ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Business

Unit number and title Unit 3: Human Resource Management

Submission date 03 April 2024 Date Received 1st submission

Re-submission Date Date Received 2nd submission

Student Name BUI THI HOAI Student ID BH01141

Class BA06302 Assessor name DINH MAI HA

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I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that making a false declaration
is a form of malpractice.

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P4 P5 M4 M5 D2 D3

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 TABLE OF CONTENTS

I. INTRODUCTION .................................................................................................................................... 5

1. Introduction to the report ................................................................................................................5

2. Introduction to Masan ..................................................................................................................... 5

3. Introduction to Masan's Digital Business Transformation .......................................................... 7

II. Investigate the external and internal factors that affect HRM decision making to support
organisational development (P4). ................................................................................................................9

1. Influence Of Internal Factors ..........................................................................................................9

2. Influence of external factors ..........................................................................................................11

III. Discuss the key external and internal factors that affect HRM decision making, using relevant
organisational examples to illustrate how they support organisational development (M4). ...............13

1. Internal factors affecting Masan. ..................................................................................................13

2. External factors affecting Masan. .................................................................................................15

IV. Evaluate key factors affecting HRM decision making to make valid recommendations (D2). .... 16

V. Apply HRM practices in a work-related context, using specific examples to demonstrate

improvement to sustainable organisational performance (P5 ) ............................................................. 18

VI. Illustrate how the application of specific HRM practices in a work-related context can improve
sustainable organisational performance (M5 ). ....................................................................................... 22

VII. Determine strengths and weaknesses of HRM practices to make recommendations for
improving sustainable organisational performance (D3 ). ..................................................................... 23

1. Strengths and weaknesses in Masan's HRM practices (Learning and Development and
Reward Policy) ....................................................................................................................................23

1.1 Strengths and weaknesses of Masan's learning and development policy. .......................23

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 1.2. Strengths and weaknesses of Masan milk bonus policy ...................................................24

2. Some recommendations to improve Masan's sustainable organizational effectiveness .......... 26

2.1. Make recommendations to improve learning policies and develop sustainable

organizational effectiveness. ...................................................................................................... 26

2.2. Provide recommendations to improve performance reward policies of sustainable

organizations ...............................................................................................................................27

VIII. CONCLUSION ................................................................................................................................. 27

IX. REFERENCES .....................................................................................................................................29

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I. INTRODUCTION

1. Introduction to the report

Businesses must innovate and produce if they want to survive and grow. One of the prominent trends,
marked by changes in many businesses, is digital transformation. Even though manufacturing is the
backbone of every company in every country on earth, there are a number of additional support services
that ensure a company's success. The company intends to carry out digital transformation in business with
the mission of attracting more excellent people by capturing the company's market. As Masan's HR
administrator, my mission is to document HR essentials, provide reliable data, and create HR strategies
that optimize the benefits of digital business transformation. In this report, Masan's human resources
department will synthesize and present the digital transformation plan. The main focus of the report is on
how internal and external influences influence training plans, employee learning and development,
compensation policies and digital transformation goals. Besides, the assessment of influencing factors,
strengths, weaknesses and proposed remedial measures will also be presented.

2. Introduction to Masan

Figure 1: Logo Masan Group (Masan Group's , 2024)

Masan Group is the fastest growing company in our country's private sector, focusing mainly on
Vietnam's consumer goods and resources. The company has a strong track record in acquiring, building
and managing large-scale business platforms to exploit and develop its long-term potential. "Ma San
Group Joint Stock Company was established in November 2004 under the name Ma San Maritime Joint

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Stock Company. The company officially changed its name to Ma San Group Joint Stock Company
(English name is Ma San Group Corporation) in August 2009 and was successfully listed on the Ho Chi
Minh City Stock Exchange. Ho Chi Minh City on November 5, 2009. The company also officially
changed its name to Masan Group Joint Stock Company in July 2015. Although the Company was
officially established in 2004, the company was established and operated. Masan Group has been
operating since 1996. Along with Vietnam's economic growth, consumers and their needs always
constantly developing. In addition to basic daily necessities, consumers also need to be served a variety of
products and services, outstanding experiences, tailored to individual preferences and modern lifestyles.
Technology and convenience are increasingly becoming a top concern, favored by many people. In
anticipation of this trend, in addition to manufacturing and trading branded products, Masan Group has
built an integrated technology-consumer ecosystem throughout from offline to online." (Masan, 2020)
Masan is investment and asset management company, mainly shares of other companies such as shares of
Vietnam Technological and Commercial Joint Stock Bank (Techcombank) and Masan Food Joint Stock
Company (Masan Food ). Masan occupies the 7th position in the list of Top 50 Most Valuable Brands in
Vietnam 2016 and the 2nd position in the consumer goods industry. Masan Consumer manufactures and
distributes a wide range of food products. including condiments, instant noodles, instant coffee, instant
cereals, and bottled beverages. The company exports its products to the United States, Canada, France, the
Russian Federation, the Czech Republic, Poland, Germany, Japan, the Middle East, Laos, and Cambodia.
 Visson
In 2025, Masan Consumer Company expect to be the most profitable, profitable, and well-known
consumer products firm in Vietnam, response to the demand of 100 million Vietnam's citizen, top 36
talent recruiter, largely recognized as Vietnam's greatest working environment. (Annual Report of Masan
Consumer 2022)
 Mission
"Doing well by doing good is the company's mission. The organization's aim is to deliver high quality
service to Vietnam's roughly 100 million. people, allowing them to spend less money. (Annual Report of
Masan Consumer 2022)
 Objectives
Masan Consumer draws up a specific plan for business activities within 2 years to: build up the reputation
and reliance of customers; be the first choice of customers' demand; promote the beverage industry to

