ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 4 HND Diploma in Business

Unit number and title Unit 3: Human Resource Management

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Student Name Hoàng Minh Phương Student ID BH00635

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Contents
I , INTRODUCTION .................................................................................................................................................................... 4
II DHG’s Digital transformation plan ......................................................................................................................................... 4
III DHG’s internal and external factors affect the digital transformation plan .......................................................................... 6
1 The internal ............................................................................................................................................................. 6
1.1 Personnel factor ......................................................................................................................................................... 6
1.2 Finacial resources....................................................................................................................................................... 7
1.3Technological process ....................................................................................................................................................... 7
1.4 Physical resources ............................................................................................................................................................ 8
2The external ......................................................................................................................................................... 9
2.1 Political factor .................................................................................................................................................................. 9
2.2 Economic factor ............................................................................................................................................................... 9
2.3 Social factor ...................................................................................................................................................... 12
2.3.1 ,VietNam’s Demography .............................................................................................................................................. 12

2.3.2 Net migration .............................................................................................................................................................. 15

2.3.3 Age structure............................................................................................................................................................... 17
2.4 Technology factor................................................................................................................................................ 17
2.5Legal factor ......................................................................................................................................................................... 18
2.6 Evironment factor .............................................................................................................................................. 19
IV. Presentation of HR plans ........................................................................................................................................................ 19
1Get JD for suggested positions ............................................................................................................................... 19
a, Digital transformation projectteam ................................................................................................................................. 19
b, IT Manager ....................................................................................................................................................................... 20
2 Propose a motivational plan ................................................................................................................................. 22
2.1 Reward plan ................................................................................................................................................................... 22
2.2 Learning and development plan .................................................................................................................................... 23
V Conclustion ............................................................................................................................................................................... 24
VI. References .............................................................................................................................................................................. 24
I , INTRODUCTION
The economy is fast moving toward digitalization in the present environment, thus enterprises must update and
modify their business models to meet this challenge. The position of a human resources consultant becomes
extremely important in this setting, particularly if one works for a reputable organization such as Hau Giang
Pharmaceutical Company (DHG). DHG has presented a big plan: digital transformation. DHG is well-known in the
pharmaceutical industry for having a forward-thinking strategic strategy. This effort provides a chance to promote
innovation and generate value for consumers, in addition to being a critical step towards improving internal
efficiency. Throughout this journey, DHG is especially focused on one mission: hiring professionals with deep
industry expertise and significant digital transformation capabilities. Let's explore this journey in more detail so
that you can see how crucial it is for top-notch human resources to work in tandem with DHG's goal of digital
transformation.

II DHG’s Digital transformation plan

The year 2020 represents a significant turning point for DHG Pharma in terms of raising the quality and
competitiveness of goods in accordance with international GMP requirements. This is a pivotal milestone
in DHG Pharma's worldwide integration. The company's objective is to improve the quality of Vietnamese
medications both domestically and abroad, strengthening its position as a result. Giang on the radar of the
most prominent pharmaceutical company in the world, boosting stakeholder advantages while enhancing
the health and standard of living for millions of people.

As can be observed, Vietnam's GDP will drop to 2.9% in 2020, the lowest level in the previous ten years.
With a 2.8% growth rate, the pharmaceutical business is likewise under that pressure. According to the
Vietnam Report, raw material shortages, social distance orders, and hospital blockades have moderately
affected 64.3% of pharmaceutical firms, somewhat affected 28.6% of businesses, and significantly affected
7.1% of businesses.

Despite common challenges, this obstacle nonetheless builds resilience in pharmaceutical businesses,
enabling them to quickly develop successful strategies. The pharmaceutical business nevertheless supplied
4 names to the top "50 best listed companies in 2020" at the Forbes event "Through the turbulent area."
DHG Pharma is the leader in the sector, with sales that is practically at goal and a net profit of 739 billion
dong, up 17% from the prior year.
The results achieved with DHG Pharma are not easy. DHG Pharma has been flexible in all activities,
adapting and improving continuously. For each action scenario, DHG Pharma applies the Kaizen method
of continuous improvement. Kaizen Heart Rate Graph is a 4-step PDCA (Plan-Do-Check-Act) cycle that
continuously performs planning, implementation, testing and improvement to perfect the entire process
and improve efficiency. result of each action. In addition, the enterprise also strongly decentralizes and
assigns tasks, creating conditions for each level of management to effectively improve all activities, even
the smallest.
Figure 1 Kaizen Heart Rate Graph is a 4-step PDCA cycle

Soucre: dhgpharma

DHG Pharma wants to keep production going unabated during the outbreak by prioritizing the safety of
3,000 workers, especially those who are at high risk of infection. Businesses use the "Just In Time"
approach in the new normal period to assist speed up production and business and fulfill new demands.

