070402 Guidelines on HMR Rod en VN Final Edition1

8/6/2019 070402 Guidelines on HMR Rod en VN Final Edition1

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B Xy Dng 37 Li Hnh Qun Hai B Trng H Ni Vit NamT: 84-4-974 0938 Fax: 84-4-974 0939 Email: [email protected]

D n GTZ TA s: 2000.2208.7 Project GTZ TA No: 2000.2208.7Ti liu d n: HRM 001 Project Document No: HRM 001

Pht hnh ln 1 Edition: 01

HNG DN QUN LNGUN NHN LC

GUIDELINES ONHUMAN RESOURCES MANAGEMENT

H Ni, Thng 3 Nm 2007 - Hanoi, March 2007

B Xy dng H NiMinistry of Construction Hanoi

hp tc viin cooperation with

T Chc Hp Tc K Thut cDeutsche Gesellschaft fr Technische Zusammenarbeit (GTZ) GmbH

H tr K thut ca GTZ do GFA thc hinTechnical Assistance on behalf of GTZ by GFA Consulting Group & Associates


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D THO HNG DN QUN L NGUN NHN LCDRAFT GUIDELINES FOR HUMAN RESOURCES MANAGEMENT

070227-Guidelines on Human Resource Management-Rod-EN&VN-3.doc

Ngi lin h caGFA Consulting Group GmbH

Your contactwith GFA Consulting Group GmbH

Gudrun Krause

Fax +49 (40) 6 03 06169

Email: [email protected]

a chAddress

GFA Consulting Group GmbH

Eulenkrugstrae 82

D-22359 Hamburg

Germany

Ngi chun bThis guidelines was prepared by

Roderick H. Chisholm [email protected]


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MC LC

LI GII THIU........................................................................................................................................1MC TIU CA CNG TC QUN L NGUN NHN LC................................................................2TM TT K HOCH QUN L NGUN NHN LC ..........................................................................3C CU CNG VIC...............................................................................................................................3TUYN M & TUYN CHN ...................................................................................................................4NH GI KT QU THC HIN CNG VIC.....................................................................................4TH LAO LAONG V CC PHC LI.............................................................................................4AN TON LAONG ..............................................................................................................................5O TO & PHT TRIN ........................................................................................................................5H THNG THNG TIN QUN L NHN S ........................................................................................51. C CU CNG VIC...........................................................................................................................51.1 C cu t chc...................................................................................................................................61.2 Bn m t cng vic cho cn b nhn vin ca cng ty QLNT.........................................................61.3 Phn tch cng vic............................................................................................................................71.4 Pht trin ngh nghip .......................................................................................................................92. TUYN M V TUYN CHN...........................................................................................................102.1 Thit lp chnh sch nhn s ...........................................................................................................102.2 Xc nh k nng v kh nng cn thit ..........................................................................................122.3 Tm kim cc ng vin .....................................................................................................................122.4 Son tho cc mu n xin vic......................................................................................................122.5 Phng vn ng vin xin vic ............................................................................................................133. QUN L KT QU THC HIN CNG VIC................................................................................143.1 Gim st v nh gi kt qu thc hin cng vic ..........................................................................143.2 Cc hng dn v phng vn..........................................................................................................154. PHN THNG V S CNG NHN ............................................................................................174.1 Cc h thng tin lng v tin cng..............................................................................................174.2 Cc phc li cho ngi lao ng.....................................................................................................225. AN TON LAO NG........................................................................................................................246. O TO V PHT TRIN ...............................................................................................................267. H THNG THNG TIN QUN L NHN S (PMIS) .....................................................................33PH LC 1: V D MU N XIN VIC...............................................................................................47PH LC 2: V D MU NH GI NHN VIN THEO MC TIU...................................................49


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TABLE OF CONTENTS

INTRODUCTION.......................................................................................................................................1OBJECTIVES OF HUMAN RESOURCES MANAGEMENT....................................................................2SUMMARY OF THE HRM PLAN..............................................................................................................3JOB STRUCTURE ....................................................................................................................................3RECRUITMENT & SELECTION ...............................................................................................................4PERFORMANCE APPRAISAL .................................................................................................................4COMPENSATION & BENEFITS...............................................................................................................4JOB SAFETY.............................................................................................................................................5TRAINING & DEVELOPMENT..................................................................................................................5PMIS ........................................................................................................................................................51. JOB STRUCTURE...............................................................................................................................51.1 Organizational Structure.....................................................................................................................61.2 Job Descriptions for Wastewater Management Staff.........................................................................61.3 Job Analysis .......................................................................................................................................71.4 Career Development ..........................................................................................................................92. RECRUITMENT & SELECTION........................................................................................................102.1 Setting Personnel Policies................................................................................................................102.2 Determining Needed Skills and Abilities ..........................................................................................122.3 Finding Applicants............................................................................................................................122.4 Developing Applicants Forms...........................................................................................................122.5 Interviewing Job Applicants..............................................................................................................132. PERFORMANCE MANAGEMENT...................................................................................................143.1 Performance Monitoring and Evaluation..........................................................................................143.2 Interview Guidelines .........................................................................................................................154. REWARDS AND RECOGNITION.....................................................................................................174.1 Wage and Salary Systems...............................................................................................................174.2 Additional Staff Benefits ...................................................................................................................225. JOB SAFETY.....................................................................................................................................246. TRAINING AND DEVELOPMENT......................................................................................................267. PERSONNEL MANAGEMENT INFORMATION SYSTEM (PMIS) ...................................................33

ANNEX 1: EXAMPLE OF AN APPLICATION FOR EMPLOYMENT FORM ........................................48ANNEX 2: EXAMPLE OF GOAL ORIENTED STAFF STAFF EVALUATION FORM ..........................51


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LI GII THIU INTRODUCTION

Vn Qun L Ngun Nhn Lc tri qua nhngthay i ln lao trong vng 30 nm qua trong tt ccc loi hnh cng ty, t chc trn khp th gii.Trc , cc t chc ln hu ht giao cho PhngNhn s qun l cc vn lin quan n vic tuynm v tr lng cho cn b nhn vin. Gn y, cct chc nh gi Phng Nhn s ng vai tr quantrng trong cng tc phn tch cng vic, tuyn dng,o to v pht trin nhn s, h tr ban lnh o hon thnh cc cng vic v t kt qu mc caonht c th.

Human Resource Management (HRM) has undergonetremendous change over the past 30 years, worldwide, inall types of entities and institutions. Before that, largerorganizations referred to their "Personnel Department,"

mostly to manage the paperwork around hiring and pay-ing people. More recently, organizations consider the"HR Department" as playing a major role in doing jobanalysis, recruitment, staff training and development,helping to manage staff to accomplish best possible per-formances and results.

Hng dn ny c s dng nh mt ti liu h trnhng nh qun tr trong cc Cng ty Qun l ncthi (QLNT) nh gim c cng ty, gim c iuhnh, gim c ph trch nhn s-nhng ngi angtm kim bin php v cch thc nng Hiu qu cng

vic ca cn b nhn nhn vin v ca cng ty.

This guideline is intended as a working document formanagers of Waste Water Management Companies(WWMC), e.g. directors, operational managers, and per-sonnel managers who are looking for ways and means toimprove the efficiency of their staff and their company.

Trnh qun l v c cu t chc ca Cc cng tyQun l Nc thi (Cng ty QLNT) c khc nhau. Vth hy vng rng ti liu hng dn ny sc sdng theo nhng cch khc nhau. Mt cng ty QLNTang trong giai on u ca qu trnh pht trincc chnh sch v k nng Qun L Ngun Nhn Lcth cn tham kho ton b ti liu hng dn ny. Mtkhc, mt cng ty tham gia d n QLNT nu cchnh sch o to, chnh sch nhn s ri v angtrong qu trnh p dng, th nn s dng hng dnny nh mt ti liu h tr qu trnh ra quyt nhbng cch ch tham kho mt s phn c th trongBn hng dn ny.

The WWMCs, which are supported by the wastewatermanagement (WWM) project, exhibit various levels ofmanagement and organizational sophistication. Hence, itis expected, that these guidelines will be used in a varietyof different ways. A WWMC that is in the initial stages ofdeveloping their HRM policies and practices should referto the entire guideline. On the other hand, a WWMC thatalready has a training policy and a personnel policy, andis in the process of activating the process, may find itmore appropriate to use the guideline as a decision mak-ing resource by referring to specific sections of its con-tents only.

C nhiu phng php v k thut Qun L NgunNhn Lc t cp n gin nh p dng phngphp lng nghe kin (phn on) n vic p dngk thut m phng trn my tnh. Mc ch ca ti liuhng dn ny l cung cp nhng chdn c bn pht trin cng tc Qun L Ngun Nhn Lc cho cccng ty tham gia d n Qun l nc thi.

There is a wide variety of HRM models and techniques,ranging all the way from simply using opinions (judg-mental) to computer simulations. The purpose of thisguideline is to provide a basic framework for HRM devel-opment of the participating WWM Companies.

Trn thc t, nhng nh qun tr cn nhn thc rngmc ch ca vic ci tin mt quy trnh hin ti hocthm ch l xy dng mt tin trnh Qun L Ngun

Nhn Lc mi i hi phi c nhng thay i v hnhv v/hoc quy trnh th tc trong ni b cng ty, v dnh p dng h thng nh gi ti ni lm vic, hociu chnh cc chnh sch nhn s hoc o tonhng cn b gim st h tr thnh nhng ngio to gii hn, v.v...

In practical terms, managers should be aware that anyintention of strengthening an existing process or evenbuilding-up a HRM process from scratch, will require cer-tain changes of behavior and/or procedures within the

company, e.g., introducing an on-the-job evaluation sys-tem, or amending personnel policies, or training supervi-sors to be better trainers, etc.

Khng nn cng mt lc thc hin mi thay i viu chnh nh c a ra trong hng dn ny.Mc d nhng ngi s dng hng dn ny c thl nhng ngi ch trng thay i cng tcQLNNL trong cng ty qun l nc thi , h nn nhnthc rng mi thay i phi c lp k hoch cnthn v thm ch phi c tin hnh mt cch t t.

It is not recommended that all changes and adaptationsadvocated in these guidelines are made at the sametime. Although, the users of these guidelines may beagents for change-management within the WWMC, theywill recognize that changes must be planned carefullyand will eventually occur slowly.