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achieve the revenue target distributed by 50% of the beverage industry and 50% of the food industry by
2025; and be the best working environment for employees. (Masan Consumer Annual Report 2022)
To be a leading unit in the region private economy, Masan's contribution more than 4,874 billion dong of
taxes and payables other revenues to the state budget in. 2021. In addition to being one of businesses that
pay a lot of taxes in the provinces. Where factories operate, Masan also creates jobs and helps improve the
lives of local people. At the same time, Masan has spent a part of the profits to develop the community
community through helping activities and create conditions for individuals to overcome difficulties
struggle and get ahead in life. In 2022, Masan and its subsidiaries contributed more than 14 billion VND
to the activities social security actions across the country like boots Households affected by storms and
floods in Nghe An, support the compatriots and wars Soldiers are guarding the border, sea and islands
Vietnam approved the Fund "For the sea and islands of the homeland" Huong For the front line of the
Fatherland", supporting the poor households through the "Fund for the Poor" at both national and
provincial levels in Ha Tinh, All of the above activities of Masan are for the purpose of " INCREASE
THE MATERIAL AND MENTAL LIFE OF VIETNAMESE PEOPLE "( Masan Consumer Annual
Report 2022) .
3. Introduction to Masan's Digital Business Transformation

Digital transformation (DX) is the use of data analytics and digital technologies to acquire (or keep)
acompetitive edge in business, make data-driven choices, increase operational efficiency, and
streamlinework (WalkMe, 2023). Projects involving digital transformation look into how technology may
be used to improve company processe and streamline workflows. The best DX projects may
employ structured, semi-structured, andunstructured data to enhance internal processes and customer
experience (CXM) (WalkMe, 2023).

Digital business transformation involves the integration of new technologies into all areas of business,
leading to fundamental changes in organizational operations (Project, 2023). Successful transformation
involves restructuring and optimizing business processes according to strategic goals. The goal is to
enhance customer experience, efficiency, innovation, decision making and business transformation.
Skilled and experienced leadership is essential for a leading digital strategy (Project, 2023).

Masan is one of the successful businesses in digital transformation. This shows that Masan is abandoning
the traditional business model and adopting a more modern, digitally focused model. Therefore, to make
progress in business, we need to promote the transformation of digital human resources. In terms of

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human resource management and leveraging real-time analytics to make better business decisions, Masan
launched the SAP SuccessFactors solution in Ho Chi Minh City in 2021. Masan Group holds 50% market
share of modern retail stores nationwide. Masan is aiming to become the leading retail consumer
enterprise in Vietnam. Accordingly, the company's goal is that by 2024, Masan Group will become the
only consumer - retail ecosystem in Vietnam capable of meeting 80% of Vietnamese consumer spending,
from necessities , F&B, financial services, telecommunications, health care..(Sans, 2024)

In 2021, in order to maintain development and meet the needs of expanding production business activities,
Masan Group officially implements the Project to Convert Masan Group's technology platform to SAP S/4
HANA. Masan Group sets the record of "consumer ecosystem focusing on high-tech equipment with the
world's largest closed production process" in 2022, with the help of Business Management Software
Group Germany's SAP and British consultancy Deloitte have launched a project to transform the
organizational structure of Masan Group using the SAP S/4 HANA technology platform (Masangroup,
2022). This Masan project is a comprehensive, large-scale SAP technology conversion project. With the
mindset of "Combining Vietnamese intelligence, Vietnamese resources with world high technology and
modern management science", Masan Group implemented a project to upgrade technology to SAP S/4
HANA to improve productivity. productivity and quality of products and services. For Masan Group, the
transition to SAP S/4 HANA is a transformational step - creating a launchpad ready to connect with new
modern supporting technologies such as IoT, Machine Learning, Al and Big Data. The rapid growth of the
consumer goods industry is proportional to the number of daily transactions. S/4 HANA's compatibility
with various databases, hardware, and software is one of its main advantages. The SAP system upgrade
completed in the first half of 2021 will provide Masan with one of the most modern platforms for
administration, operations and production.

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II. Investigate the external and internal factors that affect HRM decision making to support
organisational development (P4).

Organizational development is a systematic process of applying behavioral science principles and

practices that support the high goal of both improving organizations and making them work more
effectively through planned change (Basadur, 2011).

1. Influence Of Internal Factors

The term "internal environment" describes elements that affect an organization's functioning and growth.
These include organizational culture, leadership, employee capabilities, technologies, internal procedures
and systems, organizational structure, and facilities (Chaudhary, 2024).

Vision, mission and goals:

Digital transformation planning at Masan requires careful integration of the organization's "Vision,
Mission and Goals" with various internal factors that influence HR management decision-making . The
digital transformation journey also helps us pursue Masan Group's Happiness vision, in which we are
steadfast in our mission of contributing to building a good life, social stability and commitment to
supporting the community. copper. Aiming at the strategic goal of creating a healthy working environment
and high-performing employees. HRM needs to recruit the best talent and help them integrate into new
jobs most effectively, increase team productivity and make optimal choices to ensure that HR decisions
are aligned with business strategy. joint.

Organizational culture:

Masan's organizational culture is characterized by a strong commitment to sustainability, ethical farming

practices and a focus on providing high quality dairy products to consumers. Masan's culture, values and
mission can be seen as influencing human resources management decisions, including recruiting, retaining
talent and building relationships with employees. Masan's philosophy "Consumer benefits are the
development goal of Masan Consumer" is integrated into the culture and human resources department to
ensure a closed production chain from the factory to the distribution system to consumers use (Minh,
2023).

