UNIVERSITY OF ECONOMICS HO CHI MINH CITY

International School of Business

------------------------------

Huynh Mai Huynh

The failure of employee

retention in Goldnuts Food
Limited company

BACHELOR OF BUSINESS

Ho Chi Minh City – 2021

UNIVERSITY OF ECONOMICS HO CHI MINH CITY
International School of Business
----------------------------

Huynh Mai Huynh

The failure of employee

retention in Goldnuts Food
Limited company

BACHELOR OF BUSINESS

SUPERVISOR: MR. TRAN TRONG NGHIA

Ho Chi Minh City – 2021

1
2
 TABLE OF CONTENTS
EXCECUTIVE SUMMARY .................................................................................................. 5
LIST OF FIGURES ................................................................................................................. 6
LIST OF TABLES ................................................................................................................... 6
1. PROBLEM CONTEXT ...................................................................................................... 7
1.1. Industry Overview ................................................................................................................................................ 7
1.2. Company Overview .............................................................................................................................................. 8
1.2.1. Company Mission and Vision ........................................................................................................................................9
1.2.2 Organization Structure......................................................................................................................................................9

1.3. Export – Import Importance ......................................................................................................................... 11

2. PROBLEM IDENTIFICATION ...................................................................................... 13

2.1. Recognized Symptoms: Unreasonable quanity of human resource allocation in the Export-
Import department create a task overloading in the department. ....................................................... 13
2.2 Symptoms Validation: ....................................................................................................................................... 15
2.3. Possible Problem Identification: ................................................................................................................. 19
2.3.1 Problem 1: The changing in company structure in 2015. ............................................................................. 19
2.3.2 Problem 2: Failed in retention of new employee .............................................................................................. 20
2.3.3 Problem 3: Slow in recruitment process ............................................................................................................... 20
2.3.4 Initial Cause and Effect map – Version 1 ............................................................................................................... 21

2.4 Updated Cause-Effect Map .............................................................................................................................. 22

2.4.1 Problem 4: Lack of leader vision ............................................................................................................................... 22
2.4.2 Problem 5: Salary and cost limited pressure....................................................................................................... 22

2.5 Problem Validation............................................................................................................................................. 23

2.5.1 Changing in company structure ................................................................................................................................. 23
2.5.2 Slow in recruitment process........................................................................................................................................ 24
2.5.3 Lack of leader vision ........................................................................................................................................................ 25
2.5.4 Salary and cost pressure ............................................................................................................................................... 26
2.5.5 Failed in new employee retention – Main Problem ......................................................................................... 26
2.5.6 Main Problem Definition .............................................................................................................................................. 28
2.5.7 Main problem significance ........................................................................................................................................... 29

3. POSSIBLE CAUSES ......................................................................................................... 31

3.1 Over-working hours........................................................................................................................................... 31
3.2 Lack of mentoring and giving feedback .................................................................................................... 32
3.3 Lack of career training ...................................................................................................................................... 33
3.4 Skills – Job Mismatch ......................................................................................................................................... 33

3
 3.5 Low Salary .............................................................................................................................................................. 34
3.6 Updated Cause and Effect Map: .................................................................................................................... 34
4. CAUSES VALIDATION .................................................................................................. 35
4.1 Over-working Hours .......................................................................................................................................... 35
4.2 Skills – Job Mismatching .................................................................................................................................. 36
4.3 Salary Paying ......................................................................................................................................................... 37
4.4 Lack of Career Training & Lack of Mentoring and Giving Feedback ............................................ 37
5. ALTERNATIVE SOLUTIONS........................................................................................ 40
5.1 Alternative Solution 1: Applying 360 degree feedback ..................................................................... 40
5.2 Alternative Solution 2: Applying mentoring program and following-up during internship
period............................................................................................................................................................................... 42
5.3 Solution Justification ......................................................................................................................................... 44
6. ACTION PLAN ................................................................................................................. 45
REFERENCES ...................................................................................................................... 49
SUPPORTING INFORMATION ........................................................................................ 54
Interview Transcript ................................................................................................................................................. 54
In-depth interview for problem validation ...................................................................................................................... 54
In-depth interview for Cause Validation ........................................................................................................................... 63

4
 EXCECUTIVE SUMMARY
Vietnam is currently the country with the largest number of cashew kernels and
always achieves impressive numbers in the market. Industry brings a significant source
of revenue for the Vietnamese economy. Prioritizing quality and customer satisfaction
as company mision, Goldnuts Co., Ltd. is especially expected to grow and export in the
coming years. Therefore, the expectation also increased with the rise in the number of
tasks in the Export - Import department. This project demonstrates on unrevealed
problem in management employees retaintion of Export and Import department along
with some potential causes, which directly results in an undesirable outcomes. The
project aims to find an actionable solution for the issue of unreable in quantity of human
resouces as in the Export and Import department – one of the essential departments in
Goldnuts Limited Company. The possible problems leading to the issue have been
identified by conducting an in - depth interview with CEO of the company, members in
that department as well as employees who laid off in 2020 and doing literature review
on the same topic. Results from the in - depth interview and the Golnuts Limited
company’s internal data as well as literature supporting, it is indicated that there is the
main of problem of failing in retaining of intern and new employees leading to the the
insufficient quantity in the department.
There are many causes founded though the in-depth interview of employee, who
had already laid off in 2020 such as over-working hour, lack of training and etc. But the
root cause is the lack of mentoring and giving feedback in the management system of
the Export – Import department in particular. Finally, the report draws up two solutions
in order to support an improve the potential causes which is 360 degree feedback system
and mentoring program. In addition, more literature and internal sources are presented
to come up with the final solution of mentoring program that firstly applying for this the
department and for others department if it shows off its effectiveness. It is believed that
the problem of the insufficiency in quanity of the Export – Import department would be
remarkably improved by the solution.

5
 LIST OF FIGURES
Firgure 1: Average price of Vietnam cashew over the month 2019-2020 ....................... 7
Figure 2: Organizational Structure of GoldNuts 2020 ..................................................... 10
Figure 3: The total amount of raw cashew purchased by Goldnuts company from 2018
to 2020 .................................................................................................................................... 12
Figure 4: Total export turnover of cashew kernel through countries from 2018 to 2020
(USD) ...................................................................................................................................... 13
Firgure 5: Structure of Export – Import Department in Goldnuts company in 2021 ... 15
Figure 6: Model of exporting process of Cashew in Goldnut company ........................ 15
Firgure 7: Initial Cause and Effect map ............................................................................ 22
Figure 8: Updated Cause and Effect map – Version 1 .................................................... 23
Figure 9: Economic Value of an Employee to the Organization over Time ................ 30
Figure 10: Updated Cause and Effect map – Version 2 .................................................. 35
Figure 11: Theoretical framework ..................................................................................... 39
Figure 12: Final cause and effect map ................................................................................ 40
Figure 13: Theory of 360 degree feedback process .......................................................... 41
Figure 14: Structuring the program ..................................................................................... 43
Figure 15: Mentoring program for Goldnuts Limited Company .................................... 45
Figure 16: Kirkpatrick s four levels of evaluation model ............................................... 47

LIST OF TABLES
Table 1: Product export portfolio offered by Goldnuts ...................................................... 9
Table 2: Total number of employees in Export – Import employee from 2018 -2020 ..28
Table 3: Detailed Explanation of mentoring program for Goldnuts Limited company
................................................................................................................................................ .47

6
1. PROBLEM CONTEXT
1.1. Industry Overview
Cashew industry is an industry with significant export potential, bringing high
value to the Vietnamese exporting market for many years. It is confidently believed that
Vietnam has the largest consumption of cashew nut volumes in the world. Statistics
from IndexBox (6) showed Vietnam reached 2.2 millions tonnes in 2019. India, Ivory
Coast and Philippines respectively ranked number 2, 3 and 4.
According to Hieu from Bnews in 2021 (2), Vietnam currently exports cashew
kernels to more than 90 countries, which accounts for almost 80% the amount of cashew
export over the world. In addition, he also stated that (2) cashew exports earned more
than 31 billion USD. That is an impressive figure of the cashew industry in the past 30
years.
From the statistics conducted by the General Department of Customs in 2020 (2),
although the COVID-19 epidemic heavily affect the cashew nut exports, it still reached
nearly 515 thousand tons, which worth US$3.21 billion, increase 13% in volume, but
decrease 2.3% in value compared to the previous year 2019. It is suggested that (5) the
average export price of cashew nuts will reach US $ 6,238/ton, down 13.6% compared
to 2019. In addition, as the statistic showed that in December, the average export price
of cashew nuts reached US $ 5,896/ton which was down 3,9% compared to November
2020 and down 16.1% compared to December 2019.

Firgure 1: Average price of Vietnam cashew over the month 2019-2020

(Source: Vietnam Custom)

7
 Significantly, Vietnam cashew kernel exports in June 2021 reached 58,746 tons,
worth $369,502, both increase 11.1% in volume and 13.9% in value compared to June
2020. In general, in the first 6 months of 2021, cashew exports reached 273,537 tons,
worth USD 1.647 billion, up 21.8% in volume and 10.8% in value over the same period
last year. (1)
Additionally, Vietnam's cashew industry has affirmed its position as the number
one supplier in the most major import market. The Import and Export Department
forecasts that (3) Vietnam's cashew nut exports will be favorable in the near future
due to the increased demand for cashew nut consumption in Europe and the United
States due to the cyclical factor. Many large enterprises have orders for delivery in
2022. Vietnam is the largest supplier of cashew nuts to the United States, China,
Australia, Canada and New Zealand.
1.2. Company Overview
Established in 2014, Goldnuts Food Company Limited is pioneer enterprise in
the business and processing of cashes in Long An province, Vietnam. The company
specializes in processing and exporting nuts to various markets in the United States,
China and especially in Europe. Currently with nearly 4 years of experience in operation
and development in the field of export processing, Goldnuts has earned the trust of
customers in many countries by always providing quality products at the most
reasonable prices.
Since its establishment, the company has received many certificates of merit,
emulation flags of the People's Committee of Long An province, emulation flags of the
Government, many certificates of merit from the Ministry of Trade, the Ministry of
Industry, and the Vietnam Cashew Association. Besides, Goldnuts company is also a
member of many domestic and foreign associations such as the European Edible Nuts
Association (CENTA), the Vietnam Chamber of Commerce (VCCI) and the European
Edible Nuts Association (CENTA). Vietnam Cashew Association (VINACAS). The
company is also certified by The Fair Trade Labeling Organization International and its
products are labeled fair trade (Fairtrade).

8
 Table 1 shows an overview of the information on export nuts provided by
Goldnuts. These are descriptions and clear classifications of nuts according to the color
and shape of the particles, which they are divided and arranged into distinct categories.
Product Type Description
WW240 Cashew kernels are uniform in color, white, ivory-white or ash-gray,
WW320 without black or brown speckles and at the same time not chipped
WW450 for more than 1/8 of the cause.

Type 1 White cashew kernels. But the nucleus breaks horizontally naturally
WB
below 7/8 but not less than 3/8 of the etiology and 2 cotyledons

White cashew kernel. But nucleus broken vertically, with no more

WS
than 1/8 cotyledons chipped
Golden kernel: Cashew kernels are darker than white kernels due to
SW240 overheating during oiling or drying and at the same time are not
Type 2 broken for more than 1/8 of the reason.
Fractures chipped under 7/8 cotyledons and did not pass the 4.75mm
LP
sieve
LBW240 light brown cashew kernels: cashew kernels with light brown stains
Type 3 can be located on both sides of the surface of the kernel and at the
LBW320 same time are not broken more than 1/8 of the cause.
The cashew kernel has darker pigmentation than Type 3 and the
Type 4 DW percentage of darker pigment accounts for two parts of the total
surface of the cashew kernel.

Table 1: Product export portfolio offered by Goldnuts

1.2.1. Company Mission and Vision
Mr Lượng - founder and director of the business shared the mission of the
company is ““Your health and satisfaction is our mission”. Goldnuts puts their
consumer’s health and the satisfaction in experience as the top priority. The Goldnuts
CEO believed that:
“GOLDNUTS aims at becoming the Top brand in processing and exporting for
the Roasted Cashews Nuts business in Vietnam and world-wide in the nearest time”.
Therefore, with the commitment to becoming the winning brand in cashew
industry, Goldnuts provides excellent product quality and customer service not only in
Vietnam but also in the country exported.
1.2.2 Organization Structure
At the present, there are a total of 166 employees, including 59 men and 105
women. In general, The Chief Executive Officer directly manages 3 departments which

9
are Import – Export, Financial & Accounting and Material & Supply department. In
addition, the General Director is responsible for resolving issues related to the
company's daily operations and proposing measures to improve the company's
operations and management of the company. The Deputy Director of Sales manages the
Sales and Marketing Department, R&D, QA department; The Deputy General Director
of Production manages the HR - NS department, the Q/C team, and the cashew kernel
processing factory.

