Technical Report Tourism Manpower analyses in Mekong Delta of...
Transcript of Technical Report Tourism Manpower analyses in Mekong Delta of...
Technical Report
Tourism Manpower analyses
in Mekong Delta of 3 provinces
Kien Giang, Can Tho City & An Giang in 2015
October 2015
Programme No. DCI-ASIE/2010/21662
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Table of Contents Table of Contents .............................................................................................................................................2
Abbreviations ...................................................................................................................................................4
1 Executive Summary .................................................................................................................................6
1.1 The purposes of task ........................................................................................................................6
1.2 Scope of task ....................................................................................................................................6
1.3 Time of task: .....................................................................................................................................7
1.4 Methodology and survey process ....................................................................................................7
1.5 The issues and recommendation .....................................................................................................8
1.5.1 Critical issues within the tourism industry in the Mekong Delta region .................................8
1.5.2 Recommendation of tourism man power in Central coast......................................................9
2 Background .......................................................................................................................................... 12
2.1 Vietnam Tourism and the issues of tourism man power .............................................................. 12
2.2 The tourism context of Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An
Giang 13
2.3 Forecasting for tourism growth and tourism labor demand to 2020, vision 2030 ...................... 14
3 Man power analysis in Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An Giang
15
3.1 The database, available information about the man power ........................................................ 15
3.1.1 Job titles: ............................................................................................................................... 15
3.1.2 Vietnam Tourism Occupational Standards (VTOS) ............................................................... 16
3.1.3 Training needs ....................................................................................................................... 18
3.2 Man power analysis in accommodation sector in Mekong Delta region with 3 provinces Can Tho
city, Kien Giang and An Giang ................................................................................................................... 19
3.2.1 The database of accommodation establishments in Mekong Delta Region with 3 provinces
19
3.2.2 Labor analysis ........................................................................................................................ 22
3.2.3 Labor Performance ............................................................................................................... 24
3.2.4 Human Resource Practices ................................................................................................... 28
3.2.5 Conclusion and recommendation for man power in accommodation sector ...................... 41
3.3 Manpower analysis in Travel sector in Mekong Delta region with 3 provinces can Tho city, Kien
Giang and An Giang .................................................................................................................................. 42
3.3.1 The information of International travel licensed enterprises and Tourist Guides ............... 42
3.3.2 General information of Labor in travel field ......................................................................... 43
3.3.3 Labor Performance ............................................................................................................... 46
3.3.4 Human Resource Practices ................................................................................................... 48
.............................................................................................................................................................. 54
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3.3.5 Conclusion and recommendation for travel field ................................................................. 57
3.4 Manpower analysis in Education Institution/ vocational tourism training colleges in Mekong
Delta region with 3 provinces Can Tho city, Kien Giang and An Giang .................................................... 58
3.4.1 Training Programs ................................................................................................................. 58
.................................................................................................................................................................. 64
3.4.2 Teaching Capacity Development .......................................................................................... 64
3.5 Issues and recommendation for man power in accommodation and travel fields in Mekong
Delta region with 3 provinces - Can Tho city, Kien Giang and An Giang .................................................. 74
3.5.1 Work Performance ................................................................................................................ 74
3.5.2 Hiring ..................................................................................................................................... 75
3.5.3 Training ................................................................................................................................. 76
3.5.4 Employee Separation ............................................................................................................ 77
3.5.5 Compensation ....................................................................................................................... 77
3.5.6 Vocational training ................................................................................................................ 78
Annex 1: Sample VTOS Job Information: Front Office Occupations ............................................................. 80
Annex 2: Study’s Questionnaires .................................................................................................................. 86
Reference .................................................................................................................................................... 102
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Abbreviations
General Abbreviations
AAGR Average Annual Growth Rate
ASEAN Association of Southeast Asian Nations
ANOVA Analysis of Covariance
DCST Department of Culture, Sports, and Tourism
DOLISA Department of Labor, Invalids, and Social Affairs
DMO Destination Marketing Organization
ESRT The Environmentally and Socially Responsible Tourism Capacity Development Programme
HR Human Resource
HRM Human Resource Management
KSAO Knowledge, Skills, Ability and Other characteristics
O*NET Occupational Information Network
PIU Project Implementation Unit
SEDP Socio-Economic Development Plan
UNWTO United National World Tourism Organization
VNAT Vietnam National Administration of Tourism
VTOS Vietnam Tourism Occupational Skills Standards
Room Types
DLX Deluxe
STD Standard
SUP Superior
SUT Suite
Positions
CHF Chef
CPP Commis Pastry
ECC Executive Chef
EHK Executive House Keeper
FBM Food and Beverage Manager
FDA Front Desk Agent
FOM Front Office Manager
FOS Front Office Supervisor
FSR Floor Manager
HDW Head Waiter
LMA Laundry Manager
PMA Product Manager
SMM Sales & Marketing Manager
TCN Travel Consultant
TGE Tour Guide
TOA Travel Operator
Training Programs
BOM Bar Operation & Management
EFH English for Hospitality
EFT English for Tour Operation
FBM Food and Beverage Management
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FDP Food Production
FOO Front Office Operation
HKO Housekeeping Operation & Management
HTM Hotel Management
RSM Restaurant Management
TGD Tour Guiding
TOP Tour Operation
TRS Tourism Studies
TTM Travel and Tourism Management
VNS Vietnam Studies
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1 Executive Summary The EU-funded Environmentally and Socially Responsible Tourism Capacity Development Programme
(ESRT) is a sector capacity-building programme for all major stakeholders in the tourism sector in Vietnam.
It is designed to mainstream responsible tourism principles into Vietnam’s tourism sector to enhance
competitiveness and contributing to achieving the Socio-Economic Development Plan. The ESRT purpose
aimed at Policy support and institutional strengthening, Product competitiveness and public-private-
dialogue and Vocational education and training in the tourism sector.
To support tourism human resources development, ESRT project has implemented several surveys,
researches on many aspects of the tourism human resources, such as "Training Needs Assessment in 2013",
"Tourism management human resource data base report 2015" and building software "Tourism
management human resource".
The ESRT project has implemented the "Manpower analyses in Mekong Delta of with 3 provinces included
Kien Giang, Can Tho city and An Giang in 2015" in order to make recommendations to the State
management organizations in local tourism, the business sector in the field of tourism accommodation and
travel, and vocational colleges for making of local tourism human resources development plans and
developing policy for new training and training in working place, as well as the selection/ recruitment staff
in tourism enterprises.
1.1 The purposes of task The current study aims to:
Provide an overall picture of labor analysis in the three key tourism sectors: accommodation
services, travel services, and tourism vocational training colleges;
Understand the strengths and weaknesses of the workforce in the tourism industry
Understand and identify issues with regard to the human resources practices used by businesses in
the tourism industry
Provide HR related recommendations (e.g., recruitment, selection, training and development) for
the provincial governments and tourism management agencies (e.g., DCSTs and DMOs), the
industry, and tourism vocational training colleges to deal with the identified issues more effectively.
1.2 Scope of task
A desk study with secondary data with various sources of information including international
reports on Tourism (e.g., Annual Tourism Report 2013 by UNWTO), reports on Vietnam Tourism
sector (e.g., Training Needs Analysis of Vietnam Tourism Industry 2013 by ESRT programme,
Vietnam Annual Tourism Report 2013 by VNAT, Vietnam Lodging Industry Hotel survey 2012, 2013,
2014 by Grant Thornton, and Vietnam Tourism Occupational Skills Standards (VTOS) 2013) and
annual provincial Department of Culture, Sports, and Tourism.
Survey questionnaires were designed using the data from the secondary sources for the three key
sectors in the tourism industry: accommodation services, travel services, and tourism vocational
training colleges. The size, scope, better structure and more standardized procedures of 2 – 5 star
hotels and major travel businesses will allow us to understand better about the challenges faced
by the sectors in the tourism industry.
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Table 1: Total number of organizations participated in the study
An Giang Can Tho Kien Giang
Accommodation sector
12 38 31
Travel enterprises 7 11 9
Tourism vocational training colleges
3 2 1
According to updated figures of VNAT in 2015 a total of 3 to 5-star hotels in the Mekong Delta region (Can
Tho city, Kien Giang and An Giang) is 31, so the survey interviewers has been taken from 2 star hotels. Total
international licensed Tour Operators enterprises in the Mekong Delta region (Can Tho city, Kien Giang and
An Giang) is only 12, so the survey had been taken more domestic tour operators and agents.
The survey and analysis conducted only for management positions and key jobs in above
accommodation establishments and tour operators, therefore these positions have big impacts on
the operation of the tourism business.
1.3 Time of task: From June to October, 2015
1.4 Methodology and survey process
Studying data/ documents to collect general information on related topics. Reviewing the
information on the source and the associated data in the field of accommodation and travel with
the VTOS standards and reference Occupational Information Network (O * NET) for a thorough
understanding of the field research, especially the important trends in the tourism sector, the
tourism development challenges and prospects.
Studying tourism statistics database, visitor survey 2013/2014 to determine the focus of task, such
as the growth rate of tourists, revenue from tourists, the works need, or the main job titles.
The team of ESRT experts discussed and clarified the purpose and scope of the task, the approach,
the stakeholders, based on which developed plans to perform the tasks and specific plans with each
activity.
Develop survey questionnaires on three main fields of the tourism industry: accommodation, travel
services and tourism vocational training.
Develop survey plans and training surveyors: providing necessary information for data collection
including the objectives of the task, the content and structure of the survey and interview skills.
The comments from the investigation team is also considering to complete a survey questionnaire.
After completion of the fieldwork, the collected data will be entered into the Epidata software,
cleaned and exported to statistical software (SPSS) to analyze and report writing.
Based on initial findings, a series of in-depth interview questions was drawn to further explore the
findings drawn from standardized questionnaires. A smaller sample of business participated in the
study was contacted to conduct the in-depth interviews. Those businesses were chosen with the
assistance from the HR team at the provincial Department of Culture, Sports, and Tourism (DCSTs)
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to make sure they were representative of the larger population of education institutions, hotels,
and travel businesses.
Complete reporting of the manpower analysis of Central Coast tourism regional with 3 provinces -
Thua Thien Hue, Da Nang city and Quang Nam.
1.5 The issues and recommendation
1.5.1 Critical issues within the tourism industry in the Mekong Delta region
The man power quality
The lack of a capable workforce is the biggest concern in both accommodation and travel sectors.
Despite having a majority of the work force evaluated as satisfactorily meeting the requirements
of the jobs, there was at least 10 – 20% of the staff in the travel sector and close to about 50% of
the staff in the accommodation sector were identified as poor performers.
The results also indicated that certain areas of performance such as core (basic and essential skills
for anyone to do the job), managerial (managing, supervising or influencing the work of others) and
responsible (specific skills required for the enhancement of services and products towards a
sustainable tourism development competency units) need immediate solutions. These competency
units do not only affect the work quality of the job incumbents but also have a negative impact on
the quality of others’ work and the performance of the business.
The man power quantity
Organizations found it was more difficult to staff managerial positions as compared to the non-
managerial positions in both sectors. The issue can be attributed to the way organization attract
and select job candidates for the vacant positions. More specifically, ineffective recruitment can
negatively influence the ability of organizations to attract enough qualified candidates and seriously
hamper the effectiveness of other HR functions such as selection and training. The current most
frequently used recruitment sources such as Internal Source, Referral from Current Employees and
Specialized Job Search Websites are good and reliable, however, leaving out college recruitment
and company own website might limit the effectiveness of the recruitment efforts.
In addition, the lack of reliable and valid selection tools can seriously impact the quality of the
workforce. The modest use of scientifically validated selection tools such as Ability Tests,
Personality Inventories, and Assessment Centers suggested that there is much room for
improvement in how organization select employees for their vacant positions. The results also
indicated that organizations were not satisfied with their current selection systems with some more
popular selection methods such as biodata, work samples, and interviews. This issue is particular
important because the quality of the selection process determines directly the quality of the
organization work force.
The mentioned quality and quantity issues with the current workforce in the tourism sectors pose a serious
challenge for Vietnam in its integration into the regional and global economy (i.e., ASEAN Economic
Community). More specifically, key positions in the tourism sectors (e.g., accommodation and travel
businesses) in Vietnam are more likely to be filled with foreign personnel as the industry struggling looking
for qualified staff in the future. This may seriously jeopardize the capacity of the industry to achieve the
objectives set by National Tourism Development Strategy to 2020 vision to 2030.
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Training is needed but not all businesses are prepared
Surveyed organizations indicated that training was considered very important for the positions in the
current study. However, only about 60% - 70% of the organizations in both accommodation and travel
sectors seemed to be prepared for this challenging task by having a dedicated budget for training.
Businesses indicated that on-the-job and in-house trainings were the main approaches to training within
the organizations. However, they also indicated that training quality are often compromised because lack
of funding or lack of qualified trainers.
Low compensations can be discouraging for some positions
Compensation varied greatly across positions and sectors (i.e., accommodation and travel). While some of the managerial positions receive attractive compensation, many other non-managerial positions were paid just above the minimum legal wage. Accommodation sector received much lower compensation in comparison with travel sector across all positions.
Research have found that lacking of internal equity and external equity might lead to undesirable outcomes such as poor performance, lack of organizational commitment, job satisfaction, and turnover. This could explain why alternative job opportunities from competitors were the major reason for people to turnover in both accommodation and travel businesses.
Vocational Training colleges offer no solutions to the current issues identified in the
study
Among the 13 available programs at the 6 vocational training colleges 100% of them were offered at the Associate’s degree and lower and there was no program at the Bachelor and Master levels. As a result, this could potentially be an issue as there are not many training opportunities for office and managerial positions.
Looking into the next 5 years, the data suggested that there would be little change in the overall picture of the Tourism education in the region. In the new programs to be offered by 2020, only 15% of the new programs would be offered at the Bachelor’s degree and there would be no Master program.
1.5.2 Recommendation of tourism man power in Central coast
Recommendation for state management tourism organisation in provincial lever
The manpower development plan of local tourism should base on the strategy and planning of tourism development in the region/ province, as well as on annual statistics on the number (increase / decreased), the accommodation establishments number and the number of current employees working in tourism field, in order to analyze the deficient in quality and quantity of tourism workforce, timely adjustment plan for retraining, new training, and enhancing professional skills for working labor.
For the labor movement management in the region the provincial DCSTs should cooperate and share information, through the Working Group's for Human resource development in Destination management organisation (DMO) to provide timely solutions that meet quality and quantity requirements of the tourism labor market.
For training: DMO and the DCSTs should promote public - private cooperation, proactively working with vocational tourism training and tourism businesses sector to develop an educational - practice partnership, with the purpose of trained students having ready for work sufficient knowledge, skills and experience; increasing the number of skilled workers to meet the actual requirements. DMO and the Department of Culture, Sports and Tourism to work closely with the Ministry of Culture,
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Sports and Tourism, VNAT and non-government (such as ESRT Project) to be able to take advantage of vocational training support for the region/ provinces.
Policies development must focus on encouraging self-improving occupational skills workers, encouraging enterprises interested in training and retraining in working place, encouraging vocational tourism training colleges developing in market oriented, and create a working environment better days.
Public Private Partnership in tourism manpower should focus on improving in all aspects such as local information on works, labor, and occupational skills training, as well as using of the Web site, the provincial / regional information center to provide and update the policies, programs, and information on tourism workforce.
Recommendation for tourism businesses sector
Organizations should base their human resource activities on accurate job analysis information. Job analysis is the process that determines the important tasks of a job and the human attributes necessary to successfully perform those tasks (Landy & Conte, 2009). Typically, a job analysis process provides a wide range of information such as tasks, tools and technology, knowledge, skills, abilities, work activities, work context, education, interest, work styles, and work values. The information derived from job analysis can be used for many different purposes including developing job description, recruitment and selection, training, career development, performance appraisal, and compensation. Two job information databases (i.e., VTOS and O*NET) were recommended because of their rigorous and scientifically-based development process and its availability (free of charge) to small and medium businesses.
For recruitment, organizations should consider the recruitment as a ‘sales activity’ in which you are trying to convince people to come and work for your organization. Recent research suggests that organizational reputation and values are considered by prospective job candidates. In addition to the internal sources, organizations should seek for their future staff beyond the organizational boundary to attract more the qualified candidates for the job. Recruiting from external labor market may also bring significant changes diversity, perspectives, and innovation, which are important elements for a modern work environment.
For selection, it is recommended that organization should build assessment system on the required knowledge, skills, ability and other characteristics derived from the job analysis (e.g., using VTOS or O*NET). With a good understanding of the KSAOs, organizations can design or select suitable selection tools that are reliable and valid. It is very important for organizations to collect and document validity evidences of the selection tools for continuous improvement and legal compliance needs.
For training, efforts should focus on fixing the performance issues identified in the current study namely core, managerial, and responsible competency units because of their importance to the quality of others’ work. For more information on the training needs, readers are recommended to refer to the Manpower and Training Needs Analysis 2013 report which provides a comprehensive analysis of the current training needs of various sectors in the tourism industry. In addition, since on-the-job training is overwhelmingly the most frequently used training options, it is recommended that organizations should provide trainers, usually the most skilled staff or supervisors, training on training knowledge and skills. These knowledge and skills include effective communication skills, a solid understanding of how people learn, and the ability to flexibly adapt different learning principles to training. Businesses should seek professional support from outside stakeholders such as ERST programme or DCSTs in conducting key trainings for their staff. Finally, it is important to approach training concertedly as a whole sector/industry since a majority of the businesses are small and privately owned.
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For performance management and compensation, organizations are recommended to evaluate their compensation systems using job analysis information. By identifying all compensable factors (efforts, skills, responsibility, and working condition) for all jobs and evaluating jobs using a predetermined evaluation system, organizations can make sure they compensate fairly within the firm. In order to facilitate equity in compensation, it is suggested that organizations should utilize VTOS’s competency units in performance appraisal because it requires raters to differentiate an individual performance across different aspects of the jobs. In addition to fairness, this will facilitate the performance feedback by allowing managers to give more specific responses to their staff and organizations can design more appropriate training for their employees.
Recommendation for tourism vocational training colleges/ centers
It is recommended that tourism vocational training colleges/ centers should focus on enhancing the practical and industry experience of teaching staff and provide assistance to improve students’ effective learning strategies in order to improve training quality. With the support from the industry in terms of offering internship opportunities for teaching staff and students and participating in the design of the curriculum, schools can significantly improve its relevance to the industry.
The tourism vocational training colleges/ centers should consider using the material provided by the VTOS in redesigning their hospitality or tourism curriculum. In addition, tourism vocational training colleges/ centers welcome opportunities for interactions between students and businesses and support businesses in their recruitment efforts. College recruiting is the single most effective recruitment source for entry level jobs in the industry.
Conduct a needs of labor market analysis and evaluation on responsibility of vocational tourism training quality for the market requirements.
Make the opportunities for interaction between students and businesses sector, supporting enterprises in recruiting trained students. Recruitment from the tourism vocational training colleges are the most effective sources of recruitment for new staff positions.
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2 Background
2.1 Vietnam Tourism and the issues of tourism man power Tourism plays a leading role in the Social – economic development of Vietnam. It is an area where
government has placed great emphasis as it is considered a vehicle of growth for the economy, and thus
for the people of Vietnam, supports employment, poverty reduction, economic restructuring.
Despite an increasingly important role for the national and local economy, Vietnam tourism is facing many
challenges, arising from market changes, the level of competition and environmental degradation bare. The
tourism success development experience in the world show that the tourism industry can overcome these
challenges needs a capable workforce with high knowledge, skills and behavior standards. Therefore the
continued training and retraining of the labor force is a commitment to ensure the quality of enterprise
services, plays an essential role to create competitiveness for each tourism destination. These challenges
require the tourism industry, government authority (such as Vietnam National Administration of Tourism)
and vocational training colleges should be required fundamental change in the training and planning human
resource development.
According to the World Economic Forum (WEF-2015) indicators on labour competitiveness of Vietnam
tourism ranks 55/141 countries, but there are some index Vietnam behinds a lot countries such as the
recruitment of skilled employees (107/141); customers problem solving skills (104/141) or indicators of
qualified, trained staff levels as the table below.
Index Ranks in 141 countries
Qualification of the labour force 85
Extent of staff training 85
Treatment of customers 104
Labour market 37
Hiring and firing practices 64
Ease of finding skilled employees 107
Pay and productivity 23
Female labour force participation (% to men) 23
Currently, the demand from the tourism business for well-skilled labor is increasing, while the vocational
tourism training system cannot meet fully, making tourism businesses face many difficult problems in
recruiting and maintaining the labor force quality, knowledge and work experience. That reality requires
As Annual Tourism report in 2014 (by VNAT with ESRT project technical support):
The tourism receipt was 302,026 billion VN Dong
Tourism contribution to GDP was 255,538 billion VN Dong, included 144,773 billion VN Dong directed contribution
Tourism contribution to GDP percentage was 6,49%, included 3,68% directed contribution
Tourism created 2,952,678 works with 5.6% total country works, included 1,597,887 directed works with 3.03% total country workforces.
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strong improvements in the training and development plan of human resources development to meet the
needs of the industry.
In order to support more positive for the tourism industry, ESRT project has been implementing many
technical assistance activities in teaching, organizing vocational VTOS trainers training courses, making the
assessment studies, analyzing aspects of tourism human resources, capacity building in the planning,
management and workforce development of the tourism industry.