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Leadership:

Effective leadership is a key factor at Masan in driving sustainable growth. Human Resources Director of
Masan Group, said that officials and employees at Masan Group believe that "Vietnamese Intelligence" is
one of three aspects leading to the strong development of the Company from its strategic thinking. Ms.
Thai Huong, has a lot of commitment and creativity in culture. Human resources decisions may include
leadership development programs and succession planning. Masan outlines a roadmap for internal
development and advancement, demonstrating leadership's influence on human resource management
decisions.

Staff capacity:

The most important resource for every business striving to achieve competitive advantage is people
(TimelessTime, 2023). Across all working ages, people from 19 different countries and cultures work at
Masan. Employee engagement and happiness will be key components of human resource management.
With a sizable staff team, Masan is known as a company that prioritizes employee welfare, creates a
positive working atmosphere, respects diversity, inclusion and equality, transparency and freedom.
everyone's speech. The HRM campaign will make it easier to provide and arrange personnel for each
suitable position. In addition, HRM will have to change the training plan to suit each level. The employee
group must be divided into several batches to conduct training.

Organizational structure:

Masan operates according to the hierarchical structure of many large companies. It consists of different
departments and levels of management, each with specific roles and responsibilities. The organization is
led by the Board of Directors (the company's highest representative), followed by middle management
(Sales, Manufacturing, Finance, Human Resources, Marketing and R&D) and frontline employees . These
are the main organizations responsible for Masan's development strategy and long-term goals. Masan's
commitment to sustainability and organic farming influences its human resource management. HRM will
have to plan recruitment, training, and compensation in accordance with the goals and orientation of the
corporate governance apparatus.

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Internal procedures and systems:

Streamlined internal processes and systems, supported by HR management decisions, will improve
operational efficiency. Masan has deployed SAP solutions for human resource management and leveraged
real-time analytics to help HRM make better business decisions. Continuous performance discussions for
management can record outstanding employee achievements to motivate them to work .

2. Influence of external factors

The term “external environment” refers to the broad circumstances and factors that exist outside the
organization and have the potential to influence the organization's operations and performance. It includes
factors such as competition, regulation, technology, economics, environment, and sociocultural trends
(Surbhi, 2023).

Global trade:

Global events such as trade disputes can disrupt supply chains and have a huge impact on human resource
development and management. Masan has considered many practical adaptation measures, especially
during the complicated developments of the Covid-19 epidemic, negatively impacting all aspects of
society. But it is also an opportunity for Masan to turn risks into development opportunities. Masan to
maintain a production chain unaffected by complicated epidemics, personnel decisions may be affected by
the need to manage a large workforce to meet company needs. HRM must respond by ensuring the
workforce is adaptable, the supply chain remains flexible in adapting to different labor laws, and ensuring
consistent cross-border HR practices.

Labor market:

A shrinking labor market can affect HRM's decisions in attracting and recruiting talent. To strengthen
human resources, Masan expands modern retail stores (“MT”), opening nearly 2 stores every day in 2022.
Masan's market share of mini supermarket & convenience store network increases from 40 % (2021) to
nearly 50% (2022). Masan develops the WIN store model to strengthen the network and expand shopping
cart scale. The consumer basket expanded from 25% to 68% with grocery, food and beverage, health care,
financial services and more (Masan Group's , 2022). Masan needs to come up with recruitment and

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retention strategies to differentiate itself from its competitors. HRM needs to address high attrition rates in
the labor market, which can lead to higher employee attrition rates. To attract more human resources,
HRM needs to have a clear strategy and create more attractive salary and recruitment benefit packages.

Technology:

Masan's human resources are likely to be significantly affected by technological advances. It allows the
company to improve its internal operations, core competencies, target markets, and overall organizational
structure. Masan Group began its human resources transformation journey in 2017 with the vision of
applying technology and the goal of investing in people to invest in sustainable growth. With an online
learning management system being implemented and continuing to be implemented, our employees have
access to online training and development opportunities. Implementing new HRM technologies, training
programs and reporting on job changes brought about by technology can demonstrate how technological
advances have influenced HRM.

Laws and regulations:

Every business is affected by laws and regulations. Enterprises that want to do business and grow long-
term must comply with the law. It is the responsibility of the HR team to stay up to date with discussions
on labor laws and more importantly, legal amendments to labor laws. Masan is a manufacturer of dairy
products and must comply with strict food safety regulations to ensure product quality and safety for
consumers. In addition, according to Article 4. Employment principles, Law No. 38/2013/QH13,
employees have the right to work, freely choose jobs and workplaces, and have equality in employment
opportunities and income. , working in safe and hygienic conditions. For example, Masan Group
implements an “Equal Employment Opportunity” policy, prohibiting discrimination and harassment in the
workplace based on various factors . Changes in labor laws, workplace safety regulations, or specific
industry standards may require HRM to adjust company policies and practices.

Economic environment:

In Vietnam, most businesses are being pressured by rising commodity prices, combined with inflation
causing lower consumption . This can have a significant impact on human resource management decisions.
Many products increased in price during the Covid-19 period because the global supply system was
affected by shutdowns. This affects the business's production, as farmers have to pay more expensive

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costs for fertilizer and animal feed processing. Masan has also adjusted prices to meet the challenge.
finance. To maximize employment, focus on cross-training and skill development for current staff.
Businesses can effectively manage economic issues while promoting long-term organizational growth and
development by monitoring economic conditions and being flexible in their HR strategy.

Market competition:

The level of competition in the consumer goods market in Vietnam has an impact on Masan's personnel
choices. Masan has succeeded in creating a corporate culture, has a great human resource management
strategy, offers attractive job opportunities and often organizes attractive internal events to enhance
employee engagement. pellets. Human resource management decisions can be made by a survey of Hay
Group Korn Ferry employees showing that up to 90% of employees are proud to work for Masan. HRM
focuses on attracting, paying and retaining talent to provide competitive advantage, career development
and a unique corporate culture to stand out in a competitive market.