Tuy nhin, lnh o phi lun lun m bo rng cnb nhn vin trong cng ty c thng bo v bit vcc chnh sch QLNNL hin hnh, m bo vic p

However, management should always ensure that staffare informed, and, are aware of the companys prevailingHRM policies and that the agreed policies are applied


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dng lin tc cc chnh sch c ph duyt nhmtng cng nng lc v to ng lc lao ng chocn b nhn vin.

constantly by the management as ongoing efforts to im-prove the capabilities and motivation of its staff.

MC TIU CA CNG TC QUN L NGUNNHN LC

OBJECTIVES OF HUMAN RESOURCESMANAGEMENT

Qun L Ngun Nhn Lc (QLNNL) l mt phn cakhi nim lp k hoch v qun l tng th ca cccng ty tham gia d n QLNT; QLNNL l mt hatng quan trng ca K hoch pht trin cng ty cacc cng ty tham gia d n QLNT. Bt k thay i notrong cng tc QLNNL phi c phn nh y trong k hoch pht trin trung hn ca cng ty.

HRM is a fully integrated part of the WWMCs overallplanning and management concept; hence, HRM is animportant part of the WWMCs corporate developmentplan (CDP). Any intended and planned change in HRMshould be fully reflected in the companys medium termdevelopment plan.

Trng tm ca QLNNL i hi phi lm tt cng tcd bo v lp k hoch:

At its core, HRM involves forecasting and planning of

ngi v ng ngi the right numbers and the right kind of people

ng ch at the right places

ng lc v at the right times, and

chi ph hp l at the right costs

nhm thc hin cc cng vic em li li ch cho ccng ty v c nhn ngi lao ng.

to perform activities that will benefit both the organizationand the individuals.

Qun L Ngun Nhn Lc s thnh cng khi p ngv cn bng c cc yu cu trn.

HRM is successful to the extent that it properly matchesand balances each of these elements.

QLNNL phi m bo cc cng ty QLNT v ton bcc b phn trong cng ty (cc quy trnh, cc phngban, cc t cng tc, cn b nhn vin v.v...) cngphi hp trong cng vic t c nhng kt qu

xc nh trong K hoch pht trin cng ty. cc iu ny, ban lnh o cc cng ty tham gia dn QLNT cn lin tc thc hin cc hot ng nh ksau:

HRM is ensuing that the WWMC and all of its subsys-tems (processes, departments, teams, staff, etc.) areworking together at their best, achieving the results iden-tified in the companys CDP. Having said this, theWWMC management is required to implement severalrecurring activities, including:

xc nh v sp xp th tu tin cho cc ktqu mong mun t c ca cng ty,

identification and prioritization of desired companyresults,

theo di v nh gi tin thc hin tc kt qu,

tracking and measuring progress toward results,

trao i kin phn hi gia cc cn b ch chtlin quan,

exchanging feedback among involved key staff,

tng cng cc hot ng sem li kt qu, v reinforcing activities that achieve results, and

a ra cc bin php thc y tin thc hincng vic khi cn thit (hay ni cch khc l cchot ng chn chnh).

intervening to improve progress where needed(elsewhere referred to as corrective actions).

Do vy, QLNNL thch hp v nht qun chc chn sgip cng ty:

In consequences, adequate and consistent HRM inevita-bly leads to:

s dng hiu qu cc ngun ti chnh sn c. efficient use of available financial resources,

qun l tt ti sn hin c good management of existing assets,

lm hi lng khch hng. customer satisfaction.

Ban lnh o ca cc cng ty tham gia d n QLNTphi xem cng tc QLNNL l ng lc chnh dn n

thnh cng ca cng ty. Cc c quan chnh quyn aphng (UBND Tnh) cng nh ban lnh o cng typhi nhn thy rng mt i ng cn b nhn viny , c o to tt v c ng lc lm vic l

The WWMCs management should consider HRM as thekey driver that leads to corporate success. Local officials

(PPC) and the companys directors alike must realize thatan adequate, well-trained, and motivated workforce isnecessary to provide cost-effective operations and toensure compliance with agreed service standards.


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yu t cn thit to ra cc hot ng hiu qu v chiph v m bo vic tun th cc tiu chun dch v thng nht.

Thiu i ng cn b nhn vin chc chn s dn nhiu qu hot ng km, cho d cng ty c p dngcng ngh tin tin v mi nht cho h thng thu gomv x l nc thi.

Inadequate staffing will inevitably lead to poor companyperformance, even if the newest and best possible tech-nology is made available for wastewater collection and

waste water treatment facilities.

TM TT K HOCH QUN L NGUN NHNLC

SUMMARY OF THE HRM PLAN

Di y l phn tm tt cc chng chnh ca tiliu Hng dn Qun L Ngun Nhn Lc, bao gm:

The following is a summary of the main chapters of thisHRM guideline, including:

C CU CNG VIC JOB STRUCTURE

xc nh cch thc qun l cc cng ty, cn phic mt c cu t chc r rng. t c kt qutt nht c th, cn gim thiu s lng cc phng vcc n v thuc cng ty.

To determine how utilities need to be managed it is im-portant to have a clear organizational structure. Forachieving best possible results the number of individualdepartments and units should be reduced to a minimum.

Tip theo, cn tin hnh phn tch cng vic nh mttin trnh nhm xc nh cc nhim v, cc yu cu cth v cng vic v mc quan trng ca ccnhim vi vi mt cng vic c th.

In the following, a job analysis is required as a process toidentify and determine in detail the particular job duties

and requirements and the relative importance of theseduties for a given job.

iu quan trng l cc nh qun tr phi kin quyta cng tc qun l ngh nghip vo cng tcQLNNL v nh gi mc hon thnh cng vic cn b nhn vin nhn bit c nhng c hi vthch thc trong tng lai. V vn ny, chnh schv thng chc hay chnh sch qun l ngh nghip sl bng chng cho cn b nhn vin thy c cckh nng pht trin v c hi thng tin trong cng ty.

It is important that managers put career managementfirmly into the context of HRM and performance appraisalso that staff understand future opportunities and chal-lenges. In this regard, a documented career ladder orcareer management policy will provide an illustration foremployer and staff alike of possible advancements andopportunities within the company.

Kt qu cui cng l a ra mt s t chc th

hin ton b cc cp qun l, ton b nhng v tr c v cn trng, v tt c nhng v tr cn thit nhngcha c ph duyt.

The end result is an organizational chart showing all linesof supervision and authority, all filled and unfilled posi-tions, and an approximation of all needed but as yet un-authorized positions.

5. An ton lao ng /Job Safety

3. nh gi hon thnhcng vic /

Performance Appraisal

4. Lng bng & Phc li /Compensation & Benefits 2. Tuyn dng /

Recruitment

1. C cu cng vic /Job Structure

6. o to v Pht trin /Training and Development

7. HTTTQLNS/

PMIS

5. An ton lao ng /Job Safety

3. nh gi hon thnhcng vic /

Performance Appraisal

4. Lng bng & Phc li /Compensation & Benefits 2. Tuyn dng /

Recruitment

1. C cu cng vic /Job Structure

6. o to v Pht trin /Training and Development

7. HTTTQLNS/

PMIS


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TUYN M & TUYN CHN RECRUITMENT & SELECTION

Mt cng vic chtt khi c ngi thc hin cng victt, do vy ban lnh o ca cc cng ty tham gia dn QLNT phi dnh thi gian tm kim v tuyn

dng cn b ph hp. thc hin tt cng vic ny,cn thit lp quy trnh tuyn dng v o to nhnvin. Cn son tho ra cc chnh sch v tuyn dngv o to cng nh thng nht chnh sch trc khitin hnh tuyn dng nhn vin mi. xc nh cck nng v nhim v cn thit, phi son tho ra ccbn m t cng vic. Cng tc qung co, sng lc vla chn nhng ng vin tt nht c thc qun lthng qua mu n xin vic v phng vn.

Because a business is only as good as the people in it,management of the WWMCs must take the time to findand hire the right staff. To get the job done in the rightway, employment and training procedures must be estab-lished. These policies need to be developed and agreedbefore the recruitment of new staff commences. To iden-tify the kind of skills that are needed and tasks that needto be performed, job descriptions have to be created.Advertising, screening and selecting the best applicantscan be managed through an application form and jobinterviews.

Kt qu cui cng l mt bn danh sch lit k ccnhim v hon chnh a ra chi tit s gi lm vicca cn b nhn vin theo k nng v theo nhim v,mt b cc bn m t cng vic c cp nht v khoch b tr nhn s c cp nht cng ngnsch thc hin.

The end result is a comprehensive task list, a break downof required staffing hours, by skill and by task, an up-dated set of written job descriptions and a written staffingplan with a corresponding budget.

NH GI KT QU THC HIN CNG VIC PERFORMANCE APPRAISAL

nh gi kt qu thc hin cng vic nhm m bop ng c cc mc tiu, mc ch v cc nhimv ra, m ch yu tp trung vo vic hiu qu cngvic ca cng ty, ca cc phng ban v ca cn bnhn vin. Mc ch ca quy trnh gim st hiu qucng vic l cung cp khung tham chiu ph hp v kin phn hi v hiu qu cng vic thc tt c.N bao gm thng tin v kt qu d kin, tiu chunv hiu qu cng vic, tin thc hin t ccc kt qu d kin, mc hiu qu cng vic,nhng v d minh ha v kin ngh v vic nng caothnh tch cng tc, cng tc nh gi hiu qu cngvic phi c thc hin theo hng dn v cng tcphng vn.

Performance appraisal ensures that defined objectives,goals, and tasks are being met in an effective and effi-cient manner focusing on the performance of the com-pany, the departments, and the staff. The purpose of themonitoring process is to provide a consistent frame ofreference and feedback about actually achieved perform-ance. It includes documentation of expected results,standards of performance, progress toward achieving

these results, how well they were achieved, examplesand suggestions to improve performance and should beconducted according to the interview guidelines.

TH LAO LAO NG V CC PHC LI COMPENSATION & BENEFITS

Cng tc qun tr tin cng v tin lng nhm mcch kim sot chi ph nhn cng, nng cao tinh thncn b nhn vin v gim tc thay th nhn s ca

cng ty. C th thy r c li ch ca mt h thngqun l tin lng r rng, nu mc tiu chung lnhm thu ht v duy tr i ng cn b tt nht c th.Nn son tho v thc hin k hoch khen thng(tin thng) cho cn b nhn vin da trn kt qunh gi cng vic v nn xc nh ra mc tinlng, thng cho tng cng vic c th. Vic pdng chng trnh phc li cho cn b nhn vin lmt nhim v phc tp, lin quan n ch hu tr,bo him y t, bo him nhn th v ch dngsc, ngh php, quyn s hu c phn cng ty cacn b nhn vin v.v... Vic kt hp cc ch chnhsch phc li ny l bin php hu hiu v hiu qu

nht p ng nhu cu kinh t v an ninh ca cnb nhn vin trong cng ty.