2.2 The tourism context of Mekong Delta region with 3 provinces Can Tho city, Kien
Giang and An Giang In recent years, the number of tourists both domestic and international to Mekong Delta in general and
the Mekong Delta region with 3 provinces in particular increased steadily each year. Tourists are mainly
domestic tourists, a high proportion as 98.8% of tourists visited An Giang province were domestic, 83.9%
of tourists visited Can Tho and 87.5% of tourists visited Kien Giang in 2014 were domestic. It shows that
up to now this area not yet attracts international tourists.
According to statistics of the Provincial Department of Culture, Sports and Tourism (DCST) and the Institute
of Tourism Development Research (ITDR) the growth in visitors and revenue from visitors in Mekong Delta
region with 3 provinces show in the figure below.
Figure 1. The Inbound tourists visiting in 2013-2014 (person)
Figure 2. The Domestic tourists visiting in 2013-2014 (person)
Can Tho Kien Giang An Giang
211350
152830
57310
220280199120
61000
2013 2014
Can Tho Kien Giang An Giang
1,040,300 1,043,300
5,668,700
1,147,400 1,394,000
5,939,000
2013 2014
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Figure 3. The Receipt from tourists in 2013-2014 (thousand billion VND)
2.3 Forecasting for tourism growth and tourism labor demand to 2020, vision 2030 According to the Master plan for Vietnam Tourism development to 2020, vision to 2030 the forecasting of
tourism growth in the Mekong Delta region as below figures:
Figure 4. Forecasting for Inbound tourists (thousand people)
Figure 5. Forecasting for domestic tourists (thousand people)
2013 2014
975.991,169.231,132.00
1,538.00
320 343
Can Tho Kien Giang An Giang
400000
550000
110000
550000
800000
250000
800000
1000000
350000
Can Tho Kien Giang An Giang
2020 2025 2030
10000001100000
700000
1400000 1400000
950000
17000001800000
1200000
Can Tho Kien Giang An Giang
2020 2025 2030
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Based on the forecast growth of tourists to the Mekong Delta region, the demand for tourism workers is
forecasted in the table below.
Table 2. Forecasting of tourism workers demand in Mekong Delta region to 2020 vision to 2030
Province Workforce 2020 2025 2030
Can Tho city
Tourism directed workforce 9.800 12.200 16.000
Tourism undirected workforce 19.600 24.400 32.000
Total 29.400 36.600 48.000
Kien Giang
Tourism directed workforce 10.200 12.700 16.600
Tourism undirected workforce 20.400 25.400 33.200
Total 30.600 38.100 49.800
An Giang
Tourism directed workforce 5.500 6.900 9.200
Tourism undirected workforce 11.000 13.800 18.400
Total 16.500 20.700 27.600
Source: ITDR according to the Master Plan of Vietnam Tourism development (selected scenario)
3 Man power analysis in Mekong Delta region with 3 provinces Can Tho
city, Kien Giang and An Giang
3.1 The database, available information about the man power
3.1.1 Job titles: Rather than focusing on all job titles at all levels (i.e., manager, supervisor, and staff) and divisions of labor
(i.e., front office, housekeeping, food production, food and beverage, travel agencies, and tour operators)
related to the tourism industry, we decided to focus on job titles that are more likely to have a high impact
on the operation of businesses. We started with the 32 ASEAN job titles in six common labor divisions as
follows:
32 Job Titles – Six Labor Divisions ▼ ▼ ▼ ▼ ▼ ▼
HOTEL SERVICES TRAVEL SERVICES
Font Office House
Keeping
Food Production
Food and Beverage Service
Travel
Agencies
Tour Operation
Front Office Manager
Executive
Housekeeper
Food Production
F&B Director General
Manager
Product Manager
Front Office Supervisor
Laundry Manager
Demi Chef F&B Outlet Manager
Assistant General
Manager
Sales & Marketing Manager
Receptionist Floor
Supervisor Commis Chef Head Waiter
Senior Travel Consultant
Credit
Manager
Telephone Operator
Laundry
Attendant
Chef de Partie
Bartender Travel
Consultant
Ticketing Manager
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Bell Boy Room
Attendant
Commis Pastry
Waiter Tour
Manager
Public Area
Cleaner Baker
Butcher
Figure 7: ASEAN Job Titles
For the accommodation and travel services, the survey aims to collect key information regarding the work
force including:
(1) Labor statistics (e.g., total number of staff, gender, education & training, and work arrangement);
(2) Labor performance (i.e., overall performance and performance across VTOS competence units);
(3) Key Human Resource (HR) practices (e.g., hiring, training, employees’ turnover, training, and
compensation).
For the education institutions, the survey focuses on capturing:
(1) The types of training being offered and what they plan to offer in the near future (i.e., in 2020);
(2) Faculty statistics (e.g., total number of teaching staff, gender, education, and work arrangement);
(3) HR planning (e.g., HR planning, turnover statistics, and training needs); and
(4) Factor influencing training quality.
3.1.2 Vietnam Tourism Occupational Standards (VTOS)
The introduction of VTOS certification and standards offers businesses in the Tourism sector a new
benchmark tool to compare the quality of the Tourism work force in the country against international
occupational standards. It was our purpose to investigate how popular the VTOS certificates were among
positions included in the current study. In consultation with the key experts in the accommodation sector,
we also counted the training courses covering contents similar to VTOS occupational qualifications offered
to the staff at the surveyed businesses as VTOS trainings. Table 3 provides more information on the VTOS
Level.
Table 3: VTOS Levels
VTOS Level Description
Level 1 (Certificate 1) Unskilled jobs at entry level. a) Be capable of performing simple and/or repeated
tasks; b) Understand and have a basic knowledge about a narrowed scope of
operation in some occupational aspects, be able to apply some certain
knowledge to work performance; c) Be able to receive, take note and transfer
the information at request, be partially responsible for their own work results
and products.
Level 2 (Certificate 2) Semi-skilled jobs. a) Be capable of performing simple, repeated works and some
complicated works in a variety of situations, but guidance is needed; b)
Understand and have a basic knowledge about the occupational operations; be
able to apply some professional knowledge and introduce some measures to
deal with regular issues in work performance; c) Be capable of considering,
estimating and explaining information; be capable for working in groups,
working independently in some cases and taking a significant responsibility for
their own work results and products.
Level 3 (Certificate 3) Technical skilled jobs/supervisor or team leader. a) Be capable for completing
largely complicated tasks, various optional tasks and be capable of working
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independently without guidance; b) Understand and have a basic knowledge
about the basic theory and professional knowledge of the relevant occupation;
be capable of application of professional knowledge and be able to perceive and
use the knowledge for solving regular problems in various circumstances; c) Be
able to perceive, analyze and appraise information from many different sources;
be able to guide other members in the teams/groups; be responsible for their
own work results and products in terms of quality according to the regulations
and take a partial responsibility for the work results and products produced by
other group/team members.
Level 4 (Diploma 4) First line manager positions/skilled technician. a) Be capable for accomplishing
most complicated tasks, highly optional tasks in various circumstances and be
capable for working independently with high autonomy; b) Understand and have
a broad knowledge about the basic theory, relatively deep professional
knowledge in some areas of the occupation; be able to transfer and apply the
knowledge and skills in a creative manner for solving complicated technical
problems in various circumstances; c) Obtain the know-how to analyze, appraise
the information and make use of the results for making opinions and
recommendations for the management and research purposes; be capable of
managing and handling the team/group in the work process; be self-responsible
for their own work results and products according to the regulations and be
partially responsible for the work results and products of the whole team/group.
Level 5 (Advanced
Diploma 5)
Middle Manager. a) Be capable for performing occupational tasks with high
proficiency, independence and autonomy; b) Have a broad understanding about
the basic theory and a deep professional knowledge about various occupational
areas; possess skills of analysis, diagnosis, designing and creativity for solving
problems in technical aspects, and management; c) Be capable of making
analysis and appraisal of information and summarizing in order to present their
own viewpoints and initiatives; manage and handle the team/group in the
working process; be self-responsible for their own work results and products in
terms of quality and be responsible for the work results and products of the
whole team/group according to regulated criteria and technical specifications.
Besides the overall job performance, we asked the managers of the hotels to evaluate their staff
performance based on VTOS’s 5 units of competence that specify particular skills, knowledge and
behaviors/attitudes necessary to fulfil the job requirements satisfactorily. Detailed descriptions of the
competency units are displayed in table 4.
Table 4: VTOS Units of Competence
Competencies Description
Functional (technical/professional)
Competencies are specific to roles or jobs within the tourism industry, and
include the specific skills and knowledge (know-how) to perform effectively (e.g.
food service, tour guiding; etc.).
Core (common) Competencies include the basic skills that most employees should possess (e.g.,
working with others, language and IT skills). These competencies are essential for
anyone to do their job competently.
Generic (job related) Competencies are those competencies that are common to a group of jobs. They often include general job competencies that are required in a number of
Manpower Survey 2015 P a g e | 18
occupations (e.g., health & safety), as well as job specific competencies that apply to certain occupations more than others (e.g., close the shift).
Management Competencies are the generic competencies for roles in an organization that involve managing, supervising or influencing the work of others in some way. They may be specific to a job role (supervise housekeeping operations) or general to any supervisory/management role (arrange purchase of goods and services etc.).
Responsible Competencies are the specific skills required for the operation and management in the organization for the enhancement of services and products towards a sustainable tourism development, operations and products of responsible tourism.
3.1.3 Training needs According to the results from the "Training needs assessment in 2013" by ESRT project, the needs of skills
training in the future for two main fields as accommodation and travel references are needed for the
vocational training planning and programs.
Figure 8. The accommodation sector occupational skills training needs
For accommodation sector the highest requirement of training are communication skills (24%), foreign
languages (22%), teamwork skills (9%), soft skills (8%) and practical experiences (7%).
Communication Skills24%
Foreign Languages
22%
Teamwork Skills9%
Soft Skills8%
Practical Experiences
7%
Customer Service Skills
3%
Problems Solving Skills
3%
Up-selling Skills3%
Work Attitude3%
Others18%
Manpower Survey 2015 P a g e | 19
Figure 9. The travel sector occupational skills training needs
For travel sector the highest requirement of training are communication skills (20%), teamwork skills
(14%), problem solving skills (8%), soft skills (6%) and foreign languages (6%).
3.2 Man power analysis in accommodation sector in Mekong Delta region with 3
provinces Can Tho city, Kien Giang and An Giang
3.2.1 The database of accommodation establishments in Mekong Delta Region with 3 provinces
Table 5. Updated accommodation establishments in region on December 31, 2014 by VNAT
Province/ city
Home stay
satandard
Other Guest
house
1
star
2 star 3 star 4 star 5 star Total
classified
Not yet
classified Total
Kien Giang
154 68 30 3 6 0 261 80 341
Can Tho 6 1 47 25 7 4 0 90 91 181
An Giang 16 14 6 3 1 0 44 0 44
Total 22 1 154 129 61 13 11 0 395 171 566
Source: VNAT-Hotel Department
Communication Skills20%
Teamwork Skills14%
Problem Solving Skills8%
Foreign Language
6%
Soft Skills6%
E-Commerce Skills5%
Knowledge of Society, Geology,
and Culture5%
Computer Skills2%
Independent Work Skills
3%
Life Skills3%
Listening Skill3%
Practical Experience
3%
Service Skills3%
Others19%
Manpower Survey 2015 P a g e | 20
Table 6. Updated rooms establishments in region on December 31, 2014 by VNAT
Province/ city
Home stay
satandard
Other Guest
house
1 star 2 star 3 star 4 star 5 star Total
classified
Not yet
classified Total
Kien Giang
1790 1790 1396 216 529 0 5721 1517 7238
Can Tho 43 41 969 928 472 388 0 2871 2309 5180
An Giang 16 394 324 183 92 0 1097 0 1097
Total 59 41 1790 3153 2648 871 1009 0 9689 3826 13515
Source: VNAT-Hotel Department
Table 7. Updated 3-5 star hotel in region in 2015 by VNAT
Province/ city 5 star 4 star 3 star
Number of
hotel
Number
room
Number of
hotel
Number
room
Number of
hotel
Number
room
Can Tho 8 447 5 474 0 0
An Giang 5 289 1 92 0 0
Kien Giang 3 216 7 650 2 871
Total 16 952 13 1216 2 871
Source: VNAT-Hotel Department
Because of small number of hotel from 3 to 5 star this survey conducted from 2 star hotel. Although the
total number of hotel from 2 to 5 star only 22% of total accommodation establishment in the region but
the labour working in these hotels play a very important role in the occupational skills works and have big
impact in the quality of accommodation services in the region.
There were 81 hotels participated in the current study. The majority of these hotels (over 80%) are
independently owned. Nearly two-thirds (66%) are two-star hotels, about a third are three- and four-star
(18% and 15%), and only one five-star hotel. While Standard, Superior or Deluxe rooms have a
comparatively fair share of the cake, only 6% are suite rooms. The average occupancy rates over the last 5
years were from 57% to 60%, suggesting that hotel capacity were significantly underutilized.
Manpower Survey 2015 P a g e | 21
Figure 10: Hotel Ownership
Figure 11: Hotel Ratings
Figure 12: Types of Room
Figure 13: Room Occupancy
83.0
17.0
Independent Chain
65.8
17.7
15.21.3
2 Star 3 Star 4 Star 5 Star
18.19
22.52
20.72
5.81
STD SUP DLX SUT
57.47% 58.71% 59.07% 58.73% 60.09%
0
20
40
60
80
100
2011 2012 2013 2014 2015
Manpower Survey 2015 P a g e | 22
3.2.2 Labor analysis
Figure 14: Gender by Positions Figure 14 shows the percentage of male and female staff across different positions in the study. The bars
indicate the portion of male vis-a-vis female employees in each of the positions. While female were the
majority for the positions in Front Office and Housekeeping departments, nearly 95% of Housekeeping
Executives are female, there are generally higher percentage of male for positions in Food Production and
Food and Beverage departments in these hotels, with the highest male ratio as Executive Chefs (67%).
Figure 15: Education Level by Positions
47
.2%
45
.9%
37
.7%
19
.7%
26
.4%
17
.3%
36
.7%
67
.1%
38
.8%
47
.4%
61
.7%
63
.4%
45
.4%
52
.8%
54
.1%
62
.3%
80
.3%
73
.6%
82
.7%
63
.3%
32
.9%
61
.2%
52
.6%
38
.3%
36
.6%
54
.6%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS
MALE FEMALE
10
%
10
%
10
%
62
%
50
%
77
%
18
%
51
%
71
%
58
%
40
%
32
%
40
%
25
%
33
%
36
%
22
%
27
%
16
%
33
%
43
% 16
%
42
%
32
%
38
% 36
%
65
%
57
%
54
%
15
%
22
%
49
%
28
%
31
%
24
%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS
High School Associate Bachelor Postgraduate
Manpower Survey 2015 P a g e | 23
Figure 16: Work Arrangement by Positions Figure 15 provides information on the staff education levels across key hotel departments. For the three
positions (i.e., FOM, FOS, and FDA) in the Front Office department, a majority of the staff hold a bachelor’s
degree ranging from 54% for FDA to 65% for FOM. To a much lesser extent, staff with a three-year associate
degree range from 25% for FOM to 36% for FDA. For the positions at the Housekeeping department, nearly
half of the Floor Supervisors hold a Bachelor degree, 33% have Associate degree and only 18% High School.
A majority of Housekeeping staff and managers have graduated from High school, with 50%, 62% and 77%
for HKP, EHK and LMA, respectively. Only a small number hold a bachelor degree, ranging from 7% for LMA
to 22% for HKP. In the Food Production department, most of the chefs (around 50-70%) have only a high
school diploma; a smaller number hold a three-year associate degree; and only 6% of ECC and 13% of CHF
hold a bachelor degree. Finally, in the Food and Beverage department, the division among three types of
education is quite similar. About less than a third of FBM have a bachelor’s degree and more that 30% of
the hold a three-year associate’s degree. It is also interesting to note that front line staff, or those directly
in contact with guests, generally have a higher education degree than those do not.
Figure 17: VTOS Training and Certification Figure 16 indicates the types of work arrangement at the surveyed hotels. The results suggested that a vast majority of the staff are full-timers, accounting for around 90% of the workforce. The highest level of part-timers is found with Executive Housekeeping, only more than half of them work full-time.
93
.3%
90
.2%
91
.0%
53
.0% 90
.7%
84
.0%
91
.8%
89
.9%
88
.1%
91
.2%
91
.7%
90
.1%
89
.2%
6.7
%
9.8
%
9.0
%
47
.0%
9.3
%
16
.0%
8.2
%
10
.1%
11
.9%
8.8
%
8.3
%
9.9
%
10
.8%
0%
20%
40%
60%
80%
100%
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS
Full-time Part-time
13
.0
9.4
29
.0
14
.2
31
.1
17
.9
5.3
13
.9
24
.5
9.0
10
.3
11
.7
24
.1
14
.4
11
.3
21
.2
12
.5
22
.8
15
.6
13
.7
18
.2
19
.8
5.6 1
0.1 1
8.3
23
.3
21
.4
9.6
11
.5
15
.1
7.9
8.5
4.6
15
.9
6.4
3.2
15
.6 7.9
8.40.2
1.2
1.4
1.2
40
.68
64
.17
34
.42
51
.28
37
.32
57
.72
76
.42
39
.75
47
.96
81
.05
55
.22
60
.86
43
.55
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBSCertificate 1 Certificate 2 Certificate 3 Diploma 4 Advanced Diploma 5 No Certificate
Manpower Survey 2015 P a g e | 24
Figure 17 suggests that the percentage of staff with VTOS-like trainings varies greatly across positions. The
positions with the most VTOS certificates and diplomas include FOM, RCN, HKP, ECC and FBS. Only 20% to
40% of supervisory positions like FOS, FSR, or CPP hold a VTOS. Certificates 1, 2 and 3 are more popular
among front-line staff like RCN, HKP, and FBS. Positions with Diploma 4 and Advanced Diploma 5 include
management positions like FOM, EHK, ECC and FBM. Only a very small number of positions in Front Office,
Food Production and Food Service also acquire certifications up to Diploma 4. It can be seen that VTOS is
still unpopular among staff of many positions in hotels of this region.
3.2.3 Labor Performance The following figures provide detailed description of the current job performance across the positions
surveyed in the current study. Besides the overall job performance, we asked the managers of the hotels
to evaluate their staff performance based on VTOS’s 5 units of competence that specify particular skills,
knowledge and behaviors/attitudes necessary to fulfil the job requirements satisfactorily.
Figure 18-31 provide the levels of job performance of the staff in different positions, either below
expectation, meet expectation or exceed expectation. Surprisingly, quite a large number, sometimes over
half of the staff perform below expectation. On average over 60% of all staff in all positions have low
performance with core competency or life skills. Very few positions perform above expectation. Those who
exceed expectation include managerial and supervisory positions such as FOM, FOS, EHK, FSR, ECC and FBM
and very few with other positions. Managerial and RT competency are expected among management
positions, at the same time functional and generic competency are highly expected from front-line staff.
However, less than only 40% of these managers (FOM, FOS, EHK, LMA, ECC or FBM, HDW) can show
favorable or better performance than expectation. Similarly, only around half of front-line staff in Front
Office, Housekeeping, Food Production and Food Service can perform functional skills up to or above
expectation. On average, just over half of the supervisory positions such as FOS, FSR or HDW can perform
well with functional and generic skills, but less than half of them can show their management competence.
What is quite worrying to see here is that quite a large proportion of the graphs are in blue, signifying
performances that are below expectation. About 40% on average of all positions are performing below
expectation. This is not a good sign, especially in service. This, in comparison with the Central Coast results,
BOX 1: GENERAL INFORMATION OF LABOR IN ACCOMMODATION FIELD
While female were the majority for the positions in Front Office and Housekeeping departments, nearly 95% of Housekeeping Executives are female, there are generally higher percentage of male for positions in Food Production and Food and Beverage departments in these hotels, with the highest male ratio as Executive Chefs (67%)
Front line staff, or those directly in contact with guests, generally have a higher education degree than those do not
A majority of the Front Office staff hold a bachelor’s degree
Most of the chefs (around 50-70%) have only a high school diploma; a smaller number hold a three-year associate degree
Less than a third of FBM have a bachelor’s degree
VTOS is still unpopular among staff of many positions in hotels of this region.
Manpower Survey 2015 P a g e | 25
is much worse. The possible reasons could be that they did not have the right training, and the right
certification, i.e. VTOS.
These competences are not specific to any of the positions and have the potential to negatively influence
the overall performance of the business. This is clearly an issue that hotels need to address, especially for
supervisory and managerial positions, in order to improve the quality of their services. Finally, the results
suggest that using VTOS’s competency units may benefit organizations in their performance appraisal and
management tasks because it requires raters to differentiate an individual performance across different
aspects of the jobs. This will facilitate the performance feedback by allowing managers to give more specific
responses to their staff and organizations can design more appropriate training for their employees.