III. Discuss the key external and internal factors that affect HRM decision making, using relevant
organisational examples to illustrate how they support organisational development (M4).

1. Internal factors affecting Masan.

Masan is a manufacturer of consumer goods in Vietnam and expanding to other countries around the
world. Thanks to the tireless efforts of all employees and company management, the company has won the
Award. Asia-Pacific International Quality (Global Performance Excellence Award - GPEA) 2021 in the
highest category called WORLD CLASS AWARD for large production types. This will also help HRM
be more motivated to work and devote themselves to helping the company achieve honorable awards. The
large-scale businesses operated by Masan in Nghe An, Vietnam, use cutting-edge technology to recycle
waste and minimize resource exploitation as part of their commitment to sustainability. environment.
HRM needs to find candidates who fit the company's strong cultural and ethical values. HRM initiatives
should focus on motivating employees by highlighting the company's commitment to creating positive
momentum for society. This connection ensures that strategic and operational people support Masan's
overall purpose and performance by aligning with the company's values (Masangroup, 2022).

By August 2021, Masan has more than 100 products entering the dairy and healthy beverage market. In
recent years, due to the epidemic situation, Masan has turned risks into opportunities to maintain a double-

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digit growth rate, higher than the overall growth rate of the entire industry. Although the Covid-19
epidemic will have a significant negative impact on the economy and consumer spending power in 2020-
2021, Masan's products are still loved and well received by consumers. The e-commerce website
Winmart.vn is compatible with iOS and Android devices, which is an example of Masan's e-commerce
channels. In particular, Masan also has a presence on the e-commerce platforms Shoppe and Lazada,
online market applications Grabmart, NOW and Baemin, VinID. According to Masan representative,
Masan's e-commerce channels have grown more than 90% over the same period in 2020 in the first half of
2021. To plan for this transition and support it, a sizable number of personnel will be needed. HRM will
focus on recruiting enough people. A total of more than 10,000 employees are currently working on
Masan Group projects. Every strategy and plan that a business develops can be implemented thanks to the
huge number of employees. HRM initiatives will simplify placement and provide the right people for each
job based on their qualifications (Masan Group, 2023).

HR departments can conduct skills gap studies to determine where the workforce needs to grow. They can
create tailored training programs to improve employee capabilities and support organizational growth
based on this data. Receiving regular feedback on work performance is a requirement for transparency in
the Masan workplace. 100% of employees are regularly evaluated on work performance and career
development. This promotes an open environment, motivating employees to perform better and grow in
their careers. Overall, Masan is able to mobilize a large, diverse team of employees to support important
organizational changes through effective human resource management focused on satisfaction, growth and
communication transparent. Recruitment, training and salary must be planned by HRM, taking into
account career development and the organization of the company's management apparatus. Staffing
decisions need to take into account the specific skills and qualifications needed for roles within the
company. For example, the human resources department at Masan will look for candidates with special
knowledge of the milk production process for the dairy technician position. HRM will recruit both young
and experienced candidates, from many other countries. This will help the business have a multicultural
atmosphere with many different perspectives for all ages. Success with a digital transformation strategy
will be achieved by combining the creativity of young employees with the intelligence and confidence of
seasoned workers (Masan Group, 2023).

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2. External factors affecting Masan.

Every business is affected by laws and regulations. Enterprises that want to do business and grow long-
term must comply with the law. Masan is a manufacturer of consumer products and must comply with
strict food safety regulations to ensure product quality and safety for consumers. The closed production
method applied by Masan Group fully complies with national and international standards. Maintain high
standards of food safety in Vietnam. Regarding food safety and product quality, Masan has achieved
the BRC certification - Global Standard for Food Safety. Masan Consumer's consumer goods processing
factories have invested in building modern wastewater treatment systems designed by Dutch partners at
factories across the country. All output wastewater treatment quality test results meet Class A standards -
the highest standards in Vietnam. Masan's HRM must include strategies, guiding principles and binding
terms. Legal aspects cannot be broken. Law is the basis for HRM to operate and comply. It is necessary to
deploy, license and prevent poor quality products from appearing, affecting consumers (Masan Group,
2023).

The Covid-19 pandemic has negatively impacted every aspect of society. The epidemic lasted more than 2
years, causing the labor market to turn upside down. However, Masan turned the risk into an opportunity.
Since the pandemic broke out in Vietnam in 2020, Masan is one of the few companies that has maintained
its production chain, achieved double-digit growth, and ensured full employee benefits. During the
epidemic, Masan still ensures to maintain the production chain throughout the distribution system. Masan
Group is honored to be awarded the title of Top 10 Strong Brands in Vietnam 2020 - 2021 for its
creativity, innovation, adaptation and dedication to the community in the context of the COVID-19
pandemic. Unlike other businesses that are struggling to maintain their position, Masan will expand
recruitment to ensure that the production and distribution chain can meet consumer needs (Masan Group,
2023).

Taking advantage of offline channels and expanding into the online segment is the direction announced by
Masan since 2020. Masan has a leading advantage in offline distribution channels by owning more than
2,500 modern retail points VinMart, VinMart+ nationwide, combined with more than 300,000 traditional
points of sale thanks to Masan Consumer's close relationship. When cooperating with Lazada, Masan's
goods will reach 20,000 customers of this e-commerce site. On the other hand, necessities will also be the
items that attract traffic to Lazada. Masan aims for the total value of goods from The CrownX's online
channel to account for at least 5% of the company's total sales in the near future. Therefore, HRM needs to

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recruit a lot of people while also ensuring that employees are qualified to meet the company's needs.
People are discouraged from going shopping because of the COVID-19 atmosphere. As a result, online
orders will increase. Especially when the Covid-19 epidemic broke out in the southern provinces, the
number of orders through this channel increased 3 to 4 times the average level (Suckhoedoisong, 2021).
The online sales plan will accommodate consumer desires and preferences throughout the outbreak. A
strategy is also successful when it combines the necessary ingredients with the right market share at the
right time (Masan Group, 2023).