Figure 2: Organizational Structure of GoldNuts 2020

(Source: Internal information from Human Resources Department)

According to the organization structure in Figure 2 and number of people
allocation in each department, especially focusing on the sales department and import-
export department respectively. Currently, the sales and marketing department with 5
people in charge of assisting the Deputy General Director of Sales in activities related
to sales and business strategy. The staff propose product quality improvement to develop
sales policy, monitor sales, coordinate with other departments to solve sales-related
issues, develop business plans and strategies according to the annual plan approved by
the general meeting of shareholders. Organizing the implementation of marketing
activities, buying and selling domestic and export goods.
Meanwhile, the Import-Export department with 2 people, supported directly by the
Chief Executive Officer, will be in charge of the work related to the company's Import-
Export operations. The department has the specific function of balancing the production
plan of cashew kernels produced by the company. In addition, they prepare import and

10
export procedures for materials, goods and organize the delivery of import and export
goods under the contract as well as the implementation of an effective plan to import
materials with affordable prices for the company. That means import-export receives
the cashew kernel export order from the sales department and executes the department's
processes.
1.3. Export – Import Importance
Specifically evaluate the importance of the import-export department at
Goldnuts company, which has a particular position, directly affecting the import of raw
cashew input and exporting cashew finished to foreign partners in order to generate
profits for the company. Therefore, the human resources and abilities of this department
is worth taking into consideration.
Firstly, the total amount of raw cashew purchased by Goldnuts company is
presented in Figure 3. It is easily observed that the company buys raw cashews through
2 resources: domestic resources and imports raw cashew nuts from Cambodia and Ivory
Coast. In general, Goldnuts company mainly imports raw cashew with the import
volume accounting for more than 60% of the total amount of importing material. In
addition, the import volume of raw cashew increased over the years from 23,328,010 kg
to 32,543,555kg by 2020. In 2020, the import volume of raw cashew nuts is 20,488.654
kg with the average price per unit is 19,763 dong/kg, accounting for 62.96%. The
domestic purchase of raw cashew in 2020 is 12,054,901 kg and accounts for 19.763%.
According to statistics at the import and export department in the first of 6 months 2021,
total volume of raw cashew imported is currently reaching 18,712,544 kg. Mr. Luc
stated that in order to gain the cost-benefit in importing raw cashew, the export – import
department has approached a reasonable source of raw materials, comparing the import
conditions of suppliers to choose the best and profitable suppliers for the best company.
Therefore, the import-export department is the department that advises directly with the
director.

11
 Figure 3: The total amount of raw cashew purchased by Goldnuts company from
2018 to 2020

(Source: internal report of Export-Import Department)

In addition, in 2018, export turnover of Goldnuts company reached
32,856,958.96 USD but by 2019 it decreased by 5,064,085.63 USD, equivalent to
15.41% decrease but by 2020 the turnover increased to 6,691,657.82 USD. Export
turnover in 2020 is the highest, proving the company's export performance in 2020 is
the best from 2018-2020. And 2020 is considered the most effective year of the company
in 3 years and exports play an important role. Exporting activity participates in the
profitable almost over the whole range of the export-sales ratio as stated by Vogel et al
(4). Besides, Vogel (4) demonstrated that a company with highly qualified human
capital and productivities seems to be more likely to generate assets such as customer-
specific products, offering it a significant advantage over its (international) competitors
and allowing it to achieve a high export intensity. Therefore, in my perspective, the
productivity and capacity of the Import-Export department in general and of Goldnuts
in particular are worthy of attention. But not only that is enough, but it is also considered
as good labor productivity for the whole company.

12
 34,560,651

27,786,272

Figure 4: Total export turnover of cashew kernel through countries from 2018 to
2020 (USD)

(Source: Internal report of business performance of Goldnuts company)

2. PROBLEM IDENTIFICATION
2.1. Recognized Symptoms: Unreasonable quanity of human resource allocation in
the Export-Import department create a task overloading in the department.
Structure of Export – Import Department (Figure 5) showed the number in this
department at the present include 2 employees: Ms.Dai Luc and Ms Xuan Thuy being
managed directly by Mr Ngoc Luong – Chief Executive Officer of Goldnuts company.
Being as the intern supporting the Export – Import department and conducted from the
organizational structure, the symptoms appear apparently that there are only 2 full-time
employees who keep track of export and import activities. From the interview with Mr
Dai Luc – Export & Import employee greatly shared a valuable information that:
“There are only two people in charge of the whole thing from customs, documents
to forwarding, which can cause employees to be stressed during peak periods.
Therefore, it easily lead to time wasting, errors in customs declarations or procedures

13
papers. In addition, the division of work is not fixed, each person does many things
rather than dividing each person in charge of suitable segment, which can make the jobs
handled less efficiently.”
In addition, observing from the process of exporting from internal instruction in
Figure 5, only one Export-Import employee must be responsible for all customs
declaration tasks in addition to many other document and forwarding jobs. It can be seen
that there were only 2 employees in this department and there wass no specific division
in processes. According to Mr. Luoc, he is the one who receives exporting orders from
the sales department, prepares the documents and is also the exporter. In addition, the
import-export department is also responsible for importing material with the number of
employees only 2 in this department and no specific division. Therefore, it is inevitable
that overload is unavoidable. The employee is unable to arrange the time, encounters a
delay from a third party (delayed submission of customers’ information change in order
requirements, late submission of documents by the issuing authorities), it leads to to the
point where jobs cannot be completed on time and leading the pressure and stress.
With the importance of Import – Export in section 1.3, the Import and Export
volume at the company needs to be handled efficiently and quickly to benefit the
company. Besides, human resources allocation, especially in quantity, is an important
element in a department which would directly influence employees’ performance.
Because Goldnuts company is a developing company with the goal of increasing exports
to maximize the profit, allocating a suitable number of human resources must
accompany the volume of export and import.
However, from interviewing two employees in the department, the number of jobs
is inversely proportional to the number of human resources currently in the import and
export department, leading to overload as well as many documents that need to be
processed for both import and export orders of the company.

14
 Firgure 5: Structure of Export – Import Department in Goldnuts company in 2021
2.2 Symptoms Validation:
According to the internal sources of exporting and interviewing 3 people: 2
Export- Import employee, 1 sales and marketing employee. In my perspective, in order
to validate the symptoms more effectively, observing through out the exporting process
and interview are my best options

Figure 6: Model of exporting process of Cashew in Goldnut company

Source: Internal Exporting report
The symptoms are validated by the export process from the internal source as
well as from the perspective of 2 import-export staff at Goldnuts company. It has no

15
division of work in the process. Especially when there are only two people in charge
from the beginning to the end. When interviewing Ms. Thuy about difficulties in the
working process, she shared:
"I and Mr. Luc are responsible for all customs declaration tasks in addition to
many other documents and forwarding jobs that can create too much workload and
pressure. Moreover, the areas of customs work, documents and delivery have not been
clearly and logically divided, so there are still cases of mistake undesirable in work.”
In addition, basing on the complaint of department that there is the delay in
working to finish the working process because the slow in sending from sales
department the customer detailed instructions for declaring the bill of lading or other
documents,” The highlight is that it shows the unreasonableness of the number of export
– import departments and the failure to clearly separate task function in handling. It
makes the work unfavourable. Being asked about the question "How many bills of
lading must be handled a day?". She willingly shared that depending on the order of
different types of cashew kernel, it must be contacted by the warehouse to check the
amount of inventory. Not only that, customers' orders in this month can be dealt in
different months due to full orders. But the documentary need and order tracking are in
a huge amount”
In order to make the symptom validation more verify, exporting process steps
including duties of Export-Import employee will be specifically describes:
Making reservation with the carrier:
Person in-charge: Deputy Sale Director and Export – Import employee: Mr Dai
Luc
This contract uses FOB delivery terms, so there is no need to find a carrier, and no
need to buy insurance for the product. Sales Manager receives Service contract between
customer and Cosco Shipping Lines.
Staring from this step, all of the export activities are in charge by Exporter
employees. There is such an administration which requires technology skills such as
going on Cosco Shipping Lines website, log in to the account and submit a booking
request directly on the system, and receive a booking note from the shipping line via
email. This booking note has information about the cargo, the quantity and size of the

16
container, the name of the vessel, the port of loading, the port of discharge, the expected
departure and arrival time, and the cutting time. Then the booking is sent to the email
specified by the shipping line to request approval for the booking order for an empty
container. The place to pick up the empty container is Tan Cang OOCL Logistics no.2
depot.
Making commercial invoice, packing slip and necessary document
Person in-charge: Export – Import Employee
Based on the contract and booking note, the exporter makes the necessary
documents through the company's document management system. The first is to conduct
a commercial invoice (Commercial Invoice) which is an important payment document.
(Put reference definition). The commercial Invoicing includes the names and addresses
of the seller and the buyer; port of departure, port of destination; goods information such
as description, quantity, unit price, cost and delivery basis; For contracts that use TTR
payment method, additional bank account and SWIFT details are required code.
Specializing inspection, packing and bringing goods to the port
Person in-charge: Export – Import employees
The Import-Export department actively contacted the CafeControl unit to request
inspection for the shipment. Ms. Xuan Thuy, Import-Export Department, uploaded and
filled in all the information on the inspection request form, clearly stating the type of
inspection, time and location of the assessment. Then, she faxed the dossier including
the application form and attached documents to the above unit. inspection schedule from
the CaféControl inspector via email and report this information to the Factory Manager.
Mr. Dai Luc submits an application for plant quarantine registration at the Export
Department of the Plant Quarantine Sub-Department of Region II. Then he contacted
and arranged for the plant quarantine officer to go directly to the warehouse to take
samples and analyze the preliminary results. Waiting to announce the results of quality
inspection and quarantine.
Then he called the freight forwarding service company to hire a container truck
driver and hand over the booking for the driver to go to the above location to pick up
the empty container and transport it to the warehouse for packing.

17
 Warehouse manager directs factory workers to pack goods into containers and seal
lead clamps. Then, Ms. Xuan Thuy, the import-export department, took the company to
prepare the packing slip, the container delivery note (EIR) and the import and export
note, and gave it to the driver of the company's freight forwarding service company to
the port to carry out the procedures for unloading the container.
Making customs procedures:
Person in charge: Export – Import employees
Exporter Employee declaring electronic declarations using specialized software
ECUS5 - VNACCS according to the professional order on the software. Reveal the
declaration and print the barcode list from the software for customs clearance at the port.
When the container arrives at the CY yard, the exporter employee brings the customs
clearance declaration and the barcode to the Export Ship Registration Department so
that the container can be entered in the ship's book.
Contacting the shipping company to get the bill of lading
Person in charge: Sales employees and Export – Import employees
Sales employee received a detailed instruction sheet for declaring the bill of lading
(SI) from the buyer, Xiamen Sungiven Enterprise Co., Ltd. and sent it to Mr. Dai Luc
by email. Mr. Luc logged into the website of Cosco Shipping Lines, entered the details
of this bill of lading in the Shipping Instruction section on the website and pressed send.
Mr. Luc received a draft bill of lading sent to the mail from the shipping company,
Mr. Luoc checked the information on the bill of lading, found it was correct, so he sent
a confirmation email to the shipping company. Mr. Luoc received an electronic bill of
lading from the shipping company via email.
“The areas of customs work, documents and delivery have not been clearly and
logically divided, so there are still cases of mistake undesirable in work.” – Mr Luc
sharing
Getting a certificate of origin and buy insurance
Person in charge: Export Import Employee
The import-export department request for C/O on the system then printed out the
C/O application, including the customs declaration, bill of lading, commercial invoice
and packing slip. In contracts where, according to the agreed delivery terms, Goldnuts

18
company must buy insurance for the shipment, usually the import-export department
has enough information, so it is responsible for contacting the insurance agency to issue
the insurance certificate.
Preparing full of document and settle it with customer
Person in charge: Export - Import Employee and Sales Director
Import-Export department send an email to Cosco Shipping Line that the payment
has been received from the customer, asking the shipping agent to release the container
so that the customer can receive the goods when the ship arrives at the port then athe
Sales Manager to inform the customer of this information.
2.3. Possible Problem Identification:
Finding out the main symptom, an in-depth interview is conducted for easily
adapting the reason why there are a few human resources in this department and figuring
out the potential problem happening in the organization. At the current time, there is no
head of the export-import department but all of 4 departments are under supervision of
Chief Executive Officer – Mr Chau Ngoc Luong directly. Because of these three reasons
that make this situation happen for a long time and keep going.
2.3.1 Problem 1: The changing in company structure in 2015.
Mr Dai Luoc reveals that in 2018 the sales and the export was in the same
department – Business Department with 10 people. The team known as “sale team” was
in charge of the sale of products sold domestically. Meanwhile, “import-export team”
was responsible for all of the coordination of B2B customer oversea and the trading of
white cashew kernels, tracking the foreign orders and also exporting. The team
developed long-term development strategies based on consumption of the company's
products by foreingn customers, and planned to organize business management, import
and export of the company. Business department, as a whole, summarized and
concluded the supply quality for production based on the quantity of domestic
consumption and export consumption as well.
After 2015, the business department was divided into two: Sales department and
Import-Export department. All of the business activities from selling cashew kernels is
transferred to the sales department where all orders from domestic and export orders are
dealt. Sales department also makes strategies and relationships to maintain with foreign