Wage and salary administration is aimed at controllingpersonnel cost, increasing staff morale, and reducingworkforce turnover. The benefits of a transparent wageand salary administration system are apparent, particu-

larly if the overall objective is to attract and keep the beststaff possible. It is recommended, that the developmentand the installation of a staff remuneration (pay) planbased on a job evaluation and pricing of specific jobs becreated. The introduction of a Staff benefits program, is acomplex task and typically refers to retirement plans,health life insurance, life insurance, disability insurance,vacation, staff stock ownership plans etc. A combinationof these benefit programs is the most effective and effi-cient means of meeting staff economic and securityneeds.


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AN TON LAO NG JOB SAFETY

Ban lnh o chu trch nhim trong vic hn ch tainn lao ng/ri ro cng vic. Vic p dng cc hotng qun l an ton lao ng v hn ch tai nn laong/ri ro cng vic c xem l bin php qun ltt. t c thnh cng, tt c cc cp qun lphi nhn thc c tm quan trng to ln ca vichn ch tai nn lao ng/ri ro cng vic v coi y lmt phn thit yu trong cng vic ca h.

Management has the responsibility for workplace acci-dent prevention. The introduction of workplace safetymanagement activities and the prevention of accidentsrelated to workplace environments is considered goodmanagement practice. To achieve success all levels of

management must be convinced that accident preventionis of paramount importance and an essential part of theirjob.

O TO & PHT TRIN TRAINING & DEVELOPMENT

Mt chng trnh o to ton din cho nhn vin vcn b qun l sem li nhng li ch ng k chocc cng ty QLNT. Mt lc lng lao ng co to tt v c ng lc trong cng vic l yu tcn thit cng ty c th thc hin cng vic hiuqu v cung cp cc dch v ph hp cho cng ng

dn c, iu ny s gip cng ty c kh nng thu hivn (hon vn u t). Ban lnh o phi m bocng ty c ngn sch cho cng tc o to nhnvin. Cng tc o to nhn vin bao gm vic cnhn vin tham d cc kha o to, tr tin hc phcng nh chi ph i li, v/hoc cho php cn b nhnvin theo hc cc chng trnh o to trong gi lmvic. Vic xc nh nhu cu o to v la chn itng o to l rt quan trng. Ngoi ra, phi xcnh r cc mc tiu, mc ch v phng php oto, phi la chn i tng o to thch hp. Cuichng trnh o to, phi tin hnh nh gi o tobng cch tp trung theo di mc thay i ca cc

cn bc o to trong qu trnh thc hin cngvic hng ngy.

A comprehensive training program for staff and operatorswill provide significant benefits for the WWMC. A well-trained and motivated work force is essential for efficientoperations and proper provision of services to the publicand will result in a substantial payback (return on invest-ment) over the years. Managers should make sure thatthe company budgets provide adequate funds for stafftraining. This includes sending staff to training events,paying the cost of course registration as well as travelexpenses, and/or having staff attend training programsduring working hours. The identification of training needsand the selection of trainees is in this regard very impor-tant. Furthermore the training objectives, goals andmethods have to be carefully defined and appropriatetrainers must be selected. At the end of the training pro-gram there must be an evaluation of training focusingupon the degree of change shown by the trainee (staffmember) in their day-to-day work performance.

H THNG THNG TIN QUN L NHN S PMIS

H thng Thng tin Qun l Nhn s (TTQLNS) cthit lp trn my tnh v kt hp quy trnh nh gihiu qu cng vic ca cn b nhn vin, phn tchnhu cu o to ngy cng tng v o to theo cck hoch o to c thng nht gia lnh ov cn b cng ty. C s d liu ca H thngTTQLNS l yu t chnh ca quy trnh nh gi hiuqu cng vic. Mt khi cc s liu ban u c thu

thp v nhp vo c s d liu th c th son thoc quy trnh nh gi hiu qu cng vic. Quy trnhny phi cho php cng tc nh gi hiu qu cngvic ca tng nhn vin c thc hin mt cch ngin v hiu qu, v phi l mt phn cng vic caban lnh o cc cng ty QLNT.

The Personnel Management Information System (PMIS)is computerized and combines the process of staff per-formance monitoring, progressive training needs analy-sis, and training achieved in relation to the training plansagreed by management and staff. The PMIS database isthe core element of the process. Once the initial data iscollected and entered into the database, procedures canbe prepared. These procedures should allow for simpleand effective appraisals of each staff members perform-ance, and be an ongoing part of the WWMCs manage-ment activities.

1. C CU CNG VIC 1. JOB STRUCTURE

Chng di y trnh by s pht trin v tm quantrng ca vic xc nh c cu t chc, v cc thnhphn chnh gm bn m t cng vic, phn tch cngvic v hoch nh ngh nghip snh hng nhth no n tng v tr cng vic v cc nhim v catng cn b nhn vin trong cc Cng ty QLNT.

The following chapter is illustrates the development andimportance of defining the organizational structure, andhow job descriptions, job analysis, and career planningare key elements that influence the structure of the indi-

vidual positions and tasks within the WWMC.


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1.1 C cu t chc 1.1 Organizational Structure

Cn phi c mt c cu t chc r rng xc nhnhu cu qun l ca Cng ty QLNT, c cu t chcphi phn nh c iu kin ca cng ty nh mc phc tp ca cc quy nh, li ch ca cc bn linquan, mong i ca khch hng v s thay i catiu chun dch v.

It is important to have a clear organizational structure todetermine how the WWMC needs to be managed, itshould reflect todays corporate environment, such as thecomplexity of regulations, stakeholder interests, customerexpectations, and changing service standards.

thc hin mt cch c hiu qu cc mc tiu v tchc ca cng ty, c cu t chc cng ty cn xcnh mt cch ton din mi nhim v v thch thcni b, khng thit lp c cu t chc qu cng knh.Cc c quan hot ng khng hiu qu s gim slng cc phng ban n mc ti thiu t ccc kt qu tt nht c th, m bo rng cc th tctrng lp gia cc phng ban c gim n mc tithiu, v cc ch th ca ban lnh o n trc tipton th lc lng lao ng mt cch trc tip vnhanh nht c th.

To effectively implement the organizational goals, thecompany structure needs to address all internal tasksand challenges in a comprehensive manner, without oversizing the structural set-up. So called lean organizationsreduce the number of individual departments and units toa minimum for achieving best possible results, ensuringthat interdepartmental interfaces are reduced to a mini-mum, and management directions reach the entire work-force as directly and as quickly as possible.

V vy, c cu cc cng ty QLNT ng vai tr quytnh trong vic to ra cc v tr qun tr v tc nghipm cng ty cn c t c cc mc tiu v mcch hot ng ca cng ty.

Thus, the structure of the WWMC is decisive in the crea-tion of managerial and operational positions that thecompany needs to achieve their corporate objectives,and operational goals.

Lu rng vn v c cu t chc sc trnhby trong s tay Hng dn ring ca D n Qun lnc thi.

Note that the question of the organizational structure isaddressed in a separate WWM guideline.

1.2 Bn m t cng vic cho cn b nhn vinca cng ty QLNT

1.2 Job Descriptions for Wastewater ManagementStaff

Da trn c cu t chc ca cng ty v cc nhim vyu cu trong cng tc qun l v vn hnh h thngthot nc, d n qun l nc thi son tho ra ccbn m t cng vic cho cc v tr ch cht. Tuynhin, Phng Qun l nhn lc (phng T chc) vgim c Cng ty QLNT phi chnh sa cc bn mt cng vic ny theo mu v ni dung ph hp.

Based upon the companys organizational structure andthe required managerial and operational tasks, job de-scriptions are made available by the WWM project for keystaff. However, it is the obligation of the HRM departmentand the WWMCs director to adjust these job descriptionsto an appropriate format and content.

Mc ch ca bn m t cng vic l m t chi tit loicng vic v cc nhim v cho tng v tr trong c cut chc ca cng ty.

The purpose of a job description is to illustrate, in detail,the type of work and duties for each position in the com-panies organizational structure.

Cc mc chnh ca bn m t cng vic bao gm ccthng s chi tit v: (i) cc nhim v, (ii) chc nng,

(iii) trch nhim, v (iv) cp trch nhim gii trnh (boco) ca nhn vin ln cp trn trong cng ty. Ngoira, bn m t cng vic cn m t (v) cc k nng tithiu phi c, (vi) trnh hc vn v (vii) cc yu cucn thit khc thc hin cng vic.

Key elements of a job description include a specificationof: (i) tasks, (ii) functions, (iii) responsibilities, and (iv)level of accountability that the incumbent has within theWWMC. In addition the job description includes the (v)minimum skills, (vi) education, and (vii) other require-ments needed for the execution of the tasks.

Bn m t cng vic c s dng (i) thng bovi cn b nhn vin trong cng ty v vai tr ca hv (ii) lm cn c nh gi kt qu thc hin cngvic ca cn b, nhn vin .

Job descriptions are used to (i) communicate to the stafftheir specific role within the WWMC, and (ii) conduct staffperformance assessment in accordance to the job de-scription.

Mt bn m t cng vic t nht phi bao gm ccmc sau:

A job description form should contain, at least, the follow-ing categories:

1. Chc danh cng vic 1. Job title

2. Cc nhim v chnh 2. Main duties and tasks

3. Cc chc nng chnh 3. Primary functions


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4. Cc trch nhim chnh 4. Main responsibilities

5. Cc yu cu v cng vic: 5. Job Requirements:

Trnh hc vn hoc cc yu cu voto

Formal education or training requirements

Kinh nghim hoc cc yu cu v trnh

chuyn mn

Experience or background requirements

Mc phc tp ca cng vic v mt kthut hoc qun l

Technical or administrative complexity of thejob

Trch nhim v trch nhim gii trnh kt qucng vic

Responsibility and accountability for results

Trch nhim cho nhng ngi gim st, theodi cng vic

Responsibility for supervisors

iu kin lm vic c bit (nu c) Unusual working conditions (if any)

1.3 Phn tch cng vic 1.3 Job Analysis

Phn tch cng vic l qu trnh xc nh chi tit ccnhim v v yu cu c th ca cng vic, tm quantrng ca cc nhim v ny i vi mt cng vic cth. Phn tch cng vic l qu trnh nh gi mtcng vic c th. Kt qu ca qu trnh phn tchcng vic c s dng son tho/iu chnh bnm t cng vic.