IV. Evaluate key factors affecting HRM decision making to make valid recommendations (D2).

To critically evaluate the key factors influencing HRM preparation for the Digital Transformation plan at
Masan and make reasonable recommendations to improve the organization's sustainable performance, we
need Consider many different aspects:

 Economic environment:

Masan Group produces products that have long been popular with customers and continue to be among
the top brands with double-digit annual growth rates. With spectacular growth as the leading consumer
goods manufacturing brand in Vietnam, the only one in the Top 5 to increase purchases and attract an
additional 130,000 households by 2022, Masan is increasingly trusted on the market. all the country
(Masan Group, 2023) . The CrownX (“TCX”) is Masan's integrated retail consumer platform, merging
WCM and MCH, recording a revenue growth of 2.6% over the same period last year, bringing in revenue
of VND 57,684 billion in 2023 despite weakness in consumption. Revenue recorded 15,980 billion VND
in the fourth quarter of 2023, an increase of 3.1% over the same period (Masan Group, 2023). A rapidly
growing economy will force companies to grow faster in digital transformation, employees will have to
update their knowledge, and companies will continuously have to recruit highly skilled employees. It is
important to ensure that the workforce has the necessary digital skills and capabilities. It is recommended
that HRM conduct a comprehensive skills assessment to identify gaps. Develop a structured training and
development program, both internally and through external partnerships, to upskill or reskill employees.
Encourage continuous learning and create a culture that values and rewards digital proficiency.

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 Technology:

These digital advances and changes make it easier for employees at branches across the country to
collaborate and evaluate leadership with a clear vision, synthesizing data faster to make informed
decisions. determined. Vietnam's digital transformation businesses are becoming more efficient ). By
increasing labor productivity by 30-40%, digital transformation can support GDP growth of 20-30%.
Digital transformation can increase average business profits by 55%; Save up to 50% of management and
personnel costs; and save 30-40% time; At the same time, improve customer experience, cooperation
between departments and information management capabilities of leaders. Thanks to Masan's agility in
digital transformation and resource optimization. Masan's products have accounted for nearly 90% of the
consumer product market in Vietnam. Using more and more technology for remote management and
monitoring, Masan management has a clear vision for digital transformation. Masan's leaders need to be
proactive about digital transformation and communicate its strategic importance to HR and the entire
organization. This can address gaps and consider external digital consultants. As well as encouraging
employees to use data-based information to make decisions. Therefore, it is necessary to invest in data
management methods, tools and platforms to analyze data and ensure compliance with data privacy laws.

In the face of constantly changing technological advances, Masan was encouraged to establish a team with
the mission of capturing all current technology trends. In-depth investigation and retraining of new
employees, in line with proposed digital initiatives. Additionally, there should be regular surveys on
employee performance on digital strategies. Offer competitive salaries and benefits to attract and retain
digital talent. Implement employee referral programs to tap into existing employee networks and identify
potential digital experts. Keeping up with trends will no longer be too much of a burden for employees
with this strategy and things will become clearer within departments. For the economic environment to
grow rapidly, it is important for Masan to budget and allocate enough resources for digital transformation.
Including budget disbursements and expense reports, you need to work with finance to ensure that you
have enough funding for your digital transformation plan. Provide evidence of how these investments
have worked and how digital capabilities have improved. In addition, the need for employee engagement
and organizational culture is very important. Nurture a culture of innovation and continuous learning. Use
feedback mechanisms to address employee concerns and celebrate successes. Present cases where
employee ideas led to improvements. Masan always focuses on improving the quality of its staff rather

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than preventing customers from reducing their needs. Follow the proven technology trends of the
technology section. This may not be the best solution, but it will reduce stress on employees.

V. Apply HRM practices in a work-related context, using specific examples to demonstrate

improvement to sustainable organisational performance (P5 )

Motivating employees to actively participate in Masan's Digital Transformation is essential for the success
of the digital transformation plan. These motivation plans will focus on Learning and Development as
well as Rewards plans to ensure that employees are aligned with the organization's digital goals and
contribute positively to the transformation process change.

5.1. Learning and development plan

The goal of learning and development (L&D) is to ensure that companies have employees with the
education, capabilities, and motivation they require (Armstrong, M, 2009). This requires facilitating
employees' ability to acquire knowledge and skills through personal experiences, interpersonal
connections, coaching, mentoring and direction from line managers. communication and others, as well as
through learning and self-managed learning opportunities provided by the business (Armstrong, 2009) .
There are five types of Learning and development:

 Employee orientation:

Noe et al. (2019) state employee orientation is an organized program that introduces new employees to
their work and colleagues, and facilitates adaptation to the new environment. Masan demonstrates the
importance of providing employees with good qualifications, career advancement opportunities and
building a diverse, equal, transparent, safe and effective working environment. New employee orientation
is the perfect opportunity for a company to make a good impression on new employees. Additionally, it
will save a lot of time after working with new employees when human resources covers all aspects of
business operations in one direction. HRM must offer a mentoring program in which seasoned employees
are tasked with mentoring new hires. Throughout the acclimatization process, the mentor can offer support,
guidance, and answer questions to the newcomer. To make face-to-face orientation more culturally and
job-specific, HRM must invest in digital training solutions that streamline administrative processes and
enable workers to complete administrative procedures. paperwork and online training modules before the
first day of work. Difficulties can be resolved and new employees can be empowered to contribute to the

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company's success by applying these suggestions and tailoring the orientation process to suit their unique
needs. organization.