19
partners. The import and export department is no longer responsible for directly
coordinating with business partners. Instead, the import-export team receives the order
from the Sales department but handles the exporting container and export process. In
addition, the import-export department also has to work on importing material basing
on the requirement of Sales department, contacting new suppliers, maintaining and
developing relationships with traditional suppliers. However, two department is closely
related to each other.
As a result of the changing structure and the functioning of 2 departments, the
number of export-import departments and sales departments decreased. However, the
observation from import-export employees indicates that the change in organization is
still not effective and gets in overload in the department when handling such large
quantities of documentary and produces.
2.3.2 Problem 2: Failed in retention of new employee
Actually, the Export – Import department intends to look for full-time employees
who can commit long-term with the company. However, recruitment in this case is not
as easy as it seems to be. According to recruitment policy at Goldnuts company, interns
join as full-time employees who temporarily work for the company in 3-month or 6
months depending on the speech and their ability to adapt with the company culture.
This is also considered as a probationary period at the company which helps both
employees and the organization consider whether they are suitable for the position. After
these temporary periods, they can raise to full-time if they have passion and are willing
to continue. However, the number of terminations is high in the Import-Export
department. This number is conducted by Mr Luoc sharing. It is the same situation
happening with the sales department which has more interns than import-export team,
the frequency of termination also should be concerned. Usually, once reaching the goals
to complete the internship of 6-months or 3 months, employees choose to leave the
position. That is what Mr Luc complained about. Therefore, failed in employee retention
could be seen as the possible problem which needed to be validated
2.3.3 Problem 3: Slow in recruitment process
According to Mr. Luoc shared more about the lack of human resources in his
department, partly due to the recruitment of the HR department. It has been known that

20
he did not appreciate the quality of recruitment of the human resources department. In
addition, he complained about the recruitment department fulfilling vacancies at his
department for such a long time. When he requested for recruiting, it took a slow
response process from the HR department and proposed that request for the Import-
Export department. Although there are still unknown factors affecting the quality and
time of recruitment at the company, there is poor allocation and shortage Export –
Import department still exists. Therefore, recruitment and fulfillment quality should be
considered as a problem in this situation.
2.3.4 Initial Cause and Effect map – Version 1
After the group interview section with the Import – Export department, the
information about the problem observed by related issues has been visualized in the
Cause and Effect map . Currently, the cause and effect map has been developed for four
main reasons. Firstly is the changing in company structure and functions of 2
departments: Sales department and Export - Import department. Therefore, due to the
modification in structure, the amount of employees in Import-Export decreased
considerably. Second factors related to the failure in recruitment and retaining new
employees after 3 months of internship. Their action after the end of the term is to leave
for the better offer. Besides, ineffectiveness of recruitment and fulfillment of the HR
department is the problem added to consider.

21
 Firgure 7: Initial Cause and Effect map
2.4 Updated Cause-Effect Map
2.4.1 Problem 4: Lack of leader vision
Griffin et al explained that (10) to the representation of an idealized picture of the
future based on corporate ideals is known as leader vision. The articulation of a vision
is commonly considered as the beginning point for every leader's effort to effect
organizational change. In addition, human resource practice and right allocation aligned
with a clear and reasonable vision of the leader, as Loshali et al(12) stated. As Bish et
al (11) mentioned, leader vision will have a larger influence on understanding of human
resources requirements, as well as reducing the possible negative consequences of
adjustment-related outcomes. Griffin et al also indicated that (10) when followers are
willing to modify their work roles, leader vision is linked to increased adaptivity. With
appropriate vision attract and engage the employee in the constructive way established
the organization as mentioned by Khan et al (13). It also indicated that (13)
“The vision of a leader demonstrates the direction that is how a company can
expand its magnitude and size of progress and develop in an efficient manner.”
2.4.2 Problem 5: Salary and cost limited pressure
The insufficiency and under allocation of human resources in the organization is
indicated by James (7) that the number of workers who are willing to participate in
organization is positively increasing by the function of wages such as the value they can
obtain, and the relationship between wages and the amount that workers are willing.
Salary is an essential factor which can affect relationships in the workplace, salary and

22
allowance levels, as well as their distribution, and may have a significant impact on an
organization's efficiency as stated by Prasetya et al (9). In addition, Jeffrey (8) suggested
that the sustainable variation in human resource management practices within the same
industry, with some companies opting for a "high road," commitment-based strategy
that includes higher wages and job security. However, there is no evidence that
businesses that choose the “low road” are more competitive or productive.

Figure 8: Updated Cause and Effect map – Version 1

2.5 Problem Validation
The purpose of this part is to identify the significant problem which is actually
leading to the symptoms. After interviewing 4 people who are responsible for import-
export, human resources and the Chief Executive Officer of Goldnut company, the
problem is recognized obviously as the following.
2.5.1 Changing in company structure
Firstly, for the rescontructing company is confirmed by Mr. Chau Ngoc Luong that
there was a changing of operation and function of for the reason is:
“Because in my opinion, I want to make it seperated in the work for the export-
import department. They should do import and export paperwork. It is quite too much
to handle, you know and because the import and export department also has to deal

23
with importing input and deciding strategies related to the import process, so the change
for me is mainly to be more reasonable in operations.”
Besides, Mr Luong also said that restructuring his organization for investing in
company management software. Therefore data is updated in a timely manner, assigning
administrative and management responsibilities to departments and employees
according to the management system with appropriate SOPs according to the new
software. Changing company structure makes the quantity of human resource allocated
in the Sales-Marketing department is more than that of Export-Import. However, as Mr
Luong confirms, the restriction is actually to make the operation between two more
fluent and the reason for loss in human resources in the Export-Import department is not
affected as much.
Coucke et al (14) stated that there are many forms in resconstruct organization but
it mostly ends with a great number of employee layoff. It matches with the organization
when Mr Dai Luoc, employee in the Export-Import department, confirmed that the
quantity of human resources in his team is also affected by the separation, some of his
members also quit their jobs after changing. However, the reconstruction and changing
in this situation is not considered and even when a problem locates in the reconstruction
and changing structure of the organization, it is difficult to solve in individual but the
whole operation. As Ms Thuy from Export-Import department shared:
“Although it is true that it makes the number of people in our department
insufficient, division is also reasonable and understandable. It is clear to see where the
import and export department is and where the sales department is. Therefore, I think
the structure is not a special problem.”
2.5.2 Slow in recruitment process
Basing on interview meeting with Ms Ngoc, Mr Dai Luc and Ms Thuy discussing
about recruitment process in Goldnuts company and some problems. It revealed that
during the past 2 years, it takes at least 2 months for recruitment team in fulfill vacant
position for department. That led to the problem that for some period, the Export-Import
department fell into insufficient human resources. According to Mr Luoc, a recruitment
request is sent through Email to recruitment in order to find candidates, and the potential
candidates will have face to face round with him and Mr Luong to discuss more about

24
their abilities. Ms Thuy added her point of view that the recruitment process is not
directly the problem but due to the supply of Long An labour market where there is lack
of young employees with high evaluation and lack of workers with experience as well.
However, with the question about the volume of CV submitting for each
recruitment section, the answer of Ms Ngoc is:
“In recent years, we have to wait for nearly 2 months to gather enough and select
some candidates matching and their expectation is suitable for the position, but I don't
appreciate it as much. In addition, because there are many applications for factory
workers to receive rather than in the office, her side takes care of factory supply as the
priority.”
After having got highlighted ideas about the situation , it is not considered as the
main problem leading to the symptoms. Because Ms. Ngoc from the Human resource
department commented that the recruitment process is well under control in her
department. Because of the covid situation in recent months, the company had to switch
to online mode, so it was a bit difficult and the problem in handling labours in
manufacturing in “3F model”. However, in terms of normal conditions, the slow
recruitment relies on the shortage in the labor market in the locality. In addition, there
is also no obvious evidence suggesting that the slow recruitment process is a major
problem in the assessment of existing symptoms.
2.5.3 Lack of leader vision
According to Mr Luong – Chief Executive Officer as well as directly managing
the Export-Import department, target revenue growth is 10% per year and based on the
capacity and the ability of manufacturing, human resources will be concluded. Just due
to the sudden situation of Covid 19 happening during the past 3 month, the
manufacturing has slowed down. However, setting a clear vision is still his priority as
Mr Luong said. Discussing the unreasonable quantity of the Export-Import department,
the confirmation from three sides that they recognize the need of human resources in the
team and they actively look for more resources in the department. Due to the pandemic
happening in May negatively affecting the numbers of laborers in the manufacturing
much more than other departments as well as Mr Luong provided.

25
 Therefore, there is no evidence proving that the lack of leader vision is the
significant problem for the symptoms. Since Mr Luoc and Ms Thuy said the vision and
target is set clearly from both sides and recruitment is accepted by their manager.
Answering the question: “Is the problem of human resources in your department
affected by Mr Luong expectation and targeting?”, my mentor indicated that:
“I don't think so, except when the current epidemic causes the production and
export process to decrease, I think goals and vision are not the problem.”
2.5.4 Salary and cost pressure
Being interview with Mr Ngoc, HR employee of Gold nut company, the salary and
cost pressure is the potential problem due to some reason. Firstly, she did not approve
that salary payment or any cost effects on the human resources of any department in the
company. Secondly, it is given that the company pays for each lalours and employees
both in the working office and in manufacturing based on their ability and the needs of
the company. So the payment is within the affordable level. However, when are cases
where a high salary is required, especially for experienced workers, the company does
not give it as a preference for Export – Import department. Besides, during the interview
with both four people in department, they show the willing to recruit new employee in
department. Mr Luoc and Ms Thuy also revealed that they are satisfied with the salary
they received. Finally, there is only the point of recruiting young employees to join the
team in order to train and make long-term commitment better than experienced workers
and they do not have any problem on salary and cost pressure to downsize the human
resources in the department. To conclude, the argument is based on the interviewee’s
opinion to validate the problem, hence whether there is a problem but I cannot deeply
figure out. It has the limitation on this aspect.
2.5.5 Failed in new employee retention – Main Problem
From the policy of Goldnut company, new employee joins in departments in the
office have 3 to 6 months working as full-time employee which we usually call as
internship. in order to see whether they are suitable
According to Ms Thuy, the import-export staff at the department confirmed that
the retention of employees at the company in general and the import-export department

26
in particular is a factor that directly affects the number of departments at a low level.
She stated that:
“The department is actively looking for new employees. However, the real
problem is that they do not want to stick around for a long time. Although the candidates
in the interview said they had wanted to make the long-term commitment, after the
temporary period or in just one year, they quit their job and found another offer.”
According to Mr Luoc, the maximum temporary period for intermediate workers
is 30 days, and 60 days for college and above. After the probationary period, the
company will sign a 6-month contract. After that, the contract will be renewed for a 1
year contract. However, new employees do not stay after the first contract period.
Many thanks to Ms Ngoc in the Human Resource department who has given me
the permission to observe and summarize the human resources data of the company in
Figure 5. Figure 5 illustrates the total number of employees in Export – Import
employees from 2018 to 2020 showed the true situation that the number of employees
in this department is constantly changing. This continuous lay off of employees and the
pandemic of Covid 19 makes the expectation of the company become unsuccessful
especially in 2020 and 2021. As we can see, during the time of 2018 to 2020, there were
7 new employees joining and leaving constantly after their temporary labour contract
and until 2021, the number of permanent employees in the Export-Import department is
only two. Therefore, due to the inability to keep young employees working, effects on
the unreasonable quantity of human sources in the Export – Import department
especially that insufficient in human resource.
Hence, after the interview section in order to gain from employee insights and
some of internal data of Goldnuts company, the potential problem is identified which is
located in retention employee ability in this department. In order to well-understand the
potential problem described above, problem definition and its importance would be
explained.