Manpower Survey 2015 P a g e | 26
Figure 18: Front Office Manager Job
Performance
Figure 19: Front Office Supervisor Job Performance
Figure 20: Receptionist Job Performance
Figure 21: Executive Housekeeping Job
Performance
Figure 22: Laundry Manager Job Performance
Figure 23: Floor Supervisor Job Performance
Figure 24: Room Attendant Job Performance
Figure 25: Executive Chef Job Performance
37.3%
41.8%
61.2%
44.5%
51.7%
49.1%
48.9%
47.1%
29.8%
45.5%
40.2%
37.7%
13.8%
11.1%
9.1%
10.0%
8.1%
13.2%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
29.5%
43.5%
50.8%
47.0%
49.5%
52.2%
63.8%
52.4%
41.6%
47.7%
43.3%
40.6%
6.7%
4.1%
7.7%
5.3%
7.2%
7.2%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
43.9%
53.5%
65.3%
53.9%
70.9%
60.4%
54.1%
44.9%
33.1%
45.8%
27.7%
35.0%
2.1%
1.6%
1.6%
0.3%
1.4%
4.6%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
38.6%
45.0%
63.6%
50.2%
58.3%
58.5%
54.3%
46.5%
30.7%
38.8%
33.3%
31.7%
7.1%
8.6%
5.7%
11.0%
8.5%
9.8%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
48.2%
58.5%
72.6%
58.0%
68.3%
68.5%
49.5%
37.2%
23.4%
39.8%
29.7%
27.3%
2.3%
4.3%
4.0%
2.2%
2.0%
4.2%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
42.2%
37.4%
65.7%
59.6%
67.0%
50.0%
53.5%
53.9%
26.1%
31.7%
20.4%
39.1%
4.3%
8.7%
8.3%
8.7%
12.6%
10.9%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
41.5%
50.8%
68.1%
54.5%
73.5%
61.1%
57.7%
47.6%
30.4%
44.6%
24.5%
35.3%
0.8%
1.6%
1.4%
0.8%
2.0%
3.7%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
36.8%
42.1%
62.8%
45.5%
51.2%
52.7%
54.2%
51.4%
34.2%
48.8%
45.9%
41.1%
9.0%
6.5%
3.0%
5.7%
3.0%
6.2%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
Manpower Survey 2015 P a g e | 27
Figure 26: Chef Job Performance
Figure 27: Commis Pastry Job Performance
Figure 28: Food and Beverage Manager Job Performance
Figure 29: Head Waiter Job Performance
Figure 30: F&B Staff Job Performance
Figure 31: Job Performance across Positions
39.1%
48.3%
68.0%
53.0%
71.8%
60.2%
59.0%
49.8%
30.3%
46.6%
26.4%
36.0%
1.9%
1.9%
1.7%
0.4%
1.7%
3.7%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
47.8%
53.7%
63.6%
62.2%
76.3%
71.5%
51.7%
41.3%
36.0%
37.4%
23.3%
23.9%
0.4%
5.0%
0.4%
0.4%
0.4%
4.6%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
35.6%
40.7%
62.0%
48.1%
54.3%
60.9%
56.0%
56.8%
34.9%
45.8%
41.3%
29.8%
8.3%
2.5%
3.1%
6.1%
4.4%
9.4%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
40.8%
48.6%
67.0%
54.3%
73.5%
62.4%
58.9%
49.6%
31.6%
44.9%
24.7%
34.1%
0.4%
1.8%
1.4%
0.9%
1.8%
3.6%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
40.9%
45.0%
66.0%
53.5%
66.3%
65.1%
58.8%
52.4%
31.2%
41.9%
31.2%
27.9%
0.2%
2.6%
2.8%
4.7%
2.6%
7.0%
General
Functional
Core
Generic
Managerial
Responsible
Below expectation Meet expectation Exceed expectation
40.2%
46.8%
64.4%
52.6%
64.0%
59.4%
55.4%
48.5%
31.8%
43.0%
31.7%
33.8%
4.4%
4.6%
3.9%
4.3%
4.3%
6.8%
General
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
BOX 2: LABOR PERFORMANCE
Over half of the staff perform below expectation. On average over 60% of all staff in all positions have low performance of core competency or life skills
Less than 40% of the managers can show favourable or better performance than expectation.
Similarly, only around half of front-line staff in Front Office, Housekeeping, Food Production and Food Service can perform functional skills up to or above expectation
Just over half of the supervisory positions can perform well with functional and generic skills, but less than half of them can show their management competence.
About 40% on average of all positions are performing below expectation
Manpower Survey 2015 P a g e | 28
3.2.4 Human Resource Practices
Hiring
The hiring process consists of three interrelated phases: recruitment, selection, and socialization.
(1) The recruitment phase is the process in which organization generate a pool of qualified candidates applying for the job. A critical element of an organization recruitment strategy is its decisions about where to look for applicants. This process is the important because the methods organization choose to communicate it labor needs determines the size and the quality of the candidate pool.
(2) The selection phase is the process of making a ‘hire’ or ‘no hire’ decision regarding each applicant for a position. This process directly influence the overall quality of an organization’s human resources.
(3) Socialization is the last phase in the hiring process in which organization orient new employees to the organization and the units in which they will be tasked.
In this particular study we chose focus on the first two phases of the hiring process i.e., recruitment and
selection.
More specifically, in recruitment, respondents were first asked to choose the top three most frequently
used sources of recruitment and then to evaluate the effectiveness of six popular recruitment sources (i.e.,
internal source, referrals from current employees, college recruiting, company website, job search website,
and advertising on mass media) in attracting applicants.
Similarly, in selection, respondents were first asked to choose the top three most frequently used selection
methods and then to evaluate the effectiveness of six popular selection methods (i.e., bio data, ability tests,
personality tests, work sample, interviews, and assessment centers) in selecting new applicants.
Figure 32 shows the popularity of some recruitment channels in a hotel. The common recruitment channels
include Internal recruitment, Referral from employees, College visit, Company website, Recruitment
website and Media. Internal and Referral are the channels with the highest frequency/mode (with 50.3%
and 51%, respectively). A third of the recruitment happened through Recruitment websites while the other
methods were not as popular. Media is quite rare in use to recruit any positions surveyed.
Figure 33-36 provide the frequency of use of the above recruitment methods for each department in a
hotel. Internal methods are preferred for managerial and supervisory positions such as FOM (60.3%), FOS
(57.8%), EHK (64.2%), or FBM (58.5%), one of the reasons perhaps is that they are promoted from within
the hotels. Referrals, on the other hand, are more common for hands-on positions such as FBS (66.7%), CHF
(64.5%), HKP (63.5%) and RCN (55.8%). College visits seem to be more popular in recruiting Front Office
staff, and Pastry chef, but the level of use is quite low (only less than 30%). While Company websites are
used sparingly for all positions, Recruitment websites prove to be much more popular, especially for
managerial positions and those that require high skills such as Commis Pastry (38.7%) or Head Waiter
(34.7%).
Manpower Survey 2015 P a g e | 29
Figure 32: Recruitment sources used across the Hotels
Figure 33: Recruitment Sources Used for Positions in the Front Office Department
50.3% 51.0%
27.2%
17.7%
34.4%
6.0%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
InternalSource
Referralfrom
Employees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
MediaSource
60
.3%
39
.7%
23
.8%
15
.9%
39
.7%
7.9
%
57
.8%
35
.6%
28
.9%
20
.0%
33
.3%
6.7
%44
.2%
55
.8%
35
.1%
19
.5%
31
.2%
2.6
%0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
InternalSource
Referralfrom
Employees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
MediaSource
Front Office Manager Front Office Supervisor Receptionist
Manpower Survey 2015 P a g e | 30
Figure 34: Recruitment Sources Used for Positions in the Housekeeping Department
Figure 35: Recruitment Sources Used for Positions in the Food Production Department
64
.2%
41
.5%
22
.6%
17
.0%
39
.6%
5.7
%45
.9%
63
.5%
23
.0%
16
.2%
24
.3%
2.7
%51
.9%
50
.0%
13
.5%
15
.4%
36
.5%
5.8
%52
.8%
44
.4%
33
.3%
16
.7%
41
.7%
8.3
%
0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%80.0%90.0%
100.0%
InternalSource
Referralfrom
Employees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
MediaSource
Executive Housekeeing HKP (Room Attendant)
Laundry Manager Floor Supervisor
45
.6%
42
.6%
27
.9%
19
.1%
32
.4%
5.9
%46
.8%
64
.5%
22
.6%
17
.7%
27
.4%
6.5
%38
.7%
54
.8%
35
.5%
22
.6%
38
.7%
9.7
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
InternalSource
Referralfrom
Employees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
MediaSource
Executive Chef Chef Commis Pastry Cook
Manpower Survey 2015 P a g e | 31
Figure 36: Recruitment Sources Used for Positions in the Food & Beverage Department With regard to the effectiveness of the recruitment sources, the data suggest that all the sources were not
really effective in helping organization to seek for potential applicants. The most effective method is
Internal Source, although the rating is only 2.89, below the mid-point. It can be concluded that the
differences in the popularity of these sources of recruitment did not really transfer to the differences in
term of their effectiveness and hotels seem to have difficulty in allocating the labor market fit for their
vacant positions.
Figure 37: The Effectiveness of Recruitment Sources Figure 37 shows the frequency of use of some assessment methods in hotel recruitment, including Bio
Data (eg. curriculum vitae), IQ test, Personality test, Work sample, Interviews, and Assessment Centre.
The most popular method is Interview, which helped to assess more than 80% of all staff. The second
common method is Bio Data which assess more than two-third of staff. IQ tests, Personality Tests, and
Assessment Centre are not frequently used to recruit staff in hotels.
58
.5%
49
.1%
26
.4%
17
.0%
37
.7%
5.7
%49
.0%
55
.1%
28
.6%
12
.2%
34
.7%
6.1
%37
.9% 6
6.7
%
31
.8%
21
.2%
30
.3%
4.5
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
InternalSource
Referralfrom
Employees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
MediaSource
Food and Beverage Manager Head Waiter Food and Beverage Staff
2.89 2.76 2.77 2.642.85
2.58
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Internal Source Referral fromEmployees
Collegerecruitment
CompanyWebsites
RecruitmentWebsites
Media Source
Manpower Survey 2015 P a g e | 32
Figure 38: Methods Used in Selection in Hotel
Figure 38 -42 specify the frequency of use of these recruitment methods in four different departments in
the study: Front Office, Housekeeping, Food Production and Food Service.
The overall picture seems to be in the same shape in all departments. Interview and Bio Data are the most
popular recruiting methods (ranging from 61% to 86%), regardless of departments or positions. Assessment
Centre can’t make it to 10% of any positions while IQ tests seem to be only little more commonly used in
Front Office Department (16% for Front Office Manager position). Personality tests are not a common
method but they are used to recruit around 20% of staff in Front Office and Housekeeping departments.
Work sample proves to be quite important to assess staff for Food Production (ECC with 44%) and
Housekeeping (LMA with 1.5%) and Food service (FBM with nearly 29%).
68.9%
9.9%
18.9%
28.9%
81.1%
4.9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Bio Data IQ Personality WorkSample
Interview AssessmentCenter
BOX 3: RECRUITMENT SOURCES
Internal and Referral are the most common recruitment channels (with 50.3% and 51%, respectively).
Internal methods are preferred for managerial and supervisory positions
Referrals, on the other hand, are more common for hands-on positions
College visits seem to be more popular in recruiting Front Office staff, and Pastry chef, but the level of use is quite low (only less than 30%).
Recruitment websites prove to be much more popular, especially for managerial positions and those that require high skills such as Commis Pastry (38.7%) or Head Waiter (34.7%).
The most effective recruitment source is through Internal channel.
Manpower Survey 2015 P a g e | 33
Figure 39: Methods Used in Selection for Positions in the Front Office Department
Figure 40: Methods Used in Selection for Positions in the Housekeeping Department
Figure 41: Methods Used in Selection for Positions in the Food Production Department
72
.1%
16
.2%
23
.5%
22
.1%
82
.4%
5.9
%
68
.5%
13
.0%
22
.2%
22
.2%
81
.5%
5.6
%
74
.7%
7.6
%
17
.7%
29
.1%
78
.5%
3.8
%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Bio Data IQ Personality Work Sample Interview AssessmentCenterFront Office Manager Front Office Supervisor Receptionist
67
.2%
11
.5%
24
.6%
29
.5%
82
.0%
6.6
%
73
.3%
6.7
%
18
.7%
28
.0%
77
.3%
4.0
%
66
.7%
7.4
%
18
.5%
31
.5%
77
.8%
3.7
%
61
.5%
15
.4%
23
.1%
23
.1%
79
.5%
5.1
%
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
Bio Data IQ Personality Work Sample Interview AssessmentCenterExecutive Housekeeing HKP (Room Attendant)
69
.6%
10
.1%
15
.9% 4
4.9
%
78
.3%
4.3
%
67
.2%
4.7
%
14
.1%
34
.4%
82
.8%
3.1
%
65
.0%
2.5
%
12
.5%
32
.5%
82
.5%
5.0
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bio Data IQ Personality Work Sample Interview AssessmentCenter
Executive Chef Chef Commis Pastry Cook
Manpower Survey 2015 P a g e | 34
Figure 42: Methods Used in Selection for Positions in the Food and Beverage Department
Figure 43 shows the effectiveness of different assessment methods in hotel recruitment, with marks
ranging from 1 to 5. With 1 being the least effective and 5 being the most effective. Despite its high
popularity, Bio Data is considered the least effective assessment methods in recruitment (at 2.76). The two
methods that prove to be most effective are Work sample (3.39) and Interview (3.37). IQ test, Personality
test and Assessment center are equally important in assessing candidates for different hotel positions.
It is plain to see there is a gap between what method is seen as effective and what is actually in use for
recruitment. As the turnover rate is generally high, and the cost for organizing and maintaining assessment
center, or workplace for work sample is also high, is the main reason lack of money? Or the lack of time, or
expertise to conduct these methods pose as barriers for HR department to recruit the right staff for the
right positions?
Figure 43: The Effectiveness of Selection Methods Figure 44 provides information regarding the challenges for hotels in the current study to have the right
amount of people and the right kind of people to cope with the demand of the businesses. As expected,
the positions that are the most difficult to recruit are management positions such as FOM (3.49) and FOS
(3.20) in Front Office, ECC (3.50) in Food Production, EHK (3.25) in Housekeeping, and FBM (3.10) in Food
Service. The difficulties in staffing for other positions are a little lower and are quite similar to each other.
67
.3%
15
.4%
21
.2%
28
.8%
86
.5%
5.8
%
72
.0%
14
.0%
18
.0%
24
.0%
86
.0%
6.0
%
70
.6%
4.4
%
16
.2%
25
.0%
79
.4%
4.4
%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bio Data IQ Personality Work Sample Interview AssessmentCenter
Food and Beverage Manager Head Waiter
2.76
3.09 3.02
3.39 3.373.13
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Bio Data IQ Personalitytest
Work Sample Interview AssessmentCenter
Manpower Survey 2015 P a g e | 35
Figure 44: Hiring Difficulty
Employee Separation
We collected information regarding employee separation to examine the types of employee separation and
their impacts on hotels in the current study. Having turnover rate under the control is of great concern
among businesses in the service industries because fluctuation in the work force may pose a great threat
on the quality of the services. This is particular important in emerging markets and regions similar to the
Central Coast of Vietnam where strong economic development increasingly demand a bigger supply of
qualified labor.
3.493.20
2.88
3.25
2.62 2.61 2.73
3.50
2.59 2.59
3.102.91
2.53
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
BOX 4: SELECTION METHODS
The most popular (assessment) method is Interview, which helped to assess more than 80% of all staff. The second common method is Bio Data.
IQ tests, Personality Tests, and Assessment Centre are not frequently used to recruit staff in hotels
Work sample proves to be quite important to assess staff for Food Production, Housekeeping and Food service departments.
Despite its high popularity, Bio Data is considered the least effective assessment methods in recruitment.
The two methods that prove to be most effective are Work sample and Interview
The positions that are the most difficult to recruit are management positions such as Front Office Manager, Executive Chef, Housekeeping Executive, and Food and Beverage Manager.
Manpower Survey 2015 P a g e | 36
Table 9: Staff Turnover in Hotel Business
5 Year Turnover
3 Year Turnover
1 Year Turnover
Quit Dis-
charged Retired Layoff
Front Office Manager 0.35 0.13 0.14 0.31 0.03 0.00 0.01
Front Office Supervisor 0.27 0.09 0.13 0.23 0.03 0.00 0.01
Receptionist 4.19 1.51 1.51 3.72 0.25 0.00 0.21
Executive Housekeeper 0.36 0.09 0.25 0.29 0.06 0.00 0.01
Room Attendant 6.03 2.48 3.55 4.65 0.35 0.05 0.97
Laundry Manager 0.21 0.04 0.12 0.16 0.00 0.01 0.04
Floor Supervisor 0.22 0.05 0.17 0.21 0.01 0.00 0.00
Executive Chef 0.56 0.29 0.23 0.51 0.04 0.00 0.01
Chef 2.60 0.96 1.36 2.30 0.14 0.01 0.14
Commis Pastry 1.94 0.29 0.39 1.81 0.03 0.00 0.10
F&B Manager 0.21 0.12 0.08 0.18 0.00 0.00 0.03
Head Waiter 0.43 0.18 0.26 0.36 0.01 0.00 0.05
F&B Staff 5.82 3.87 2.38 5.00 0.17 0.00 0.46
According to the employee separation data collected by the study, in table 9 employee separation is well
under the control among surveyed hotels and it was stable over the last 5 years. Among those who
turnover, most of them (above 90%) chose to leave the job voluntarily. Positions with the highest turnover
rates, quite understandably are Receptionist, Room attendant, and F&B staff. The most common cause for
job separation is quitting. Very few were fired. And almost none of the staff work in hotels to retirement.
In addition, we were also interested in the reasons why people leave the job voluntarily. The Manpower
and Training Needs Analysis 2013 report identified four main reasons for staff turnover which are (1) low
salary, (2) unfit working environment, (2) other job opportunity, and (4) lack of required skills. In this study,
we asked the hotels to indicate how influential these reasons are on their staff decisions to quit the jobs.
The results suggest that job opportunities from competitors was the main reason for staff to leave the jobs.
The next common reason is Lack of skills, a direct referral to lack of training with 3.06. The other two reasons
do not have as high rating but is believed by the researcher to be the very common but less frequently
spoken ones.
Figure 45: Factors Leading to Quit
2.66 2.56
3.253.06
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Low Salary Workingenvironment
Other jobopportunities
Lack of skills
Manpower Survey 2015 P a g e | 37
Training
Training is considered as one of the core human resource (HR) functions in any organizations. Training is
the systematic acquisition of skills, concepts, or attitudes resulting in improved performance in another
environment (Goldstein & Ford, 2002). Training is required in many situations such as getting new hires
ready to perform effectively on the job, retraining experienced employees due to changes in the job or
organization, or continuously development of employees. The Manpower and Training Needs Analysis 2013
report provides a comprehensive analysis of the current training needs of various sectors in the tourism
industry including accommodation. More specifically, English language, communication, and customer
service are the most sought after skills in the industry. For this reason, the current study focused only on
how important it is for staff in the surveyed positions to receive training in the next 5 years.
As indicated in figure 46, the results suggest that training is considered necessary and very important for
all positions, with the lowest of LMA of 3.92 (close to four in the range of 1 to 5). Training is very important
especially in Front Office, and in Food service departments. The positions that need the most training,
according to this figure, are FOM (4.44) and ECC (4.34). The results not only reflect the needs for hotels to
improve current performance (e.g., dealing with the performance deficiencies in some of the units of
competence discussed in section 3.2.3) but also the anticipation of growing challenges in the industry in
the near future such as increased competition and customer expectations. With the clear need for training
for all positions and all departments across the hotel, there is also a need for sufficient budget. However,
according to Figure , training budget is not available in all hotels, but only 62% of all hotels in this survey.
38% hotels with no training budget is a high percentage and it obviously will affect adversely on the
performance of the staff.
BOX 5: EMPLOYEES SEPARATION
Employee separation was well under the control among surveyed hotels and it was stable over the last 5 years.
Among those who did turnover, most of them (above 90%) chose to leave the job voluntarily.
Positions with the highest turnover rates are Receptionist, Room attendant, and Food and Beverage staff.
The most common cause for job separation is quitting. Very few were fired. And almost none of the staff work in hotels to retirement.
Job opportunities from competitors was the main reason for staff to leave the jobs.
Manpower Survey 2015 P a g e | 38
Figure 46: Importance of Training
Figure 47: Training Budget Availability
Compensation
Compensation is a sum of quantifiable rewards received by employees for their labor. The goal of a
compensation system is to enable firms to achieve its strategic objectives within its unique characteristics
and environment. Compensation, therefore, is arguably one of the important factors in retaining and
motivating employees because it impacts a person economically, sociologically, and psychologically.
Research has found that equity or fairness is a crucial aspect of a compensation system. Equity means that
the compensation must be perceived as fair both within the company and relative to what other employers
are paying for the same type of labor.