Job Analysis is a process to identify and determine indetail the particular job duties and requirements and therelative importance of these duties for a given job. JobAnalysis is a process where judgments are made in rela-tion to a particular job. The result of the job analysis isused for the formulation/revision of a job description.

Mt phng php phn tch cng vic in hnh l sdng bng cu hi n gin xc nh cc nhimv, trch nhim, trang thit b cn thit, nhng miquan h trong cng vic v mi trng lm vic cacn b nhn vin. Trng phng Nhn lc s s

dng bng cu hi thm d kin tng thnh vintrong cng ty. Sau , cc bng cu hi hon thinc s dng son tho hoc chnh sa li bnm t cng vic.

A typical method of a Job Analysis is a simple question-naire for identifying job duties, responsibilities, equipmentused, work relationships, and work environment. Thequestionnaire is implemented by the Head of the HRMdepartment with each staff member of the company. Thecompleted questionnaire is then used for the preparation

or revision of a job description.

Cc phng php phn tch cng vic ph thuc vocc yu t c th nh loi cng vic, s lng cngvic, s lng cc chc vng nhim trong cngty v v tr cng vic. Khi tin hnh phn tch cngvic, cn thu thp cc thng tin sau:

The method that may be used in job analysis will dependon practical concerns such as type of job, number of jobs,number of incumbents, and location of jobs. A job analy-sis should collect information on the following areas:

Nhim v & cc cng tc m nhim: ch tiu cbn ca mt cng vic l mc hon thnh ccnhim v v cc cng tc lin quan n cng

vic. Thng tin cn thu thp c th gm: tnhthng xuyn ca cng vic, thi gian thc hin,n lc phn u, k nng, mc phc tp,trang thit b, tiu chun v.v...

Duties and Tasks: The basic unit of a job is the per-formance of specific tasks and duties. Information tobe collected about these items may include: fre-quency, duration, effort, skill, complexity, equipment,standards, etc.

Mi trng lm vic: Mi trng lm vic c thnh hng ng kn cc yu cu vt cht thc hin cng vic. Mi trng lm vic c thbao gm iu kin khng thun li nh mi hithi ca nc thi v nhit cc cao.

Environment: This may have a significant impact onthe physical requirements to be able to perform a job. The work environment may include unpleasantconditions such as offensive odors and temperatureextremes.

Cng c v trang thit b lm vic: Mt s cngvic i hi phi s dng cc thit b v cng cc lao ng. Cng c lao ng c th l qun o

bo h lao ng, v cn c nu c th trongbn Phn tch cng vic.

Tools and Equipment: Some duties and tasks areperformed using specific equipment and tools.Equipment may include protective clothing, which

needs to be specified in a Job Analysis.

Cc mi quan h trong cng vic: Quyn hn Relationships: Supervision given and received and


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gim st v b gim st, cc mi quan h vinhng ngi bn trong v bn ngoi cng ty cnphi c xc nh.

the relationships with internal or external peopleneed to be identified.

Cc yu cu ca cng vic: kin thc, k nng vnng lc cn thit thc hin cng vic.

Job Requirements: Knowledge, skill, and ability(KSA) required for performing the job.

C mt vi phng php c thc p dng ringhoc kt hp vi nhau lp ra bn phn tch cngvic; bao gm:

Several methods exist that may be used individually or incombination for the elaboration of job analysis; theseinclude:

nh gi ti ni lm vic desk reviews

phng vn cn b nhn vin incumbent interviews

phng vn cn b gim st supervisor interviews

s dng bng cu hi theo mu structured questionnaires

s dng bn kim k cng vic task inventories

s dng danh sch kim tra cng vic check lists

s dng bng cu hi m open-ended questionnaires

quan st observation

s dng nht k cng vic ca cn b nhn vin incumbent work logs

Phn tch cng vic c vai tr quan trng, lm c scho , cc hot ng Qun l ngun nhn lc C th:

By implementing a job analysis for a particular position,various features can be linked to the analysis for estab-lishing a comprehensive image of the concerned job,including:

Xc nh nhu cu o to Determining Training Needs

Phn tch cng vic c thc p dng trong cngtc nh gi nhu cu o to nhm xc nh hocthit lp:

Job Analysis can be used in training "needs assessment"to identify or develop:

ni dung o to training content cc hnh thc trc nghim nh gi o lng

hiu quo to assessment tests to measure effectiveness of train-

ing

trang thit bo to equipment to be used in delivering the training

phng php o to (nho to ti ch, oto theo nhm nh, o to qua trn my tnh, tchc cc lp o to....)

methods of training (i.e., on-the-job, small group,computer-based, classroom...)

K nng & th lao lao ng Skills & Compensation

Phn tch cng vic c thc p dng trong nhgi k nng v tr cng cc nh hoc thit lp:

Job Analysis can be used in skills & compensation as-sessment to identify or determine:

trnh hc vn, k nng v nng lc education, skills and capability levels h s lng, hiu qu cng vic, cc thnh tu

c bit v.v compensable job factors, performance, special

achievements, etc.

trch nhim (v d nh trch nhim v cc vn k thut, ti chnh, gim st).

responsibilities (e.g., technical, fiscal; supervisory)

Quy trnh tuyn chn Selection Procedures

Phn tch cng vic c thc s dng trong quytrnh tuyn chn xc nh hoc thit lp:

Job Analysis can be used in selection procedures toidentify or develop:

nhim v yu cu ca cng vic cn c sdng qung co tuyn dng

job duties that should be included in advertisementsof vacant positions

cc yu cu ti thiu (trnh v/hoc kinhnghim) sng lc ng vin xin vic

minimum requirements (education and/or experi-ence) for screening applicants

cu hi phng vn interview questions


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Trc nghim tuyn chn (thi vit v thi ni, cngc m phng cng vic)

selection tests/instruments (e.g., written tests; oraltests; job simulations)

nh gi cc ng vin/mu nh gi applicant appraisal/evaluation forms

ti liu nh hng v cng vic cho cc ngvin/nhn vin mi

orientation materials for applicants/new hires

nh gi kt qu thc hin cng vic Performance Review

Phn tch cng vic c thc p dng trong nhgi kt qu thc hin cng vic xc nh hocthit lp:

Job Analysis can be used in performance reviews toidentify or develop:

mc ch v mc tiu nh gi Hiu qu cngvic

goals and objectives

tiu chun nh gi kt qu thc hin cng vic performance standards

tiu ch nh gi evaluation criteria

Cc nhim v cn c nh gi duties to be evaluated

1.4 Pht trin ngh nghip 1.4 Career Development

iu quan trng l cc nh qun tr phi kin quyta cng tc qun tr ngh nghip vo cng tc Qunl Ngun Nhn lc v nh gi hiu qu cng vic cn b nhn vin nhn bit c nhng c hi vthch thc trong tng lai. Cn b nhn vin phihiu r rng l khng th thng tin c trong cngvic tr khi kt qu thc hin cng vic ca httrn mc trung bnh. Thng tin trong cng vic datrn mc thm nin ngh nghip cha chc lnh hng pht trin cng vic, n chc s dngnh mt yu t b tr quyt nh la chn mt

trong hai ng vin c mc hiu qu cng vic t trnmc trung bnh thng chc.

It is important that managers put career managementfirmly into the context of HRM and performance appraisalso that staff understands future opportunities and chal-lenges. Staff should clearly understand that promotioncannot be expected unless performance at the existinglevel is above average. Promoting on the basis of senior-ity is unlikely to achieve any performance orientation; thatis, unless it is merely used as a secondary factor to de-termine which of two above average candidates shouldbe promoted.

Chnh sch thng chc, o to v pht trin nghnghip cho cn b nhn vin trong Cng ty QLNT vcng hu ch. V vy, trn quan im to ng lcthc y cng vic, cn b nhn vin ca cng ty cnnhn thc rng o to khng chem li li ch chongi s dng lao ng m cn l c hi pht trincho chnh bn thn ngi lao ng.

A policy regarding promotions and associated trainingand how a staff members career might develop withinthe WWMC, is particularly useful. Thus, from the stand-point of motivation it is important that the staff memberrecognizes the proposed training not only as a potentialbenefit to his employer, but also as a personal opportu-nity.

V vn ny, nc thang thng tin ngh nghip haychnh sch qun tr ngh nghip s cung cp thng tinchi tit cho ngi s dng lao ng v ngi laong v nhng kt qu c tht c v nhng chi c th c trong cng ty.

In this regard, a documented career ladder or careermanagement policy will provide an illustration for em-ployer and staff alike of possible advancements and op-

portunities within the company.

Nc thang thng tin ngh nghip c xc nh rrng cho tng v tr chnh trong mt c quan/t chcc th c li cho c ngi s dng lao ng v ngilao ng, v d nh:

A well-defined career ladder, involving each key positionin the organization, can prove advantageous to both em-ployer and staff, e.g.:

Cung cp cho nhn vin hin ang lm vic trongcng ty cng nh nhng ng vin c kh nngc tuyn dng mt trin vng v c hi ca htrong cng ty. Nc thang thng tin ngh nghipl cng c gip cho cn b nhn vin c trinvng hiu rng lnh o c quan tm n vn Qun L Ngun Nhn Lc. N c th l cch thuht nhng cn b nhn vin c hoi bo v ctrnh ph hp vi cng vic.

Provides existing staff as well as possible recruitswith a perspective of their opportunities in the com-pany. The career ladder provides prospective staffwith an indication that the employer is interested instaff management. It can serve to attract those withambition and those with proper qualifications.


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Cc kha o to sc thit k vi mc chqun tr ngh nghip v qun tr t chc.

Training courses will be designed with a view to ca-reer management and organizational management.

Nu c thc hin hp l, Cng tc Qun LNgun Nhn Lc v hoch nh ngh nghip cth gim thiu vic tuyn dng khng hiu qutrong cng ty.

If implemented consistently, good HRM and careerplanning can minimize the assignment of inefficientpolitical appointees in the company.

m bo cho cng ty QLNT c c i ng cnb c trnh mi v tr.

The WWMC can be reasonably assured of havingqualified individuals in all positions.

2. TUYN M V TUYN CHN 2. RECRUITMENT & SELECTION

Mt doanh nghip ch thnh cng khi c ngi thchin tt. Do vy, lnh o cc cng ty QLNT phidnh thi gian tm kim v tuyn dng ng ngi.