27
 2018 Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Mr Dai Luc
Ms Xuan
Thuy
Ms N.Quỳnh
Ms Y.Vy
2019
Mr Dai Luc
Ms Xuan
Thuy
Ms T.Phương
Ms A.Thy
Mr S.Lam
Ms P.Dung
2020
Mr Dai Luc
Ms Xuan
Thuy
Ms S.Lam
Ms P.Dung
Mr G.Huy
2021
Mr Dai Luc
Ms Xuan
Thuy
Mr G.Huy
Ms. M Huỳnh

Table 2: Total number of employees in Export – Import employee from 2018 -2020

(Internal data from Human Resources of Goldnuts)

2.5.6 Main Problem Definition
Emadi et al (20) stated that employee retention is the idea which defined as a
voluntary appproach used by any business and operation to build the enviroment that
promotes and inspires employees to stay with the company permanently and as long as
possible. In addition, for every company, employee retention is always the important
aspect to foccus on becauses the retention of top talented employees is a common
goal, stated by Anonymous (15). Nasir et al (21) mentioned that failure in employee
retention showed the organization’s unable to keep its employee stay and would not be
able to properly capitalize on employee development within the organization. Applying
to Goldnuts Company in Export and Import department where new employee laid off
28
through years leads to the symptoms of employees being insufficient in the department
although the desirable of keeping them stay with the company.
2.5.7 Main problem significance
Recognizing employee retention is a problem existing in Export – Import
department of Goldnuts company, the consequences of this problem should be observed
and understood in order to make this problem become more significant and important if
it is cannot solve properly:
First of all, failure in employee retention causes the administrative problem,
Phillips et al (22) stated. Besides, he also indicated that (22) employees leaving their job
generally generate a burdensome amount of administrative effort, not just in terms of
additional paperwork, but also in terms of time spent facing and resolving turnover-
related difficulties. This diverts valuable time away from productive tasks.
“The disruptive nature of turnover is amplified when other employees are forced
to assume the workload of departing colleagues or address problems associated with the
departure.” Phillips et al stated (22).
It matches with the situation of the Export – Import team when both of 2 employees
in the department complained about the task overload they have faced due to handling
over the task of the employees who are leaving, especially with a huge volume of
paperwork of shipping which is needed to control and manage. Mr Dai Luoc stated:
“The way I have to deal with a lot of paperwork is really a problem since there's
only two that cannot be called as a team and also affects the function and collaboration
with others to complete all the tasks allocated. When one employee lay off, they leaving
behind their role that I and Ms Thuy have to divide and handle alternatively”

29
 Secondly, low employee retention affects the financial cost of resources, recruiting
time as well as effort when filling a vacancy, stated by Cloutier et al (23). In terms of
money, experts estimate that the entire cost of voluntary employee turnover may range
from 150 percent to 250 percent of the person's yearly pay Ramlall et al stated (16) (17).
Huang indicated that (18) this cost includes all recruiting and training costs, as well as
replacement costs and other hidden costs (such as work disruptions, organizational
modifications, and so on) . If they are core workers in charge of critical jobs or assuming
top positions in the firm, the cost of replacement is considerably higher. Moreover,
Henrick (17) gives his opinion that small companies are facing the pressure of
employees even higher than the large company due to their inability to offer the same
amount of salary, benefits and opportunity for advancement as the large companies.
Bersin (19) indicated in Figure 6 that: “most employees are a "cost" to the organization,
and that over time, they become more and more valuable.” Hence, the longer an
organization retains employees in their organization, the more benefit they create with
huge engagement. It comes from the “Investment zone” called cost to “Return zone”
called value. So, if an organization fails in employee retention, it will get back in the
investment zone on the negative side and hardly achieve the “Discretionary Effort” from
High Engagement.

Figure 9: Economic value of an employee to the organization over time (13)

30
 Lastly, Arnold (24) indicated that there is a negative impact on operating results
for managers and their organizations because of the high turnover of employees.
Employees who leave at the request of the company can disrupt operations, work team
relationships, and unit performance, Dr Iqbal stated (25). Besides, Arnold (24) give his
opinion that workforce instability can have the major negative impact and challenges on
organization to achieve better operation results and he also stated (24)
“When an employee is planning to resign, productivity and quality of work are
likely to decline because commitment and performance become less important for the
duration of service.” –
Mr Luong – CEO of Goldnuts and manager of the Export – Import department
gave his opinion that due to Covid 19 pandemic, the target seems difficult to achieve
this year. However, if we adjust in the normal condition when operation and economics
recover, export capacity and efficiency will recover quickly and increase in import and
export volume. Therefore, maintaining the number of employees in the Export-Import
department is essential to be able to better manage the operations in the Import-Export
department during this period to achieve maximum productivity, import and export
orders handling.

3. POSSIBLE CAUSES
3.1 Over-working hours
According to Mr Luoc sharing about the cause which lead to problem of being
failed employee retention, over-working hours is mentioned. As Goldnuts company
policy, working hours are normally beginning at 8AM to 5PM. However, the Export-
Import department usually has to work with the extended hours until 7PM known as 3rd
shift. From an employee in Export – Import view about the cause, Mr Luong said that
when he asked employees why they laid off this department, the answer is because
working hours are not suitable and create an unbalanced work life for employees in the
department. He also stated in the previous interview that: “ In my opinion, the working
time is extended specially in the Export-Import department and it happens frequently,
which makes employees not want to continue working, especially young interns who
always care much about their personal lives.” Ms Thuy, in the in-depth interview also

31
agree about the this cause which could be create a low employee retention in her
department.
Besides, contacting Mr Gia Huy, who is a previous intern of Gold Nuts company
in the Export – Import department, he also gave an agreement that due to many orders
and shipping announcements having to be done, he usually works until 7PM and it is
quite a negative side on this aspect. In my personal observation, hours of work in the
Export-Import department are truly quite long and strict, although working online is
implemented which affects the satisfaction of doing tasks assigned. Hence, over-
working hours is considered as a possible cause for this problem.
3.2 Lack of mentoring and giving feedback
Lapointe et al (26) stated that supervisory mentoring was adjusted as a certain
relation to affective commitment. Besides, he also suggests (26) the link between formal
mentoring and turnover was partially mediated by emotional commitment, and this
relationship was greater when the mentor, indicating that supervisory mentoring
indirectly affects employee retention.
From sharing with employees in the Export-Import department, the possible cause
of the problem that employees do not maintain a long-term relationship is the lack of
mentoring and giving feedback from their supervisor. There is little response and advice
for the task whether the employee is completing well-done or not. According to Mr.
Luoc point of view, this may also be a cause because he does not really focus on new
employees after 3 weeks of task implementation. Due to the existing SOP informing the
guideline, employees will do the work themselves based on the existing SOP in the first
stage. Later on, they can do it themselves because the work is not difficult, from Mr
Luoc's point of view. In addition, Mr G.Huy - an employee who had just quit his job at
the company 3 months ago, said that he received not very little guidance from his
mentor. He gave the sentence from Mr Luoc that: "It's easy you can do it yourself and
do not ask me too much. It is not difficult at all." In addition, there is no assessment of
the intern's work in the Import – Export department so that the interns can see their
strengths or weaknesses and improvement in every phase of temporary work in the
Export – Import department. Because of that, the lack of contribution from the mentor
is a possible cause of dissatisfaction of new employees and causing them to leave.

32
3.3 Lack of career training
In my personal perspective as an intern in the Export – Import employee in
Goldnuts company, it has no detailed plan of training and career goals when joining into
the department. However, in my opinion, a training program can build strong
communication channels for new employees and their mentor to express their problems
and recommendations without fear of retaliation, which will strengthen the working
relationship in the long run. Hence, employees who are unhappy and unable to
accomplish their professional goals may seek advancement and development
possibilities elsewhere if they are not provided with training. Contacting Ms Dung, who
already left the company, she gave her reason due to the vague development and training
planning because she saw no career advancement and company commitment. Therefore,
she chose to leave the Export-Import department.
Arold (24) suggested that employee training and development can increase the
likelihood of individuals succeeding in their organizational positions and improve
employee retention. Besides, employees will stay longer in the position if they are able
to develop their career and they are less likely to leave, as Arold (24) stated . Therefore,
lack of training and development would be listed in the possible causes that could lead
to their inability to keep employee retaining. Combining with the opinion of one old
employee in the Export – Import department, he leaves also because this position does
not have the clear advandment for the career goals and too general planning.
3.4 Skills – Job Mismatch
A skills – job mismatch is the negative consequence in the performance failure and
employees’ layoffs, as Ju et al (27) stated. He also mentioned that skills-job matches
have a significantly correlated with the ability of retaining employee as well as their
turnover intention. Kim et al (28) suggested that:
“Skill mismatch explains the level of discrepancy between the skills of each
individual worker and the skills required by the job characteristics.”
In addition, Ramlall (29) research gave his opinion on the employees’ skill variety
is the degree to which a job requires a range of various tasks in order to be completed,
and required different skills and talents of the individual” and employee ability and job
description fitting with each other will generate the psychological states on them. It is

33
the experience for the employee of meaningfulness, responsibility, and a knowledge of
the results of one’s effort. So when the critical skill and job description of the position
are not matched and fully defined, employees would not commit long-term in the
organization. The employee may turnover because they do not observe the same level
of work and their skills fit in their present one compared to the other company as
Scroggins (30)stated.
3.5 Low Salary
Shukla (31) stated that employees who engage in a low-paying position with little
benefits have almost no reason to stay, especially when similar businesses offer
somewhat better income. Beside, Noe et al (32) also suggested that the high in employee
turnover rate is due to the common reason that salary paying and employees have a
tendency to look for well-paying jobs. Therefore, fair wages are a critical component of
the contractual connection between employers and employees, with the underlying
assumption that money may influence behavior, as Ishad (33) stated. Noe et al (32) gave
his view that “younger employees prefer benefits to cash and it influences the kind of
employees who want to remain in the department”. As from the view of a co-worker in
the Export – Import department, the new employee who joined as an intern is young and
just graduated, it matches with the statement of research. In addition, the salary and
paying practices are the common reason that organizations cannot keep employees. Low
salary is considered as a possible cause for the problem existing in the Export – Import
department of Goldnuts company.
3.6 Updated Cause and Effect Map:
In summary, at first, this part has recognized the symptoms which is the
unreasonable quantity of human resource allocation in the Export-Import department of
Goldnuts company, creating a task overloading in the department. Second, an in-depth
interview was conducted as well as secondary data from literature to identify the main
problem in this department, which is because of a failed employee in the Export – Import
department. Finally, after successfully defining the main problem, there are 5 possible
causes leading to the reason of the main problem in Figure 10 – Updated Initial cause
and effect map version 2.

34
 Figure 10: Updated Cause and Effect map – Version 2

4. CAUSES VALIDATION
Having interviewed 5 people: 3 old employees who used to work in 2020 and 2021,
2 current employees in the Export – Import department that causes would be validated
from the least important cause to the main cause.
4.1 Over-working Hours
“Working overtime refers to job demands wherein employees work that exceeds
the employee’s conventional work schedule.” Matsumoto stated (34). He also
mentioned that working overtime have the impact on solidarity and work satisfaction to
the decision of turnover. (34) According to 3 employees who used to work as employees
of the Export – Import department in 2020 and 2021, they confirmed that working
overtime is the real situation in the department due to many tasks to handle from the
shipping order and documentary. Therefore they are usually out of office at 7PM or a
little later. Having asked about the question: “Whether over-working hours create
difficulty and you to the decision of lay off?” Mr G.Huy stated that:
“Sometimes, having to stay overtime is a bit difficult for me. I'll be back from work
later than usual. However, I understand this job characteristic. Everyone wants to go
home early, but due to work, they often come back late as their supervisor in the
department. I am not too cynical when it comes to working time.”

35
 Also, from the view of 2 others, Ms Dung has struggled when she has to balance
between her work and her life. But at that time, she followed to finish the tasks. And
from Mr Lam, overtime frequency of a month is about 10 to 13 days in a month
depending on the day and dinner and activities later than usual. However, both of them
stated that it is not truly the root cause that led them to make the decision to lay off as
the understanding of the job and also the frequency of overtime is actually flexible due
the number of shipping orders which need specific adjustment of how many hours per
week, per month and ect. Therefore, overtime – working hours is adjusted as a cause but
not the main cause.
4.2 Skills – Job Mismatching
After the interview sections, 2 out of 3 old employees said that they observed
themself and their own knowledge had been matched with the job description. Besides,
both of them was confident about their ability when accept to work in Export – Import
department because 2 are study in the field of Supply chain and logistic. Mr. Huy who
have starting pointing in International Business field stated that:
“ If I assessed my skills, I could know about the basics as well as Microsoft office
and general knowledge. Other things I learn during the time of working here. I am
confident with my skills, so I applied for this position and also realizes that the job and
skills are also suitable for what I expect but he wants to know more and learn more
skills.
The same finding is that it takes time for them to update and adapt with new rules
and documents of export and import of cashew and the company process due to the
changing the regulation of the government. Mr Luoc – employee in the Export – Import
department gave his opinion that skills needed in the job description are learnt through
the journey of working in Goldnut. Because most of the students who recently graduated
have not yet shaped many professional skills but will be cultivated in the process of
working and depending on the way they were practiced and skill developed in the
organization. Therefore, in my personal perspective, I do not adjust these elements as
the main cause because after the interview I noticed that people don't seem to have the
problem that personal skills are not suitable for the job leading to the decision to quit.