4.44 4.374.21 4.29
4.103.92
4.24 4.344.10 4.08
4.27 4.274.05
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
38%
62%
YES
NO
BOX 6: TRAINING
Training was considered very important for all positions in the current study
Training budget is not available in all but 62% of the hotels in this survey
Manpower Survey 2015 P a g e | 39
Table 10: Salary of Hotel Staff
Mean Std. Deviation*
Front Office Manager
Min 7.14 6.70
Average 7.01 3.89
Max 8.85 5.20
Front Office Supervisor
Min 4.44 1.57
Average 5.31 1.83
Max 6.62 2.42
Receptionist
Min 3.37 0.84
Average 3.98 1.06
Max 4.96 1.61
Executive Housekeeper
Min 6.26 6.46
Average 6.33 3.93
Max 7.43 5.44
Housekeeping (Room Attendant)
Min 3.19 0.79
Average 3.68 0.83
Max 4.70 2.02
Laundry Manager
Min 3.47 1.55
Average 4.80 3.38
Max 5.38 2.71
Floor Supervisor
Min 4.62 2.73
Average 5.35 3.43
Max 8.10 6.91
Executive Chef
Min 9.40 11.38
Average 8.30 4.32
Max 14.36 18.68
Chef
Min 3.60 0.91
Average 4.00 1.10
Max 5.07 1.70
Commis Pastry
Min 4.10 1.12
Average 4.30 1.21
Max 5.70 1.52
F&B Manager
Min 5.40 2.42
Average 7.45 3.80
Max 10.23 8.89
Head Waiter
Min 4.29 1.51
Average 5.31 1.89
Max 6.33 2.26
F&B Staff
Min 3.27 0.91
Average 3.86 0.99
Max 4.75 1.44
* The standard deviation is a measure that is used to quantify the amount of variation or dispersion of a set of data values. A standard deviation close to 0 indicates that the data points tend to be very close to the mean of the set, while a high standard deviation indicates that the data points are spread out over a wider range of values.
Manpower Survey 2015 P a g e | 40
As indicated in table 10 there was a great deal of variety in the salaries of hotel staff both across positions
and hotels. Among positions, managerial positions such as Executive Chef, F&B Managers, Front Office
Managers, and Executive Housekeepers received the highest level of compensation with salaries range from
VND 7.4 to 14.4 million. Positions with lowest average salaries level were front-line positions such as
Receptionist, Room Attendant, Chef and F&B staff with salaries were just below or level to VND4 million.
Figure 48: Average Salary across Positions Most of the hotels claimed that their salaries are on the same par with or above the marker rate. Figure 49
consolidates the payment for different positions in a hotel. Well over 70% of all staff in all positions is paid
with the market rate. Only a small number (from 15% for ECC to nearly 30% for CPP) are paid above the
market rate. A very small number of positions are paid under the market rate.
Figure 49: Compensation Strategy
7.01
5.31
3.98
6.33
3.68
4.805.35
8.30
4.004.30
7.45
5.31
3.86
0.00
1.00
2.00
3.00
4.00
5.00
6.00
7.00
8.00
9.00
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS
79
.2
75
.7
79
.0
78
.3
77
.0
71
.1
77
.1
81
.1
76
.6
70
.4 76
.9
81
.1
83
.3
18
.8
21
.6
17
.7
17
.4
19
.7
23
.7
20
.0
15
.1
19
.1
29
.6 17
.9
16
.2
14
.8
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
FOM FOS RCN EHK HKP LMA FSR ECC CHF CPP FBM HDW FBS
Under Market Rate Market Rate Above Market Rate
Manpower Survey 2015 P a g e | 41
3.2.5 Conclusion and recommendation for man power in accommodation sector
Conclusion:
The workforce in accommodation sector having low occupational skill, especially in the key positions, management positions. There will be a big shortage of the skilled workers number in the current accommodation services development trend. State management organisation do not understand fully the actual quality of local labour to support business sector and make orientation for vocational tourism training colleges.
Most accommodation establishment were aware of the training in working place role, however, the budget for training are limited, lack of experienced and good communication skills teachers, therefore these training are low effectiveness. No good coordination between training colleges and enterprises in providing of skilled labour and improve available workers' skills. Supporting role of State management organisation on tourism training is still not enough.
Information channel on recruitment and recruitment practices are not yet professionalism; recruitment of skilled labour has been limited as well as limited access employment for workers because of no coordination between stakeholders. The role of State management agency on tourism in linking the supply of skilled labour training base for tourism and business market.
In the context of the pressure on labour mobility, especially skilled labour in Asean countries, stakeholders may lack the necessary preparation. Currently, the top management positions in the 4-5 star hotels are run by foreigners to hold and potentially in the future management positions may also lower the risk of loss for foreign workers, if local labour is not met.
Recommendation
State Tourism management organisation need update information on the labour works in their local tourism region in general and workers in accommodation field in particular, both in quantity and quality to be able to make human resources development plans and supports training for businesses. Tourism management organisation proactively developed and strongly involved in the cooperation between enterprises and vocational training colleges to improve the training curriculum closer to reality, and to support the recruitment, increased opportunity for both employers and employees.
Labour in accommodation field are most affected in the context of Asean integration and participation MRA agreement, so desperately in need of information sharing and cooperation between state authorities and the accommodation enterprises now, to raise awareness and understanding of the stakeholders.
BOX 7: COMPENSATION
Managerial positions such as Executive Chef, F&B Managers, Front Office Managers, and Executive Housekeepers received the highest level of compensation with salaries ranging from VND 7.4 to 14.4 million.
Positions with lowest average salaries level were front-line positions such as Receptionist, Room Attendant, Chef and F&B staff with salaries just below or level to VND4 million.
Most of the hotels claimed that their salaries are on the same par with or above the marker rate
Well over 70% of all staff in all positions are paid with the market rate. Only a small number are paid above the market rate
Manpower Survey 2015 P a g e | 42
Recommended stakeholder to use VTOS standards as a tool to assess the quality of the labour statue, as well as the basis for developing a new training program, improving skills for available workers.
3.3 Manpower analysis in Travel sector in Mekong Delta region with 3 provinces can Tho
city, Kien Giang and An Giang
3.3.1 The information of International travel licensed enterprises and Tourist Guides
Table 11. International travel licensed enterprises in Mekong Delta region
(Updated 2015- VNAT)
Province/ city Total of International
licensed TO
JSC Cooperation Company Limited
Can Tho city 3 1 0 2
Kien Giang 5 1 0 4
An Giang 4 2 0 2
Total 12 4 0 8
Table 12. Number of Tourist guide in Mekong Delta (Updated 2015- VNAT)
Province/ city
Total of tour
guide
Domestic English speaking
French speaking
German speaking
Chinese speaking
Japanese speaking
Can Tho city
339 256 62 8 1 7 1
Kien Giang 128 110 17 0 0 0 0
An Giang 86 64 20 2 0 0 0
Total 553 430 99 10 1 7 1
There were 28 travel business (travel agencies and tour operators) participated in the current study. Among
those, nearly two third of the travel agencies asked were serving both in-bound and out-bound visitors
(66.7%). Out-bound agencies occupy only 7.4%, which can be seen as a very small proportion in the
comparison with that of the previous type of agencies. The rest (25.9%) served in-bound market only. The
above figures can be illustrated in figure 50
Although the average number of staff working for these travel business surveyed in the current study was
only about 22, the range of difference among them were huge with the smallest business has only 3 staff
and the largest one had 110 staff. In 2014, each business on average served 7847 guests with average
annual revenue of VND19.2 billion.
The features of guests served by the travel agency are illustrated via figure 51-52. As can be seen from
figure 52 Vietnamese travelers occupied more than two third of all customers, while international tourists
(with only 30.3%) played the much less important role in the market share of the travel agencies. Thus, the
majority of the customers were domestic tourists who travel within Vietnam (74.5%), the second position
Manpower Survey 2015 P a g e | 43
belongs to group of inbound tourists with only 22.1%. Only 3.4% of the customers served were guests
having demand for travelling abroad.
Figure 50: Types of Travel Agencies
Figure 51: International vs. Domestic Guests
Figure 52: In-bound vs. Outbound vs. Domestic travel locally Guests
3.3.2 General information of Labor in travel field Figure 53 illustrates the proportion of staff by their gender in each job position. The bars indicate the
portion of male vis-a-vis female employees in each of the positions. Except for the case of TGE – a job
requiring good health and long days away from home - which had more male employees (60.6%), the
portions of female staff of each job position were higher than those of male staff. In particular, the
percentage of women working as TCNs (75.9%) was about 3 times than that of men in the same job. And
SMM (69.2%) and TOA (67.3%) female employees were about double than male ones at each position. In
25.9
7.466.7
In-bound Out-bound Both
30.33
69.67
International Domestic
22.06
3.44
74.50
In-bound guest
Out-bound guest
Domestic travelling within Vietnam
Manpower Survey 2015 P a g e | 44
the situation of PMA, it is seen a smaller gap between men and women, i.e. PMA female with 58.3%, PMA
male with 41.7%.
Figure 53: Gender by Positions
Figure 54: Work Arrangement by Positions
Figure 55: Education Level by Positions
Figure 56: VTOS Training and Certification
24
.1% 41
.7%
30
.8%
32
.7% 6
0.6
%
75
.9% 58
.3%
69
.2%
67
.3% 3
9.4
%
TCN PMA SMM TOA TGE
MALE FEMALE
98
.1%
91
.7%
92
.3%
98
.0%
47
.7%
52
.3%
TCN PMA SMM TOA TGE
Fulltime Parttime
28
.75
%
27
.52
%
17
.50
%
17
.45
%
17
.68
%
14
.83
%
24
.55
% 15
.45
%
14
.20
%
14
.79
%
12
.73
%
12
.73
%
37
.00
%
54
.08
%
53
.64
%
32
.36
%
45
.79
%
TCN PMA SMM TOA TGE
Certificate level 1 Certificate level 2
Certificate level 3 Diploma level 4
Advanced Diploma level 5 No Certificate
18
.5%
17
.6%
40
.2%
71
.3%
83
.3%
76
.9%
76
.5%
54
.5%
15
.4%
TCN PMA SMM TOA TGE
Highschool Associate
Bachelor Postgraduate
Manpower Survey 2015 P a g e | 45
Figure 55 provides information on the staff education levels across positions in the current study. In general,
it can be seen from the chart that a majority of staff (ranging from 54.5% in TGE to 83.3% in PMA) across
positions held a bachelor’s degree, while the other three education levels varied across the positions. First,
TCN observed the highest proportion (9.3%) of high school diploma and lower. In this position, the numbers
of employees obtaining a three-year associate’s degree and a postgraduate degree were 18.5% and 0.9%
respectively. Second, for the managing positions like PMA and SMM, in comparison with other positions,
there was the highest level of staff who held a postgraduate degree (15.4% for SMM and 8.3% for PMA), as
well as no staff at all were holding high school diploma. But interestingly, at the same time staff with only
associate’s degree accounted for 8.3% of the position as PMA and 7.7% of the position as SMM. Third, for
TOA, similar to other positions, there was a large percentage of staff that holds an undergraduate degree
(76.5%) which followed by staff who held an associate’s degree (17.6%), a high school diploma (3.9%), and
a postgraduate level (2.0%). The last position, TGE, was quite different from the rest in terms of staff
education profile when it had the smallest proportion of staff who held a bachelor’s degree (54.5%) and
the largest portion of associate’s degree holders (40.2%). The number of people who held a high school
diploma was very small (4.5%) and those who earned a postgraduate degree was negligible, around 1%.
Figure 54 indicates the types of work arrangement at the surveyed travel business. The results suggested
that, with the exception of TGE, full-time employment accounted for the majority of the work force (all
higher than 90%), particularly , with TCN having the highest percentage of full-timers (98.1%) followed by
TOA (98.0%), SMM (92.3%), PMA (91.7%). Lastly, as expected, the ratio of full-time vs. part-time employees
in TGE was quite balance (52.3% vs. 47.7%). When the other positions require more stable staff, travel
agencies tend to depend more on outsourcing tour guides as a solution to the issue of seasonality of the
tourism industry.
Figure 56 suggests that the percentage of staff with VTOS training varied greatly across positions. In some
of the positions such as TCN and TOA, a sizable portion of staff, approximately 65%, have received some
training with content similar to those of VTOS training and certifications. On the other hand, the portion of
staff who received these kinds of trainings in TGE, PMA, and SMM were lower, ranging from 46% -54%.
Among those who received trainings, a majority of staff in the lower ranking positions received Certificate
1, 2 and 3 (ranging from 47.12% to 59.4%), while the percentage of staff in the managerial positions
received proportionally more Diploma 4 (12.73% for both PMA and SMM). In case of advanced diploma
level 5, PMA had 8.64% of staff. It is interesting to note that while no SMMs were holding advanced diploma
level 5, there was quite a certain number of staff at the lower positions obtaining this level (TOA with 4.6%,
TCN with 0.5%, and TGE with 0.21%).
Manpower Survey 2015 P a g e | 46
3.3.3 Labor Performance The following figures provide detailed description of the current job performance across the positions
surveyed in the current study. Besides the overall job performance, we asked the managers of the hotels
to evaluate their staff performance based on VTOS’s 5 units of competence that specify particular skills,
knowledge and behaviors/attitudes necessary to fulfill the job requirements satisfactorily. Detailed
descriptions of the competency units are displayed in Error! Reference source not found., section 3.2.3.
According to the data, across positions and competency units, a majority of the employees (50%-80% for
most positions) met the expectations of the jobs. Only a small proportion of the staff was evaluated as
failing to meet the job requirement. Thus, there was a medium percentage of staff, approximately 20% for
most positions, evaluated as outstanding employees with job performance go beyond the expectations of
the job. Across all competency units, on average, functional units received the highest percentage of staff
of all positions whose performance could be estimated to be exceeding the expectations.
The weaknesses among staff in the travel services verified considerably across positions. For the TCN
position, the managerial competency (i.e., competencies involve managing, supervising or influencing the
work of others) seemed to be the most troublesome as 23.6% of the staff lack this competency. However,
at the lower position as TCN, this figure is not as worth being concerned as the percentage of staff who lack
core competency (i.e., basic skills that most employees should possess such as team work or IT skills) with
18.9%. For the PMA and SMM – two managerial positions, the biggest problem seemed to be similar to
TCN, i.e. core competency (with 14.3% for PMA and 18% for SMM). This is obviously serious because this
competency is considered as essential for anyone to work competently. For the TOA position, the situation
seemed to be positive as lower than 10% of the staff had performance issues across most of the competency
units. Managerial competency was the only problem for TOA when 22.7% of staff could not satisfy the
expectation, but this is not an essential competency for this position. Finally, for the TGE position, even
though management competency was identified as not important for this position, there was only 12.7%
of the staff below the expectation with this competency unit. The most troublesome issue lies in the lack
of core competency (with 16.7%). Putting all together, it raises a need for improving basic skills like
teamwork, IT skills, and language skills for every position at the travel agencies. As well, similar to our
conclusion for the accommodation services, the results suggest that using VTOS’s competency units may
benefit organizations in their performance appraisal and management tasks because it requires raters to
BOX 8: LABOR GENERAL INFORMATION
Except for TGE, female staff of each job position were higher than male ones.
A majority of staff across positions held a bachelor’s degree.
TGE, being different from the other positions, had the smallest proportion of staff who held a bachelor’s degree and the largest portion of associate’s degree holders.
Except for TGE, the other positions require more stable staff (more than 90% of the work force are fulltime).
The ratio of full-time vs. part-time employees in TGE was quite balance.
TCN and TOA had more staff obtaining training with content similar to those of VTOS training and certifications than TGE, PMA, and SMM
A majority of staff in the lower ranking positions received Certificate 1, 2 and 3
No SMMs were holding advanced diploma level 5, while there was quite a certain number of staff at the lower positions obtaining this level
Manpower Survey 2015 P a g e | 47
differentiate an individual performance across different aspects of the jobs. This will facilitate the
performance feedback by allowing managers to give more specific responses to their staff and organizations
can design more appropriate training for their employees.
Figure 57: Travel Consultant Job Performance
Figure 58: Product Manager Job Performance
Figure 59: S&M Manager Job Performance
Figure 60: Tour Operator Job Performance
Figure 61: Tour Guide Job Performance
Figure 62: Job Performance across Positions
Similar to our conclusion for the accommodation services, the results suggest that, by using VTOS’s
competency units, organizations might be able to improve their performance appraisal and management
function because it requires raters to differentiate an individual performance across different aspects of
the jobs. This will certainly facilitate the performance feedback by allowing managers to give more specific
responses to their staff and organizations can design more appropriate training for their employees.
10.8%
8.9%
18.9%
9.0%
23.6%
16.7%
67.1%
59.1%
72.2%
67.2%
60.8%
66.9%
22.1%
32.0%
8.9%
23.8%
15.7%
16.4%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
9.4%
5.6%
14.3%
10.0%
7.9%
9.2%
65.6%
52.5%
65.0%
51.4%
64.3%
58.3%
25.0%
41.9%
20.7%
38.6%
27.9%
32.5%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
10.0%
10.0%
18.0%
8.6%
8.6%
10.0%
56.7%
60.0%
72.0%
67.1%
77.1%
73.3%
33.3%
30.0%
10.0%
24.3%
14.3%
16.7%
0% 20% 40% 60% 80% 100%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
12.7%
3.8%
8.2%
5.3%
22.7%
5.4%
73.3%
57.7%
69.6%
79.8%
58.7%
75.4%
14.0%
38.5%
22.1%
14.9%
18.7%
19.2%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
13.9%
5.4%
16.7%
7.5%
12.7%
7.3%
70.4%
58.3%
70.8%
73.3%
70.9%
79.1%
15.7%
36.3%
12.5%
19.2%
16.4%
13.6%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
11.8%
6.3%
14.4%
7.6%
16.5%
9.2%
68.3%
57.6%
70.0%
70.2%
65.2%
72.0%
19.8%
36.1%
15.6%
22.2%
18.3%
18.7%
Overall
Functional
Core
Generic
Managerial
RT
Below expectation Meet expectation Exceed expectation
Manpower Survey 2015 P a g e | 48
3.3.4 Human Resource Practices
Hiring
The hiring process consists of three interrelated phases: recruitment, selection, and socialization. As
discussed in the early section (i.e. section 3.2.4.1), hiring process is considered as the most important HR
function that directly influence the quality of an organization’s human resources. In this particular study we
choose focus on the first two phases of the hiring process, i.e., recruitment and selection. More specifically,
in recruitment, respondents were first asked to choose the top three most frequently used sources of
recruitment and then to evaluate the effectiveness of six popular recruitment sources (i.e., internal source,
referrals from current employees, college recruiting, company website, job search website, and advertising
on mass media) in attracting applicants. Similarly, in selection, respondents were first asked to choose the
top three most frequently used selection methods and to evaluate the effectiveness of six popular selection
methods (i.e., bio data, ability tests, personality tests, work sample, interviews, and assessment centers) in
selecting new applicants.
Figure 63-64 shows the level of use of the above mentioned recruitment sources across different positions
as well as all positions combined. Generally, the results of the study indicated that internal source was the
most frequently used source of recruitment for all positions (with 57.4%), followed by Referral from
employees (43.3%), Job search Website (40.2%), company website (24.9%), College recruitment (21.7%)
and Mass media source (16.6%). The level of use of each source in details verified among the five job
positions.
First, internal sources, referrals from current employees, and specialized job search websites were the three
most frequently used sources of recruitment for TCN, chosen by 61.9%, 52.4% and 47.6% of the businesses,
respectively. For the two managerial positions, PMA and SMM, two most frequently used sources of
recruitment were internal source (71.4% and 53.8%, respectively) and specialized job search websites
(42.9% and 38.5%, respectively). Specifically for SMM, the level of use of company website was as high as
that of job search website. Next, for TOA, internal source and referral from employees with the same figure
(52%) together became the most popularly used sources of recruitment. Finally, for TGE, referrals from
current employees (60%) surpassed internal source (48%) to be the most frequently used source in seeking
potential, while college recruitment ranked the third position (40%), which could be considered of the
highest level of use across all positions. Obviously, as can be seen college recruitment (except for TGE),
company website (except for SMM), and mass media source were not popular choice for recruitment
among surveyed businesses in the current study.
BOX 9: LABOR PERFORMANCE
A majority of the employees (50%-80% for most positions) met the expectations of the jobs
A medium percentage of staff, approximately 20% for most positions, were evaluated as outstanding employees.
Across all competency units, functional units received the highest percentage of staff of all positions.
For the PMA, SMM, TGE and TCN, the biggest problem stayed in core competency (i.e., basic skills that most employees should possess)
For the TGE position, even though management competency was identified as not important for this position, there was only 12.7% of the staff below the expectation with this competency unit
Manpower Survey 2015 P a g e | 49
With regard to the effectiveness of the recruitment sources, the data suggest that none of the sources were
effective in helping organization to seek for potential applicants. It can be concluded that the differences
in the popularity of these sources of recruitment did not really transfer to the differences in term of their
effectiveness and businesses seemed to have difficulty in allocating the labor market fit for their vacant
positions (See figure 65).