A business is only as good as the people in it. Thereforemanagement of the WWMCs must take the time to findand hire the right staff.

Phn ny tho lun v quy trnh tuyn dng nhn sca cng ty, thit lp cc chnh sch nhn s, xcnh cc k nng v kh nng cn thit, tm kim ng

vin, son tho mu n xin vic v phng vn nhngng vin c trin vng.

This chapter discusses the process of staffing the com-pany, setting the personnel policies, determining whatskills and abilities are needed, finding applicants, devel-

oping application forms, and interviewing prospectivestaff.

Cc cng ty ln c th trin khai cc k thut tuyndng hiu qu v cc quy trnh gim ri ro v s thiuhiu qu trong hot ng ca cng ty, bao gm mts vn sau.

Bigger companies may have developed effective hiringtechniques and procedures to lessen the risk of internalinefficiency, including some of the following issues.

2.1 Thit lp chnh sch nhn s 2.1 Setting Personnel Policies

Cc th tc o to v tuyn dng phi c thit lpcho php ban lnh o c c hi tt hn tin hnhcng vic theo cch m ban lnh o mong munthc hin. Cn thit lp v ph duyt cc chnh sch

trc khi tin hnh tuyn dng nhn vin. Di y lmt s vn chnh v tuyn dng nhn vin:

Employment and training procedures must be establishedso that management has a better chance of getting thejob done the way the management want it done. Policiesneed to be developed and agreed before the recruitmentof new staff commences. Some of the main recruitment

issues are listed below:

S gi lm vic Working Hours

Xc nh s gi lm vic trong ngy, trong tun vngy lm vic trong tun, s gi ph tri, s ca lmvic, thi gian v phng thc thanh ton lng chocng vic thng xuyn v cng vic lm thm gi.Vic tr tin lm ngoi gi qu nhiu l s lng phchi tiu khng cn thit. Bng cch lp k hochtrc, ban lnh o c th t chc sp xp cng vicca cn b nhn vin hn ch ti a lm thmngoi gi. Vo nhng thi k cao im, ban lnh o

c th gii quyt bng cch p dng bin php tuyndng nhn vin lm vic bn thi gian (lm thm) vimc lng bnh thng.

Define the number of working hours per day and week,the number of days per week, overtime work, workingshifts, and the time and method of payment for both regu-lar and overtime work. Unnecessary payment of overtimeat premium rates is a source of needless expense. Byplanning ahead, management may be able to organizeits staff member's work to keep overtime to a minimum.When peak periods do occur, management can oftenhandle them by using part-time help paid at regular rates.

Th lao lao ng Compensation

Phn ln thu nhp ca cn b nhn vin trong cng tyl thu nhp t lng c bn, mc lng cnh tranhso vi mc lng ca cc cng ty khc cng hotng trong lnh vc tng t. Ngoi lng c bncng ty c th b sung thm hnh thc tr lngkhuyn khch lao ng nh k hoch tr lng theokhi lng cng vic hoc k hoch tr lng theoch tiu hiu qu cng vic. Hnh thc tr lng

khuyn khch lao ng phi gn lin vi mc tiu cacng ty v hoi bo ca nhn vin trong cng ty.

The bulk of the staff members earnings should comefrom a base salary competitive with the pay offered byother similar local firms. It may be possible to supplementthe base salary with some form of incentive, such as aquota bonus plan or performance indicators. Incen-tives should be related to both the company goals andthe ambitions of its staff.


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Phc li Fringe Benefits

Ban lnh o c th cn nhc ngh ct gim chi phcho nhn vin i vi cc dch v nh bo him nhnth t nguyn, bo him y t, k hoch tr cp v chitr tin hc ph. Ban lnh o cng c th xem xtvic kt hp vi cc nh cung cp dch v khc thc hin k hoch tr cp mt kh nng lao ngtheo nhm v k hoch tr cp m au, bnh tt theonhm. Mt k hoch nh vy c th tit kim cng k chi ph.

Management may consider offering staff discounts onservices, e.g. free life insurance, health insurance, pen-sion plan, and tuition payments at schools and colleges.Management might also look into joining with other ser-vice providers in a group disability plan and a group

workers' compensation plan. Such a plan could mean aconsiderable saving in premium costs.

Nghphp Vacations

Xc nh thi gian nghphp trong nm. Tng s ngynghphp trong nm c th tng theo tui ca cnb nhn vin.

Determine the length of yearly vacations. The total daysof yearly vacations might increase with the age of thestaff.

Thi gian nghvic (vn c lng) Time Off

Nhng ngy no c tnh l thi gian khng lmvic ca nhn vin? v d nh ngh v bn vic cnhn, nghdo c vic t xut trong gia nh, ngh l,nghtt.

Which days are off for the staff for e.g. for personalneeds, emergencies in the family, holidays, special na-

tional days?

nh gi c nhn Personnel Review

Ban lnh o phi nh k (hng nm hoc na nm)nh gi thc hin cng vic ca cn b nhn vintrong cng ty. Chnh sch nhn s phi quy nh yut no sc xem xt nhiu chnh lng, kinngh vo to, v.v....

Management should periodically (annually or bi-annually)review the staff member's performance. A policy shoulddescribe what factors will be considered, such as salaryadjustments, training recommendations, etc.

o to Training

Ban lnh o phi m bo vic h tro to cho

cn b nhn vin. Cng tc o to c th l o tongay trong cng ty theo phng php o to tich v o to t bn ngoi theo phng php oto ti trng lp. Kt qunh gi cng vic catng c nhn trong cng ty l c s quyt nhvic cung cp o to nng cao trnh cho cc bnhn vin trong cng ty.

Management must make sure that each staff member isgiven adequate training for the job. The training shouldbe provided internally in the way of on-the job trainingand externally in the form of classroom training. Theresults of personal job assessments are the basis forattending post educational training.

Thng tin ngh nghip Promotion and Career

Ban lnh o cng ty phi cn nhc cc vn vthng tin ngh nghip ca cn b nhn vin nhtng lng bnh qun, thay i chc danh cng vicv nh hng ca s pht trin ca cng ty ti vn

thng tin ngh nghip cho cn b nhn vin.

Management should consider such promotion matters as:normal increases of wages and salaries, changes of jobtitles, and the effect of the company's growth in this area.

Thi vic Termination

Mc d y l vn phin toi cho nhng nh quntr nhng ban lnh o cng ty cn sng sut trongvic lp ra cc chnh sch lin quan n cc vn nh tm thi cho thi vic, quyn li v thm nincng tc, thanh ton tin cng khi ht hn hp ngv cc iu kin hp l xa thi nhn vin.

Even though this is a distasteful matter to many manag-ers, it would be wise for management to have a writtenpolicy on such matters as layoffs, seniority rights, sever-ance pay, and the conditions warranting summary dis-charge.

Hu tr Retirement

Cng ty c cc k hoch g v tr cp hu tr nh bohim x hi, k hoch tr cp hu tr v tr cp hng

nm?

What are the plans for retirement age benefits such associal security, pension plans, and annuity plan insur-

ance?

Khi cc cng ty QLNT son tho ra cc chnh schnhn s, cc chnh sch ny phi c cng b v

When the WWMC has developed its personnel policies,they should be published and thoroughly discussed with


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tho lun k vi cn b nhn vin trong cng ty. Minhn vin trong cng ty phi c mt bn copy cachnh sch ny.

the staff. Each staff member should receive a copy.

2.2 Xc nh k nng v kh nng cn thit 2.2 Determining Needed Skills and Abilities

tm c ng ngi ph hp vi cng vic, banlnh o cn xc nh k nng cn thit thc hincng vic. Bc u tin trong phn tch cng vic lm t cng vic. Do vy cn c mt bn m t cngvic hin ti cho tng v tr trong cng ty.

To get the right person on the job it is very important thatthe management can identify what kind of skill or skillsare needed to perform the job. The first step in analyzinga job is to describe it; hence, it is very important thatthere is a current job description for each and every posi-tion in the WWMC.

Bn m t cng vic cn xc nh cc k nng cnthit thc hin cng vic v quy nh trnh chuyn mn ti thiu phi c. Khi bit c yu cuca cng vic th c th xc nh c cc k nngph hp vi yu cu ca cng vic.

It is important for each job description to decide whatskills the person must have to fill the job, and, decide onthe lowest acceptable level of expertise. Once it is knownwhat it takes to do the job, the applicants skills and ex-perience can be matched with the job requirements.

2.3 Tm kim cc ng vin 2.3 Finding Applicants

Khi xc nh c cc k nng cn thit thc hincc nhim v ca mt v tr, phi lp thng bo tuyndng bao gm cc yu cu chi tit v tiu chuntuyn dng.

Once the skills needed to carry out the tasks of the posi-tion have been identified, a job vacancy should be for-mulated, including the job specifications required.

ng bo qung co l mt hnh thc tuyn dng phbin. V vy, cng ty c th tm kim c nhng ngvin xin vic v c th sng lc cc ng vin mtcch d dng.

Newspaper advertisements are a common source forrecruitment of new company staff. Hence, the companycan reach a large group of job seekers and can screenthem at its convenience.

Cc ng vin xin vic lun sn c cc trng ihc. Cc trng i hc c th gii thiu sinh vin

lm thm ti cc cng ty. Nhiu sinh vin lm thm li lm vic ti cng ty sau khi ra trng.

Job applicants are readily available from universities. Thelocal universities may offer students part time jobs with

the industry. Many part-time students stay with the com-pany after they finish their education.

Vic la chn phng php tuyn dng ca ban lnho ph thuc vo nhiu yu t v ngun lc sn ca phng. Quan trng nht l phi tm c ngngi c k nng ph hp vi yu cu cng vic btkng vin l t ngun no.

Managements choice of recruitment method dependsupon many factors and the local sources available. Mostimportant is to find the right applicant with the correctskills, regardless to the source.

2.4 Son tho cc mu n xin vic 2.4 Developing Applicants Forms

Cng ty cn thit lp phng php sng lc ng vinv chn ra ng vin tt nht cho cho tng v tr cngvic.

The company needs to develop a method of screeningthe applicants and selecting the best one for the position.

Mu n xin vic l mt cng c m ban lnh o cth s dng phng vn v la chn ng vin. Mun xin vic phi c ch trng in thng tin cnthit v l c s cho ban lnh o nh gi ng vin.Di y l mt v d v mu n xin vic.