36
4.3 Salary Paying
This factor is not considered the main cause because both 3 of the old employees
said that at that time, they had been satisfied with their salary under an intern and also
full-time employees. Both Mr Lam and Mr Huy got their salary at 5.5 millions Vietnam
dong as a full-time employee which includes s and Ms Dung got 2.5 millions Vietnam
Dong as employee under temporary labour contract. And the amount of salary could be
increased if they have over-working hours in a month. This salary is evaluated
themselves as the basic salary in Long An manufactures and operations although
compared to Ho Chi Minh is a bit low. However, observing from the opinion of
interviewees, they have no comment on the salary they got at that time and mention this
factor is actually not affected by their decision. In addition, Irsad suggested that (33) in
current business, allowance is not significantly the important factor that retains
employees in the organization but other factors do.
4.4 Lack of Career Training & Lack of Mentoring and Giving Feedback
According to Ms. Thuy at the Import-Export Department stated that:
“Currently, the company does not have special skill training courses or have
specific plans for training and developing new students. I think the tasks assigned during
work can also help you improve your skills. However, it is true that the company does
not provide formal training for employees not only in the Export – Import department
but in general.”
Luc also added:
“When employees enter the Export – Import department, they will be introduced
to the company as well as the company’s and departmen’s regulations. After that, follow
the existing SOP to do the task. There is no formal training later. One thing that's
missing is that I usually don't ask about their development and commit expectations on
this matter."
Based on a group interview of 2 people in Export – Import who are also my
mentors, it is true that the department does not have formal training for organization in
general and for department in specific. Their have informal training which is defined as
skills is learn throughout tasks, clients, co-workers, suppliers and informal network, as
Dr De vos stated (35)

37
 However, all 3 interviewed employees agree that although there is no formal
training, it is inevitable that this is a small company and no training as the bigger one.
But the way of guidance and feedback from their superiors at work actually led them to
decide to quit. Because they did not have enough intention as well as instructions for
new and updated information therefore it made the flow of working is not not as good
as expected. According to Mr Lam shared:
“Decided to quit because I didn't like the mentor's guidance at that time. Because
when I needed to ask, he always said that I could do it myself for most of the time except
in urgent cases. So after that I wouldn't ask much, and would do the job by by myself
most of the time. But gradually led to boredom due to lack of interaction as well as I did
not see new development in the company.”
According to Huy shared:
“There was hardly any support from the seniors when I was a newbie. I am really
confused about what skills or knowledge to reach the new leveland how to accomplish
them. This made me very disappointed and unmotivated as a consequence. And after a
year of working, I see no advancement chance or commitment from my supervisor.
Therefore I quit and it is at the time of lock down due to the pandemic and I do not prefer
to work online. It may be difficult to handle than before”
Ms. Dung also talked about this issue when she did not receive attention from
seniors, causing her to lack confidence while working and in addition, the support to
give development direction in the department was not clear. It made her confused and
decided to quit her job.
From the side of two current seniors at the Import-Export department, Mr. Luoc
also admitted that he was unsupervised and gave detailed instructions to new employees
because he assessed that they could do it, so he only gave general instructions in SOP.
However, somehow the SOP is not enough. At the same time, the direct evaluation of
individuals in the working process is not considered and frankly commented. And with
a personal perspective when working in the department, I also see the above incident.

38
 After reviewing and interviewing the above two issues, I adjusted that lack of
mentoring and giving feedback is the root cause in the Export - Import department of
Goldnuts company because in my opinion, the right mentoring and suggestions given
can offer training and development programs that are right for employees' expectations,
thereby retaining them at the company.

Figure 11: Theoretical framework (36)

Figure 11 showed the mentoring which has directly on the career development of
employees in the organization. Mentoring can help you develop new skills and cope
with big organizational changes as Jyoti (36). In addition, it encourages mentorship and
keeps track of performance for assessment and benchmarking. It also explains roles,
goals, and duties, as well as expectations and responsibility, and allows for feedback.
The connection between work fatigue and career advancement was mitigated by
mentoring. In this case it matches with the problem in the Export – Import department
where people do not want to retain work in this department.

39
 Figure 12: Final cause and effect map

5. ALTERNATIVE SOLUTIONS
5.1 Alternative Solution 1: Applying 360 degree feedback
Mccarthy (37) stated that feedback from many sources,' often known as '360
degree feedback,' is a performance assessment method that compil the input from an
employee's supervisors, coworkers, and subordinates. Besides, he also suggested that
360-degree feedback can draw attention to potential performance characteristics that the
organization has previously overlooked while also transfering organizational values to
personnel. Therefore, 360 feedback may help top management develop more successful
work connections, expand possibilities for employee engagement, uncover and resolve
conflict, and show respect for employee perspectives. On the other hand, because the
feedback the receiver receives enhances his or her self-awareness, the individual may
have a better guide for his or her career growth as a consequence of the 360 feedback.
This improved self-awareness is a first stage in the career development process.
Mccarthy (37) had suggested a 360 degree feedback system where there are many
stages with the purpose of the system is included from the feedback report presented to
the feedback receiver. The methods detailed here are a compilation of the several models
found in the literature as below. Summarizing the model, the evaluation criteria will be
analyzed and selected by the company based on the context that the company requires,

40
from which there are appropriate items in the company's context. People often evaluate
employees themselves as well as their working skills according to many different items
related to the ability to work in a team, the ability to work independently, creativity ect
and the rating scale will be from 1-5 according to the standard scale.
The question will automatically appear on the employee's computer through the
assessment system, and this is highly secure: each individual has a key to be able to
move into the assessment sheet, to see the results. review - another keycode. This online
evaluation system is very convenient for the company's human resource managers as
well as for the employees themselves. Then the evaluation process will be collected and
the problem will be discussed by the relevant people and given the problem that they
need to solve. This process is to be done at least once every 3 months to be able to
continuously update the status of individuals in the organization.

Decide on
Decide on the Choose the behaviors/ Decide
purpose of 360 instrument items to be who the Train the
degree for collecting included feedback raters and
feedback the data in the rating recipients the ratees
instrument are

Feeding Analysis of Recipients

Follow- Questionnaire
back the feedback choose
through distribution
feedback data raters.

Figure 13: Theory of 360 degree feedback process (38)

Carson (38) supported the idea that the efforts will benefit the organization as a
whole by improving individual capacities via relevant 360 degree feedback that is shared
in a constructive manner. Having managers create personal action plans based on the
feedback creates a more open, communicative atmosphere in which employees feel
invested in the organization's values and goals. In addition, it helps employees taking
part in the feedback process feel that their ideas were actively sought and heard, resulting
in a more open and communicative workplace. The capacity to give real behavioral
feedback that might encourage improved individual and group performance boosted the
effectiveness of work groups. Besides, Olusadum (39) stated that the use of a 360-

41
degree feedback system to initiate and sustain long-term behavioral changes. Trainers
should evaluate the optimal way to utilize feedback interventions to produce desired
individual, team, and organizational results by paying attention to these evidence-based
difficulties and obstacles. Choosing 360 degrees is the first solution because 360 degrees
feedback gives a more multi-dimensional view of employee performance to have
follow-up developing and skilled training plans in accordance with the weak elements.
With the solution of 360 degree feedback, it supports employees in Export – Import
trainees to not only meet the expectation about receiving attention and feedback from
their mentors, but also self recognizing their weakness to take action on improvement.
Besides, applying this solution can also give the reverse feedback to the mentors and
also to managers. Recognizing the lack of receiving and giving feedback from both the
mentor and mentee not only in the Expect – Import department but also in others.
Therefore, 360 degree feedback could be an ingenious solution.
Below is the total estimated cost from the 360 degree system given by ihcm human
capital.

Initialization cost 10,000,000VND

System installation cost
1,500,000 VND /month*12
(Pay at least 1 year)
Total 15,028,000 VND
Soure: ihcm human capital
5.2 Alternative Solution 2: Applying mentoring program and following-up during
internship period
Baran et al (40) gave his suggestion that a mentoring program is a successful tool
if it can greater employee engagement and involvement, improved job outputs, and
enhanced efficiency of organizational operations. Mentoring may help to foster essential
organizational norms and values, as well as a culture of learning, knowledge, and
professional experience transfer. Beside, mentoring goals in formal processes (typically
in the form of mentoring programs) were specified by: a specified objective, a defined
timeframe, and a mentoring signed agreement by the mentor and the mentee. Mentoring
programs that are purposefully implemented in businesses are defined by their
consistency, documentation, coordination, and frequent evaluation. The phrase

42
"effective mentoring" was defined as a "mentoring process that leads to the attainment
of mentoring goals established in the organization and includes the outcomes expected
by mentoring process participants. In addition, basing on the cause mentioned above,
due to lack of mentoring and giving feedback from supervisors affects the relationship
between mentors and mentees, their personal goals and also on the department target.
Therefore, a mentorship program's objectives will be focused on the organization's
object, but it will be achieved via the efforts of its employees/internal constituents, stated
by Baran et al (40)

Figure 14: Structuring the program (41)

Allen et al (41) gave suggestion on this structure that regardless of whether specific
categories of people are involved, several practitioner authors emphasize the need of
making mentor involvement voluntary. The reasoning behind these guidelines is that
those who volunteer will be more dedicated to making the experience a success. In
addition to orientation, topics and issues discussed in the literature include defining
mentoring and establishing the program's objectives, reviewing mentor and mentee roles
and duties, as well as setting expectations and recognizing program limits. Several
authors discussed the importance of mentors and mentees setting expectations, goals,
and responsibilities for their relationships, and found that more than half of the programs
studied made sure that mentors and mentees set expectations together and created a
mentoring action plan with activities, resources, and success criteria. Whether or not the
program required these goal-setting activities had little impact on whether or not the
mentees were satisfied, but participating in goal-setting did. The frequency of
engagement and how mentees and mentors should meet are the following steps in
constructing the formal mentoring relationship after laying the groundwork. Face-to-
face contact is preferred in this circumstance. Furthermore, even when distant
interactions such as email or other means are utilized primarily, I propose that at least

43
one face-to-face meeting be held to enhance relationships. Although it is not a reliable
predictor of satisfaction, meeting on a frequent basis does reveal that connection.
5.3 Solution Justification
After reviewing and evaluating the above two strategies and looking at the actual
situation at Golnuts company. Both of these two solutions are evaluated as below.
Firstly the 360 degree feedback is adjusted to be sustainable in the long-term
strategy of the company and apply for the whole company which can positively improve
the working performance and development of the company, as Mr Luc suggested.
Besides, getting the reference for the price of applying 360 degree feedback, it costs
15,028,000 VND per year which is not expensive and the company can pay for that
system. However, if applying a software system, it is necessary to have a team of
consultants that can transfer this information which can be charged more cost from
external consulting firms. However, it is currently not possible for the company's human
resources department to implement. Therefore, a team of consultants must be hired from
an external source which costs more and takes time to adapt with the new system. Hence,
the application of 360 degree feedback software to put it in the current context of the
company is still not reasonable and requires effort and risk of effectiveness although it
may give advantage for improving employee performance and development in the long-
term.
Secondly, for the mentoring program, it also takes Export – Import department
time to keep track, planning strategy with the support from the HR department.
However, compared with 360 degree feedback and current according to Mr. Luc, it
would be suitable for choosing the mentoring program in the context of the company in
the current situation. In addition, starting from the beginning program discuss within
department respectively and within intern, it will be easier to identify the root cause of
each problem intern is facing. Even though 360 degree feedback could be a good tool
and system to improve performance, the mentoring program is based on the actual
context in the department and tracking step by step. Therefore, the effectiveness can be
confirmed well-built. Therefore, his suggestion is to apply a mentoring program and the
alternative solution in 360 degree feedback can be applied later.

44
 To conclude, although both of the solutions improve the company feedback system
and performance of employees and interns as a whole, in this current situation, a
mentoring program will be chosen as the best solution for the root cause of the problem
compared to 360 degree feedback which could take time and effort for long-term
changing.

6. ACTION PLAN
Based on the assessments and observations in the Import-Export department and
the general situation at the company along with the advice to give the above root cause
solution, the action plan is proposed to take 6 months of full-time internship. In addition,
applying the model in the figure 14 with some ingenious steps to complete the training
program for new employee
Besides, at the end of this program, the frequency meeting and review still need to
be maintained and implemented for the better improvement of the progress of working
, and at the same time to be able to improve the relationship, trust to employees and
retain them to the organization. After the internship, they should be advanced into the
next level in working which is job enlargement and frequent meetings and feedback
should be kept during the time.