Figure 63: Recruitment Sources
Figure 64: Recruitment Sources (continued)
61
.9%
52
.4%
19
.0%
23
.8% 4
7.6
%
28
.6%
71
.4%
21
.4%
14
.3%
14
.3% 42
.9%
7.1
%
53
.8%
30
.8%
15
.4%
38
.5%
38
.5%
15
.4%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
InternalSource
Referral fromemployees
CollegeRecruitment
CompanyWebsite
Job searchWebsite
Mass Mediasource
Travel Consultant Product Manager S &M Manager
52
.0%
52
.0%
20
.0%
20
.0% 44
.0%
20
.0%4
8.0
%
60
.0%
40
.0%
28
.0%
28
.0%
12
.0%
57
.4%
43
.3%
21
.7%
24
.9%
40
.2%
16
.6%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
InternalSource
Referral fromemployees
CollegeRecruitment
CompanyWebsite
Job searchWebsite
Mass Mediasource
Tour Operator Tour Guide All positions combined
Manpower Survey 2015 P a g e | 50
Figure 65: Effectiveness of Recruitment Sources
For selection, the results of the study indicated that bio data, interviews, and personality inventory were
the three most frequently used selection methods for TCN, chosen by 75.0%, 55% and 50% of the
businesses, respectively. For the two managerial positions, PMA and SMM, it is interesting to note that the
selection of these two positions based vastly on Bio data (61.5% for PMA and 66.7% for SMM). There were
a modest percentage of surveyed organisations which applied other selection methods like interview (30%
for PMA and 41.7% for SMM), work sample and assessment center (all with 25% and below). Next, TOA is
the position that received the highest percentage of businesses which used bio data (76%) and ability test
(76%) in the selection process. Besides these two selection methods, there were a sizable proportion of
businesses using other methods like interview (60%), work sample (48%) and personality (36%). It is
interesting to admit there was a combination of the most variety of methods in the selection of a TOA.
Similarly, except for ability test (used by only 15.4% of the businesses), TGE also received the use of various
selection methods together, i.e. bio data (73.1%), personality test (34.6%), work sample (46.2%) and
interview (61.5%). Obviously, as can be seen from Figure and Figure , bio data was most popular in the
travel sector. For the managerial positions, the methods used for screening job applicants were basically
bio data and interviews. The lower the positions were, the more methods were combined, i.e ability tests,
personality inventories and assessment centers.
2.712.52
2.67 2.732.89 2.86
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Internal jobposting
Referralfrom
currentemployees
Collegerecruiting
Companywebsite
Job andcareer
website
Newspaperand other
relatermedia
BOX 10: RECRUITMENT SOURCES
Internal source, Referral from employees and Job search Website was the most frequently used source of recruitment for all positions.
College recruitment (except for TGE), company website (except for SMM), and mass media source were not popular choice for recruitment among surveyed businesses
None of the sources were effective in helping organization to seek for potential applicants
Manpower Survey 2015 P a g e | 51
Figure 66: Methods Used in Selection
Figure 67: Methods Used in Selection (continued)
With regard to the effectiveness of the selection methods, the data (figure 68) suggest that only work
sample was the most effective tool in helping organization making ‘hire’ or ‘no hire’ decision. However,
even with this position, its effectiveness was quite modest (3.11 points on a scale of 5). It can be concluded
that the differences in the popularity of these methods did not transfer well into the differences in term of
their effectiveness. On this note, it is particularly disappointed to see that travel businesses were not able
to make the best use of bio data (with lowest level of effectiveness among other methods – 2.19 points).
All the rest methods received lower than average points of effectiveness (under 3).
Figure 69 provides information regarding the challenges for travel businesses in the current study to have
the right amount of people and the right kind of people to cope with the demand of the businesses. As
75
.0%
35
.0% 50
.0%
35
.0% 5
5.0
%
10
.0%
61
.5%
15
.4%
15
.4%
23
.1%
30
.8%
23
.1%
66
.7%
16
.7%
8.3
%
25
.0% 41
.7%
25
.0%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bio Data Ability test PersonalityInventory
Work Sample Interview AssessmentCenter
Travel Consultant Product Manager S &M Manager
76
.0%
76
.0%
36
.0%
48
.0%
60
.0%
8.0
%
73
.1%
15
.4%
34
.6%
46
.2% 61
.5%
7.7
%
70
.5%
31
.7%
28
.9%
35
.4%
49
.8%
14
.8%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
Bio Data Ability test PersonalityInventory
Work Sample Interview AssessmentCenter
Tour Operator Tour Guide All positions combined
Manpower Survey 2015 P a g e | 52
expected, it is easier for travel businesses to staff lower ranking positions such as Travel Consultant, Tour
Operator and Tour Guide in comparison to higher ranking positions such as Product Manager and Sales and
Marketing Manager. These two managerial positions were most difficult positions to staff vacant positions.
Figure 68: Effectiveness of Selection Methods
Figure 69: Hiring Difficulty
2.19
2.92 2.873.11
2.89 2.86
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Bio Data IQ Personalitytest
WorkSample
Interview AssessmentCenter
3.00
4.00 4.08
3.00
3.35
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
TCN Staffing PMA Staffing SMs Staffing TOA Staffing TGE Staffing
Manpower Survey 2015 P a g e | 53
Employee Separation
We collected information regarding employee separation to examine the types of employee separation and
their impacts on travel business in the current study. Having turnover rate under the control is of great
concern among businesses in the service industries because fluctuation in the work force may pose a great
threat on the quality of the services. This is particular important in emerging markets and regions similar to
the Central Coast of Vietnam where strong economic development increasingly demands a bigger supply
of qualified labor.
According to the employee separation data collected by the study, employee separation is well under the
control among surveyed businesses and it was stable over the last 5 years. Among those who turnover of
all positions, most of them (above 90%) chose to leave the job voluntarily. The Manpower and Training
Needs Analysis 2013 report identified four main reasons for staff turnover which are (1) low salary, (2) unfit
working environment, (2) other job opportunity, and (4) lack of required skills. In this study, we asked the
travel businesses to indicate how influential these reasons were on their staff decisions to quit the jobs.
The results (Error! Reference source not found.) suggest that all of the four reasons played the quite similar
level of important role in motivating the staff to leave the organization.
Table 13: Staff Turnover in Travel Business
5 Year
Turnover 3 Year
Turnover 1 Year
Turnover Quit
Dis-charged
Retired Layoff
Travel Consultant 1.65 0.58 0.46 1.62 0.04 0.00 0.00
Product Manager 0.08 0.04 0.08 0.08 0.00 0.00 0.00
S&M Manager 0.23 0.19 0.04 0.23 0.00 0.00 0.00
Tour Operator 0.69 0.31 0.19 0.69 0.00 0.00 0.00
Tour Guide 0.96 0.23 0.38 0.92 0.04 0.00 0.00
BOX 11: SELECTION METHODS
Bio data was most popular in the travel sector.
For the managerial positions, the methods used for screening job applicants were basically bio data and interviews.
The lower the positions were, the more methods were combined, i.e ability tests, personality inventories and assessment centers.
Only work sample was the most effective tool in helping organization making hiring decision. Despite that, its effectiveness was quite modest (3.11 points on a scale of 5).
Travel businesses were not able to make the best use of bio data (with lowest level of effectiveness among other methods – 2.19 points).
All the rest methods received lower than average points of effectiveness (under 3)
It is easier for travel businesses to staff lower ranking positions such as Travel Consultant, Tour Operator and Tour Guide in comparison to higher ranking positions such as Product Manager and Sales and Marketing Manager
Manpower Survey 2015 P a g e | 54
Figure 70: Factors Leading to Quit
Training
Training is considered as one of the core human resource (HR) functions in any organizations. Training is
the systematic acquisition of skills, concepts, or attitudes resulting in improved performance in another
environment. Training is required in many situations such as getting new hires ready to perform effectively
on the job, retraining experienced employees due to changes in the job or organization, or continuously
development of employees. The Manpower and Training Needs Analysis 2013 report provides a
comprehensive analysis of the current training needs of various sectors in the tourism industry including
travel business. More specifically, customer service, English language, and communication are the most
sought after skills in the industry. For this reason, the current study focused only on how important it is for
staff in the surveyed positions to receive training in the next 5 years.
As indicated in figure 72 the results suggest that training was considered very important for all positions in
the current study. The results not only reflect the needs for travel businesses to improve current
performance (e.g., dealing with the performance deficiencies in some of the units of competence discussed
in section 3.3.2) but also the anticipation of growing challenges in the industry in the near future such as
increased competition and customer expectations. Equivalent to such overwhelming response to the
2.36 2.47
2.83
2.43
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Low Salary Workingenvironment
Other jobopportunities
Lack of skills
BOX 12: EMPLOYEES SEPARATION
Employee separation is well under the control among surveyed businesses and it was stable over the last 5 years.
Among those who turnover of all positions, most of them (above 90%) chose to leave the job voluntarily.
All of the four reasons for staff turnover (i.e. low salary, unfit working environment, other job opportunity, and lack of required skills) played the quite similar level of important role in motivating the staff to leave the organization.
Manpower Survey 2015 P a g e | 55
importance of training, more than 70% of the businesses had a dedicated training budget as a part of budget
for entire HR activities.
Figure 71: Training Budget
Figure 72: Importance of Training
Compensation
Compensation is a sum of quantifiable rewards received by employees for their labor. The goal of a
compensation system is to enable firms to achieve its strategic objectives within its unique characteristics
and environment. Compensation, therefore, is arguably one of the important factors in retaining and
motivating employees because it impacts a person economically, sociologically, and psychologically.
Research has found that equity or fairness is a crucial aspect of a compensation system. Equity means that
the compensation must be perceived as fair both within the company and relative to what other employers
are paying for the same type of labor.
As indicated in table 14 and figure 73 there was a great deal of variety in the salaries of staff across positions.
PMA and SMM were the two positions which paid the highest with salaries of a little over VND21 million.
Travel consultant and Tour operator received the second highest salaries among positions with salary of
70.6
29.4
TRAINING BUDGET YES NO
4.064.31
4.504.09 4.08
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
TCN PMA SMM TOA TGE
BOX 13: TRAINING
Training was considered very important for all positions in the current study
More than 70% of the businesses had a dedicated training budget as a part of budget for entire HR activities.
Manpower Survey 2015 P a g e | 56
just above VND11 million. Tour Guide was of the lowest salary level with a little over VND7 million. Most of
the business claimed that their salaries are on the same par with or above the market rate.
Table 14: Salary of Staff in Travel Business
Mean Std. Deviation*
Travel Consultant
Min 6.11 5.65
Average 11.13 12.69
Max 19.00 18.52
Product Manager
Min 10.50 8.23
Average 21.00 11.53
Max 25.00 21.21
S&M Manager
Min 6.75 6.03
Average 22.50 3.54
Max 15.67 12.50
Tour Operator
Min 7.79 5.57
Average 11.20 16.64
Max 10.50 8.00
Tour Guide
Min 4.94 3.58
Average 7.14 5.90
Max 10.00 9.18
* The standard deviation is a measure that is used to quantify the amount of variation or dispersion of a set of data values. A standard deviation close to 0 indicates that the data points tend to be very close to the mean of the set, while a high standard deviation indicates that the data points are spread out over a wider range of values.
Figure 73: Average Salary across Positions
11.13
21.00
15.67
11.20 10.50
0.00
5.00
10.00
15.00
20.00
25.00
TravelConsultant
ProductManager
S&M Manager Tour Operator Tour Guide
Manpower Survey 2015 P a g e | 57
Figure 74: Compensation Strategy
3.3.5 Conclusion and recommendation for travel field
- Total number of tourists (domestic and international) to Central Coast Region with 3 provinces in the present and as forecast to 2020, vision 2030 is quite uneven, however there is a large discrepancy in the number of international tour operators and tour guides in 3 provinces. This fact requires the stronger coordination, more links between these 3 provinces in the region to promote the efficiency of resources and meet the requirements of the market.
- With the development of tourism potential of the region in the future, the tour guide management and development sufficient in quantity and quality is one of the priorities for state tourism management organisation and vocational tourism training colleges.
- Percentage of workers in all positions have advanced degrees (bachelor), but levels are trained in tourism business are lower (based on job grade or VTOS equivalent), especially Product director positions and Tour guides. This will greatly affect the quality of service in the travel program and tourist satisfaction as well as the visitor’s experience.
- Travel enterprises have not really appreciate the active role of Travel, thus providing training budget of enterprises is very low, although they lack expertise.
- Most of Travel enterprises have fewer staff numbers, mainly part-time positions require a professional, therefore will affect the quality of work.
32
.51
%
21
.80
%
22
.69
%
22
.77
%
29
.16
%
29
.59
%
43
.60
%
37
.82
%
42
.12
%
29
.52
%
37
.90
%
34
.60
%
39
.50
%
35
.10
%
41
.32
%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
TCN PMA SMM TOA TGE
Under Market Rate Market Rate Above Market Rate
BOX 14: COMPENSATION
There was a great deal of variety in the salaries of staff across positions.
PMA and SMM were the two positions which paid the highest with salaries of a little over VND21 million.
Travel consultant and Tour operator received the second highest salaries among positions with salary of just above VND11 million.
Tour Guide was of the lowest salary level with a little over VND7 million
Most of the business claimed that their salaries are on the same par with or above the marker rate.
Manpower Survey 2015 P a g e | 58
- In the context of the current Asean integration, to avoid the loss of jobs in their areas, the stakeholder should act now:
• Travel Enterprises should raise awareness about their own role, actively organize training to
improve staff operations, and coordinate with vocational tourism training colleges, enabling
actual student work during the training time and recruitment of tourism skilled labor.
• State tourism management organisation support small travel enterprises (with less number of
employees) in the continuation occupational skills training, through professional training
courses by VNAT, DCST and other non-governmental organizations.
• Vocational training colleges are required to closely cooperate with the business, understand
the actual needs of enterprises on the requirements / criteria for future employees to develop
appropriate training programs, and looking the internship opportunities for students before
graduation.
3.4 Manpower analysis in Education Institution/ vocational tourism training colleges in
Mekong Delta region with 3 provinces Can Tho city, Kien Giang and An Giang
There were 6 vocational tourism training colleges participated in the current study. Figure 75 describes the
type of educational institutions participated in the current study. They can be classified as schools offering
only tourism-related programs or schools offering a more diverse range of programs including tourism
courses. All of the 6 educational institutions responded to our survey were schools with more
comprehensive programs rather than tourism-related programs only.
3.4.1 Training Programs
Current Programs
Figure 76 shows the types of training programs available at the 6 schools participated in the current study.
The bars indicate the portion of availability vis-a-vis unavailability of the 14 tourism programs, i.e. Food and
Beverage Management (FBM), Bar Operation & Management (BOM), Front Office Operation (FOO),
Housekeeping Operation & Management (HKO), Food Production (FDP), Hotel Management (HTM),
Restaurant Management (RSM), Tour Guiding (TGD), Tour Operation (TOP), English for Hospitality (EFH),
English for Tour Operation (EFT), Travel and Tourism Management (TTM), Tourism Studies (TRS), Vietnam
Studies (VNS).
As can be seen from Figure , as tourism is just only one of many other training majors offered, the tourism-
related programs provided by the surveyed institutions were very limited. Such programs as BOM, HKO,
TOP, EFH, EFT and TRS were not available. The most popular program among the asked schools was FBM
but this was provided by just only 50% of the organisations. Approximately a third of the surveyed schools
offered FOO, HTM, RSM, TGD and VNS as a part of their training programs. Only 16.7% of the educational
organisations were having FDP and TTM in the training program.
Manpower Survey 2015 P a g e | 59
Figure 75: Current Training Programs
Figure 76: Current Program Level
All of the academic institutions involving into the study are vocational schools or colleges. This can be seen
from figure 77 which provides more details about the current training programs in terms of training level,
i.e., Master’s degree, Bachelor’s degree, Associate’s degree, and Vocational training degree. The bars
exhibit the percentage of programs in each training level. The results suggested no current programs were
offered at the Bachelor and Master levels. All of the programs provided by surveyed organisations were
available at vocational training and associate levels. Vocational training degree was very popular with some
programs such as FBM (100%) and FOO (100%), while associate level was more popular with FDP (100%)
and TTM (100%). The rest programs (HTM, RSM, and TGD) were trained at both of the two levels with the
equal proportions (50:50)
50
.0
33
.3
16
.7 33
.3
33
.3
33
.3
16
.7 33
.3
50
.0
10
0.0
66
.7
10
0.0 8
3.3 6
6.7
66
.7
66
.7
10
0.0
10
0.0
10
0.0 8
3.3
10
0.0
66
.7
0
10
20
30
40
50
60
70
80
90
100
FBM BOM FOO HKO FDP HTM RSM TGD TOP EFH EFT TTM TRS VNS
Yes No
10
0.0
10
0.0
50
.0
50
.0
50
.0
10
0.0
50
.0
50
.0
50
.0
10
0.0
0.0
10.0
20.0
30.0
40.0
50.0
60.0
70.0
80.0
90.0
100.0
FBM FOO FDP HTM RSM TGD TTM
Vocational training Associate Bachelor Master
Manpower Survey 2015 P a g e | 60
Table 15: Current Program Size and Tuition
Course name Average number
of students
Average tuition
fees
Food & Beverage Management 58 1.75
Bar Operation & Management Not available program
Front Office Operation 80 4.60
Housekeeping Operation & Management Not available program
Food Production Not given
information
4.70
Hotel Management 100 5.00
Restaurant Management 35 4.10
Tour Guiding 80 4.60
Tour Operation Not available program
English for Hospitality Not available program
English for Travel Management Not available program
Travel and Tourism Management 100 5.00
Tourism Studies
Vietnamese Studies 95 11.00
Table 15 provides information on the average total number of students admitted each year and their
corresponding tuition fees for each of the training programs at the surveyed educational institutions. In
terms of student admission, the number of students was very modest with the maximum of 100 students
per year. Staying at the top is Hotel Management and Travel and Tourism Management (100 students per
year on average). Other programs including Vietnamese Studies (95 students), Front Office Operation (80
students), and Tour Guiding (80) had a very small gap with the first group. In addition, it is interesting to
note that though Food & Beverage Management was the most popular program among the surveyed
institutions (offered by 50% of the organisations according to figure 62 above), the level of student
admission on average was quite low (53 students). Restaurant Management was the smallest program
which admitted only 35 students on average, which was a very small figure. The low amount of students of
studying F&B and restaurant related majors somehow has created an issue for the provision of trained
human resources for this industry when there is always a need for qualified employees for this service
section.
In terms of average tuition fees per year, the order was different. Students will be charged the most if they
join the VNS program (VND11m). The next group of programs charging students around VND4-5m includes
FOO (VND4.60m), FDP (VND4.70m), HTM (VND5.00m), RSM (VND4.10m), TGE (VND4.60m), TTM
(VND5.00m). At a lowest rate, with approximately VND1.7m, students can join FBM. Once again, FBM has
created a surprise when it was the most inexpensive program.
Manpower Survey 2015 P a g e | 61
Future Programs
Figure 77 indicates the types of programs surveyed institutions plan to offer in the next 5 years by 2020.
The horizontal axis displays the 14 training programs mentioned in the previous section and the vertical
axis shows the percentage of schools that will or will not provide these programs in addition to their current
ones. It is interesting to compare between this figure results with the current programs offered by the
surveyed academic institutions. First, there was an increasing attention to programs like BOM, FOO, TOP
and English when more schools said that they would offer these programs in the next 5 years. Among the
above mentioned programs, BOM, TOP and English were the new programs to the schools’ current training.
The second group belongs to the programs that received no more attention of the institutions when the
percentage of educational organisations will offer them stay the same with that of the present. These
programs are FDP (16.7%), TTM (16.7%) and VNS (33%). Especially, all of the organisations continued not
providing programs like HKO and TRS even in the next 5 years. Finally, there were several programs which
would be offered by less institutions than the present, i.e. FBM (50% to 16.7%), RSM (33.3% to 16.7%). Even
worse, no more organisations continued to offer HTM and TGD in the future. While the hotel and tourism
industry is experiencing the high level of demand as well as more and more new hotels were being built in
the Mekong Delta to serve more demand, the reduction as well as the stop in offering several programs
like HKO, FBM, RSM, TGD, HTM could cause a serious issue in the provision of human resources for tourism
and hospitality industry in the Mekong Delta area.
BOX 13: CURRENT PROGRAMS
Tourism-related programs provided by the surveyed institutions were very limited.
Such programs as BOM, HKO, TOP, EFH, EFT and TRS were not available.
The most popular program among the asked schools was FBM but this was provided by just only 50% of the organisations.
All of the programs provided were available at vocational training and associate levels only.
Vocational training degree was very popular with some programs such as FBM and FOO, while associate level was more popular with FDP and TTM. The rest programs (HTM, RSM, and TGD) were trained at both of the two levels with the equal proportions (50:50)
The level of student admission was very modest with the maximum of 100 students per year
Staying at the top of student admission is Hotel Management, Travel and Tourism Management, Vietnamese Studies, Front Office Operation, Tour Guiding.
Though Food & Beverage Management was the most popular program among the surveyed institutions, the level of student admission on average was quite low.
The highest level of tuition fee was VND11m (VNS programme).
Most of the programs charged around VND4-5m, including FOO, FDP, HTM, RSM, TGE, and TTM.
At a lowest rate, with approximately VND1.7m, students can join FBM
Manpower Survey 2015 P a g e | 62
Figure 77: Future Training Programs
Figure 78: Future Program Levels
Figure 78 provides the details of the future programs in terms of training level. The horizontal axis displays
the 14 training programs and the vertical axis exhibits the percentage of institutions offering each of the
programs at each of the training levels. TTM and VNS were the only two programs that would be trained at
the bachelor program, stated by 100% of the institutions which would provide them in the next 5 years. It
is visible that most of the new programs like TOP, EFH, EFT would be offered at the associate’s level only.
RSM would also be provided at this level by 100% of the organisations which intended to offer it. FBM, FOO
and FDP would be offered at the vocational training level only, while BOM was the only program which
would be provided at both vocational and associate’s levels with the equal proportion.