 On-site training:

Workplace learning is defined as the actions and mental processes at work that help individuals acquire
work-related skills, knowledge, behaviors, and attitudes (Bering & Doornbos, 2003). Every year, Masan
organizes strategic and systematic training programs for highly qualified and skilled employees to build a
solid foundation for the Group's sustainable future. That is necessary work and also the manager's job. On-
the-job training helps HRM manage better, can reduce the number of employees leaving the company and
cut some unnecessary costs. Employees can not only learn from colleagues but also learn from speakers
and experts invited by the company. A typical employee participates in 39.3 hours of training annually.
The average manager takes 20 hours of training and 10 hours of coaching. This demonstrates the "learning
culture" that exists in Masan. However, on-the-job training also has certain common disadvantages, such
as narrowing vision and reducing the ability to adapt to the external environment. In this case, on-the-job
training is too crowded and uncontrollable, some employees will feel bored and tend to leave the
organization. Masan's digital transformation strategy is supported by an on-site training program. Masan
Company provides hands-on training sessions for ERP application staff on digital transformation
strategies. Organizations can avoid some problems and save money when employees can create digital
plans instead of hiring outside help.

 Off-the-job training:

Blanchard and Thacker (2010) state that off-the-job training is when employees leave the workplace to
participate in training sessions, conferences, seminars or workshops to enhance their knowledge and
abilities. Masan is at the forefront of economic partnership with Australia. HRM at Masan can choose to
send employees to affiliated businesses so they can learn, intern, gain experience and experience different
cultures. Employees can learn about the workplace culture and provide positive traits to the company.
Working at Masan is always a professional experience with a world-class staff and interaction between
many domestic and foreign experts. Masan organizes health improvement programs for employees such as
weekly detox programs, smoking cessation and reduction counseling programs, green lifestyle programs,
participation in sports activities, and exciting movements. , collective picnics, community charity
trips.This approach benefits employees from a broader and more realistic understanding. HRM can

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emphasize employee connection more. Besides, organizations need to note the disadvantages of this
method. When an employee is exposed to a new environment, it is more likely that the employee will
leave the old organization to move to the new organization. This cooperation of Masan not only helps
each other economically but can also absorb new knowledge for employees and create a successful digital
transformation campaign.

 Online learning and blended learning:

The word “e-learning” refers to formal online training and Internet technologies for creating, delivering,
supporting, and managing learning (Armstrong, 2020). During the -19 pandemic, with the online learning
management system being deployed and continuing to be deployed, Masan Group employees have the
opportunity to access online training and development opportunities. This helps save costs while helping
employees learn effectively with highly interactive features. Furthermore, this form allows organizations
to connect with foreign experts conveniently. Thus, the knowledge of the staff and the strength of the
organization will be the strategy for Masan to compete in the market. Masan constantly innovates and
launches new products to compete with competitors. HRM must be flexible, resilient and adapt to trends
quickly. Masan's digital transformation plan is to expand sales through e-commerce platforms such as
Grabmart, NOW and Baemin, VinID. By implementing these recommendations, Masan can overcome the
challenges of online learning initiatives and create a more effective and engaging learning environment for
employees. This, in turn, will support the growth and development of the organization.

 Training evaluation:

According to Noe et al. (2019), training evaluation is the process of collecting the data needed to evaluate
whether training is effective or not. Masan Group's human resources director said: "The benefit
of consumers is the development goal of Masan Consumer." One of the focuses of Masan Group's human
resources strategy is taking care of the physical and mental health of employees, in addition to salary,
income, working environment, training and child development programs. People . With regular face-to-
face interaction with colleagues, subject matter experts, and leadership, employees will have the
opportunity to develop personally and learn from their own work under the supervision of their superiors.
In addition, there are a variety of activities to develop human resources, from practical to open,
culminating in coaching sessions and training programs for employees. HRM needs to identify specific
training-related KPIs to improve productivity and reduce errors. In addition to quantitative assessments,

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HRM needs to collect qualitative feedback from trained employees. Ask for their opinion on the relevance,
effectiveness, and applicability of the company's training content. Regarding digital transformation, it
allows HRM to automate data collection and analysis for the company.

5.2. Reward plan

In Armstrong & Taylor's (2020) view, a reward system is a combination of extrinsic, material, and
intangible advantages given to employees in return for their contributions. The goal of designing an
incentive plan is to operate fairly, inspire employees, and meet the needs of the organization. There are
two types of rewards: financial and non-financial. Masan is flexible in applying both monetary incentives
and non-financial recognition to attract employees and retain talent.

 Financial rewards

'Best Place to Work in Asia 2023' is an award that Masan Group, the owner of the Masan brand, has just
been honored by Asia's leading human resources magazine. Masan's working environment is fun, creative
and employees are given training opportunities. Even on holidays and New Year's Eve, Masan still pays
its employees. Depending on the role, each employee receives 13 months of salary annually. There are
many promotional programs such as holidays, insurance, and discounts when purchasing company
products. With this development orientation, through many diverse activities, Masan employees are cared
for and have the best welfare policies, including learning/training opportunities paid for by the Group.
That is the motivation for employees to try harder. HRM must offer more financial incentives to
encourage employees to actively participate in digital transformation strategies. Encourage performance-
based reviews and stock picks linked to digital milestones. The main type of remuneration is bonus
(symbolic salary; income is a bonus determined according to the amount of work completed). With this
form of compensation, employees will perform better because they will receive many perks.