Additionally, businesses aggressively stockpile raw resources from the start, assuring production and
stable drug pricing. The use of efficient system management techniques reduces selling costs,
administrative costs, and more. In a difficult year, DHG Pharma has kept all of its activities under good
control.

DHG Pharma's operations must also clear the way for the development of new growth engines in addition
to reacting to the epidemic. After successfully navigating the swells for a year, the company wants to grow
its domestic and worldwide clientele, transforming DHG Pharma from a regional brand to a global
company.

To satisfy Japan-GMP requirements, DHG Pharma has successfully renovated a production line. High-
quality goods produced on manufacturing lines that adhere to international standards play a significant
role in giving DHG Pharma greater options for worldwide integration and raising the caliber of Vietnamese
medications. One example is Hapacol 650, which has been quality-optimized in accordance with the most
recent advancements in technology. All 16 varieties of Hapacol for adults are created on a line that
complies with Japan-GMP requirements, assuring the efficacy and security of every tablet, according to
stringent hospital circulation rules, and shipping to the "difficult" country of Japan.

Hapacol is the first Japanese-made brand of painkiller and fever reducer on the market. The highest level
of quality certification is called Japan-GMP, and it is directly granted by the Japan Pharmaceutical and
Medical Devices Agency (PMDA). In addition to having a quality that rivals that of imported medicines,
Hapacol takes the initiative in providing 650mg of paracetamol to suit the therapeutic demands of adults.

Global GMP standard is a breakthrough step for DHG Pharma's global integration, contributing to affirming
its consistency with the strategy of becoming "the largest generic pharmaceutical enterprise in Vietnam"
and "the leading enterprise in the field of generic medicine in Vietnam" application of science and
technology in activities”. (Ha Duyen, 2021)

III DHG’s internal and external factors affect the digital transformation plan

1 The internal

1.1 Personnel factor

The staff and employees are highly qualified, capable and always dedicated to the company. Hau Giang
Pharmaceutical determines that people are the most valuable capital to create value for businesses and society.
Therefore, the company always focuses on building policies to care for and attract workers; Rejuvenating the
staff. With more than 2,700 employees, Hau Giang Pharmaceutical always ensures that each employee receives
a suitable salary, ensuring the income and life of workers and families is above average. Because at Hau Giang
Pharmaceutical, people are the top value with the criteria: "Take responsibility, cooperation, compensation as
the motto of action". According to Hau Giang Pharmaceutical's tradition, in addition to appropriate salary and
bonus policies, policies for employees not only stop at personal benefits but also target their families and children.
Employees are cared for, shared, and encouraged both physically and mentally.
Appreciation and respect for human resources are also clearly shown in the management process according to
the 3C principle: Compliance - Change - Information exchange. Each company employee is a part of the company
and is encouraged to respond and communicate with superiors and other parties to make work go smoothly and
achieve the highest efficiency. On the contrary, leaders and management levels respect and listen to employees'
opinions, and create conditions for employees to make long-term contributions and consider Hau Giang
Pharmaceutical as their second home. At work, businesses always create a bridge between leaders and
employees so that both sides can contact and talk to each other like friends, thereby creating a better
environment and opportunities for employees to work actively. than. DHG Pharma always values the initiative
and creativity of its employees. DHG's training policy has the goal of building and developing a team of employees
who are professionally proficient, ethical in business, and professional. professional in working style and
enthusiastic in serving customers. At the same time, when working with the company, employees enjoy good
income to contribute and strive to create products, contributing to the development of the business. And the
development and value of the company will always go hand in hand with the benefits and advancement of
employees' skills and expertise.

