level. With a structure of educated personnel like this, it is difficult for BITI Co., Ltd. to develop
and compete in the future, especially when expanding into new business areas such as real estate
investment, building commercial centers and apartments because this business requires many
well-trained and specialized personnel. Therefore, the company needs to add a large number of
highly qualified employees to match its operational goals. Also, the company needs to promote
training and development for its personnel to develop the professional skills of the available
workforce to serve the company's operational goals.

2- Based on Table 2 and the human resource situation in Table 1, what is the problem
that BITI is facing? Identify human resource management operations that affect the
situation of BITI.
It can be seen that the problem that BITI is facing is:
● Employee retention: it can be seen that the number of employees in 2019 has decreased
by about 10% compared to the previous year, requiring the company to recruit new
employees to fill the vacant positions. This causes the company to lose a long-term and
experienced workforce. And re-hiring new employees will cost the company a lot of
money as well as time to train them from scratch and time for new employees to adapt to
their jobs.
● Quality of staff: it can be seen that qualified employees only account for about 8% of the
total number of employees, the rest are unskilled workers.
● Age: it can be seen that the ratio of the age difference of employees is quite large, which
easily creates generational gaps, making employees not have high cohesion, which can
reduce productivity. and work efficiency.
Human resource management operations that affect the situation of BITI: Recruiting,
Compensation and benefits, training and development.
Recruiting: The company continuously recruits but the number of employees remains the same
over the years. We can see that in 2019 more employees are recruited but the workforce
decreases because it cannot retain the employees working long-term.

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Compensation and benefits: Although the company meets the provisions of the Labor Law,
which is to pay 3 types of compulsory insurance, public holidays and annual leave, in terms of
basic salary and bonus, BITI still has many limitations. The average salary of BITI is lower than
other footwear companies from 500 to 700 thousand. The company's bonus scheme is also lower
than other companies in the same industry although they are the leading company in Vietnam in
the footwear manufacturing industry. Employees have a lot of pressure when they have to
regularly meet with superiors from 2pm to 10pm but can't take a break and are provided with
only a mid-shift diet.
Training and development: The company does not have a clear career path. There are
employees who have worked for many years and always achieved high results, but the company
still does not consider promotion or rewarding. Training activities are also regularly organized,
focusing on technical and business sectors, while low-level workers have not received much
guidance. This makes the company unable to retain good and potential employees.
3- Presenting the theoretical basis of relevant human resource management operations
in the case.
Recruiting
Human resource recruitment is the process of finding, attracting, selecting and evaluating
candidates in many different aspects based on the requirements of the job, in order to find the
right people to supplement the required workforce. necessary to meet the organization's
employment requirements. The recruitment process is considered complete when it includes
employee orientation, guiding new employees to integrate in the organization's environment.
Manpower selection is the process of evaluating candidates in many different aspects based on
the requirements of the job, to find those who match the requirements set out among those
attracted in the process. recruitment process. The basis of the selection is the requirements of the
job that have been set out according to the job description and the requirements for the person
performing the job.
Both recruitment and selection processes have a certain role in recruiting people. These stages, if
done well, will help HR managers make the right recruitment decisions. Selection decisions are
very important for business strategy and for organizations, because a good selection process
helps organizations acquire people with the right skills to grow. organization in the future. Good
selection will also help the organization reduce costs due to re-selection and retraining as well as