Table 16 indicates the average number of students and tuition fees that the institutions would apply for the
future programs. Generally, the additional number of students to be admitted to the future programs by
2020 was small or even negative, except for VNS. On average, some of the programs would see an increase
of 40 - 50 students (e.g., BOM with 43, RSM with 100, TOP with 50, EFH with 50, EFT with 50). The number
of students to be admitted to TTM would be the same as that of the present (100 students). At the reversed
trend, there were some programs that would receive an even smaller number of students in the comparison
with the figure of the present, i.e. FBM (50 students) and FOO (43 students). These programs would be
down scaled not only in terms of the number of institutions would offer them but also the amount of
16
.7 33
.3
40
.0
16
.7
16
.7
16
.7
16
.7
16
.7
16
.7 33
.3
83
.3 66
.7
60
.0
10
0.0 83
.3
10
0.0 83
.3
10
0.0 83
.3
83
.3
83
.3
83
.3
10
0.0
66
.7
0
20
40
60
80
100
FBM BOM FOO HKO FDP HTM RSM TGD TOP EFH EFT TTM TRS VNS
Yes No
10
0.0
50
.0
10
0.0
10
0.0
50
.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
10
0.0
0
10
20
30
40
50
60
70
80
90
100
FBM BOM FOO HKO FDP HTM RSM TGD TOP EFH EFT TTM TRS VNS
Vocational training Associate Bachelor Master
Manpower Survey 2015 P a g e | 63
students would be admitted. VNS was the only program that would welcome more students (from 95 to
225). However, VNS is also the program that does not offer specific tourism-related skills as compared with
programs like FBM, FDP, FOO, TGD, TOP or HKO.
The tuition fees for the future programs were seen not much different from the current level. Most of the
programs would be still at the level of VND4 -5m (BOM, FOO, FDP, RSM, TOP, EFH, EFT). VNS would still be
offered with the tuition fee of VND11m. This raised the question about if the asked institutions were really
aware of the changes of economic environment within the next 5 years.
Table 16: Future Program Size and Tuition
Average number of students
Average tuition fees
Food & Beverage Management 50 Not given
Bar Operation & Management 43 4.00
Front Office Operation 43 4.00
Housekeeping Operation & Management Not available program
Food Production 100 4.50
Hotel Management Not available program
Restaurant Management 100 5.00
Tour Guiding Not available program
Tour Operation 50 4.00
English for Hospitality 50 4.00
English for Travel Management 50 4.00
Travel and Tourism Management 100 Not given
Tourism Studies Not available program
Vietnamese Studies 225 11.00
Manpower Survey 2015 P a g e | 64
3.4.2 Teaching Capacity Development
Current Staffing Statistics
Figure 79 present the detailed findings about teaching staff of five different departments (i.e., Hospitality
Management, Restaurant Management, Tour Operation, Food Production, and English Department) at the
surveyed educational institutions. The information collected includes total number of staff, gender,
educational background and qualification, and work arrangement.
BOX 14: FUTURE PROGRAMS
More schools would offer programs like BOM, FOO, TOP and English in the next 5 years.
The percentage of educational organisations which will offer FDP, TTM and VNS stayed the same with that of the present.
All of the organisations tend not to provide programs like HKO, TRS, HTM, and TGD in the next 5 years
There were several programs which would be offered by less institutions than the present, i.e. FBM and RSM.
TTM and VNS were the only two programs that would be trained at the bachelor program.
Programs like TOP, EFH, EFT, and RSM would be offered at the associate’s level only. FBM, FOO and FDP would be offered at the vocational training level only.
BOM was the only program which would be provided at both vocational and associate’s levels with the equal proportion.
The additional number of students to be admitted to the future programs by 2020 was small or even negative, except for VNS
The additional number of students to be admitted to the future programs by 2020 was small (40 - 50 students, i.e. BOM, RSM , TOP, EFH, EFT), zero (i.e. TTM) or even negative (i.e. FBM and FOO)
VNS was the only program that would welcome more students (from 95 to 225)
The tuition fees for the future programs were seen not much different from the current level, still at the level of VND4 -5m (BOM, FOO, FDP, RSM, TOP, EFH, EFT)
Manpower Survey 2015 P a g e | 65
Figure 79: Average Number of Faculty Member across Departments
Figure 80: Gender across Departments
Figure 79 displays the average total number of faculty members at the five departments. As can be seen
from the chart, the number was quite small, all under 5 across the departments. More specifically,
Restaurant Management department was the biggest department with an average of 4.17 teaching staff,
followed by Hospitality Management (4.11), Tour Operation (2.50). The rest two departments, Food
Production (0.83) and English (1.00) had a very low figure of staff when each had around only one training
staff on average. This situation of low number of training staff can explain the reasons why the educational
institutions did not or would not offer a variety of programs as well as receive a modest number of students
admitted for each program, as discussed in the previous section.
Figure 80 provides further information about teaching staff in terms of gender. The bars indicate the
proportions of male and female staff in each department. In general, it can be seen an invasion of female
staff in all departments. Even, in the Food Production department, there were no male trainers at all.
3.17
4.17
2.50
.83 1.00
0.00
1.00
2.00
3.00
4.00
5.00
6.00
HospitalityManagement
RestaurantManagement
Tour Operation FoodProduction
English
10
.5% 3
6.4
%
27
.3%
89
.5%
94
.4%
63
.6%
10
0.0
% 72
.7%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
Male Female
Manpower Survey 2015 P a g e | 66
Restaurant Management (5.6%), Hospitality Management (10.5%), and English were all seeing a very
modest percentage of male training staff. Tour Operation was the department that has the highest
proportion of male, but just about one – third of the total amount of training staff of the department.
Figure 81: Qualification across Departments
Figure 82: VTOS Certification across Departments
Figure 81-82present the profile of the training staff in terms of their education and qualification. It is
obvious that PhD degree holders were lacked totally across all the departments. With the degree of master,
there were quite few in number with no more than 33.3% of the teaching staff across most of the
departments, except for Tour Operation. Tour Operation was the only department which had the equal
proportion of Bachelor and Master holders (50% vs. 50%). In the order from high to low, the percentage of
training staff who were at the postgraduate degree of the rest departments was 33.3% (Food Production),
28.6% (English), 15.8% (Hospitality Management and Restaurant Management).
84
.2%
84
.2%
50
.0%
66
.7%
77
.8%
15
.8%
15
.8%
50
.0%
33
.3%
28
.6%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
BA MA PhD
42
.11
%
32
.00
%
46
.67
%
40
.00
%
60
.00
%
57
.89
%
68
.00
%
53
.33
%
60
.00
%
40
.00
%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
VTOS Non-VTOS
Manpower Survey 2015 P a g e | 67
Because of the recent effort by ESRT in providing training workshop for VTOS Trainers, we were interested
in learning how popular VTOS’s certification was among teaching staff from education institutions. In the
survey, respondent indicated the number of teaching staff who have awarded VTOS’s certificate in each of
the departments. The results in Figure suggested that among most of the departments, there was a slightly
smaller percentage of teaching staff who had VTOS certificates to compare with that of non-VTOS holders.
Interestingly, the department which had the most training staff who obtained VTOS certificate (60%) was
English department – the section that was not included in any VTOS standards. In the order from high to
low, the percentage of VTOS obtainers of all other departments was 46.67% (Tour Operation), 42.11%
(Hospitality Management), 40.00% (Food Production), and 32.00% (Restaurant Management). These
figures can be considered as higher than the travel and accommodation sectors.
Finally, figure 83 provides information on the kind of work arrangement (i.e., fulltime versus part-time
positions) at the surveyed schools. It is obvious that a majority of the employees (at least 52.6%) were full-
timers. For more details, English department (20%) and Tour Operation department (6.7%) were of a very
low level of part-time staff. Even in Food Production department, 100% of training staff were full-time
employees. However, it was interesting to observe that Management-related departments (i.e., Hospitality
Management and Restaurant Management) have a sizable number of staff who were part-timers in
comparison to those in other departments. They were probably staff coming from the industry (e.g., hotels
and restaurants), who had experiences in management. The higher percentage of staff coming from the
industry indicated that schools are increasingly aware of the importance of having more practicality in their
trainings.
Figure 83: Work Arrangement across Departments
47
.4%
40
.0%
20
.0%
52
.6%
60
.0%
93
.3%
10
0.0
%
80
.0%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
Parttime position Fulltime position
Manpower Survey 2015 P a g e | 68
Future Staffing Plan
Figure 84 shows the average number of teaching staff that the surveyed schools were planning to recruit
by 2020. In general, the number of new hires to be added to each departments was negative for all
departments. For more details, the average number of staff from 2015 to 2020 tended to decrease from
3.17 to 2.83 at HMD, from 4.17 to 3.00 at RMD, from 2.50 to 0.67 at TOD (the biggest decline), from 0.83
to 0.17 at FPD, and from 1.00 to 0.67 at English Department. Putting together with the plan of future
programs and student admissions discussed in the previous parts, this decline in the planned number of
staff recruited was reasonable but promising not a bright future for the training situation of tourism and
hospitality in Mekong Delta area.
Building on the notion that educational institutions are more aware of the importance of improving the
quality of their tourism training programs towards more industry-oriented, the current survey asked
schools about where they would look for their new teaching staff, from business organisations or from
educational organisations. The responses were very interesting as they were varied among the
departments. While the schools planned to hire the majority of their new teaching staff from the industry
for TOD (75%) and FPD (100%), the number of new hires from educational organisations would still
dominate the departments like English (100%), HMD (82.4%), and RMD (77.8%). This can be no problems
with English training, but should be reconsidered by the schools in terms of HMD and RMD as these two
sections both requiring their staff to have real experiences.
BOX 15: CURRENT STAFFING STATISTICS
The average number of faculty member per department was quite small, ranging from 0.83 to 4.17at each faculty. Also, schools do not anticipate significant increase in their teaching staff in the next five years.
It can be seen an invasion of female staff in all departments with the very modest percentage of male staff (around 10% and less). Tour Operation was the department that has the highest proportion of male, but just about one – third of the total amount of training staff of the department.
With the degree of master, there were quite few in number with no more than 33.3% of the teaching staff across most of the departments, except for Tour Operation (50%).
There was a slightly smaller percentage of teaching staff who had VTOS certificates to compare with that of non-VTOS holders.
The department which had the most training staff who obtained VTOS certificate (60%) was English department.
A majority of the employees (at least 52.6%) were full-timers.
Management-related departments (i.e., Hospitality Management and Restaurant Management) have a sizable number of staff who were part-timers in comparison to those in other departments
Manpower Survey 2015 P a g e | 69
Figure 84: New Hires across Departments
Figure 85: Sources of Recruitment across Departments
Figure 85 describes the educational level of teaching staff that were planned to be recruited. In general, it
is sad to see that PhD degree was not of importance when no schools planned to recruit new hires of this
degree for any departments, even those of management like HMD and RMD. Even worse, for these two
departments the percentage of MA holders was much lower than that of BA degree (not higher than 25%).
In FPD, 100% of the future training employees would be of BA level. This is not as serious as for the two
mentioned departments as food production training is based vastly on skills. Master degree was paid
attention for Tour Operation and English Departments only. The surveyed schools stated that 100% of new
hires for TOD and 75% of new hires for English department would have to obtain postgraduate
qualifications.
Figure 87 provides more information on the kind of work arrangements the schools planned to have for the
new hires. As can be seen, schools planned to significantly scale back the part-time teaching staff with only
2.833.00
.67
.17
.67
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
HospitalityManagement
RestaurantManagement
Tour Operation FoodProduction
English
82
.4%
77
.8%
25
.0%
10
0.0
%
17
.6%
22
.2%
75
.0%
10
0.0
%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
From educational organisations From business organisations
Manpower Survey 2015 P a g e | 70
5.9% (from the current 47.4%) for the Hospitality Management, 5.6% (from the current 40.0%) for the
Restaurant department and 0% (from the current 6.7%) for the Tour Operation and at the same time to
increase part-time teaching staff for English Department with 25% of the staff being part-timers. There
would be no change for Food Production when 100% of the new hires would be of fulltime employment.
Figure 86: Expected New Hires’ Qualifications across Department
Figure 87: Expected Work Arrangement across Departments
76
.5%
77
.8% 10
0.0
%
25
.0%
23
.5%
22
.2%
10
0.0
% 75
.0%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
BA MA PhD
25
.0%
94
.1%
94
.4%
10
0.0
%
10
0.0
% 75
.0%
HospitalityManagement
RestaurantManagement
TourOperation
FoodProduction
English
Parttime Fulltime
Manpower Survey 2015 P a g e | 71
Employee Separation
We collected information regarding teaching staff separation to examine the types of employee separation
and their impacts on educational institutions in the current study. Having turnover rate under the control
is of great concern among schools because lacking of teaching staff may pose a great threat on the quality
of the education services, students’ learning and students’ satisfaction. Table provides information on
employees’ separation over the last 5 years and the reasons for such turnover. According to the data,
teaching staff separation was well under the control among surveyed schools and it was stable over the last
5 years. Among those who turnover in RMD and TOD, most of them (above 80%) chose to leave the job
voluntarily.
Table 17: Teaching Staff Turnover
5 Year Turnover
3 Year Turnover
1 Year Turnover
Quit Dis-
charged Retired Layoff
Hospitality Management 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Restaurant Management 0.33 0.00 0.33 0.33 0.00 0.00 0.00
Tour Operation 0.83 0.17 0.33 0.67 0.00 0.17 0.00
Food Production 0.00 0.00 0.00 0.00 0.00 0.00 0.00
English 0.00 0.00 0.00 0.00 0.00 0.00 0.00
The Manpower and Training Needs Analysis 2013 report identified four main reasons for staff turnover
which are (1) low salary, (2) unfit working environment, (2) other job opportunity, and (4) lack of required
skills. In this study, we asked the schools to indicate how influential these reasons are on their staff decisions
to quit the jobs. The results (figure 88) suggest that alternative work opportunity was the main reason for
teaching staff to leave the jobs.
BOX 16: FUTURE STAFFING PLAN
The number of new hires to be added to each departments was negative for all departments.
While the schools planned to hire the majority of their new teaching staff from the industry for TOD (75%) and FPD (100%), the number of new hires from educational organisations would still dominate the departments like English (100%), HMD (82.4%), and RMD (77.8%).
PhD degree was not of importance when no schools planned to recruit new hires of this degree for any departments, even those of management like HMD and RMD.
Master degree was paid attention for Tour Operation and English Departments only.
Schools planned to significantly scale back the part-time teaching staff.
Manpower Survey 2015 P a g e | 72
Figure 88: Reasons for Quitting
Training
Training is considered as one of the core human resource (HR) functions in any organizations. Training is
the systematic acquisition of skills, concepts, or attitudes resulting in improved performance in another
environment. Training is required in many situations such as getting new hires ready to perform effectively
on the job, retraining experienced employees due to changes in the job or organization, or continuously
development of employees. The Manpower and Training Needs Analysis 2013 report provides a
comprehensive analysis of the current training needs of various sectors in the tourism industry including
educational institutions. More specifically, communication, customer service, food hygiene, health and
safety, and English skills are the most sought after skills in the educational institutions. For this reason, the
current study focused only on how important it is for staff in the surveyed positions to receive training in
the next 5 years.
As indicated in Figure , the results suggest that training is considered very important for teaching staff in all
programs among surveyed schools. The results reflected the needs for schools to improve current training
quality.
3.33
2.00
4.00
2.00
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Low salary Unfit workingconditions
Alternative workopportunity
Lack of knowledgeand skills
BOX 17: EMPLOYEES SEPARATION
Teaching staff separation was well under the control among surveyed schools and it was stable over the last 5 years.
Among those who turnover in RMD and TOD, most of them (above 80%) chose to leave the job voluntarily.
Alternative work opportunity was the main reasons for teaching staff to leave the jobs.
Manpower Survey 2015 P a g e | 73
Figure 89: Training Needs for Teaching Staff
Vocational training Quality
Figure 90: Factors Negatively Influence Training Quality
In the study, the respondents were asked to evaluate the factors that influence negatively the training
quality, of which results are displayed in the figure 90. In this figure, the vertical axis indicates the average
points from 1 to 5 to imply the level from being not at all influential to extremely influential, and the
horizontal axis presents the 7 common factors, i.e. lack of training staff, teaching staff lack of effective
teaching skills, teaching staff lack of practical and industry experience, lack of quality (practical and industry-
oriented) training curriculum, low student quality, students lack of effective learning skills, and poor training
facilities. In a common sense, all of the mentioned factors are considered to be important to very important
factors. Among them, the results of the university entrance examination, the lack of learning skills of the
students and teachers’ lack of effective teaching skills as well as practical experiences were considered as
the most influencing factors on the quality of training.
5.00
4.67
5.00 5.00
4.67
5.00 5.00 5.00 5.004.75 4.75 4.67
4.25 4.25
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
FBM BOM FOO HKO FDP HTM RSM TGD TOP EFH EFT TTM TRS VNS
3.50
4.004.33
3.40
4.834.50
3.80
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Lack ofteaching
staff
Staff lack ofeffectiveteaching
skills
Staff lack ofpractical &
industryexperience
Lack ofpracticaltraining
curriculum
Low studentquality
Studentslack of
effectivelearning
skills
Poortrainingfacilities
Manpower Survey 2015 P a g e | 74
Figure 91: Solutions to Improve Training Quality
Figure 91 displays the findings about the level of importance of solutions to training quality improvement.
The 7 proposed solutions are training staff on teaching skills, recruiting staff from the industry, having
training curriculum audited by experts from the industry, offering internship opportunities from the
industry for teaching staff and for students, improving training facilities and conducting placement program
for students. As can be seen from the chart, all of the mentioned solutions were rated to be very important
with the very high average points from 4.00 to 4.83. Among these, training teachers with effective teaching
skills and looking for more support from the industry (internship opportunities for students and the revision
of training curriculum by experts from the industry) were identified to be the best solutions.
3.5 Issues and recommendation for man power in accommodation and travel fields in
Mekong Delta region with 3 provinces - Can Tho city, Kien Giang and An Giang Based on the data collected and our analyses the following section provide a list of HR issues which need
to be addressed to ensure organizations to cope better with the changing market condition, increased
competition, and ever-changing customer expectations.
3.5.1 Work Performance The quality (or lack thereof) of the workforce is the biggest concern in both accommodation and travel
sectors. The results of the current study suggested that the number of staff that can exceed expectations
4.83
4.00
4.67 4.504.83
4.40 4.50
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
5.00
Trainingeffective
teaching skills
Recruitingfrom theindustry
Trainingcurriculumaudited by
experts fromthe industry
Internshipopportunitiesfor teaching
staff
Internshipopportunitiesfor students
Improving on-campustrainingfacilities
Conductingplacement
program forstudents
BOX 18: TRAINING QUALITY
Training is considered very important for teaching staff in all programs among surveyed schools.
The lack of learning skills of the students and teachers’ lack of effective teaching skills as well as practical experiences were considered as the most influencing factors on the quality of training.
Training teachers with effective teaching skills and looking for more support from the industry (internship opportunities for students and the revision of training curriculum by experts from the industry) were identified to be the best solutions.
Manpower Survey 2015 P a g e | 75
in job performance is low, under 10% in the accommodation sector, and 15-36% in the travel sector. The
serious issue identified here is that more than half of the staff in accommodation sector were performing
below expectations. The same figures in travel sector is much lower. Organizations need to develop a
comprehensive plan to deal with this issue effectively.
Further investigation of the performance of the work force indicated that the performance problems were
significantly more noticeable in the core (basic and essential skills for anyone to do the job), managerial
(managing, supervising or influencing the work of others) and responsible (specific skills required for the
enhancement of services and products towards a sustainable tourism development competency units.
Only around half of the front-line staff in the accommodation sector can perform functional skills (specific
skills and knowledge to perform effectively) up to or above expectations. This must be looked into. Further
investigation indicated that the performance problems were significantly noticeable in the core (basic and
essential skills for anyone to do the job), managerial (managing, supervising or influencing the work of
others) and responsible (specific skills required for the enhancement of services and products towards a
sustainable tourism development competency units). As discussed, these competency units do not only
affect the work quality of the job incumbents but also have a negative impact on the quality of others’ work.
3.5.2 Hiring In both sectors, organizations found it was more difficulty to staff managerial positions as compared to
the non-managerial positions. Both quantitative analysis of the data and qualitative analysis of the in-depth
interviews indicated that most of the businesses were struggling to staff these managerial positions. This is
understandable in light of recent reports on the quality of human resource in Vietnam The recent report by
the Manpower Group on Vietnam labor market indicated that, despite having a strong advantage in terms
of labor cost, Vietnam skill shortage, especially in management, is far more severe than area’s most
prominent and emerging powerhouse, India and China. In this particular study, we found there were certain
issues with both recruitment and selection activities.
Ineffective recruitment can negatively influence the ability of organizations to attract enough qualified
candidates and seriously hamper the effectiveness of other HR functions such as selection and training.
Internal Source, Referral from Current Employees and Specialized Job Search Websites were the most
popular recruitment sources for hotels and travel businesses to identify qualified candidates for vacant
positions. These are good and reliable sources, however, leaving out college recruitment and company own
website might limit the effectiveness of the recruitment efforts. These sources are not expensive, and if
done right, can attract a large number of qualified candidates to the organizations. Further examination of
the recruitment sources indicated that most of the sources were not effective in helping organization to
seek for the right kind of candidates for the job.