1.2 Finacial resources:

According to the annual report just announced by DHG Pharma, in 2022, DHG Pharma will achieve net
revenue of VND 4,676 billion, up 17% compared to 2021. Profit after tax is VND 988 billion, 27% growth
and also the highest profit in the history of operations. Especially in 2023, DHG Pharma sets a target of net
revenue of VND 5,000 billion and pre-tax profit of VND 1,130 billion, up 7% and 3% respectively compared
to the results in 2022. If completed, this will be a big hit. impressive acceleration to help DHG Pharma
achieve a profit of VND trillion for the first time. According to experts, in addition to the sustainable
development foundation, flexible strategies during the three years of the Covid-19 pandemic have helped
DHG Pharma create a strong development step in 2022. There, internal revenue the company's territory
reached 3,910 billion dong, accounting for 84% of total revenue; The export market recorded VND 117
billion, accounting for 2.5% of revenue, but achieving a growth of 36% compared to 2021.(tuuyen,2023)
1.3 Technological process
Acquiring Japan - GMP certification is the clearest proof of the values, commitment, dedication and relentless
enthusiasm of each of the elite individuals of DHG Pharma. To reach the Japanese standard - GMP as today is
the result after 3 consecutive years of building and maintaining a good production system, investing in hardware
(warehouse, equipment ...), equipping software (documents). standard operations, production rules, etc.).

Japan GMP certification is a proud result, marking the success of the strategic cooperation between DHG Pharma
and Taisho Japan. Taisho has contributed a lot of effort in making use of strength Technical guidance support,
strict procedures and countless technical barriers extremely narrow in terms of raw materials, sterile finished
product management, management quality system management according to ICH Q10 standards,... the drug
must be of the highest quality when it reaches consumers. To be able to maintain stable production of high-
quality products, DHG Pharma has implemented consistent management from the research stage to the
production stage, a thorough production management system from the perspective of integrity. data and
hedging. And above all, each person in the production system is fully equipped with knowledge and well-trained.
Because Japan - GMP not only ensures product quality, enhances the credibility of DHG Pharma products, but
also opens up opportunities to use international quality drugs at affordable prices for domestic consumers, At
the same time, it becomes a national pride when we can bring Vietnamese medicinal products to the world".(
dhgpharma,2021)

1.4 Physical resources

DHG has invested in building modern infrastructure, including pharmaceutical factory, storage, office
and operating system. This infrastructure will provide a solid foundation for IT solutions to be
deployed. DHG has a team of qualified and experienced staff in the pharmaceutical field. The company
has invested in the training and development of its employees to increase their capacity and
understanding of information technology. DHG has accumulated a large amount of data from its
business. This data can be used to analyze and make smart decisions during digital transformation.
DHG has established partnerships with leading technology companies to take advantage of new
technologies such as artificial intelligence, big data and blockchain. This helps DHG take advantage of
advanced technology solutions to improve performance and increase competition. DHG has planned
and committed to invest a large amount of capital to implement digital transformation. Having strong
financial resources will help the company implement new technology projects efficiently.
2 The external
2.1 Political factor

Given that Vietnam's political environment is relatively stable, all economic sectors and businesses have
strong prospects to develop and do business. When political institutions are solid and political lines have
extended, economic sectors and firms profit from favorable conditions for product development and
external commercial exchanges. The pharmaceutical business is likewise a free-market sector, but because
to its direct impact on consumers' lives, most pharmaceutical firms are subject to tight government
regulation and are required to adhere to GMP standards. It is required and crucial to enhance the status
of encouraging international collaboration in the current process of international integration. Vietnam has
so far established diplomatic ties with 189/193 UN members and a stable and long-term relationship
framework with 30 strategic and comprehensive partners, laying the groundwork for Vietnam and other
nations to increase their levels of cooperation for the benefit of all involved as well as for peace,
cooperation, and development in the region and around the world.With the signing of several significant
free trade agreements (FTAs) (such as CPTPP, EVFTA...), Vietnam has become a crucial link in many regional
and international economic connections, providing significant momentum for growth. So far, Vietnam has
joined and signed 15 FTAs at both bilateral and multi-party levels, thereby establishing the Free trade
relations with many leading trading partner countries in the world. Vietnam has trade relations with over
220 partners, 71 countries have recognized the market economy status for Vietnam