 Non-financial rewards

Non-monetary incentives involve more aspects of mental stimulation than monetary rewards, which must
be precisely defined. Masan Group organizes activities for the purpose of health training such as the "Run
to the Sun" tournament to attract internal employees, dedicated service to be steadfast and creative at work.
This is also an activity to encourage the spirit of company employees to join hands to improve health
outside of working hours. Masan should allow employees flexibility in working hours and location.

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Promote a healthy work-life balance with flexible work arrangements or remote working for digital roles.
Some employees decide to work certain days of the week, for example if their home office isn't suitable or
if they want to network and learn from their neighbors. However, some employees prefer working from
home or at a coffee shop because it gives them more freedom to produce original content for the business.
Flexibility in job positions can benefit both individuals and companies. Less stress, more job satisfaction,
better health, and savings in travel costs and time will all benefit employees. HRM continuously builds
employee incentive campaigns within the company. Instead of recruiting financially costly people, HRM
will establish a different reward policy compared to competitors and a more suitable welfare regime to
stimulate and find talent in the human resources team. its internal. Furthermore, this also increases the
proportion of employees who stay with the company for a long time. With their current digital
transformation plan, they need breakthroughs and creativity from their staff. The work of the digital
transformation strategy can be associated with personnel reward criteria.

VI. Illustrate how the application of specific HRM practices in a work-related context can improve
sustainable organisational performance (M5 ).

Masan, Vietnam Consumer Goods Joint Stock Company, has embarked on a digital transformation
journey to modernize operations and adapt to dynamic market changes. Masan's digital transformation
plan from upgrading SAP to SAP S/4 HANA has helped Masan apply the latest generation of high-tech
achievements and management science to create breakthroughs in productivity and product quality.
Products. , service. Frees employees from many direct contact activities, increases labor productivity
while ensuring implementation of Government directives on physical distancing (AnhLan et al., 2021).

First, Learning and Development programs are essential in equipping employees with the skills and
knowledge needed to support digital transformation. Masan puts people before profits and actively invests
in its employees to help them develop their abilities and discover their full potential. Masan Group
sponsors the entire course cost to have learning and training opportunities, employees are cared for and
have the best welfare policy. This approach is effective but can have limitations if it does not align with
the organization's goals. Training programs need to be tailored to the specific needs of the company and
employees, with clear key performance indicators (KPIs) to measure the impact of training on the
technical transformation plan. Digital Masan.

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Second, a reward plan is essential to motivate employees to actively participate and contribute to the
digital transformation journey. Employees need recognition, financial incentives and career advancement
opportunities as part of their reward plan. At Masan, not only does it create opportunities to improve
professional qualifications, but the voice of each employee is always listened to by leaders. Promoting
transparency in work, 100% of employees are regularly evaluated on work performance and career
development. Each individual's efforts are always recognized, which is the driving force to nurture
creativity in each employee. While incentive plans can motivate employees, they need to be carefully
designed to ensure that incentives are aligned with the objectives of Masan's FRD Education digital
transformation plan. The issue to consider is that having too many financial incentives can cause
employees to prioritize short-term benefits at the expense of the organization's long-term strategic goals.

VII. Determine strengths and weaknesses of HRM practices to make recommendations for improving
sustainable organisational performance (D3 ).
1. Strengths and weaknesses in Masan's HRM practices (Learning and Development and Reward
Policy)

1.1 Strengths and weaknesses of Masan's learning and development policy.

Human resource management (HRM) practices, including learning and development policies, are essential
for improving employee performance and skills. Masan's learning and development policy has the
following strengths and weaknesses, all supported by data:

 POWER:

Investing in improving employee skills: Masan invests in many training programs, seminars and online
courses for employees. In addition, Masan also creates conditions for employees to exercise together in
the middle of the day, together every day through the "Happy Hour" program and the "detox" program.
This demonstrates the company's commitment to enhancing the knowledge, skills and connections of its
workforce. These initiatives can create a more skilled and resilient workforce.

Enhance innovation and adaptability: HRM Learning and Development initiatives can encourage
employees to innovate and adapt more to the environment. Masan has completely changed the way of
thinking of only going to college to become a manager and get a high salary. According to Mr. Su, the
mechanical team supervisor, the improvements are made by team members who are dedicated to their

23
profession, always keep the spirit of working and learning, and always motivated to move forward
together. Leaders must pay attention and wholeheartedly support employees' ideas to reach completion.
By acquiring new skills and knowledge, employees are better equipped to adapt to industry changes and
contribute new ideas to the company's digital transformation efforts.

Career development support: Through a statement from an employee at Masan, Mr. Dung said: "Thank
you for participating in the Career Road Map 2020 training program, an important training program for
any employee. Any employee who wants to advance in their current job is Sales Supervisor in the Son La
area including distributors, 6 employees and 720 stores." It can be seen that Masan has completely
changed the mindset that going to college is a must. The only path considered is management, with high
salaries. HRM creates learning and development policies to support employees in career advancement,
leading to higher job satisfaction and retention. Investment Investing in employee development is an
essential component of a strong HRM strategy.

 WEAKNESSES:

Budget constraints: With the belief that "people make businesses", Masan Group actively invests in
employees to help them develop their abilities and reach their full potential. However, a company's budget
may be limited. As a result, training programs become less diverse and of poorer quality. As you can see,
well-trained employees are a valuable asset and the benefits often outweigh the costs.

Emphasis on Technical Skills: Through organized training programs, Masan invests in highly
specialized technical skills. However, companies may overlook equipping employees with soft skills to fit
their culture and commitment to sustainable development. Soft skills are equally important for a
successful digital transformation.