Figure 15: Mentoring program for Goldnuts Limited Company

45
 Pharse Action People Objectives Activities
Timeline
involved
- A person in-charge for - Small discussion for
mentoring new intern during propose the program and
their path at the company senior in department can 1 week
Manager,
- Guideline planning and voluntarily give support to before the
Seniors in
Participation objective of the program in the mentee joining first working
Export –
guideline term of mentee - This plan can be discussed day of new
Import
in the department and get the employee
department
approval of the manager of started
the next action.

-Creating good -Review job description and

Pre-
first impressions, showing that responsibilities;
internship
Orientation New department value values -Describe regular working
employee -Understanding the expectations procedures;
and of the company and manager, -Provide information about
First
Seniors in and the department tasks assigned, deadline
working day
Export - - Outline the objective of the regulation.
of new
Import program -Assign a mentor to answer
employee
Mentor and department, - Introduce people in the their questions and guide
mentee HR department and mentor during them
connection department working in the department.

- To gain meters' expectation, - Discuss more about the Throughout

goals in career and responsibility specific need of the mentors. the
during the working journey - Outline the mentor and internship
- Have a clear imagination and mentee expectation in the period and
make the suitable action plan for relationship and the can review
Expectation
skill development from tasks development needs expectations
Negotiation
assigned. after each
- Build the first good and month or
realistic relationship between after one
mentor and mentee. project is
done.
New - Take the expectation and goals - Officials start to take on
employee, from both sides of the specific task.
During the Senior in organization and mentee into - Give idea and solutions to
Implement action. improve the process of
internship department
action plan - Keep track on the ability and department, interaction,
(Mentor in 4.5 months
for mentee effective working frequency of engagement of mentors
charge) (follow-up)
and develop the newbies - SOP updated regularly
specific skill - Recognize skill set need to be - Skill improvement through
practice and develop training exercise
- Follow-up
- Engage positive relationship - Supporting obstacles, time
between mentor – mentee. pressure or any conflict in Every 2
- Identify their obstacles and working. weeks
Frequency
satisfaction - Reviewing task during
Meeting
- Engage mentor-mentee complement, the internship
relationship. effectiveness and satisfaction phase
during working

46
 - Creation work motivation
and mentor-mentee
relationship
- Informal meetings and
Outside meetings are also
encouraged.
Manager, - Evaluation the whole process,
New getting feedback from both
employee, sides.
Senior in - Overview the effectiveness and
Post-
Evaluation department the abilities intern get and bring 1 months
Internship
(Mentor in to Goldnuts company
charge) - Decide whether to propose
HRM full-time offers.
department

Table 3: Detailed Explanation of mentoring program for Goldnuts Limited company

For the final phase, the evaluation is the important phase during post-internship.
To answer the question how the company will know how the process worked. The
company can apply Kirkpatrick s four levels of evaluation model:

Figure 16: Kirkpatrick s four levels of evaluation model

Then, they need to answer some evaluative questions such as:
• Level 1: How did interns feel about this program?
• Level 2: How much did the trainees improve their competencies during the
internship period?
• Level 3: How did the training change employees behavior as a result of the
training?
Level 4: Results and their decision of continue to raise to full-time employee or
leave the organization
47
 From one to two weeks before the end of the internship period, HRM needs to
prepare questions and they can conduct directly with these interns or convert to seniors
and review in the meeting before the last day of internship period.

48
REFERENCES
(1) Hanh N. Cashew industry has a large trade deficit after 31 years of exporting.
[Internet]. Congthuong.vn. 2021 July 9. Available from
https://congthuong.vn/nganh-dieu-nhap-sieu-lon-sau-31-nam-xuat-khau-
160945.html.
(2) Hieu M. Vietnam's cashew industry maintains the number 1 export position in the
world. [Internet]. Bnews.vn. 2021 March 06. Available from
https://bnews.vn/nganh-dieu-viet-nam-duy-tri-vi-tri-xuat-khau-so-1-the-
gioi/188693.html.
(3) Hanh N. Cashew nut exports: Increasing in many potential markets. [Internet].
Vietnam cashew association. 2021 September 03. Available from
http://www.vinacas.com.vn/xuat-khau-hat-dieu-gia-tang-o-nhieu-thi-truong-
trong-diem-bv2480.htm.
(4) Vogel A, Wagner J. Exports and profitability: first evidence for German business
services enterprises. Microeconometrics. 2009 May:279. Availble from
https://www.econstor.eu/bitstream/10419/30246/1/60801771X.pdf
(5) Khong R. Cashew Nuts - Market Report - Jan 2021. [Internet] Linkedin. 2021
February 09. Available from https://www.linkedin.com/pulse/cashew-nuts-jan-
2021-market-report-rosie-khong/
(6) Anonymous. Featuring the Strong Processing Industry, Vietnam and India
Dominate Global Raw Cashew Nut Market. [Internet] Globaltrademag. 2021
October 30. Availble from https://www.globaltrademag.com/featuring-the-
strong-processing-industry-vietnam-and-india-dominate-global-raw-cashew-nut-
market/
(7) Jame K. Impact of labour shortage on organization on organization performance: a
case study ministry of water and irrigation – Tanzania. 2009 October . Available
from
https://www.researchgate.net/publication/336277028_IMPACTS_OF_LABOUR
_SHORTAGE_ON_ORGANIZATION_PERFORMANCE_A_CASE_STUDY_
MINISTRY_OF_WATER_AND_IRRIGATION-TANZANIA

49
(8) Jeffrey P, Nancy L. The effect of wage dispersion on satisfaction, productivity,
and working collaboratively: Evidence from college and University Faculty
[Internet]. The Effect of Wage Dispersion on Satisfaction, Productivity, and
Working Collaboratively: Evidence from College and University Faculty |
download. [cited 2021Sep22]. Available from:
https://booksc.org/book/32923782/b567ef
(9) Prasetya A, Kato M. Employees’ perception towards the performance assessment
system and salary system. InProceeding from ICETD (International Conference
on Economics, Trade, and Development)-Bali Island-April 2011 Apr. Available
from http://www.ipedr.com/vol7/5-D00019.pdf
(10) Griffin MA, Parker SK, Mason CM. Leader vision and the development of
adaptive and proactive performance: a longitudinal study. Journal of applied
psychology. 2010 Jan;95(1):174. Available from
https://booksc.org/book/60904677/12b965
(11) Bish A, Newton C, Johnston K. Leader vision and diffusion of HR policy during
change. Journal of Organizational Change Management. 2015 Jul 13. Available
from https://www.emerald.com/insight/content/doi/10.1108/JOCM-12-2013-
0248/full/pdf?title=leader-vision-and-diffusion-of-hr-policy-during-change
(12) Loshali S, Krishnan VR. Strategic human resource management and firm
performance: Mediating role of transformational leadership. Journal of Strategic
Human Resource Management. 2013;2(1):9.
Available from https://www.rkvenkat.org/surabhi.pdf
(13) Khan A, Siddiqui DA. Impact of Vision Based Recruitment on Organization’s
Performance in Pakistan. Khan, A. and Siddiqui, DA (2018). Impact of Vision
Based Recruitment on Organization’s Performance in Pakistan. International
Journal of Human Resource Studies. 2018;8(4):188-207. Available from
https://papers.ssrn.com/sol3/Papers.cfm?abstract_id=3397099
(14) Coucke K, Pennings E, Sleuwaegen L. Employee layoff under different modes of
restructuring: exit, downsizing or relocation. Industrial and Corporate Change.
2007 Apr 1;16(2):161-82. Available from: https://booksc.org/ireader/18798021

50
(15) Anonymous. (2009). IOMA's Report on Compensation & Benefits for Law
Offices, 9(12), 7-7.
(16) Ramlall, S. (2003). Managing employee retention as a strategy for increasing
organizational competitiveness. Applied H.R.M. Research, 8(2): 63- 72.43
(17) Henricks, Mark (2006). Are you afraid your key employees are ready to walk?
Here's what you can do to hold on to your most valuable players. Entrepreneur 1
April 2006, 84.
(18) Huang I C, Lin H C and Chuang C H (2006), "Constructing Factors Related to
Worker Retention", International Journal of Manpower, Vol. 27, No. 5, pp. 491-
508
(19) Bersin J. Employee retention now a big issue: Why the tide has turned. Bersin by
Deloitte. 2013 Aug 16;16:1-4. Available from
https://www.multibriefs.com/briefs/apta-pps/EmployeeRetention.pdf
(20) Al-Emadi A, Schwabenland C, Wei Q. The Vital Role of Employee Retention in
Human Resource Management: A Literature Review. IUP Journal of
Organizational Behavior 2015 07;14(3):7-32. Available from
https://www.proquest.com/docview/1703567195?pq-
origsite=gscholar&fromopenview=true
(21) Nasir SZ, Mahmood N. A study of effect of employee retention on organizational
competence. International Journal of Academic Research in Business and Social
Sciences. 2018 Apr;8(4):408-15.
(22) Phillips JJ, Connell AO. Managing employee retention: a strategic accountability
approach. Routledge; 2003.
(23) Cloutier O, Felusiak L, Hill C, Pemberton-Jones EJ. The importance of
developing strategies for employee retention. Journal of Leadership,
Accountability & Ethics. 2015 Jun 1;12(2). Available from
http://www.m.www.na-businesspress.com/JLAE/Pemberton-JonesEJ_Web12_2_.pdf
(24) Arnold E. Managing human resources to improve employee retention. The health
care manager. 2005 Apr 1;24(2):132-40. Available from
https://booksc.org/ireader/53950393

51
(25) Iqbal A. Employee turnover: Causes, consequences and retention strategies in the
Saudi organizations. The Business Review, Cambridge. 2010 Mar;16(2):275-81.
(26) Lapointe É, Vandenberghe C. Supervisory mentoring and employee affective
commitment and turnover: The critical role of contextual factors. Journal of
Vocational Behavior. 2017 Feb 1;98:98-107.
(27) Ju B, Li J. Exploring the impact of training, job tenure, and education-job and
skills-job matches on employee turnover intention. European Journal of Training
and Development. 2019 May 7.
(28) Kim SJ, Choi SO. The effects of job mismatch on pay, job satisfaction, and
performance. Journal of Open Innovation: Technology, Market, and Complexity.
2018 Dec;4(4):49. Available from https://www.mdpi.com/2199-8531/4/4/49/htm
(29) Ramlall S. A review of employee motivation theories and their implications for
employee retention within organizations. Journal of American academy of
business. 2004 Sep;5(1/2):52-63.
(30) Scroggins WA. Selection, meaningful work and employee retention: A self-
concept based approach to person-job fit. New Mexico State University; 2003.
(31) Shukla S, Sinha A. Employee Turnover in banking sector: Empirical evidence.
IOSR Journal of Humanities and Social Science. 2013 May;11(5):57-61.
(32) Noe RA, Hollenbeck JR, Gerhart B, Wright PM. Human resource management:
Gaining a competitive advantage. New York, NY: McGraw-Hill Education; 2017
Jan.
(33) Irshad M, Afridi F. Factors affecting employees retention: Evidence from
literature. Abasyn Journal of Social Sciences. 2007;4(2):307-39.
(34) Matsumoto M, Gopal B. Solidarity, job satisfaction, and turnover intent in
employees. International Journal of Workplace Health Management
2019;12(4):247-257.
(35) De Vos A, Williams I. Leveraging Training Skills Development in SMEs: An
Analysis of East Flanders, Belgium. IDEAS Working Paper Series from RePEc
2011.

52
(36) Jyoti J, Sharma P. Impact of Mentoring Functions on Career Development:
Moderating Role of Mentoring Culture and Mentoring Structure. Global
Business Review 2015 08;16(4):700-718.
(37) McCarthy AM, Garavan TN. 360[degrees] feedback process: performance,
improvement and employee career development. Journal of European Industrial
Training 2001;25(1):5-32.
(38) Carson, M. (2006). Saying it like it isn't: The pros and cons of 360-degree
feedback. Business Horizons, 49(5), 395-402.
(39) Olusadum, N. J., & Leo, M. I. (2021). 360-Degree Feedback Appraisal System
and Employee Productivity of Deposit Moneybanks in Imo State, Nigeria. Global
Journal of Human Resource Management, 9(2), 60-72.
(40) Baran, Małgorzata & Zarzycki, Roland, 2021. "Key effects of mentoring
processes — multi-tool comparative analysis of the career paths of mentored
employees with non-mentored employees," Journal of Business Research,
Elsevier, vol. 124(C), pages 1-11.
(41)Allen, T. D., & Eby, L. T. (Eds.). (2011). The Blackwell handbook of mentoring:
a multiple perspectives approach. Choice 2008 04;45(8):1419.
(42) KIRKPATRICK'S FOUR LEVELS OF TRAINING EVALUATION. Training &
Development 2017 04;44(2):30.