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avoid risk losses in the process of performing jobs. For the selection to achieve high results, it is
necessary to have appropriate selection steps, accurate methods of information collection and
scientific evaluation of information. The objective of the selection process is to properly recruit
and recruit enough employees with knowledge, skills and experience suitable to the
requirements of the job title to be recruited, able to quickly integrate into the job and perform
well. assigned task.
Compensation and benefits
Theory focuses on the maintenance and effective use of human resources in the enterprise. This
theory includes two smaller functions: stimulating and motivating employees and maintaining
and developing good labor relationships in the enterprise.
Stimulating and motivating function: Assessing the employee's ability to perform work. Apply
policies on salary, promotion, discipline, bonus, welfare, allowance. Salary is a fundamental
element in human resource management because it affects the lives of employees. Currently, it
is impossible to standardize wages and salaries in industry, not in individual companies. The
increase in salary and wages depends on the business results of each company. In addition, the
revision of the salary and remuneration system based on seniority has been quickly changed by
evaluation by performance. force. Allowances: Overtime allowance, travel allowance,
management allowance, lunch allowance, work-related allowance… Compensation: Pension
fund, life insurance, health insurance, disability allowance, accident compensation insurance for
workers, low-interest personal loans, company shuttle, foreign training program...
Assign employees high-challenging tasks, let employees know the leader's assessment of the
completion level and the meaning of the employee's job completion for the business's
operations.
Build and manage payroll systems. Paying high and fair salaries, promptly rewarding
individuals with initiatives, technical improvements, and contributions to increase production
and business efficiency and the reputation of the enterprise...
Training and development
Theory focuses on improving the capacity of employees, ensuring employees have the necessary
skills and qualifications to successfully complete the assigned work, creating conditions for
employees to develop their skills to the fullest. personal capacity. Training for new employees to
determine the actual capacity of employees and help them get used to the work of the business.

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Evaluate employee performance. Make training plans, train and retain employees when there is
a change in production and business needs or technological and technical processes.
We have three training methods: direct training, indirect training, self-improvement
4- As a consultant on human resource management for BITI, from the problem and
operations of human resource management identified in question 2, evaluate the
human resource situation as well as the human resource management operations of
the company, thereby proposing solutions.
HR situation
The rate of high-quality employees is very low: The number of indirect labor (those employees
in the sales, marketing... departments who need a large amount of professional knowledge)
accounts for an average of 30% while the number of employees with university degrees is high.
equality accounts for only 8%. This shows that the number of high-quality personnel at BITI is
still very low. This is also the cause leading to the situation of high-level personnel pressing,
creating pressure on low-level employees.
High turnover rate: Although the number of new hires is increasing every year, it cannot
compensate for the number of employees leaving. This leads to a decrease in the number of
employees of the company. If the number of employees continues to decrease in the coming
years, it will affect the company's operations such as:
● Output quantity is not guaranteed: Because this is the stage when the company succeeds
in marketing with the "Go to return" campaign. Biti's Hunter is a very popular product, so
if the output is not guaranteed, consumers will lose favor with the brand.
● This also leads to higher costs for recruitment and training. When the human resources
are not enough to perform the jobs, the company is forced to recruit new employees,
which will create a huge cost in terms of recruitment and training. Besides, the
productivity of new employees will certainly not be equal to long-term employees.
Human resource management operation
● Superiors create a stressful working environment, affecting employees' emotions, long
time will reduce work motivation and are ready to leave work if given the opportunity.
● The rule is too strict: Punishment without reward will make employees less motivated to
boost their own productivity. Employees only do enough of the assigned KPI and do not
work any more because they think it is not beneficial to them further.

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 ● Improper organization of work: Long and stressful meeting times will not solve the
problem, because long-term stress will kill creativity, make the situation worse, and
create confusion. satisfaction between employees and bosses.
Proposed Solutions
● Prioritize hiring more highly qualified personnel: Positions such as Sales, Marketing, and
HR always require a certain amount of basic knowledge and thinking. So, for these
activities to be better, require a professional degree of indirect labor
● Penalties for not meeting KPIs are right but not enough. Use the carrot and stick approach
so that employees are both pressured to meet their KPIs and motivated to make a
breakthrough in their productivity.
● Training senior students in Leadership courses, Organization of work: How the superiors
lead also greatly affects the productivity of the subordinates. A leader who can be
motivated will have their subordinates work voluntarily and complete the company's
work as if it were their own.
● Creating a positive culture in the environment is: Culture is an important and
indispensable element in any organization. A company with a positive culture will not
only help employees and leaders stick together like a team, but also create a competitive
advantage over other businesses.