2.2 Economic factor

a,GDP

The Ministry of Planning and Investment's General Statistics Office estimates that the GDP scale at current
prices would be 9,513 million billion VND, or 409 billion USD, in 2022. As a result, it is evident that
Vietnam's economy has grown by a factor of more than ten since 2000. Using this GDP scale, the GDP per
capita in 2022 is projected to be 95.6 million VND per person, or 4,110 USD, an increase of 393 USD over
2021. As a result, our nation's GDP per capita has multiplied after 20 years, improving Vietnam's standing
in the area as well as in trade and foreign investment
 Figure 2: GDP growth over the years

b,Inflationary

Inflation is also an important factor to consider and analyze. High or low inflation affects the rate of
investment in the economy. When inflation is too high, it will discourage saving and create great risks for
the investment of businesses, the purchasing power of society is also reduced and the economy stagnates.
On the contrary, deflation also causes the economy to stagnate. Maintaining a moderate inflation rate has
the effect of encouraging investment in the economy, stimulating the growthmarket

Inflation slows down in February.

Figure 3: Inflation rate of VietNam

 Soucre: World bank

Inflation decreased from 4.9% in January to 4.3% in February. The result for February fell below the State
Bank of Vietnam's average inflation target of 5% for 2023 and was the lowest inflation rate since October
2022. According to the release's specifics, costs for food and education increased more slowly in February,
while those for transportation decreased after rising the month before.

Inflation inched up to 3.6% annually on average in February from 3.4% in January.

In February, consumer prices rose 0.45% over the prior month, a slight down from January's 0.5 2% gain.
Analysts at the EIU reacted on the forecast in the following way: After reaching a peak of roughly 5% in the
first three months of the year, consumer price inflation will start to decline in the second quarter of 2023.
In the second half of 2023, the rate of deceleration will pick up speed as falling energy prices on a
worldwide scale ease cost-push pressures on a variety of products and services, together with a larger
base of comparison from the year before.( 2023)

c,Monetary policy and exchange rates

End of 2022 saw a slow decline in the value of the Vietnamese currency. The selling price of USD at
Vietcombank on the final trading day of December 31 was just 23,730 VND/USD, down 50 VND/USD from
the day before. In the previous year, the USD price only climbed by 810 VND/USD, or 3.53%, as compared
to the USD price on the first trading day of the year, which was 22,920 VND/USD. At 23,612 VND/USD, the
official currency rate was down 5 VND from the previous session. The official currency rate has dropped
 by around 50 VND/USD since the start of December. Despite some stability, there is still cause for concern.

Figure:3 Percentage of price movement of currencies against USD in 2022

2.3 Social factor

2.3.1 ,VietNam’s Demography

Up to now, Vietnam has 98,710,099 people, a number expected to hit 100 million by the end of 2024.
Vietnam’s population is projected to hit its peak of 109.78 million people in 2054

Vietnam’s population is increasing by about 1% each year, adding about 1 million people per year. Despite
this, the annual population growth rate is decreasing each year and eventually, the population will begin
decreasing after 2055.

Vietnam’s fertility rate in 1980 was 5 births per woman, which has decreased to 2.0 births per woman.
This is the result of the government’s “two-child policy” that limits births by issuing contraception, fining
couples that have more than two children, and prohibiting them from moving to urban center.
 Figure 4 : Vietnam population

2023 World Percentage:

1.23% Density :318.83/km²
(42nd) Land Area :313,429
The current population of Vietnam is 98,710,099 based on projections of the latest United Nations
data. The UN estimates the July 1, 2023 population at 98,858,950
 Figure : 5 Vietnam Growth Rate

a, Crude birth rate

• The current birth rate for Vietnam in 2023 is 15.141 births per 1000 people, a 2.33% decline from 2022.
• The birth rate for Vietnam in 2022 was 15.502 births per 1000 people, a 2.28% decline from2021.
• The birth rate forVietnam in 2021 was 15.863 births per 1000 people, a 2.22% decline from 2020.
• The birth rate for Vietnam in 2020 was 16.223 births per 1000 people, a 2.18% decline from 2019

Figure : 6 Crude birth rate

b, Crude death rate

Firuge :7 Crude death rate

Death rate, crude (per 1,000 people) in Vietnam was reported at 6.169 % in 2020, according to the World Bank
collection of development indicators, compiled from officially recognized sources. Vietnam - Death rate, crude
- actual values, historical data, forecasts and projections were sourced from the World Bank on April of 2023

2.3.2 Net migration

• The current net migration rate for Vietnam in 2023 is -0.935 per 1000 population, a 2.07% increase from
2022.