53
SUPPORTING INFORMATION
Interview Transcript
In-depth interview for problem validation
Interview Section 1: Mr. Chau Ngoc Long – Chief Officer of Golnuts Company
Interview date: 27/9/2021 at 6PM
Duration: 20 minutes
M. Huynh: Good evening sir, my name is Mai Huỳnh. Currently I am an intern
in the Export – Import department with Mr Luoc and Ms Thuy. Thank you for
joining me for the in-depth interview today.
Mr Luong: Yes, thank you for having me. It is my pleasure to be here and share
with you about my company. How is your internship going so far? Lots coming at
you so quickly!
M. Huynh: Yeah, I am still not familiar with how it operates, so it was a little
bit difficult and working online made me confused at some point but Mr Luoc and
Thuy helped me a lot, so I think I am gonna catch up real soon.
Mr Luong: Awesome. And I'm super happy, it seems to me like you're doing super
ưell. So let's start the interview.
M.Huynh: So first of all, can you share with me about your target especially in
Export and Import for the next year?
Mr Luong: Exporting is gradually difficult especially in export standards and the
competition in the international market. The world is flat, my business is getting more
and more competitive. The export cashew industry is not exempt from this rule. At the
same time, this year the Covid epidemic greatly affected the world economy, but next
year the world economy will surely recover. I expect that the company has reached the
target to increase 10% in exporting volume compared to this year.
And this year, with the complicated situation of the Covid epidemic, we and the
government prioritized epidemic control, so the production affected a lot.
To be honest with you, this year the company did not achieve its goals as in previous
years, both in terms of revenue and profit. You see, the company has to incur additional
costs that were not available in previous years such as the cost of testing for Covid-19

54
every 3 days, the cost of organizing 3 on-site for you. But the company is required to
organize to keep up with orders for customers.
M. Huynh: Oh, I understand your situation at this current time. So do you have
any expectation from human resources in the Export – Import department for the
next continual years?
Mr Luong: I know there are 2 people in the Import-Export department, but the job
requirements are getting higher and higher, so it puts a lot of pressure on the department,
but the work is professional, so it is impossible to send other department staff to support.
.
So he has been planning to add human resources in the Export – Import department
for several years now. You need at least 1 more worker for this department. But he saw
staff come in and then layoff. Because I have many task to handle, I sill do not consider
about this problem. Therefore, it puts lots of pressure on 2 veteran employees. Surely
after working with you, I will take the time to review the problem in the room and adjust
the policy to retain employees.
M. Huynh: Thank you for sharing this with me. In addition, I was shared by
Mr Luoc and Ms Thuy in the department, your company before and now has
changed in the division of sales and import-export departments. Can you give me
more reasons?
Mr. Luong: It is true that the company restructured. after investing in new
management software. In which, Separating the sales department into two parts: trading
and import-export. This separation is to increase responsibility for each department,
avoiding the blame. Second, departments are no longer in the same department as before
because in my opinion, I want to be obvious in the work for the Export – Import
department, only doing the import and export paperwork instead of having to decide on
the order of the company. Business Department. And the company restructured its
organization after investing in company management software. Before, there was a lot
of paperwork and data management software did not update the company's management
requirements in time, so many employees were able to keep up with the schedule. After
investing in management software, the data was updated, division of administrative and

55
management responsibilities for departments and employees is kept track on the
management system with appropriate SOPs according to the new software.
M. Huynh: So after dividing the two departments like that, do you think the
number of employees in the two departments and division of the departments is
reasonable? Is it due to the subjective desire to reduce or due to other factors?
At that time, such a change in structure and number of employees was reasonable.
Changing the structure to see clearly between import and export business, departments
need to be re-divided and have a better information management system. In addition, in
order for the import and export department to focus on the new work, which is definitely
called Export – Import duties
M. Huynh: Yes, thank you and the information you gave me today. Have a
great evening with your family and stay safe sir.

56
Interview Section2 : Group In-depth Interview
Mr Dai Luoc: Export – Import Employee
Ms Thuy: Export – Import Employee
Interview date: 28/9/2021 – 6PM
Duration: 40 minutes
M. Huynh: Thank you for taking some time to participate in my interview
today.
Mr. Luc: Yes, you're welcome. We should start right away, you can ask what you
have questions about.
M. Huynh: So let me start by changing the company structure. In your
opinion, has the change of structure and division into two departments really
reduced the number of people in the department?
Mr Luoc: For me in fact, the change is also affected by the separation, some of my
members also quit their jobs after changing. Maybe because it didn’t fit with what they
wanted. It's not because the company intentionally wanted to fire employees but the
leave. But I think it's reasonable to divide it like that.
M. Huynh: How about you, Ms Thuy? What do you think
Ms Thuy: Actually, I think it causes the reduction of the quantity of our department
but it's not really a problem in changing. Although it is true that it makes the number of
people in our department insufficient, division is also reasonable and understandable. It
is clear to see where the import and export department is and where the sales department
is. Therefore, I think the structure is not a special problem. Maybe it causes some
confusion, but it is not as much of an influence on the quantity of our team.
M.Huynh: Yes, thank you for sharing with me about this issue. So do you
think the current number of people in your department can meet the job
requirements?
Mr. Luong: I don't think so, except when the current epidemic causes the
production and export process to decrease, I think the goal and vision are not a problem
because now Mr. Luong also recognizes this problem. and still allows additional
recruitment in the department.
M.Huynh: What about Ms. Thuy?

57
 I also think like Mr. Luc in this matter. Due to the plan set out and the number of
employees needed are discussed. She is in charge of the paperwork to meet the
requirements of the importer, the work is more and more difficult because their
requirements are a lot. At the same time, it is also necessary to update IT knowledge,
update the tax declaration programs of the General Department of Taxation, and the
customs declaration software of the General Department of Customs. Her work is now
overloaded. Mr. Luong also saw this problem and recruited additional personnel. But
the problem is that employees don't stick with the company for too long.
M. Huynh: So, during the past 3 years, how many new employees have
worked in the import-export department?
Ms. Thuy: According to my memory, there were 9 to 10 students who entered the
probationary period and had 2 full-time employees in the old period. The students, like
you, entered the internship and even had a student worked for 1 year full-time but then
decided to leave. Tomorrow interview Ms. Ngoc, you can ask for information about the
time sheet of date in and out of our department.
M: Huynh: Yes, thank you. So is the lack of people in the department because
you actively want to recruit but are unable to retain young employees?
Mr. Luoc: Yes, the department actually actively wants to recruit, but the real
problem is that you don't want to stick around for a long time. Although everyone in the
interview said that they wanted to get the job after the internship ended, but then they
quit and got another job. So now the department is still the same, there are only 2 people.
We want to recruit but not for long.
Ms. Thuy: In my opinion, this is an issue that needs to be considered because
actually her department wants to recruit people, but you want to maintain it, so this is
the case. However, this also happened in other departments.
M. Huynh: So in your opinion, are there any reasons leading to this?
Ms. Thuy: As you know, the work of the import-export department is many and
highly specialized, without errors. If you make a mistake, it will affect the export of
goods with difficulty. And it is mandatory to work overtime until 7-8 pm. Leads to poor
work-life balance

58
 Besides, the company does not have interesting training or interactive sessions for
you according to the same process as companies now. In general, I find it a bit outdated
compared to other companies, so young people are not very interested. The Company's
SOPs (standard operating procedures) have not been updated, so you have to look and
follow the wrong way and have to ask again, so it also discourages you.
In addition, due to a lot of work, you do not have time to interact with new
employees much, as I have seen, that is also part of the problem.
Mr Luoc: I think the same as Ms. Thuy. The new students are still quite young,
some of you have the need to learn other skills after working hours because the company
is not training this for you, such as learning more foreign languages, v/v. But the
working time of the company is not fixed due to the urgent requirements of the export,
sometimes it is possible to return on time, but when placing orders, it is mandatory to
stay overtime. I also asked them why they chose to lay off, but you were afraid to share
it all.
M. Huynh: Oh yes, I understand. So, let me ask you more about the
recruitment of your department. Mr Luoc, can you summarize the recruitment
exchange process of the department with the recruitment department?
Mr Luoc: You will send a request to the recruitment department, asking candidates
for qualifications, and skills. At the same time, it also details the work to be done and
the preliminary salary and bonus regime.
The recruitment department will send it to the provincial job placement center.
When there is a suitable candidate, they will report it to the recruitment department and
then report back to me and Mr Luong. He will look at the CVs of the previous
candidates, re-selection once, contact you, consult step 1, select some of the best
resumes. Mr Luong will meet face-to-face and make the final decision.
M. Huynh: Normally, how long does it take to be able to full-fill your
department's vacancies?
Mr. Luoc: Depending on the time, sometimes when I ask for a job, I make it at the
right time when some just graduated from school, I have a lot of resumes right away.
But when it's not right, sometimes it takes 2 months to get the right candidate.
=> Ms. Thuy: Ah Luoc said it correctly

59
 M. Huynh: So in your opinion, does such a recruitment process have a great
influence on the department's failure to find employees in time, causing delay and
shortage of people?
Mr. Luoc: I think the human resources department should find more recruitment
channels to have a more timely labor supply. You see, there are many unemployed
workers as far as I know, but finding the right candidate for the job the company needs
is extremely difficult. When you find a candidate who can meet the job and can be
trained for a few months and then stop working. You can ask Ms. Ngoc from the HR
department for more information about the recruitment process.
Ms. Thuy: According to me, yes. Because the recruitment process in the last 2
years has taken a lot more time than before. From the time you asked for a job to the
time you accepted it, it took about 2 months. However, it does not keep employees at
the company for a long time.
M. Huynh: So in your opinion, what could be the reason for the delay in the
process between the two?
Ms Thuy: Firstly, we couldn't find the right person for the position. As you know,
there are not many young potential labour in Long An for import and export, even no
experienced labour. As for other issues, you can ask the human resources department
because the information about the candidates in your department is all from the
recruitment department.
M. Huynh: Yes, thank you. So, let me ask you a little more about the salary
issue at the company. Are you satisfied with your current salary?
Ms. Luoc: I think my current salary is fine, there is no point in commenting.
Ms. Thuy: I am satisfied with my current salary and have no opinion on that salary.
M. Huynh: So in your opinion, is the company under pressure of operating
costs, so it has reduced employees when restructuring the company?
Ms. Thuy: When doing business, profit is an important criterion in the survival of
the company. Therefore, operating costs must be reasonable. The company is not under
pressure to reduce operating costs, but to reduce labor costs when investing in new
software. The work of each part is inherited from each other's data, not having to be
redo, so there is a surplus of labor. The reduction of labor from that point is appropriate.

60
 But the Company could not foresee the change in export policies or conditions,
leading to the current shortage of personnel.
M.Huynh: Did your company invite the employees who had been given a job
to return to work? And I also see that the workers recruited are mostly young
people, why don't we hire experienced workers? Do you have any reason?
Mr. Luoc: The previous sales staff, the company invited them back to work, but
everyone has other stable jobs already. As for why not recruit experienced employees
to work for the Company, there is also a reason. We want to see new perspectives from
young people. But they don't take the job when you hear about working time and you
probably don't see career development either. I find that young people who come out of
school are easier to train and work hard. But it is true that the company's employee
retention has not done well, it needs to be reviewed more specifically.
M.Huynh: Yes, I thank you for sharing today. That's all I wanted to ask. Have a
nice evening!!