The application form is a tool which management can usefor the tasks of interviewing and selection of applicants.The form should have spaces for all the facts needed asa basis for judging the applicants. A sample form is pro-vided below.

iu quan trng l ng vin phi np mu n xinvic hon chnh v cc giy t lin quan theo yu cuca cng ty. n xin vic cha hon chnh s khngc xem xt tr khi c l do c bit. Mu n xin

vic phi cng n gin cng tt v phi c ccbn sao ca mu n xin vic pht cho cc ngvin h c th chnh sa trc khi np bn cui

It is important that the applicant submit a completed ap-plication form and any supporting documentation that isrequired by the company. Incomplete applications shouldnot be pursued, unless there is a special reason. Theform should be kept as simple as possible and sufficient

copies need to be available for applicants to make revi-sions and corrections before submitting their final applica-tion.


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cng cho cng ty.

Mt cch l tng l cc ng vin in thng tin vomu n xin vic trc khi tin hnh phng vn.Quan trng l thng tin ca ng vin trong mu nxin vic phi l thng tin chnh xc. Cng ty phi tinhnh kim tra xc nhn chi tit thng tin m ngvin cung cp trong mu n xin vic.

Ideally, applicants should fill out the application form be-fore any interviews are carried out. It is important to en-sure that the information given by the applicant on theapplication form is correct as well as complete. The com-pany should make some checks to confirm the details

given.

Nu kinh nghim ca ng vin v cng vic cn hnch th c th tham kho kin kn t nhng ngikhc vng vin nh ngi ph trch trng hchoc hiu trng trng i hc, h c tha ranhng kin khch quan vng vin.

If the level of work experience is limited, additional confi-dential references may be obtained from other individu-als, such as school counselors or university deans, whocan give objective information on the person.

2.5 Phng vn ng vin xin vic 2.5 Interviewing Job Applicants

Mc tiu ca phng vn l tm kim thng tin cngnhiu cng tt v trnh chuyn mn ca ng vin,c bit l thi quen v k nng trong cng vic.Nhim v chnh ca ban lnh o l hi cc ng vinv bn thn h v cc cu hi v thi quen trong cngvic. Cch tt nht lm vic ny l hi ng vinnhng cu hi c th nh: Cng vic ca bn trcy l g? Bn lm cng vic nh th no? Tisao bn li lm cng vic ?

The objective of the job interview is to find out as muchinformation as possible about the applicant's work back-ground, especially work habits and skills. Managements

major task is to get the applicants to talk about them-selves and about their work habits. The best way to goabout this is to ask each applicant specific questions:such as: What did you do on your last job? How did youdo it? Why was it done?

Khi phng vn, ngi phng vn phi nh gi ccc cu tr li ca ng vin. H c hiu nhng g hang ni khng? H khng r hay nm r v cngvic trc y v k nng lm vic ca ng vin?

As the interview progresses the interviewer should evalu-ate the applicants' replies. Do they know what they aretalking about? Are they vague or firm about their previ-ous tasks and skills?

Khi kt thc phng vn, ngi phng vn phi yu

cu ng vin gi in li bit kt qu phng vnvo thi gian quy nh. Ngi phng vn khng ca ra cam kt g cho n khi phng vn ht tt ccc ng vin v c th chn ra c ng vin phhp nht vi cng vic.

When the interview is over, the interviewer should ask theapplicant to call back later at an agreed time. It is impor-tant that the interviewer makes no commitment until allapplicants have been interviewed and the right applicantcan be selected for the job.

Bc tip theo l xc nhn thng tin thu c t ccng vin. Lnh o ca ng vin cng ty trc ylun l ngun tham kho tt nht.i khi, lnh o cca ng vin s cung cp thng tin qua in thoi.Nhng tt nht l gi vn bn ngh h cung cpthng tin vng vin bng vn bn.

The next step is to verify the information obtained. Aprevious employer is usually the best source. Sometimes,a previous employer will give out information over thetelephone. But it is usually best to request the requiredinformation in writing and get a written reply.

m bo c c vn bn tr li kp thi, nn hi

lnh o c ca ng vin mt vi cu hi c th vng vin theo kiu cu hi c hay khng hoc cccu hi vi cu tr li ngn gn.

To help insure a prompt reply, asking the previous em-ployers a few specific questions about the applicant,which can be answered by a yes or no check, or witha very short answer.

V d: For example:

ng vin lm cho cng ty ng (b) bao lu?______

How long did the person work for you? ______

Kh nng lm vic ca ng vin? km __, trungbnh __, hay tt __?

Was his or her work poor __, average __, or excel-lent __?

K nng ni bt ca ng vin l g? ___________ What are the outstanding skills of the person?___________

Ti sao ng vin li ri cng ty ca ng (b)?

________

Why did the person leave your employment?________

Ch sau khi ton b thng tin v tt c cc ng vinc xc nhn, ban lnh o sa ra quyt nh

Only after all of the information on all your applicants hasbeen verified will the management be ready to make its


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hung ging nhau. Bn thn cc thc o cng cth thay i theo thi gian. Tuy nhin, mi nhn vincn c kh nng nhn bit v gii thch cc thay i.i hi ny hon ton ng khi m mt ngi xcnh hiu qu cng vic ca mt t chc, mt dychuyn, mt h thng ph hoc cho tng nhn vin

ca cng ty.

urements themselves may change over a period of time.However, staff members should be able to recognize andexplain changes. This assertion is true whether one isaddressing the performance of an organization, process,subsystem or an individual staff member.

Vic nh gi (hoc xem xt) kt qu thc hin cngvic ca tng thnh vin ca cng ty bao gm cc tiliu v cc kt qu d kin, cc tiu chun hiu qucng vic, tin thc hin nhm t c cc ktqa d kin ny, bng cch no m bo tc cc kt qa , cc v d biu th thnh qutc, cc kin ngh ci thin hiu qu cng vic vcc kin ngh ny c thc thc hin bng cchno.

A performance appraisal (or review) for an individual staffmember includes documentation of expected results,standards of performance, progress toward achievingthese results, how well they were achieved, examplesindicating achievement, suggestions to improve perform-ance and how those suggestions can be followed.

Tuy nhin, vn quan trng l cn nh gi v tholun vi tng nhn vin v hiu qu cng vic; khng

nhng ti cc bui hp nh gi hiu qu cng vicchnh thc, m cn, v cng khng km phn quantrng l cn duy tr quy trnh theo di hiu qu cngvic v cc cuc tho lun v kin phn hi giacc cn b qun l v nhn vin ca h.

However, it is important to assess and discuss with eachstaff member, performance; not only during the formal

performance review session, but also, and equally impor-tant, as a continuing process of performance observationand feedback discussions between the supervisors andtheir staff.

Thng tin phn hi l bt c thng tin no v bngcch no t c cc kt qu mt cch tt nht. kin phn hi hu ch l kin kp thi, chnh xcv ch ra c nguyn nhn ca vn . Tt nht, kin phn hi ch ra c cc hot ng chnh cng c hoc ci thin hiu qu cng vic. Thngthng, cng nhiu kin t cc ngun khc nhau thvic m t cc s vic cng chnh xc.

Feedback is any information relevant to, how well resultsare being achieved. Useful feedback is timely, accurate,and understood. Ideally, feedback addresses key activi-ties to improve or reinforce performance. Usually, thelarger the number of sources giving feedback, the moreaccurate is the depiction of events.

iu ny thng t c bng cch huy ng ccnhn vin, cn b gim st, v Gim c Cng tyhoc Trng Phng ban c lin quan, lin tc chia scc qun im, bng cch no t c cc ktqu mt cch tt nht. Mi quan im ci thinhoc h tr hiu qu cng vic u c ghi nhn. kin phn hi lin tc ny thng l mt trong nhngvn quan trng nht ca vic qun l hiu qucng vic.

This is usually achieved by having the staff member, su-pervisor and Director or a head of department concerned,continue to share impressions of how well results arebeing achieved. Any ideas to improve or support per-formance should be implemented as appropriate. Thisongoing feedback is often one of the most important as-pects of performance management.

Nu kt qu thc hin cng vic ca nhn vin png cc tiu chun ca cng vic, cn phi trao phn

thng cho nhn vin bng cc hnh thc khc nhaunh bng khen, phn thng, th khen ngi, v.v

If performance meets desired performance standards, areward for performance shall be provided in the form ofrecognition or compensation, e.g., letter of recognition,

promotion, letter of commendation, etc.

3.2 Cc hng dn v phng vn 3.2 Interview Guidelines

nh gi hiu qu cng vic mt cch tt nht s tocho cc nhn vin kht vng lin tc ci thin hocm bo hiu qu cng vic tt v lu bn. Nu tngnhn vin coi snh gi lm ng lc ci thinhiu qu cng vic, hn l cm thy nn lng, cn bgim st c th xem xt nh gi l mt yu t cathnh cng.

The ideal performance appraisal results in a desire forcontinued improvement or sustained good performanceby the staff member. If an individual staff member leavesthe evaluation motivated to improve, rather than feelingdemoralized, the supervisor can consider the appraisal tobe a success.

Danh mc cc vic di y tm tt cc k thut mcn b gim st c th s dng thc hin vicphng vn nh gi mt cch hiu qu, to ng lc

The following list summarizes techniques a supervisorcan use to conduct an effective, motivation-building per-formance interview:


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lao ng:

La chn thi gian v a im ph hp tho lunvic nh gi thc hin cng vic

Choose the proper time and place to discuss the ap-praisal

K hoch gp g hoc mun hoc sm trong ngy,v cho php t nht na ting, nhng khng nhiu

hn 1 gi phng vn. Phi m bo a imphng vn l ring t v vic phng vn c thcthc hn m khng b gin on.

Plan the meeting for either late or early in the day, andallow at least one-half hour but no more than one hour forthe interview. Make sure the location is private and theinterview can be conducted without interruption.

Xy dng v duy tr mi quan h tt Establish and maintain rapport

Mi quan h tt c th to ra bu khng kh thn thin tin hnh phng vn. To cho nhn vin khng khthoi mi bng cch ngi v cng mt pha bn vih, thay v ngi i din. Vic cho hi x giao trongmt vi pht rt c gi tr v n gip xy dng miquan h tt. Mc ch l to ra bu khng kh d chum n khuyn khch vic trao i thoi mi cc tng.

Rapport can be defined as the climate in which the inter-view takes place. Place the staff member at ease by sit-ting alongside him/her rather than across a desk. Social-izing for a few minutes is worth the time if it helps estab-lish rapport. The goal is to create a relaxed atmospherethat encourages the free discussion of ideas.

Trnh ln lp hay qut mng nhn vin Avoid lecturing the staff member.