The lack of reliable and valid selection tools can seriously impact the quality of the workforce. Bio Data,
Interviews, and Work Samples were the most frequently used selection methods in both accommodation
and travel sector. However, the modest use of scientifically validated selection tools such as Ability Tests,
Personality Inventories, and Assessment Centers suggested that there is much room for improvement in
how organization select employees for their vacant positions. In terms of their effectiveness, Work Samples
and Interviews were identified as effective selection tools but only at the minimum level (rated just above
3 on a 5-point scale) indicating that organizations were not satisfied with their selection systems. This issue
is particular important because the quality of the selection process determines directly the quality of the
organization work force.
Recommendation on recruitment:
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There are three criteria that organization should consider in evaluating recruitment sources: (1) How long employees recruited from different sources stay with the company; (2) the cost of the recruitment; (3) the quality of the recruitment source.
Should also make a better use of college recruitment and company’s own website to attract more candidates
It is recommended that organization should build assessment system on the required knowledge, skills, ability and other characteristics derived from the job analysis (e.g., using VTOS or O*NET). With a good understanding of the knowledge, skills, ability and other characteristics (KSAOs), organizations can design or select suitable selection tools that are reliable and valid. It is very important for organizations to collect and document validity evidences of the selection tools for continuous improvement and legal compliance needs.
Ability Tests and Personality Inventories are becoming more popular selection tools and used by many organizations across industries. They are very effective in handling a large number of candidates for lower ranking positions and have shown excellent validity in helping organizations to choose the best candidates. Ability Tests (or Intelligent Tests) are very effective for complex job such as managers and Personality Tests can allow organizations to identify candidate with suitable traits for the jobs. Interviews can be effective only if they are done right. Recent research evidence suggests that structured and behavioral interviews are the most effective in the selection setting. Structured Interviews refer to the kind of interviews whose questions are based on job analysis information. Structure interviews use the same questions for all candidates and follow the same scoring system evaluated by multiple judges in each interview. Behavioral interviews focus on past behaviors of the candidates which are relevant to the current jobs. This focus allows interviewers to understand better about how candidate might behave in a relevant situation in the future. To use work samples for jobs which they can meaningfully create a “mini replicas” of the jobs. Work samples are very useful to measure job skills by taking samples of behaviors under realistic, job-like conditions.
Assessment Centers are recommended for key personnel selection in the businesses. Assessment Centers are collections of standardized procedures used for evaluation of candidates for managerial positions. They are considered as work samples for managerial jobs and have a good validity with validity coefficients ranging from .37 to .45. One caveat is that Assessment Centers are expensive and difficult to administer so organizations must consider this carefully before investing their resources in this tool.
3.5.3 Training Training is needed but not all businesses are prepared. Surveyed organizations indicated that training
was considered very important for the positions in the current study. However, only about two third of
the organizations in both accommodation sector and travel sector seemed to be prepared for this
challenging task with almost 60 - 70% of the organisations had a dedicated budget for training.
Recommendation for vocational training colleges:
The current issues with training among surveyed organizations are not just about what to train, (i.e., identifying the trainings needs) but also how to conduct training effectively. Since on-the-job training is overwhelmingly the most frequently used training option, it is recommended that organizations should provide trainers, usually the most skilled staff or supervisors, training on training knowledge and skills. These knowledge and skills include effective communication skills, a solid understanding of how people learn, and the ability to flexibly adapt different learning principles to training. Businesses should seek professional support from outside stakeholders such as ERST programme or DCSTs in conducting key trainings for their staff.
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Developing the next generation of leadership from within should be a priority for organizations because of the scarcity of qualified managers and supervisors in the industry. Succession planning and promotion-ability forecasting can be used to develop future supervisors and managers. In doing so, organizations should consider factors beyond the technical competence of their staff and expand to other competences such as leadership, motivation skills, delegation, planning and control.
Finally, it is important to approach training concertedly as a whole sector/industry since a majority of the businesses are small and privately owned. First, DCSTs of the provinces participated in the current study should consider to establish a Destination (Industry) Training Committee under the Destination Management approach of Central Coast with the HR working group to coordinate the education and training of manpower in the tourism industry in the region. Second, a HR plan for the Central Coast Provinces should be developed to address the challenges from the Manpower assessment. Third, businesses and schools should promote training networks of tourism businesses in conjunction with the HR working group and leading tourism colleges/universities.
3.5.4 Employee Separation Alternative job opportunities from competitors was the major reason for people to turnover in
accommodation business and education. All of the four reasons for staff turnover (i.e. low salary, unfit
working environment, other job opportunity, and lack of required skills) played the quite similar level of
important role in motivating the staff to leave the organization. More than 90% of all job separation was
voluntary.
3.5.5 Compensation Low compensations can be discouraging for some positions. Compensation varied greatly across positions
and sectors (i.e., accommodation and travel). Accommodation sector received much lower compensation
in comparison with travel sector across all positions. While the managerial positions of travel sector (i.e.
Product Managers and Sales & Marketing Managers) were offered around VND 21m, those of
accommodation sector (e.g., Executive Chefs, Front Office Managers, F&B Managers, or Executive
Housekeeper) received salaries ranging from VND 7.4 to 14.4 million only. Many other non-managerial
positions (e.g., Receptionists, Commis Pastry, and Travel Consultant) were paid just above the minimum
legal wage: from VND 7m – 11m for travel sector, and up to VND 4m for accommodation sector.
According to a recent study conducted by Vietnam General Confederation of Labor, the minimum legal
wage only covers 65-70% of the minimum living expenses. Obviously, the level of salary of around VND7m
for managerial positions is not equitable with the responsibilities and duties of the positions. Research (e.g.,
Colquitt et al., 2001) have found that lacking of internal equity and external equity might lead to undesirable
outcomes such as poor performance, lack of organizational commitment, job satisfaction, and turnover.
Recommendation for compensation:
Equity is the single most important aspect of a compensation system. Achieving equity requires organizations to pay attention to internal equity (fairness of the pay structure within a firm), external equity (fairness in comparison to the same jobs in other employers) and individual equity (fairness in pay decisions for employees holding the same job). Organizations are recommended to evaluate their compensation systems using job analysis information. By identifying all compensable factors (efforts, skills, responsibility, and working condition) for all jobs and evaluating jobs using a predetermined evaluation system, organizations can make sure they compensate fairly within the firm.
Fair compensation requires fair performance appraisal. In order to facilitate equity in compensation, it is suggested that organizations should utilize VTOS’s competency units in performance appraisal because it requires raters to differentiate an individual performance across different aspects of the jobs. In addition to fairness, this will facilitate the performance feedback by allowing managers to
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give more specific responses to their staff and organizations can design more appropriate training for their employees.
3.5.6 Vocational training Vocational Training colleges offer no solutions to the current issues identified in the study. The study
suggested that there were 700 students in 13 training programs among the 6 surveyed schools in the region,
which is equivalent to an average of 117 students and 2.2 programs per schools. Such programs as Bar
Operation & Management, Housekeeping Operation & Management, Tour Operation, English for
Hospitality, English for Travel and Tourism Studies were not available. The most popular program among
the asked schools was Food & Beverage Management but this was provided by just only 50% of the
organisations. Approximately a third of the surveyed schools offered Front Office Operation, Hotel
Management, Restaurant Management, Tour Guiding and Vietnam studies as a part of their training
programs. Only 16.7% of the educational organisations were having Food Production and Travel and
Tourism Management in the training program. In conclusion, the data suggested that there are very few
formal opportunities for training in the region.
To make the matter worse, among the 13 available programs at the 6 educational institutions, all of them
were offered at the Associate’s degree and lower and there was no program at the Bachelor and Master
levels. As a result, this could potentially be an issue as there are not many training opportunities for office
and managerial positions. Looking into the next 5 years, the data suggested that there would be little
change in the overall picture of the Tourism education. In 2020, there would be 1,120 new students in 13
new programs added to the current pool of training programs. There were several programs which would
be offered by fewer institutions than the present, i.e. Food & Beverage Management and Restaurant
Management. Even worse, no more organisations continued to offer Hotel Management and Tour Guiding
in the future. While the hotel and tourism industry is experiencing the high level of demand as well as more
and more new hotels were being built in the Mekong Delta to serve more demand, the reduction as well as
the stop in offering several programs like HKO, FBM, RSM, TGD, HTM could cause a serious issue in the
provision of human resources for tourism and hospitality industry in the Mekong Delta area. Among those
programs which would be offered by 2020, only 15% of the new programs would be offered at the
Bachelor’s degree and there would be no Master program.
Another issue with the educational institution was the size of their teaching staff. Currently, there is a total
number of 69 full-time and part-time teaching staff across 5 departments (i.e., Hospitality Management,
Restaurant Management, Tour Operation, Food Production, and English Department) in the 6 schools in
the current study. This is equivalent to 2.3 teaching staff per department and 1 teaching staff per 10
students. With schools’ plans to recruitment 44 more teaching staff in the next 5 years, the situation would
be improved slightly with an average of 3.8 teaching staff per department and 1 teaching staff per 10
students in 2020.
Recommendation for vocational training:
In order to improve the training quality, it is recommended that training colleges should focus on enhancing the practical and industry experience of teaching staff and provide assistance to improve students’ effective learning strategies. With the support from the industry in terms of offering internship opportunities for teaching staff and students and participating in the design of the curriculum, training colleges can significantly improve its relevance to the industry, as using of lecturer-exchange programs with industry, improving the responsiveness of the education providers to the changing requirements of the industry.
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Training colleges should work with the industry to manage the internship assignment better. Such opportunities for placement with employers would provide students with a practical understanding of the work environment and ease their transition to the workplace on completion of their studies.
Vocational training colleges can redesign their hospitality or tourism curriculum using the material provided by the VTOS. More conveniently, schools can use pre-designed VTOS lesson plans and assessment materials in training of students and exposing them to modern subject content and approaches.
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Annex 1: Sample VTOS Job Information: Front Office Occupations
VTOS for Front Office Operations cover all front office jobs from Front Office Clerk to Front Office Manager. The
VTOS front office standards have also taken account of local hotel operations.
The Front Office is the public face of the hotel and provides services to guests including greeting, welcoming,
checking in and looking after their needs during their stay. It provides a range of services including reservations,
reception services, information and financial transactions, concierge, bell services and liaison between guests
and other departments, especially with housekeeping, food and beverage, and security departments. Although
the organisational structure of the hotel’s front office varies depending upon whether the facility is a small
business or a large resort, certain roles are found within all organizations.
Typical jobs include: Front Office Manager, Front Desk Supervisor, Night Auditor, Receptionist, Front Office
Clerk/Agent, Guest Services Officer, Telephone Operator, Concierge and Bell Boy
Front Office Manager, Rooms Division Manager or Front Desk Supervisor oversees all front office operations for
the hotel. They manage staff, arrange work schedules and implement policies or procedures that are
administered by hotel management.
Reservation Clerks communicate with guests via the telephone and Internet, scheduling their stays and
documenting any special needs they may have.
Front Desk Clerks or Guest Service Officers check in guests, assign rooms and answer any basic questions or
requests the guests may have throughout their stay. At the end of the guests’ stay, a front desk clerk checks them
out. In addition, the clerk reports any concerns the guest had to management.
Hotel Bellhop/Bellboy or Porter greets guests once they checked into the hotel. This individual carries the
guests’ luggage while showing them to their room. Ensuring that everything in the room is in order and properly
working, the porter checks room equipment, such as lighting and ventilation. He may also instruct visitors in the
operation of hotel systems, such as the television remote control and telephones.
Concierge of a hotel is a front office professional who coordinates guests’ entertainments, travel and other
activities. In addition, they may make restaurant reservations, order transport and may even arrange personal
shopping for the guests.
LIST OF UNITS OF COMPETENCE
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
1 FOS1.1 RECEIVE AND PROCESS RESERVATIONS
2 FOS1.2 PROVIDE CHECK IN AND REGISTRATION
SERVICES
3 FOS1.3 PROVIDE GUEST SERVICES
4 FOS1.4 PROVIDE CHECKOUT SERVICES
5 FOS1.5 PROVIDE BELL BOY AND PORTER SERVICES
6 FOS2.1 OPERATE AN ONLINE RESERVATION SYSTEM
7 FOS2.2 PROVIDE TELEPHONE AND IT SERVICES
8 FOS2.3 USE PROPERTY MANAGEMENT SYSTEMS
9 FOS2.4 PROVIDE CONCIERGE SERVICES
10 FOS3.1 CONDUCT A NIGHT AUDIT
11 FOS3.2 MONITOR FRONT OFFICE OPERATIONS
12 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW
13 HRS7 PROVIDE ON-THE-JOB COACHING
Manpower Survey 2015 P a g e | 81
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
14 HRS8 DELIVER A GROUP TRAINING SESSION
15 HRS9 QUALITY ASSURE WORK IN YOUR TEAM
16 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A
TEAM
17 FMS4 PREPARE AND ANALYSE FINANCIAL
STATEMENTS AND REPORTS
18 GAS5 PLAN, MANAGE AND CONDUCT MEETINGS
19 FOS4.1 MANAGE REVENUE
20 FOS4.2 MANAGE FRONT OFFICE OPERATIONS
21 GAS6 MANAGE DAILY OPERATIONS
22 FMS1 PREPARE BUDGETS
23 RTS4.8 APPLY RESPONSIBLE TOURISM TO
ACCOMMODATION SERVICES
24 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS
25 HRS4 INITIATE AND FOLLOW DISCIPLINARY
PROCEDURES
26 HRS5 RECRUIT, SELECT AND RETAIN STAFF
27 HRS6 HANDLE STAFF GRIEVANCES AND RESOLVE
PROBLEMS
28 HRS11 IMPLEMENT OCCUPATIONAL HEALTH AND
SAFETY PRACTICES
29 CMS1 MANAGE QUALITY SERVICE AND CUSTOMER
SATISFACTION
30 GAS2 OPTIMISE EFFECTIVE USE OF TECHNOLOGY
31 GAS3 ESTABLISH POLICIES AND PROCEDURES
32 COS1 USE THE TELEPHONE IN THE WORKPLACE
33 COS2 WORK EFFECTIVELY WITH OTHERS
34 COS3 COMPLETE ROUTINE ADMINISTRATIVE TASKS
35 COS4 USE ENGLISH AT A BASIC OPERATIONAL LEVEL
36 COS5 MAINTAIN INDUSTRY KNOWLEDGE
37 COS6 PROVIDE BASIC FIRST AID
38 COS7 PROVIDE SAFETY AND SECURITY
39 COS8 RESPOND TO EMERGENCIES
40 COS9 APPLY INFORMATION AND COMMUNICATION
TECHNOLOGY KNOWLEDGE
41 COS10 USE COMMON BUSINESS TOOLS AND
TECHNOLOGY
42 GES1 PREPARE FOR WORK
43 GES2 RECEIVE AND RESOLVE COMPLAINTS
44 GES3 CLOSE DOWN THE SHIFT
45 GES4 PROCESS FINANCIAL TRANSACTIONS
46 GES6 PROMOTE AND SELL PRODUCTS AND SERVICES
47 GES7 MAINTAIN DOCUMENT FILING AND RETRIEVAL
SYSTEMS
48 GES9 DEVELOP GUEST RELATIONSHIPS
49 GES10 PREPARE AND PRESENT REPORTS
Manpower Survey 2015 P a g e | 82
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
50 GES12 APPLY RESPONSIBLE TOURISM PRINCIPLES
51 GES13 MONITOR FACILITIES AND OPERATIONS TO
ENSURE CHILD PROTECTION
52 GES15 DEAL WITH INTOXICATED AND UNAUTHORIZED
PERSONS
53 GES16 PREPARE BUSINESS DOCUMENTS IN ENGLISH
FRONT OFFICE OPERATIONS QUALIFICATIONS
Cert No Occupational Qualifications (aimed at industry) Level
CFO1 Certificate in Front Office 1
CFO2 Certificate in Front Office 2
CFOS3 Certificate in Front Office Supervision 3
DFOM Diploma in Front Office Management 4
CFO1 - Certificate in Front Office Level 1 (15 Units)
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
1 FOS1.1 RECEIVE AND PROCESS RESERVATIONS
2 FOS1.2 PROVIDE CHECK IN AND REGISTRATION
SERVICES
3 FOS1.3 PROVIDE GUEST SERVICES
4 FOS1.4 PROVIDE CHECKOUT SERVICES
5 FOS1.5 PROVIDE BELL BOY AND PORTER SERVICES
6 COS1 USE THE TELEPHONE IN THE WORKPLACE
7 COS2 WORK EFFECTIVELY WITH OTHERS
8 COS3 COMPLETE ROUTINE ADMINISTRATIVE TASKS
9 COS4 USE ENGLISH AT A BASIC OPERATIONAL LEVEL
10 COS5 MAINTAIN INDUSTRY KNOWLEDGE
11 GES1 PREPARE FOR WORK
12 GES2 RECEIVE AND RESOLVE COMPLAINTS
13 GES6 PROMOTE AND SELL PRODUCTS AND SERVICES
14 GES9 DEVELOP GUEST RELATIONSHIPS
15 GES12 APPLY RESPONSIBLE TOURISM PRINCIPLES
CFO2 - Certificate in Front Office Level 2 (22 Units)
Manpower Survey 2015 P a g e | 83
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
1 FOS1.1 RECEIVE AND PROCESS RESERVATIONS
2 FOS1.2 PROVIDE CHECK IN AND REGISTRATION
SERVICES
3 FOS1.3 PROVIDE GUEST SERVICES
4 FOS1.4 PROVIDE CHECKOUT SERVICES
5 FOS2.1 OPERATE AN ONLINE RESERVATION SYSTEM
6 FOS2.2 PROVIDE TELEPHONE AND IT SERVICES
7 FOS2.3 USE PROPERTY MANAGEMENT SYSTEMS
8 FOS2.4 PROVIDE CONCIERGE SERVICES
9 COS1 USE THE TELEPHONE IN THE WORKPLACE
10 COS2 WORK EFFECTIVELY WITH OTHERS
11 COS3 COMPLETE ROUTINE ADMINISTRATIVE TASKS
12 COS4 USE ENGLISH AT A BASIC OPERATIONAL LEVEL
13 COS5 MAINTAIN INDUSTRY KNOWLEDGE
14 COS7 PROVIDE SAFETY AND SECURITY
15 GES1 PREPARE FOR WORK
16 GES2 RECEIVE AND RESOLVE COMPLAINTS
17 GES3 CLOSE DOWN THE SHIFT
18 GES4 PROCESS FINANCIAL TRANSACTIONS
19 GES6 PROMOTE AND SELL PRODUCTS AND SERVICES
20 GES7 MAINTAIN DOCUMENT FILING AND RETRIEVAL
SYSTEMS
21 GES9 DEVELOP GUEST RELATIONSHIPS
22 GES12 APPLY RESPONSIBLE TOURISM PRINCIPLES
CFOS3 - Certificate in Front Office Supervision Level 3 (26 Units)
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
1 FOS1.3 PROVIDE GUEST SERVICES
2 FOS2.3 USE PROPERTY MANAGEMENT SYSTEMS
3 FOS3.1 CONDUCT A NIGHT AUDIT
4 FOS3.2 MONITOR FRONT OFFICE OPERATIONS
5 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW
6 HRS7 PROVIDE ON-THE-JOB COACHING
7 HRS8 DELIVER A GROUP TRAINING SESSION
8 HRS9 QUALITY ASSURE WORK IN YOUR TEAM
9 HRS10 PLAN, ALLOCATE AND MONITOR WORK OF A
TEAM
10 GAS5 PLAN, MANAGE AND CONDUCT MEETINGS
11 COS1 USE THE TELEPHONE IN THE WORKPLACE
12 COS2 WORK EFFECTIVELY WITH OTHERS
13 COS5 MAINTAIN INDUSTRY KNOWLEDGE
14 COS6 PROVIDE BASIC FIRST AID
Manpower Survey 2015 P a g e | 84
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
15 COS8 RESPOND TO EMERGENCIES
16 COS9 APPLY INFORMATION AND COMMUNICATION
TECHNOLOGY KNOWLEDGE
17 COS10 USE COMMON BUSINESS TOOLS AND
TECHNOLOGY
18 GES2 RECEIVE AND RESOLVE COMPLAINTS
19 GES3 CLOSE DOWN THE SHIFT
20 GES4 PROCESS FINANCIAL TRANSACTIONS
21 GES6 PROMOTE AND SELL PRODUCTS AND SERVICES
22 GES9 DEVELOP GUEST RELATIONSHIPS
23 GES12 APPLY RESPONSIBLE TOURISM PRINCIPLES
24 GES13 MONITOR FACILITIES AND OPERATIONS TO
ENSURE CHILD PROTECTION
25 GES15 DEAL WITH INTOXICATED AND UNAUTHORIZED
PERSONS
26 GES16 PREPARE BUSINESS DOCUMENTS IN ENGLISH
DFOM - Diploma in Front Office Management Level 4 (22 Units)
Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
1 FOS2.3 USE PROPERTY MANAGEMENT SYSTEMS
2 HRS3 CONDUCT A STAFF PERFORMANCE REVIEW
3 FMS4 PREPARE AND ANALYSE FINANCIAL
STATEMENTS AND REPORTS
4 FOS4.1 MANAGE REVENUE
5 FOS4.2 MANAGE FRONT OFFICE OPERATIONS
6 HRS1 IDENTIFY STAFF DEVELOPMENT NEEDS
7 HRS4 INITIATE AND FOLLOW DISCIPLINARY
PROCEDURES
8 HRS5 RECRUIT, SELECT AND RETAIN STAFF
9 HRS6 HANDLE STAFF GRIEVANCES AND RESOLVE
PROBLEMS
10 HRS11 IMPLEMENT OCCUPATIONAL HEALTH AND
SAFETY PRACTICES
11 CMS1 MANAGE QUALITY SERVICE AND CUSTOMER
SATISFACTION
12 RTS4.8 APPLY RESPONSIBLE TOURISM TO
ACCOMMODATION SERVICES
13 FMS1 MANAGE QUALITY SERVICE AND CUSTOMER
SATISFACTION
14 GAS6 MANAGE DAILY OPERATIONS
15 GAS2 OPTIMISE EFFECTIVE USE OF TECHNOLOGY
16 GAS3 ESTABLISH POLICIES AND PROCEDURES
17 COS5 MAINTAIN INDUSTRY KNOWLEDGE
18 COS6 PROVIDE BASIC FIRST AID
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Ref Unit No Unit Title Levels
Core Generic 1 2 3 4 5
19 COS8 RESPOND TO EMERGENCIES
20 GES9 DEVELOP GUEST RELATIONSHIPS
21 GES10 PREPARE AND PRESENT REPORTS
22 GES13 MONITOR FACILITIES AND OPERATIONS TO
ENSURE CHILD PROTECTION
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Annex 2: Study’s Questionnaires
MANPOWER SURVEY 2015
– ACCOMMODATION SECTOR –
General Information
1. Name of Organization: .............................................................................................................................................