61
Interview Section 3: Ms. Hoang Ngoc -HR employee in recruitment team
Interview date: 30/9/2021, 12:30 PM
Duration: 15 minutes
M. Huynh: Hi, my name is Mai Huynh at the import-export department at the
company. Thank you for making time for me to interview you.
Ms. Ngoc: ok, I am always willing. If it's within range, I'll try to answer.
M. Huynh: Can you share about the recruitment process at your company for
me to understand better?
Ms. Ngoc: Currently, the recruitment process at the company includes:
Receive recruitment requests from the department, including JD that the department
requires via email. After that, the human resources department will contact Long An
Employment Counseling Center. After having the CV meet the requirement of the
company, the Center will contact me through email before the CVs of the candidates. I
will call for a preliminary interview. After that, gathering the documents that meet the
criteria given by the departments, I will announce to that department directly interview
the candidates. Depending on the requirements of the department, there will be tests of
your word and excel skills. After that, the results will be announced within 1 week.
M. Huynh: So can I ask if there are many candidates applying for the position
of import-export officer at your company?
Ms Ngoc: When sending a recruitment request, usually the deadline will be 1 month
for us to collect CVs and call candidates for a preliminary interview. However, there are
not many CVs that meet the requirements. As you can see, in addition to the expertise
in import and export, there must be at least English communication skills, if there is one
more foreigner, the better. But when you have all those requirements, you have very
high expectations, such as going on a business trip abroad, studying more to improve
your level....So the import and export of candidates is the least compared to other
departments when required.
M. Huynh: In your opinion, why is the recruitment process somewhat delayed?
Is it an external factor or an internal one?
Ms. Ngoc: According to me, the recruitment is really slow because there are not
many qualified workers in Long An. I rated it at a moderated level, not too excellent. I

62
also want to find someone with experience to stick with for a long time, but experienced
people are almost blank. I also reviewed the labor recruitment channel. I see many job
search sites like TopCV, …….. But I confess that I don't use technology well, so I
haven't posted on job search sites. The recruitment department at the company has many
people, so it's still working fine. Although there is a bit of email miss or lack of direct
interaction with the department, I think it is not too bad.
M.Huynh: So, is it difficult for potential candidates?
For me, at this current time, it is difficult because currently there is a pandemic due
to the covid 19, it is quite stressful. Also switching to working online makes the
recruitment process more difficult. Due to the first time the company switched to this
form, it was delayed for about 3 months to arrange. Because I also worry about the cost
of factory workers.
M. Huynh: In your opinion, is the salary payment a big pressure on the
company?
Ms Ngoc: Personally, it's not because I want to limit costs. The company always
recruits young human resources to be easier to train and attach. So the payment is within
the allowable level. There are cases where a high salary is required, especially for
experienced workers, which the company does not like very much.
M. Huynh: So, how have salaries and benefits and recruitment costs affected
the number of people in the export department?
=> I think the problem lies in not being able to recruit long-term workers, but the
salary is still good. The export department, the sales department and other departments
also have vacationers. Therefore, salary or cost is not really the issue.
M. Huynh: I understand the problem now. Thank you for spending time with
me today for the interview. Have a good day!

In-depth interview for Cause Validation

Interview section1 : Mr G. Huy – Old Employee of Goldnuts company

63
Date: 13/10/2021 – 6PM
Duration: 15 minutes
M.Huynh: Hello, good evening sir. As you know, my name is Huynh, I am
currently working at Goldnuts company and I want to call today so I can ask you
some questions.
Mr G.Huy: Ok, you can just ask. I'll answer as much as I can
H.Huynh: How long have you worked in the Export - Import department? At
that time, had you just graduated from school?
G.Huy: I have been working for Mr. Luong for 1 year, from being a trainee for 3
months, he has become a full-time employee. I joined the company when I was also
graduating from university.
M.Huynh: At that time, what were your expectations at the company?
G.Huy: At that time, my expectation was the same as that of recent graduates:
Having a job suitable for the field that I studied, learning a lot of experience, skills and
knowledge to be able to develop in my career path, as well as in the company I work
for.
M.Huynh: So what major do you study? And according to you at that time,
were your skills enough to meet the job requirements?
G.Huy: I studied international business. I know that fresh graduates only have
theoretical knowledge of import and export or even less than. I have English reading
and comprehension skills, office computer skills and can learn more when entering the
company. I am confident with my ability, so I just applied for this position and also
realized that the job and skills are also suitable for what I had, but I wanted to know
more and learn more because for a graduate student, there is a lot to learn.
M.Huynh: So does the company organize skill training courses to improve
skills?
G.Huy: Actually, Goldnuts company is a limited company and has not focused
much on any special training programs. Everything will be learned through the assigned
work. Through the SOPs to guide that work. But these SOPs are not updated in time
according to the current work. There are some changes. It is not much but if we follow

64
the guide, it is not enough. So I did, and I updated the SOP for my boss to sign and re-
issue. But I see, when I get used to the job, I can't update it in time.
M.Huynh: In the process of working, were you given any specific instructions,
suggestions for improvement?
“There was hardly any support from the seniors when I was a newbie. I am really
confused about what skills or knowledge to reach the new level and how to accomplish
them. This made me very disappointed and unmotivated as a consequence. And after a
year of working, I see no advancement chance or commitment from my supervisor.
Therefore, I quit and it is at the time of lock down due to the pandemic and I do not
prefer to work online. It may be difficult to handle than before”
M. Huynh: Oh so you decided to quit your job because there was a bad
connection between you and Mr. Luc? How about giving feedback?
G.Huy: That's also an issue that I find not as good as I expected because I really
want some positive feedback so I can learn more but I mostly feel like I only have that
much, I don't have any support, so I feel like I'm standing still. And I thought it was time
for me to leave the company to find a more suitable company.
M.Huynh: Thank you for sharing this frankly. So do you have difficulty in
regulating working time at the company because I know the company has to work
overtime?
G.Huy: In the company's usual time, I don't have any problems. Sometimes having
to stay overtime is a bit more extreme for me. I'll be back from work later than usual.
Everyone wants to go home early, but due to work, they will often come back late like
my mentors in the group. I am young, so I am not tied to my family, so I am not strict
about working time. If you work overtime, you will earn more money.
M. Huynh: So, does the amount of internship make you feel worthy of the job
you do?
G. Huy: For me, the internship salary at that time was not high, but I was satisfied
and because I worked overtime, I also got a part of my salary, so I did not comment. I
think the only thing that made me stop working here was because I was bored because
of the problem I mentioned above.

65
 M.Huynh: Ah, I get it. Thank you for talking to me about this. Good luck for
your new choice.

Interview section 2: P.Dung – Old Employee of Goldnuts company

Date: 15/10/2021 – 6:30 PM
Duration: 10 minutes
M. Huynh: Hello, Ms. As I had an appointment with you before, my name is
Huynh. Currently I work at Goldnuts Company as a trainee. I am gathering
information so that I can write my thesis. Hope you can help me answer some
questions.
P.Dung: Ok em. Just ask, don't be shy.
M.Huynh: How much have you worked in the Import-Export department? At
that time, had you just graduated from school?
P.Dung: I worked for the company for about 9 months and have been a full-time
employee at the company since 2020. At that time, I had just graduated from college
and was looking for a suitable company to practice with.
M.Huynh: So can I ask what major you study?
P.Dung: She studied supply chain and logistics.
M.Huynh: So your decision to resign is not in the wrong field of study, right?
P.Dung: I studied Export - Import in terms of knowledge, and I almost understood
and did not have much difficulty in my work. Just entering the company, I had to relearn
the processes and changes in export regulations.
M.Huynh: So do you have difficulty working at the company? Does the third
shift work cause any difficulties for you?
P.Dung: I do not want to work overtime because I have personal work, but the work
is not finished so I have to work overtime. At that time, I was also an intern, so I tried
to follow up with my supervisor. I think whether this is the reason or not is part of it,
but there are other factors as well.
M.Huynh: So can you tell me what that factor is?

66
 P.Dung: It's that I don't like the way Mr. Luc and Ms. Thuy guide. Because I feel
that the instructions are very superficial about some things I don't understand but don't
get answers, so I do it alone, I also limit asking, but sometimes I feel that I don't learn
much and just stand still. There, I decided to quit my job.
M.Huynh: So besides that, is there any other reason? Such as salary and
bonus?
Ms. Dung: At that time, I expected a good salary, so the salary was not the factor
that made me resign. I was satisfied with the salary at that time. What's important to me
is that I don't feel cared about. Due to the lack of good guidance and interaction, the
work is very stressful. In general, I am stressed at work.
M. Huynh: Oh, I understand. Thank you for sharing this with me today. Hope
that you have a good road on your new career.

Interview Section 3: M. Son Lam – Old employee in Goldnuts company

Date: 16/10/2021 – 6PM
DurationL 10 minutes
M.Huynh: Hello, as I texted you before, today I would like to ask some questions so
that I can do my thesis.
Mr. Lam: Okay. I will answer your question if I know
M.Huynh: How long have you worked in the Import-Export department? At that
time, had you just graduated from school?
Mr. Lam: I worked at the import and export department of Goldnuts for 6 months in 2020
and at that time I just graduated from university.
M.Huynh: Do you have difficulty in working time regulations at the company? Does
the third shift work cause any difficulties for you?
Mr. Lam: I have noticed the problem of working late, but because of many things to deal
with, I stayed to complete it. Actually, the intern has priority to leave earlier if you guys are
busy but usually I chose to finish the day's work. Overtime frequency of a month is about 10 to
13 days in a month depending on the day. If you come back late, you will have dinner and
activities later, so it is a bit difficult.
M.Huynh: So did you leave the company for this reason?

67
 Mr. Lam: I think not as much. Because when working, I am not that type of person who
only quit due to working time,
M. Huynh: Oh, I understand. So let me ask you what major you studied and how do
you rate your skills with the suitability for the job in the Export - Import department?
Mr. Lam: I studied supply chains and logistics. In terms of skills and work, it was basically
suitable. But more importantly, I learn through specific jobs that the company requires and
develop. As for personal skills, the task matches what I studied.
M.Huynh: So how do you rate the company's lack of a well-rounded training course
on skills for employees?
Mr. Lam: In my opinion, because the company is a small and medium-sized enterprise,
there will be no training like in multinational corporations. However, I think it's also important
to learn through my mentor and experienced people. Actually, the reason he resigned was
because he couldn't see the connection between me and my mentors in the Import-Export
department.
M.Huynh: So can you share more with me?
Mr. Lam: “Decided to quit becau se I didn't like the mentor's guidance at that time. Because
when I needed to ask, he always said that I could do it myself for most of the time except in
urgent cases. So after that I wouldn't ask much, and would do the job by myself most of the
time. But fighting lead to boredom due to lack of interaction as well as I did not see new
development in the company.”
M.Huynh: I have also noticed this now. So can I ask if you were satisfied with the
salary at that time?
Mr. Lam: Since I was an intern at that time, the salary was not high. However, with that
salary, he didn't learn much and was imparted a lot and I felt like I was staying in one place. So
I wanted to leave to find new opportunities for myself.
M.Huynh: So the reason you quit is because you don't like instructions from your
superiors, right?
Mr. Lam: Um. I think this is the main factor. The other factors are just added fringes
M. Huynh: Oh, you are. So thank you for giving me more information today. Good
luck in your current job.

68
Interview Section: Group Interview – Microsoft team
Mr Dai Luc and Ms Xuan Thuy – Current employees in Export – Import
department in Goldnuts company
Date: 18/10/2021 – 6PM
Duration: 20 minutes
M. Huynh: Thank you for giving me some time to participate in today's interview so
I can explore some more issues.
Mr. D. Luc: Ok. I have a quick interview today
M. Huynh: Yes. So let me ask you, what do you think about the overtime working
time at the company? Have any employees had comments or confided in the issue of
working overtime?
Mr. D. Luc: As you shared before, the time the company will have 3 shifts depends on each
week and each month according to the number of containers exported. They didn't tell me about
this situation. Although probationary employees are allowed to leave earlier, most of you also
work hard until 7 pm.
M. Huynh: Yes, I noticed this myself while working here. Do you have a specific plan
and roadmap when a new employee joins the company?
Ms. X. Thuy: Basically, you guys go to work right after the first introduction and we don't
really have a plan for you because we think we can see it through the way we look at it. you
work.
Mr. D.Luc: I think so too so I won't have a training plan for the staff.
M. Huynh: So your company doesn't have skill training programs for interns in the
department?
Mr D.Luc: When employees enter the Import-Export department, they will be introduced
to the company as well as the company's regulations and departures. Then follow the SOP to
perform the task. There are no training courses. One thing that's missing is that I usually don't
ask about their development and commitment expectations in this regard.
Ms. Xuan Thuy: Currently, the company has no special skills training courses and no
specific plans for training and developing new students. She thinks that the tasks assigned
during work can also help you improve your skills. However, it is true that the company does
not properly train employees not only in the Import - Export department but in general.
M. Huynh: So in your opinion, did those employees have the right skills for the
position you need?

69
 Mr. D.Luc: I rate their ability as quite good and can do the assigned tasks. Certainly, fresh
graduates have not yet formed many professional skills, but they will be cultivated in the
process of working and depending on your capacity and determination.
M. Huynh: How often do you guide and give comments on your work?
Mr. D.Luc: Like you, I let you guys do it yourself and have time to sit down and consider
the problem yourself. So I don't have much to guide you and because work is also busy, I have
to do my part
Ms X. Thuy: You follow the SOP and I also note some changes compared to the SOP. You
watch and follow, if you have difficulty, ask your brother or sister. I don't have time for detailed
instructions. When they completed each step according to the SOP, I checked again and guided
them if there were any mistakes. But I see that you guys are too passive, don't ask me during
the work and wait for me to check, so I'm a bit annoyed.
M.Huynh: Yes, I know. So I think that I want to ask today. Thank you for joining
with me in this interview.

70