• The net migration rate for Vietnam in 2022 was -0.916 per 1000 population, a 2% increase from2021.
• The net migration rate for Vietnam in 2021 was -0.898 per 1000 population, a 2.16% increase from 2020.
• The net migration rate for Vietnam in 2020 was -0.879 per 1000 population, a 2.09% increase from 2019.
According to in-depth research results of the Census, up to 91.4% of migrant workers work in the service,
industry and construction sectors. In particular, the proportion of migrant workers working in industry and
construction is nearly twice as high as the proportion of non-migrants working in the same region (44.9%
versus 27.7%). The Southeast and the Red River Delta are still two areas that attract the majority of migrant
workers with a dense network of industrial zones and key economic zones, bringing many new and
attractive opportunities

In Vietnam, migrant workers mostly do manual work or do not require technical qualifications. Up to 78.8%
of migrant workers aged 15 years and older do not have a technical qualification, while the elementary
level accounts for 4.3%, the intermediate level accounts for 3.9%, and the college level accounts for only
3.3. % and university accounted for 9.2%. On the other hand, the unemployment rate of migrant workers
in Vietnam is higher than that of non-migrants, respectively 2.53% compared to 2.01%. In which, female
migrant workers have a higher unemployment rate than male migrant workers, at 2.82% and 2.20%
respectively. Of the total number of unemployed migrant workers, more than two thirds (69.7%) are urban
migrants and only one third are rural migrants. This significantly affects the quality of life of migrant
workers, especially the problem of social security, which has many gaps
2.3.3 Age structure
Vietnam’s total population was 98.56 million in January 2022. Data show that Vietnam’s population increased
by 808 thousand (+0.8 percent) between 2021 and 2022. 50.1 percent of Vietnam’s population is female, while
49.9 percent of the population is male. At the start of 2022, 38.7 percent of Vietnam’s population lived in urban
centres, while 61.3 percent lived in rural areas. Vietnam’s population by age

• The median age of the population in Vietnam is 33.3.

• For additional context, here’s a look at how the population in Vietnam breaks down by agegroup:

• 7.9 percent of Vietnam’s population is between the ages of 0 and 4.

• 12.3 percent of Vietnam’s population is between the ages of 5 and 12.

• 7.0 percent of Vietnam’s population is between the ages of 13 and 17.

• 9.1 percent of Vietnam’s population is between the ages of 18 and 24.

• 16.7 percent of Vietnam’s population is between the ages of 25 and 34.

• 15.4 percent of Vietnam’s population is between the ages of 35 and 44.

• 12.9 percent of Vietnam’s population is between the ages of 45 and 54.

• 10.1 percent of Vietnam’s population is between the ages of 55 and 64. 14

• 8.6 percent of Vietnam’s population is aged 65 and above

2.4Technology factor
In the early stages of industrialization, the greatest interest was in technology or technical solutions, production
lines. Since the emergence of commercial relations, industry has been understood in a broader sense.
Technology can be understood as the synthesis of technical means, skills and methods used to transform all
resources

While the pharmaceutical manufacturing technology industry is very cautious in applying digital to improve the
production process and supply chain operating model (because this is an industry that follows sports processes).
closely), it is also quick to acknowledge that digitization has great potential to be beneficial in addressing
 globalization challenges such as supply chain troubles, control of prices and costs, capital investment in
production, individualization of treatment, the increased risk of counterfeiting, and the rigor of drug control
procedures. The development of the “blockchain” system will ensure strict product chain of custody, which is a
continuous stage from the import of raw materials, production, transportation and distribution of drugs to
consumers in order to minimize circulation of counterfeit drugs in the market.

The pharmaceutical industry is establishing an electronic supply chain process, including virtual supply chain
control tools, cloud data building, digitized physical supply chain, helping production/service managers Services
have a clearer view of the process stages, allowing better analysis of the situation, making immediate and
responsible decisions for continuous improvement..In pharmaceutical plants, companies Continuous
manufacturing technology, supported by process analysis techniques, allows pharmaceutical products to be
produced continuously by smart devices, rather than in traditional batch production.