1.2. Strengths and weaknesses of Masan milk bonus policy

As part of Masan's human resource management activities, evaluating the Reward Policy requires
analyzing strengths and weaknesses to provide recommendations to improve the organization's sustainable
performance:

 POWER:

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Financial stability: Even during the Covid-19 epidemic, Masan Group still achieved double-digit growth,
continuously introducing the best new products to serve the needs and health of customers. According to
the latest research of the Vietnamese consumer goods industry, 100% of consumers know the Masan
brand and currently holds the leading position in the field of fresh milk with a market share of about 90%.
An organization's financial stability indicates a strong reward policy, which can boost employee
confidence and reassure investors.

Rewards based on work performance: In Masan's working environment, transparency is always top
priority. Carry out periodic performance appraisals and career development for 100% of the company's
employees. This shows that each individual's efforts are always recognized by leaders and creates
motivation to promote creativity in each employee. This policy, combined with performance-based
rewards, motivates high-performing employees to consistently deliver exceptional results.

Employee satisfaction: Masan saw a clear improvement in sustainability indicators after implementing
the reward policy. The representative said Masan attaches great importance to sustainable development,
with products made entirely from nature and for public health. Masan introduces environmentally friendly
products, Masan product bags and fish sauce bottles are made from biodegradable plastic. Encourage
customers to live sustainably and propagate environmental protection and reduce waste, especially plastic
waste. The events organized by Masan all have positive results, especially attracting the interest and
attention of fathers, mothers and children. In this way, Masan hopes consumers will contribute to
spreading environmental protection awareness and create a world with less pollution and plastic waste.
When employees feel appreciated through projects and rewarded through Masan's reward policy, their job
satisfaction tends to be higher, leading to lower and lower turnover rates. increase. organizational
sustainability.

 WEAKNESSES:

Non-financial rewards are limited: In the context of a complicated epidemic, all human resource,
welfare, and remuneration policies of Masan Group are kept stable and improved. However, relying solely
on financial rewards can leave employees exhausted and dissatisfied due to a lack of non-financial
recognition. Non-financial recognition is essential to maintaining health, engagement, and overall job
satisfaction, especially during a company's digital transformation.

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Short-term focus: Employees at Masan are cared for and enjoy many benefits such as policies to attract
talent, attractive remuneration, salary increase opportunities; Preferential health insurance, periodic health
checks, learning/training opportunities paid for by Masan Group, many meaningful physical and mental
health care activities for employees. This can lead to an excessive focus on short-term financial rewards
that may not be aligned with the organization's long-term goals, such as digital transformation plans.

2. Some recommendations to improve Masan's sustainable organizational effectiveness

2.1. Make recommendations to improve learning policies and develop sustainable organizational
effectiveness.

The following recommendations, along with supporting data, should be considered to enhance sustainable
organizational effectiveness within Masan's learning and development policy:

Diversifying training programs: Through continuous efforts to build core competencies, promote
qualities of dedication to serving Integrity, Creativity, and Promoting human efficiency. Every year,
Masan organizes strategic and systematic training programs for employees to create positive changes for
the Group's development. Many other employees have received free training and career development
opportunities that Masan offers. However, HRM recommends expanding the scope of training programs to
include technical and soft skills training as well as leadership development programs. This allows
employees to better adapt to the rapidly changing work environment of digital transformation and meet a
variety of job requirements.

Continuous improvement: To have fresh and clean Masan products that meet international standards
right in Vietnam, Masan has applied the world's leading modern technology in condensing, processing and
distributing milk along with the production process. manufacture. closed production "From green
pastures". Masan has changed its product policies to meet the changing needs of the market and customers.
Continuously create a variety of dairy products including organic milk, unsweetened milk, mixed milk and
many other options to meet the preferences of many customers. Encourage HRM to regularly review and
update the Learning and Development Policy to ensure Masan employees are aligned with industry trends,
emerging technologies and changing organizational needs. New and updated training programs help

26
employees develop new skills and improve performance. This can lead to more creativity and positive
contributions to the organization.

2.2. Provide recommendations to improve performance reward policies of sustainable organizations

Improving the long-term success of an organization requires improving its Rewards Policy. The following
recommendations, supported by data, are for mMasan's Rewards Policy:

Appropriate rewards: Masan has built a strong corporate culture, implemented effective human resource
management policies, offered attractive employment incentives and regularly organized attractive internal
events . Instructions for enhancing employee solidarity. Furthermore, employees with common health
interests across the organization are connected through a variety of groups, including tree planting, cycling,
running, badminton and book clubs. However, it is necessary to adjust the bonus level to suit the
preferences and needs of each employee through surveys. HRM needs to create a variety of rewards for
employees to choose from. In addition, it is necessary to organize vacation programs for the best
employees. This could be a company trip, a travel contest or a fun experience to reward an impressive
employee.

Performance-based rewards: The importance of transparency at work is highly valued at Masan, where
all employees are regularly evaluated on performance and career development. Each individual's efforts
are always recognized, which is the driving force to nurture creativity in each employee. In the context of
its digital transformation plan, Masan recognizes the importance of performance assessment and feedback
but also acknowledges the need for a more robust performance-based reward system. By implementing a
clear performance-based reward policy, HRM is encouraged to create a more productive and motivating
environment that aligns individual efforts with organizational goals and success.

VIII. CONCLUSION

In summary, the HR transformation plan aimed at optimizing the employee's chances of success and
turning it into a sustainable investor has been restated, focusing on analyzing the influence of internal and
external factors. and incentive plans, motivating employees in many different ways, not only helping
employees develop but also keeping them in the company to continue working and developing the
company. As Masan's HR administrator, the strategies presented will help the company move further on

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the path to digital transformation and excellence. In the future, Masan will be even more successful with
its digital transformation plan and bring more profits to businesses, benefiting consumers.

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