Khng nn ni v nhng chuyn nh nht m qun inhng vn ln. Trnh gy ra s m h kh hiukhi ni trnh by cc vn m nhn vin mong i,v khng nn s dng nhng suy lun khng r rngv cc khi nim tru tng. Trnh s dng ngnng biu cm v th bng.

Do not talk about the little things and ignore the big ones.Avoid ambiguity when describing what is expected of thestaff member, and do not use unclear analogies or ab-stractions. Avoid using emotional or negative language.

Xy dng ng lc cho nhn vin Build staff motivation

Nhn mnh n cc im mnh v ti nng ca nhnvin cho nhn vin cm nhn rng ngi qun l nhn ra c cc mt tch cc v hn ch trong

thc hin cng vic ca nhn vin. Tp trung vo mts vn cn ci thin hn l ton ni v cc tn ti.Tho lun qu nhiu cc tn ti hiu qa cng vic cth lm gim ng lc lm vic cho nhn vin.

Highlight the staff member's strengths and accomplish-ments so that the person feels the supervisor is recogniz-ing both the positive and the negative aspects of per-

formance. Focus on a few improvement needs ratherthan a multitude of problems. Discussing too many per-formance problems can lead to a lack of motivation.

Lng nghe v khng ngt li - THT S LNGNGHE!

Listen and don't interrupt - REALLY LISTEN!

iu ny khng phi ch n thun gi im lng vkhng ni. Phi ghi chp li, nu cn thit. Bt ucc cu hi vi cc t ci g, u, v sao, vm t v khuyn khch nhn vin nn trnh by tnhhnh mt cch chi tit. Thnh thong c th tm ngtli v tm tt cc cu tr li ca nhn vin bo

m c s hiu bit y nhng g h ni.

It means more than merely keeping quiet and not talking.Make written notes, if necessary. Begin questions with"what," "where," "why," and "describe," and encouragethe staff member to be detailed in describing the situa-tion. Pause occasionally and summarize the staff mem-ber's responses to ensure understanding of what hasbeen said.

Trnh i u v i co Avoid confrontation and argument

Cc bt ng quan im c th ny sinh. Vic chinthng ca ngi qun l c th lm cho mi quan hxu i v ngn cn cc i thoi thng thn v ci mt nhn vin. Nu c cc bt ng sy ra:

Differences of opinion may arise. Winning by the supervi-sor can destroy the relationship and inhibit frank andopen communication from the staff member. If disagree-ment occurs:

Lng nghe nhn vin Listen to the staff member

Nhc li cc kin gp ca nhn vin v khngnh s thng cm ca mnh.

Restate the staff member's comments and confirmyour understanding

Ch ra cc nguyn nhn dn n bt ng quan

im

Pinpoint the reasons for the disagreement

Tho lun cc cch gii quyt kh khn; ngh nhn vin a ra gii php

Discuss ways to resolve the problem; ask for inputfrom the staff member


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m phn v gii php thc hin Negotiate a resolution

Nu s nht tr khng t c, ln k hoch chocuc hp khc sau vi ngy . iu ny chophp bn v nhn vin c thm thi gian suynghton b s vic. C l cc quan im s thayi.

If no agreement is reached, schedule another meet-ing in a few days. Give yourself and the staff mem-ber time to think it over. Perhaps opinions willchange.

ngh nhn vin tnh gi hiu qu cng vic cachnh h

Ask the staff member to rate his or her own job perform-ance

Khen ngi nhn vin lm vic tt. a ra li khen cnhn khi ph hp. Cui cng, nu r vic nh gihiu qu cng s mang li li ch nh th no chobn thn nhn vin v cho Cng ty QLNT. Lun ktthc cuc ni chuyn bng mt nh gi tch cc.

Praise the staff member for a job well done. Offer per-sonal appreciation, if appropriate. Finally, describe howthe staff member's performance benefits both the staffand the WWMC. Always end on a positive note.

Kt thc cuc tho lun Close the discussion

D kin cho mt kt thc tt p cng quan trng nhl lp k hoch cho mt khi u tt p. Chc chn

phi tm tt kt qu tho lun, ngh nhn vin kvo bn nh gi, quyt nh ai s gi bn sao kcho Ban lnh o Cng ty, v cm n nhn vin tham d tho lun.

Planning for a good ending is just as important as plan-ning a good beginning. Be sure to summarize the dis-cussion, ask the staff member to sign the appraisal form,

decide who will deliver the signed hard copy to Manage-ment, and thank the staff member for participating.

4. PHN THNG V S CNG NHN 4. REWARDS AND RECOGNITION

4.1 Cc h thng tin lng v tin cng 4.1 Wage and Salary Systems

Qun tr tin lng v tin cng l mt cng c qunl kim sot chi ph nhn s, ng vin tinh thnnhn vin, v gim mc thay i nhn s. H thngtr cng chnh thc l cch tr cng cho tng nhn

vin i vi cc ng gp ca h vo s thnh cngv hiu qu cng vic ca cng ty, trong khi vn mbo cng ty nhn c li nhun tng xng vut ca cng ty trong vic chi tr cho nhn vin.

Wage and salary administration is a management tool tocontrol personnel cost, increase staff morale, and reduceworkforce turnover. A formal pay system provides ameans of rewarding individuals for their contributions tothe success and performance of the company, while

making sure that the company receives a fair return on itsinvestment in staff pay.

i vi cc c quan nh nc, cc mc lng chonhn vin c lp ra v p dng thng nht cho mic quan, iu ny c ngha l cc ngi qun lkhng c kh nng lm khc i so vi cc mc lngny, v khng c t do thit lp cc mc lng.Tuy nhin, mt khi cng ty qun l nc thi tr thnhcng ty hoch ton c lp, mt trong nhim vutin s thc hin l phi xem xt cc mc chi trlng cho cc nhn vin ca mnh.

In the case of government organizations the levels ofpayment to be received by staff is set and is uniformacross organizations, this means that managers are notable to deviate from this scale, and have no freedom toset pay scales by themselves. However once a WWMCbecomes an independent entity one of its first tasks willbe to review the levels of payment paid to its staff.

Hng dn ny cung cp cc tng c thnghim trong vic xc nh cc mc lng cnh tranhv duy tr cc mi quan h tr lng cng bnggia cc cng vic khc nhau trong cng ty qun lnc thi.

This guide provides time-tested concepts for determiningcompetitive pay levels and for maintaining fair pay rela-tionships among the jobs comprised by a WWMC.

K hoch tin lng The pay plan

K hoch tr lng chinh thc s khng gii quytmi vn v nhn s ca cng ty, n l k hoch cho nhn vin bit mc lng hin ti v trong tnglai m h c th hng. Tuy nhin, k hoch trlng ny gii ta c mt trong cc kh khn v

s nghi ng v tin n m chng c th lm cho nhnvin bn khon v khng an tm, t trung thnh v sdao ng nhiu hn mc m ban lnh o cng ty

A formal pay plan, one that lets staff know where theystand and where they can go as far as take home moneyis concerned, won't solve all of the companys staffingproblems. It will, however, remove one of those areas ofdoubt and rumor that may keep the workforce anxiousand unhappy and less loyal and more mobile than man-agement would like them to be.


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mun c h.

Li ch ca mt h thng qun l tin lng v tincng minh bch l rt r, nht l khi nhm vo victhu ht v gi chn cc nhn vin tt nht. Cc nhnvin lm vic vi mt k hoch tin lng sn nhhn, do h bit v hiu c phng php s dng tnh mc lng hoc mc tin cng ca h, h snh gi cao khi k hoch tin lng ny l cngbng, hp l v ng nht, v mc lng hchng khng b xc nh mt cch ty tin.

The benefits of a transparent wage and salary admini-stration system are apparent, particularly if the aim is toattract and keep the best staff possible. Staff workingunder a pay plan will be more settled, because they knowand understand the method used to set their wages or

salaries, they will appreciate that it is equitable (fair) andequable (uniform) that their pay isn't set arbitrarily.

Khi c k hoch tin lng minh bch, ngi nhnvin cng s bit c mc tng lng l bao nhium h c th mong i i vi mt nhn vin lu nmv khi hiu qu cng vic c ci thin. K hochtin lng ny s gip cho Cng ty Qun l Nc thiv:

With a transparent pay plan on hand, staff will also knowwhat pay increases they can expect for seniority and forimproved performance. A pay plan will help the WWMCto:

tuyn dng nhn vin recruit staff

gi chn nhn vin keep staff To ng lc cho nhn vin motivate staff

Pht trin v trin khai k hoch Developing and installing the plan

Ban lnh o khng phi mt nhiu thi gian v tinca lp mt k hoch tin lng chnh thc. Miquan tm hng u khi thit lp mt k hoch tinlng chnh thc l lm sao c c s chp thun,tha thun v h tr ca mi thnh vin trong banlnh o v nhn vin qun l. Mt k hoch cxc nh tt, tho lun y v tha thun ng nl mt iu kin tin quyt cho thnh cng. Cc bc

thit lp k hoch tin lng gm:

A formal pay plan doesn't have to cost management a lotof time and money to prepare. The foremost concern insetting up a formal pay plan is to get the acceptance,understanding, and support of all of the managementteam and supervisory staff. A well-defined, thoroughlydiscussed, and properly-understood plan is a prerequisitefor success. The steps in setting up a pay plan are:

xc nh cc cng vic define the jobs

nh gi cc cng vic evaluate the jobs

tr cng cho cng vic price the jobs

trin khai k hoch, thng tin v k hoch cho ccnhn vin, v

install the plan, communicate the plan to staff, and

nh gi hiu qu cng vic ca nhn vin theok hoch

appraise staff performance under the plan

nh gi cc cng vic Evaluating the Jobs

V mt khoa hc khng c mt phng php c bit

no nh gi chnh xc gi trch thc ca mt cngvic c thi vi cng ty. nh gi v con ngi chl cch gn gi tr tin t vo cng vic. Phngphp nh gi mt cng vic tt ch nhm p dngvo vic xp hng n gin. C th thc hin cvic xp hng thng qua mt tin trnh tham kho kin thng nht ca b my qun l v cc cn bgim st.

There is no scientifically, precise way of determining ex-

actly how much a particular job is worth to a company.Human judgment is the only way to put a monetary valueon work. A good job evaluation method is to apply simple-ranking. The ranking can be arrived at through a processof consensus consultation involving the managementteam and supervisors.