2.5 Legal factor

For the pharmaceutical industry, the government requires extremely high safety and accuracy. The State
issues circulars and decrees related to these industries. Circular 4288/QD-BYT. Circular on Good
Manufacturing Practices (GMP) of health foods. Decree 15/2018/ND-CP. Decree on the Law on Food
Safety. Decree 105/2016/QH13 - Law on Pharmacy "This Law prescribes the State's policies on pharmacy
and the development of the pharmaceutical industry; pharmacy practice; pharmacy business; registration,
circulation, and withdrawal of drugs and raw materials making drugs; herbal ingredients and traditional
drugs; prescriptions and drug use; drug information, pharmacovigilance and drug advertising; clinical
pharmacy; drug management in medical examination and treatment establishments; clinical trial of drugs.
and bioequivalence testing of drugs; quality control of drugs and medicinal ingredients and management
of drug prices This Law applies to domestic agencies, organizations and individuals and foreign
organizations and individuals that have related to pharmaceutical activities in Vietnam."
2.6 Evironment factor

Tropical monsoon weather is typical of Vietnam. Our nation's tropical location offers high
temperatures and high humidity that are ideal for plant development. The pharmaceutical sector
benefits greatly from the abundance of plants and fungus. with the booming local and global
economies, particularly the industrial expansion. The amount of varied wastes that humans have
released into the environment, including household garbage and waste from factories and
manufacturers, has caused the concentration of dangerous gases to rise quickly. Up to 1.8 million
tons of trash are released into the environment each year in Vietnam. (Ministry of Natural
Resources and Environment, 2020). However, since there is a rising need for medications, that
encourages the development of pharmaceutical firms.

IV. Presentation of HR plans

1Get JD for suggested positions
a, Digital transformation projectteam
A Digital Transformation Project Team Member will be necessary to promote digital
transformation initiatives at DHG. The duties of this individual will include supporting digital
initiatives, optimizing process, and utilizing technology to enhance both company performance
and customer experience.

• Project management: Collaborate with cross-functional teams to identify opportunities

for digital transformation and to establish the specifications for the project's objectives.
To ensure successful project delivery, create detailed project plans, timetables, and
milestones. Monitor the project's progress, keep an eye out for any dangers, and put
mitigation strategies into practice. Work closely with stakeholders to ensure that
initiatives meet the requirements and objectives of the company.

• Implementing Digital Solutions: Assist in the selection and usage of digital tools and
technologies to improve operational performance and customer engagement. Work
together with IT teams or outside vendors to bring digital solutions into current systems
and procedures. Provide ongoing technical assistance and aid with user education during
installation.
 • To identify trends, patterns, and opportunities for process improvement, analyze data
from various sources. Create perceptive conclusions and recommendations to aid with
data-driven decision- making improve the capabilities of corporate intelligence and
analysis.

• Continuous Improvement: Follow the most recent advancements in emerging

technologies, best practices, and the digital transformation space. To increase the
organization's digital maturity, encourage process changes and innovative ideas.
Requisites and qualifications:

• A bachelor's degree is necessary, or an equal level of expertise, in a related discipline, such as

computer science, business administration, or information technology. a proven track record of
success managing initiatives for digital transformation.
• Expertise in digital tools and technologies, such as automation, cloud computing, internet of things,
and data analytics.
• Proven analytical and problem-solving skills, including the ability to understand data and glean
actionable insights.
• Outstanding interpersonal and communication skills to get along with different teams. flexibility in a
dynamic, quick-paced workplace.

b, IT Manager

The day-to-day activities of the DHG information technology department must be managed by
the IT manager. They will make sure that the department upholds the integrity and security of
the firm's information systems, offers exceptional technical assistance, and supports and
advances the department's overall business objectives.
Responsibilities

• Create and implement IT plans and activities that support the overall aims and
objectives ofthe business.

• Manage and keep an eye on the performance of the IT division while giving the team
 members direction and leadership.
• Ensure that all IT systems, including servers, PCs, software, and peripherals, run without a hitch.

• Work with other departments to identify their technological requirements and offer
solutions that boost productivity and efficiency.

• Analyze and suggest improvements to infrastructure, software, hardware, and other IT

solutions.

• To guarantee compliance with data security and privacy requirements, develop and
manage IT policies and procedures.

• Manage IT projects to guarantee their timely and effective completion, including

planning, budgeting, and resource allocation.

• oversee the acquisition, upkeep, and compliance of IT hardware and software

licenseswhile assuring cost-effectiveness.
• Keep abreast of new IT trends and technologies, and offer suggestions on how to
integrate them into the company's IT infrastructure.

• Help end users with technical support and troubleshooting by addressing complicated
problems quickly and effectively.
Qualifications:

• A bachelor's degree in information technology, computer science, or a similar subject. preferred:

master's degree.
• Proven track record of effectively implementing IT plans and activities. IT management expertise.
• strong understanding of systems administration, network infrastructure, and IT security best
practices.
• Excellent management and leadership abilities with the capacity to inspire and nurture a high-
performing IT team.
• Strong project management abilities, including the capacity to set priorities, adhere to deadlines,
and work well under pressure.
• Expertise in cost management and planning, with the capacity to maximize IT spending.
 • Excellent interpersonal and communication abilities, with the capacity to work well with
stakeholders from both the technical and non-technical fields.
• Professional credentials like the PMP and ITIL are preferred.
• Knowledge of pertinent laws and regulations, such as GDPR and HIPAA, is advantageous.

Requisites and qualifications:

• A bachelor's degree in human resources, education, training, or a related profession is required as

well as other requirements. design and implementation of training programs with a track record,
preferably in a corporate environment.
• Knowledge of instructional design principles and theories for adult learners.
• Strong time- and project-management abilities, outstanding facilitation and presentation skills, and
familiarity with learning management systems and e-learning platforms.
• Capabilities in interpersonal and communication that are useful while working with various teams.

2 Propose a motivational plan

2.1 Reward plan
a, Financial motivational plan

Create a performance-based reward scheme that links individual and team successes to commissions or
bonuses. Employees who achieve their goals or significantly contribute to a project's success should be
duly rewarded. Making sure compensation packages are competitive may be achieved by routinely
reviewing salary and benefits. To encourage people to work hard and achieve their goals, provide them
attractive perks and competitive pay scales. Consider putting programs in place where employees receive
a portion of business profits based on tenure and performance. This promotes a sense of ownership and
an alignment of interests between employees and the business. Give employees financial help if they want
to finish their school or get the certifications they need.

b,Non-financial motivational plan

Create a structured procedure for recognizing workers' efforts and successes. Regularly honor outstanding
work through prizes, praise from the general public, and staff spotlights. By giving workers responsibility
over decisions, you may encourage them to take ownership of their work. Participate in decision-making
 with them and consider the opinions and recommendations they may have. Implement wellness initiatives
to improve staff members' physical and emotional health. Classes on stress management, flexible work
hours, and health initiatives might all fall under this category. To foster work- life balance, promote flexible
work schedules, remote employment options, and paid time off regulations. Teambuilding Activities
Create events and activities for team development that encourage collaboration, togetherness, and a
pleasant work environment. Conduct frequent employee satisfaction surveys to collect feedback and
insights on the working environment, job satisfaction, and future development areas. Participating in
corporate social responsibility (CSR) programs and activities that address social and environmental issues
can help increase workers' feeling of purpose and fulfillment.
2.2 Employee Training and Retention

Training and development: The companies in the group provide a range of training initiatives to assist staff in
developing their abilities. By providing training programs for staff members to refresh their professional
knowledge, occupational safety and health, foreign languages, and other skills, the Group ensures its long-term
growth. Create staff training initiatives since companies are constantly concerned about the workplace. Notify
the appropriate departments and send thank-you notes so that they are prepared to receive new hires. HR
employs online teaching techniques in addition to in-person training to save expenses, make it easier for
employees to schedule work sessions, and guarantee the performance of remote orders going forward.

It is easier for employees to plan time when training sessions may be done online in addition to in-person
education.

The following guidelines must to be followed in order to keep employees:

Salary: Bonuses and discounts on the company's products and services are also available to employees. Some
regulations are more lax, such as those regarding birthdays, vacations, incentives, and maternity leave.

Workplace: Workers that put forth a lot of effort and do superior work will be recognized. Test and treatment
facilities for authorities and workers will be those that often work with firms. Bonuses and discounts are also
given to employees who utilize products and services from service companies. There are other priority plans
available as well, such as policies for bonuses, maternity leave, vacation time, and birthdays.