Trong mt h thng xp hng n gin, cc m tcng vic c so snh vi nhau. Chng c xphng theo kh v mc trch nhim. S dnggii php ng thun, danh mc tng hp s ch ra

th t cc cng vic m n cho thy gi tr tng ica tng v tr cng vic i vi cng ty v i vi ccv tr khc.

Under the simple-ranking system, job descriptions arecompared against each other. They are ranked accordingto difficulty and responsibility. Using the consensus ap-proach, the resultant listing will show an array of jobs thatshows the relative value of each position to the company

and to the other positions.

Sau khi ban lnh o xp hng cc m t cng vic After management has ranked the job descriptions by


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theo gi tr ca chng i vi cng ty, bc tip theol nhm cc cng vic tng t v quy m v trchnhim vo trong mt mc tr lng ging nhau; sau sp xp cc nhm ny trong mt tp hp cc mclng t cao nht xung thp nht. S lng ccmc lng ty thuc vo tng s cng vic v cc

loi cng vic trong Cng ty Qun l Nc thi,thng c t 10 n 12 mc lng.

value to the company, the next step is to group jobs thatare similar in scope and responsibility into the same paygrade; followed by arranging these groups in a series ofpay levels from highest to lowest. The number of paylevels depends on the total number of jobs and types ofwork in the WWMC, typically involving 10 or 12 pay lev-els.

Mc tr cng cho cc cng vic Pricing the jobs

Cho n khi xy dng c h thng tin lng, banlnh o chphi xem xt bn trong cng ty. tnhgi tr tin t cho mi mc lng, ban lnh o cncn nhc cc mc lng cho cng vic tng tang c p dng cc cng ty khc trong vng.T ban lnh o tin hnh xp hng v nhm cccng vic khc nhau vo trong cc mc tr lng,khng cn thit phi tin hnh cuc kho st cho tngcng vic.

So far in establishing a pay system, management has tolook only inside the company itself. To put a monetaryvalue on each of the pay levels, management should lookoutside at the going rates for similar work in the area.Since management has ranked and grouped jobs in paylevels, it is not necessary to have to survey each job.

Khi nghin cu cc mc lng trong lnh vc tngt v trong vng tng t, ban lnh o cn c gngso snh cc ni dung cng vic, khng phi ch sosnh tn ca u vic. Tn ca cc u vic c thdn n s hiu lm; c th c nhng s khc bit rtln v cch gi tn u vic gia mt t chc ny vit chc khc.

In studying pay-levels in a similar area and/or region,management should try to compare job descriptions, not just job titles. Job titles can be misleading; there can begreat differences between what one organization andanother call their jobs.

Bc tip theo l tnh ton mc lng trung bnh chotng cng vic v a vo trong mt bng tnh. Banlnh o c th cn iu chnh cc mc lng trungbnh mt cht gi mt khong cch ln giacc mc tr lng, tch ring cc mc lng. Khi

, mc trung bnh ca tng mc lng c th trthnh mc trung bnh gia cc mc lng ca cngty (tt nhin, ban lnh o c th lp cc mc trungbnh ny trn hoc di mc trung bnh trong vng,da trn kh nng tr lng ca cng ty v hnh thcv gi tr ca cc chng trnh phc li ca cng ty).

The next step is to compute an average rate for each joband enter it on a worksheet. Management may need toadjust the average rates somewhat to keep a sufficientdifference between pay levels, to separate them. Theaverage rate for each pay level can then become themidpoints of the companys pay level ranges (manage-ment, can, of course, set the midpoints above or belowthe regional averages, based on the company's ability topay and the type and value of the company's benefit pro-grams).

Thng thng, mc thp nht trong mt mc lngl 85% ca mc trung bnh, mc ti a l 115% camc trung im. Vi cch thc hin nh vy, mtnhn vin mi c th tng thu nhp thm 30% mkhng cn thay i cng vic; v vy, vn c cc mcng vin hiu qu cng vic ngay c khi cha cn

phi bt.

Typically, the minimum rate in a level is 85 percent of themidpoint rate, and the maximum rate is 115 percent ofthe midpoint. With this arrangement, a new staff membercan increase earnings by 30 percent without a jobchange; thus having performance incentives even if notpromoted.

Nhn chung, vi mt c cu tin lng c lp khoch ny, cng ty cn c kh nng gn cc mclng i i vi s Hiu qu cng vic v snggp i vi cc mc tiu ca cng ty. Cng ty cngphi linh hot s l nhng tnh hung c bit.

In general, with a planned pay structure the companyshould be able to tie individual rates of pay to job per-formance and contribution to company goals. It shouldalso provide enough flexibility to handle special situa-tions.

Trin khai k hoch Installing the plan

Bc tip theo l trin khai k hoch v a n trthnh hin thc m c th s dng k hoch ny lmmt cng c qun l. Cn m bo rng cc trchnhim i vi vic qun tr lng l r rng v d hiutrong c cu qun l ca cng ty.

The next step is to install the plan and make it a reality sothat it can be used as a management tool. It should beassured that the responsibilities for pay administrationare clear and easily understood within the companysmanagement structure.

Trong qun tr k hoch tin lng c mc thng,ban lnh o c th la chn mt vi gii php thc

In administering the pay increase feature of the plan,management can choose from several approaches:


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hin sau:

tng mc thng, ghi nhn hiu qu cng vicv ng gp;

Merit increases, granted to recognize performanceand contribution;

bt cc nhn vin c phn cng cc cngvic khc nhau vi cc mc lng cao hn;

Promotion increases for staff assigned to differentjobs in higher pay levels;

Gim thiu cc nhn vin c tr lng mcti thiu hoc thu vi mc lng ti thiu;

Progression to minimum for staff who are below theminimum or hiring rate for the pay level;

Tng cc nhn vin mi ang trong thi gian thvic, nhng ngi ang n lc t c cc knng v kinh nghim cn thit thc hin cngvic mt cch c hiu qa;

Probationary increases of newer staff members whohave attained the necessary skills and experience tofunction effectively;

Tng t l ngi lm vic thm nin cho cng ty,v

Tenure increases for time with the company; and

Cc mc tng chung, thng cho cc nhn vin duy tr cc mc thu nhp thc t nh l ccnhn t kinh t cn thit v gi mc lng

cnh tranh.

General increases, granted staff members to main-tain real earnings as economic factors require and tokeep pay competitive.

Cc gii php thc hin ny thng c p dngph bin, nhng vi nhiu cch khc nhau. Hu htcc mc tng hng nm c p dng cho cc chiph sinh hot, tng lng hoc cc l do th trng laong.

These approaches are the most common, but there aremany variations. Most annual increases are made forcost of living, tenure, or employment market reasons.

Ban lnh o c th tm thy mt dng ti liu lp hs x l cc mc tng lng v lu tr s liu v ccl do m chng c th kh hu ch. Loi ti liu ny lmt phn vic trong qu trnh lp bo co hng thngm h thng thng tin qun l MIS s cung cp.

Management may find that a form for documenting salaryincreases and recording the reasons for them can bequite useful. This should form part of the monthly report-ing process that the Management Information Systems(MIS) provides.

Cng khai ha k hoch Publicizing the plan

Sau khi ban lnh o lp xong k hoch qun trtin lng, h phi cn nhc xem s thng bo vicc nhn vin nh th no v k hoch ny. Ban lnho s quyt nh phng php i thoi; tuy nhin,cc phng php thnh cng bao gm gi th cnhn n tng nhn vin v cc cuc gp g giithch k hoch v tr li cc cu hi.

After management has set the pay administration planinto place, they have to consider how to tell staff mem-bers about it. The method of communication is decidedby the management; however, successful methods in-clude personal letters to each staff member and meetingsto explain the plan and answer questions.

Cn phi gii thch cho cc nhn vin mt cch rrng, thnh tht, v cn phi gii thch cch vn dngk hoch ny.y l mt c hi cho ban lnh o xydng cc mi quan h thn thin v tin cy vi nhnvin.iu quan trng l cc ngi gim st phi hiuv c th gii thch k hoch cho nhn vin ca mnh.Gii thch k hoch cho cc nhn vin mi thu tuynlm mt vn rt quan trng, v cng cn phi nhk xem xt li k hoch ny cng vi mi nhn vin.

Staff members must be told in a manner that is clear,honest, and it should openly explain the way the planworks. This is an opportunity for the management to buildgoodwill and good relations with the staff. It is importantthat supervisors understand and can explain the plan to

their staff. Explaining the plan to newly hired staff is alsoessential, and it's a good idea to review the plan periodi-cally with all staff members.

Li ch ca k hoch tr cng Benefits of the pay plan

K hoch tr cng c th h tr cng ty trong vic tmkim, duy tr v khuyn khch nhn vin hon thnhtt cng vic. K hoch tr cng s gip cng ty trongvic:

A pay plan can assist the company in getting, keeping,and encouraging good staff performance. The pay planwill help to:

Tuyn dng nhn vin: Bc lng s cung cp ccmc lng cnh tranh thu ht nhng nhn vin c

nng lc.

Recruit: The pay ranges will provide competitive hiringrates for attracting capable staff.

Duy tr nhn vin: K hoch nh gi Hiu qu cngvic v p dng chnh sch tng lng s khuyn

Retain: The performance appraisal plan and pay in-crease feature will encourage performance plus growth


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khch nhn vin nng cao hiu qu cng vic v thcy s tng trng v pht trin trong cng ty.

and development within the organization.

To ng lc trong cng vic: K hoch tr cngnhm mc ch duy tr s quan tm v nhit tnh canhn vin trong cng vic hin ti ca h, v khuynkhch tm kim c hi tt hn trong cng ty.

Motivate: The pay plan will provide something to aim forto keep staff interested in and, enthusiastic about theirpresent assignments and also provide the incentive toseek greater opportunity within the company.

C c i ng nhn vin c nng lc, quan tm vnhit tnh vi cng vic s gip ban lnh o cng tyt c cc mc tiu v mc ch ca cng ty ngthi gim bt s phc tp v gim chi ph.

Having capable staff who are interested and enthusiasticwill help the companys management to reach the com-panys objectives and goals with less complications andcost.

Cp nht k hoch tr cng Updating the plan

cp nht k hoch tr cng, cn tham kho vkho st cc iu kin bn ngoi t nht nh k hngnm. Phi m bo vic iu chnh mc lng nucn thit v thng bo vi cn b v vic iu chnhmc lng cho nhn vin.

To keep the pay plan up to date, a reflection of the condi-tions in the outside environment should be done at leastannually. Ensuring that adjustments a

070402 Guidelines on HMR Rod en VN Final Edition1

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