Performance Management: This procedure promotes concentration and teamwork among all workers in order
to effectively expand the company's market. Overseeing workers and the HR division to foster and create
teamwork among employees is another crucial objective of the performance management process. Regular
evaluations will also motivate individuals or groups to reach their objectives.

Rewards: The awards are given out in accordance with the profit after tax ratio decided upon by the general
meeting of shareholders as a way to show appreciation and support the work of the whole team, workers, and
the Group's Board of Directors. Always have incentive plans in place to encourage staff members. These plans
should include pay raises, year-end and 13th month bonuses, as well as additional incentives like bonuses
dependent on business performance or social benefits. long-term, committed workers for the company. In
addition to their required insurance coverage, DHG workers can choose to obtain 24-hour health insurance.

Promotion: At DHG, promotions provide staff members with the chance to further their careers and make greater
contributions to the business. The DHG Company consistently fosters and facilitates the professional growth of
its workforce, as seen by the elevation of exceptional executives to branch director roles.

b, Learning plan

Integrating diverse learning methods, the Learning Plan for DHG is designed to meet the flexible training needs
of the workforce. We will focus on a combination of on-the-job learning, off-the-job learning, online learning and
blended learning, creating a comprehensive and enjoyable learning experience.

On-the-Job Training: we will take advantage of new hires learning by engaging with experienced colleagues,
through mentorship and cross-department rotation assignments. This will help them better understand their
specific job and how it can be integrated into the work environment.

Off-the-Job Training: we will encourage employees to participate in industry conferences and seminars to stay up
to date with new trends and share knowledge with the professional community. At the same time, we will support
students to participate in external training and certification courses to improve their skills and expertise.

E-Learning: we will take advantage of online learning platforms to provide rich resources, from courses to
webinars and online lectures. This helps employees learn flexibly, to suit their personal time and pace.

Blended Learning: will offer a comprehensive approach, combining traditional and online learning. Combining in-
person training sessions, online modules, and hands-on exercises helps students apply knowledge in their daily
work.

V Conclustion
One may argue that the management of human resources serves a vital and important role in a
corporation. To promote harmony and peace, managers must support organizational values, act with
kindness, be open to suggestions and ideas from a variety of sources, and treat employees equally. If
implemented appropriately, they assist managers by making people easier to manage, encouraging trust
among coworkers and employees, and motivating workers to put in more effort because they will always
be treated fairly. The human resource management division is also essential for the administration and
training of human resources. The reason d has achieved so much in the field of human resource
management is because it continually encourages and nurtures top-notch employees.

VI. References:
T. (2023, April 27). Dược Hậu Giang “bứt tốc” cho mục tiêu 5.000 tỉ đồng. thanhnien.vn.

https://thanhnien.vn/duoc-hau-giang-but-toc-cho-muc-tieu-5000-ti-dong-185230427092943207.htm

Ha Duyen, T. T. (2021, April 5). DHG Pharma integrates globally, elevates the brand of Vietnamese
medicines - DHG PHARMA. DHG Pharma Integrates Globally, Elevates the Brand of Vietnamese Medicines

- DHG PHARMA. https://www.dhgpharma.com.vn/en/news/2886-dhg-pharma-integrates-

globally- elevates-the-brand-of-vietnamese-medicines.

Vietnam net migration rate 1950-2023 (no date) MacroTrends. Available

at:
https://www.macrotrends.net/countries/VNM/vietnam/net¾migration#:~:text=The%20net%20migratio
n%20rate%20for%20Vietnam%20in%202021%20was%20%2D0.898,a
%202.09%25%20increase%20from%202019. (Accessed: April 13, 2023)

Ngành Dược việt nam đâu tư phát triển Nguồn Dược Liệu Thiên Nhiên - Tin Tổng Hợp (no date) Cổng thông
tin Bộ Y tế. Available at: https://moh.gov.vn/tin-tong-hop/-

/asset_publisher/k206Q9qkZOqn/content/nganh-duoc-viet¾nam-au-tu-phat-trien-nguon-duoc-lieu-
thien-nhien?inheritRedirect=false (Accessed: April 13, 2023).