2. Key contact: ................................................................... Position: .......................................................................
Address: ........................................................................................................... Province: ...................................
Telephone: ..................................................................... Fax: ..............................................................................
Email: ............................................................................. Website: .......................................................................
3. Ranking: ☐ 3 Star Hotel/Resort ☐ 4 Star Hotel/Resort ☐ 5 Star Hotel/Resort
Brand ☐ Independent ☐ Chain Hotel/Resort
Size & Type of Room: Total number of room ......................................................................... which consist of
.......................... Standard Rooms (STD) ........................... Superior Rooms (SUP)
.............................. Deluxe Rooms (DLX) ................................ Suite Rooms (SUT)
2011 2012 2013 2014 2015
▼ ▼ ▼ ▼ ▼
Occupancy Rate …… % …… % …… % …… % …… %
Current staffing situation
4. For each of the positions, please indicate the total number of staff in terms of their gender, qualification, and employment status.
Position Total
Gender Highest Qualification Status
M F
High school
and lower
Voc. Training
and College
Under-graduat
e
Master and
higher
Part-
time
Full-
time
Front Office Manager
…… …… …… …… …… …… …… …… ……
Front Office Supervisor …… …… …… …… …… …… …… ……
……
Receptionist
…… …… …… …… …… …… …… …… ……
Executive Housekeeper …… …… …… …… …… …… …… ……
……
Laundry Manager
…… …… …… …… …… …… …… …… ……
Floor Supervisor
…… …… …… …… …… …… …… …… ……
Executive Chef
…… …… …… …… …… …… …… …… ……
Chef
…… …… …… …… …… …… …… …… ……
Commis Pastry
…… …… …… …… …… …… …… …… ……
F&B Director/ Manager …… …… …… …… …… …… …… ……
……
Head Waiter
…… …… …… …… …… …… …… …… ……
Manpower Survey 2015 P a g e | 87
Manpower Survey 2015 P a g e | 88
5. For each of the positions, please indicate the percentage of your staff in each of the following VTOS’s occupational level (for the description of the occupational level, see below)
- Certificate Level 1: Basic, routine skills in a defined context
- Certificate Level 2: Broad range of skills in more varied context with more responsibilities
- Certificate Level 3: Greater technical competence with supervisory skills
- Diploma Level 4: Specialized competence with managerial skills
- Advanced Diploma Level 5: Sophisticated, broad and specialized competence with senior management skills
Position
VTOS Occupational Level
Certificate Level 1
Certificate Level 2
Certificate Level 3
Diploma Level 4
Advanced Dip. Level 5
Front Office Manager …… % …… % …… % …… % …… %
Front Office Supervisor …… % …… % …… % …… % …… %
Receptionist …… % …… % …… % …… % …… %
Executive Housekeeper …… % …… % …… % …… % …… %
Laundry Manager …… % …… % …… % …… % …… %
Floor Supervisor …… % …… % …… % …… % …… %
Executive Chef …… % …… % …… % …… % …… %
Chef …… % …… % …… % …… % …… %
Commis Pastry …… % …… % …… % …… % …… %
F&B Director/ Manager …… % …… % …… % …… % …… %
Head Waiter …… % …… % …… % …… % …… %
6. For each of the positions and under each of the VTOS’s competency units, please indicate the percentage your staff with performance rated
- Level 1: below expectation
- Level 2: meet expectation
- Level 3: exceed expectation
Position
Overall Job Performance Functional
(technical/professional) competencies
Core (common) competencies
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Front Office Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Front Office Supervisor
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Receptionist
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Executive Housekeeper
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Laundry Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Floor Supervisor
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Executive Chef
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Chef
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Manpower Survey 2015 P a g e | 89
Commis Pastry
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
F&B Director/ Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Head Waiter
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Position
Generic (job related) competencies
Management competencies
Responsible competencies
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Front Office Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Front Office Supervisor
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Receptionist
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Executive Housekeeper
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Laundry Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Floor Supervisor
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Executive Chef
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Chef
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Commis Pastry
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
F&B Director/ Manager
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
Head Waiter
…… % …… % …… % …… % …… % …… % …… % …… %
…… %
HR Activities (Recruitment, Selection, Training and Employees Separation)
7. For each of the positions, please choose the top 3 most frequently used recruitment sources by ticking the box below.
Position
Recruitment Sources
Internal Source
Referral from
current staff
College Recruitin
g
Company
Website
Job and Career
Websites
News-paper and
other related media
Other source
…………
…………
Front Office Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐
Front Office Supervisor
☐ ☐ ☐ ☐ ☐ ☐ ☐
Receptionist ☐ ☐ ☐ ☐ ☐ ☐ ☐
Executive Housekeeper
☐ ☐ ☐ ☐ ☐ ☐ ☐
Laundry Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐
Floor Supervisor ☐ ☐ ☐ ☐ ☐ ☐ ☐
Executive Chef ☐ ☐ ☐ ☐ ☐ ☐ ☐
Chef ☐ ☐ ☐ ☐ ☐ ☐ ☐
Commis Pastry ☐ ☐ ☐ ☐ ☐ ☐ ☐
F&B Director/ Manager
☐ ☐ ☐ ☐ ☐ ☐ ☐
Head Waiter ☐ ☐ ☐ ☐ ☐ ☐ ☐
8. Please indicate the level of effectiveness and quality of the following recruitment sources by ticking the appropriate box below.
Manpower Survey 2015 P a g e | 90
Recruitment sources
Poor Fair Good Very Good Excellent
1 2 3 4 5
Internal Job Posting ☐ ☐ ☐ ☐ ☐
Referral from current employees ☐ ☐ ☐ ☐ ☐
College Recruiting ☐ ☐ ☐ ☐ ☐
Company Website ☐ ☐ ☐ ☐ ☐
Job and Career Websites ☐ ☐ ☐ ☐ ☐
Newspaper and other related media
☐ ☐ ☐ ☐ ☐
Other source (please specify)
...................................................... ☐ ☐ ☐ ☐ ☐
9. Which of the following methods are used for the following positions by ticking the box below.
Position
Selection Methods
Application form,
Resume, CV
Cognitive ability (IQ)
Personality-based
assessment
Work sample
Structured Interview
Assessment Center
Front Office Manager ☐ ☐ ☐ ☐ ☐ ☐
Front Office Supervisor
☐ ☐ ☐ ☐ ☐ ☐
Receptionist ☐ ☐ ☐ ☐ ☐ ☐
Executive Housekeeper
☐ ☐ ☐ ☐ ☐ ☐
Laundry Manager ☐ ☐ ☐ ☐ ☐ ☐
Floor Supervisor ☐ ☐ ☐ ☐ ☐ ☐
Executive Chef ☐ ☐ ☐ ☐ ☐ ☐
Chef ☐ ☐ ☐ ☐ ☐ ☐
Commis Pastry ☐ ☐ ☐ ☐ ☐ ☐
F&B Director/ Manager
☐ ☐ ☐ ☐ ☐ ☐
Head Waiter ☐ ☐ ☐ ☐ ☐ ☐
10. Please indicate the level of effectiveness and quality of the following selection methods in scanning the candidates by ticking the appropriate box below.
Selection Methods
Poor Fair Good Very Good Excellent
1 2 3 4 5
Application form, Resume, CV ☐ ☐ ☐ ☐ ☐
Cognitive ability (IQ) ☐ ☐ ☐ ☐ ☐
Personality-based assessment ☐ ☐ ☐ ☐ ☐
Work sample ☐ ☐ ☐ ☐ ☐
Structured Interview ☐ ☐ ☐ ☐ ☐
Assessment Center ☐ ☐ ☐ ☐ ☐
11. Please indicate how difficult for you to fill in these positions at the hotel by ticking the appropriate box below.
Position
Very easy Neutral Very difficult
1 2 3 4 5
Front Office Manager ☐ ☐ ☐ ☐ ☐
Front Office Supervisor
☐ ☐ ☐ ☐ ☐
Receptionist ☐ ☐ ☐ ☐ ☐
Manpower Survey 2015 P a g e | 91
Executive Housekeeper
☐ ☐ ☐ ☐ ☐
Laundry Manager ☐ ☐ ☐ ☐ ☐
Floor Supervisor ☐ ☐ ☐ ☐ ☐
Executive Chef ☐ ☐ ☐ ☐ ☐
Chef ☐ ☐ ☐ ☐ ☐
Commis Pastry ☐ ☐ ☐ ☐ ☐
F&B Director/ Manager
☐ ☐ ☐ ☐ ☐
Head Waiter ☐ ☐ ☐ ☐ ☐
12. For each of the positions, please indicate the number of staff who left your organization in the past 5 year, 3 year, and last year) and the reason for their turnover.
Position
Turnover Types of Turnover (among those who left the
organization during the last 5 year)
Last 5 year
Last 3 year
Last 1 year
Quit Discharge Retiremen
t Layoff
Front Office Manager …… …… …… …… …… …… ……
Front Office Supervisor …… …… …… …… …… …… ……
Receptionist …… …… …… …… …… …… ……
Executive Housekeeper …… …… …… …… …… …… ……
Laundry Manager …… …… …… …… …… …… ……
Floor Supervisor …… …… …… …… …… …… ……
Executive Chef …… …… …… …… …… …… ……
Chef …… …… …… …… …… …… ……
Commis Pastry …… …… …… …… …… …… ……
F&B Director/ Manager …… …… …… …… …… …… ……
Head Waiter …… …… …… …… …… …… ……
13. Among those who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.
Position
Not at all influential Extremely Influential
1 2 3 4 5
Low salary ☐ ☐ ☐ ☐ ☐
Unfit working condition ☐ ☐ ☐ ☐ ☐
Alternative work opportunity ☐ ☐ ☐ ☐ ☐
Lack of knowledge and skills ☐ ☐ ☐ ☐ ☐
Other (please specify) .....................................................
☐ ☐ ☐ ☐ ☐
14. Please indicate how important training is for your staff to improve their performance in the future by ticking the appropriate box below.
Position
Not at all important Very Important
1 2 3 4 5
Front Office Manager ☐ ☐ ☐ ☐ ☐
Front Office Supervisor
☐ ☐ ☐ ☐ ☐
Receptionist ☐ ☐ ☐ ☐ ☐
Executive Housekeeper
☐ ☐ ☐ ☐ ☐
Laundry Manager ☐ ☐ ☐ ☐ ☐
Manpower Survey 2015 P a g e | 92
Floor Supervisor ☐ ☐ ☐ ☐ ☐
Executive Chef ☐ ☐ ☐ ☐ ☐
Chef ☐ ☐ ☐ ☐ ☐
Commis Pastry ☐ ☐ ☐ ☐ ☐
F&B Director/ Manager
☐ ☐ ☐ ☐ ☐
Head Waiter ☐ ☐ ☐ ☐ ☐
15. Do you have a training budget ☐Yes ☐No;
If yes, what is the percentage of the training budget within total HR budget? ..........................................................
16. For each of the position, please provide the salary level inclusive of incentive and benefits (min, average, max) and how competitive they are to the market rate
Position
Salary Range (in million VND) Relative Salary in Comparison to
Competitors
Min Average Max
Below the Market Rate
At the Market Rate
Above the Market Rate
Front Office Manager …… …… …… ☐ ☐ ☐
Front Office Supervisor …… …… ……
☐ ☐ ☐
Receptionist …… …… …… ☐ ☐ ☐
Executive Housekeeper …… …… ……
☐ ☐ ☐
Laundry Manager …… …… …… ☐ ☐ ☐
Floor Supervisor …… …… …… ☐ ☐ ☐
Executive Chef …… …… …… ☐ ☐ ☐
Chef …… …… …… ☐ ☐ ☐
Commis Pastry …… …… …… ☐ ☐ ☐
F&B Director/ Manager …… …… ……
☐ ☐ ☐
Head Waiter …… …… …… ☐ ☐ ☐
Future Plan
17. Do you have plan to expand the hotel in the next 5 years in terms of room and other hotel facilities? If yes, please indicate the size of the facilities
Facilities
Expansion Plan Added Capacity
Yes No
Standard Room ☐ ☐ Number of Standard Rooms to be add …………
Superior Room ☐ ☐ Number of Superior Rooms to be add …………
Deluxe Room ☐ ☐ Number of Deluxe Rooms to be add …………
Suite Room ☐ ☐ Number of Suite Room to be add …………
Swimming Pool ☐ ☐
Size of new swimming pool (in square meter) …………
Gym & Wellness Center
☐ ☐
Size of new gym or wellness center (in square meter) …………
Manpower Survey 2015 P a g e | 93
Casino ☐ ☐
Description of a new casino ................................................................
............................................................................................................
How many people it can accommodate at one time? …………
Sauna & Massage ☐ ☐
Description of a sauna and massage center .......................................
............................................................................................................
How many people it can accommodate at one time? …………
Restaurant ☐ ☐
Description of a new restaurant ..........................................................
............................................................................................................
How many people it can accommodate at one time? …………
Convention/Conference Center
☐ ☐
Description of a new conference center?.............................................
............................................................................................................
How many people it can accommodate at one time? …………
Golf course ☐ ☐
Description of a new golf course center? .............................................
............................................................................................................
............................................................................................................
Manpower Survey 2015 P a g e | 94
MANPOWER SURVEY 2015
– TRAVEL SECTOR –
General Information
1. Name of Organization: .............................................................................................................................................
2. Key contact: ................................................................... Position: .......................................................................
Address: ................................................................................................... Province: ...........................................
Telephone: ..................................................................... Fax: ..............................................................................
Email: ............................................................................. Website: .......................................................................
3. Type ☐ In-bound ☐ Out-bound ☐ Both
Size Number of employees ..............................................................................................................
Total revenue in 2014 (in million VND) ......................................................................................
Total number of customers served in 2014 ...............................................................................
Percentage of in-bound …………% vs. outbound …………% vs. domestic guest travelling in VN …………%
Percentage of international customers …………% vs. domestic customers …………%
Current staffing situation
4. For each of the positions, please indicate the total number of staff in terms of their gender, qualification, and employment status.
Position Total
Gender Highest Qualification Status
M F
High school
and lower
Voc. Training
and College
Undergraduate
Master and
higher
Part-time
Full-time
Travel Consultant …… …… …… …… …… …… …… …… ……
Product Manager …… …… …… …… …… …… …… …… ……
Sales and Marketing Manager …… …… …… …… …… …… …… …… ……
Tour Operator …… …… …… …… …… …… …… …… ……
Tour Guide …… …… …… …… …… …… …… …… ……
5. For each of the positions, please indicate the percentage of your staff in each of the following VTOS’s occupational level (for the description of the occupational level, see below)
- Certificate Level 1: Basic, routine skills in a defined context
- Certificate Level 2: Broad range of skills in more varied context with more responsibilities
- Certificate Level 3: Greater technical competence with supervisory skills
- Diploma Level 4: Specialized competence with managerial skills
- Advanced Diploma Level 5: Sophisticated, broad and specialized competence with senior management skills
Position
Occupational Level
Certificate Level 1
Certificate Level 2
Certificate Level 3
Diploma Level 4
Advanced Dip. Level 5
Manpower Survey 2015 P a g e | 95
Travel Consultant …… % …… % …… % …… % …… %
Product Manager …… % …… % …… % …… % …… %
Sales and Marketing Manager …… % …… % …… % …… % …… %
Tour Operator …… % …… % …… % …… % …… %
Tour Guide …… % …… % …… % …… % …… %
6. For each of the positions and under each of the VTOS’s competency units, please indicate the percentage your staff with performance rated
- Level 1: below expectation
- Level 2: meet expectation
- Level 3: exceed expectation
Position
Overall Job Performance Functional
(technical/professional) competencies
Core (common) competencies
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Travel Consultant …… % …… % …… % …… % …… % …… % …… % …… % …… %
Product Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %
Sales and Marketing Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %
Tour Operator …… % …… % …… % …… % …… % …… % …… % …… % …… %
Tour Guide …… % …… % …… % …… % …… % …… % …… % …… % …… %
Position
Generic (job related) competencies
Management competencies
Responsible competencies
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Level 1
Level 2
Level 3
Travel Consultant …… % …… % …… % …… % …… % …… % …… % …… % …… %
Product Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %
Sales and Marketing Manager …… % …… % …… % …… % …… % …… % …… % …… % …… %
Tour Operator …… % …… % …… % …… % …… % …… % …… % …… % …… %
Tour Guide …… % …… % …… % …… % …… % …… % …… % …… % …… %
HR Activities (Recruitment, Selection, Training and Employees Separation)
7. For each of the positions, please choose the top 3 most frequently used recruitment sources by ticking the box below.
Position
Recruitment Sources
Internal Source
Referral from
current employe
e
College Recruitin
g
Company
Website
Job and Career
Websites
News-paper and
other related media
Other source
…………
…………
……
Travel Consultant ☐ ☐ ☐ ☐ ☐ ☐ ☐
Product Manager ☐ ☐ ☐ ☐ ☐ ☐ ☐
Sales and Marketing Manager
☐ ☐ ☐ ☐ ☐ ☐ ☐
Tour Operator ☐ ☐ ☐ ☐ ☐ ☐ ☐
Tour Guide ☐ ☐ ☐ ☐ ☐ ☐ ☐
8. Please indicate the level of effectiveness and quality of the following recruitment sources by ticking the appropriate box below.
Position Poor Fair Good Very Good Excellent
Manpower Survey 2015 P a g e | 96
1 2 3 4 5
Internal Source ☐ ☐ ☐ ☐ ☐
Referral from current employees ☐ ☐ ☐ ☐ ☐
College Recruiting ☐ ☐ ☐ ☐ ☐
Company Website ☐ ☐ ☐ ☐ ☐
Job and Career Websites ☐ ☐ ☐ ☐ ☐
Newspaper and other related media
☐ ☐ ☐ ☐ ☐
Other source (please specify)
....................................................
9. Which of the following methods are used for the following positions by ticking the box below.
Position
Selection Methods
Application form,
Resume, CV
Cognitive ability (IQ)
Personality-based
assessment
Work sample
Structured Interview
Assessment Center
Travel Consultant ☐ ☐ ☐ ☐ ☐ ☐
Product Manager ☐ ☐ ☐ ☐ ☐ ☐
Sales and Marketing Manager
☐ ☐ ☐ ☐ ☐ ☐
Tour Operator ☐ ☐ ☐ ☐ ☐ ☐
Tour Guide ☐ ☐ ☐ ☐ ☐ ☐
10. Please indicate the level of effectiveness and quality of the following selection methods in scanning the candidates by ticking the appropriate box below.
Selection Methods
Poor Fair Good Very Good Excellent
1 2 3 4 5
Application form, Resume, CV ☐ ☐ ☐ ☐ ☐
Cognitive ability (IQ) ☐ ☐ ☐ ☐ ☐
Personality-based assessment ☐ ☐ ☐ ☐ ☐
Work sample ☐ ☐ ☐ ☐ ☐
Structured Interview ☐ ☐ ☐ ☐ ☐
Assessment Center ☐ ☐ ☐ ☐ ☐
11. Please indicate how difficult for you to fill in these positions at the hotel by ticking the appropriate box below.
Position
Very easy Neutral Very difficult
1 2 3 4 5
Travel Consultant ☐ ☐ ☐ ☐ ☐
Product Manager ☐ ☐ ☐ ☐ ☐
Sales and Marketing Manager
☐ ☐ ☐ ☐ ☐
Tour Operator ☐ ☐ ☐ ☐ ☐
Tour Guide ☐ ☐ ☐ ☐ ☐
12. For each of the positions, please indicate the number of staff left your organization in the past 5 year, 3 year, and last year and the reason for their turnover.
Position
Turnover Types of Turnover (among those who left the
organization during the last 5 year)
Last 5 year
Last 3 year
Last 1 year
Quit Discharge Retiremen
t Layoff
Travel Consultant …… …… …… …… …… …… ……
Product Manager …… …… …… …… …… …… ……
Manpower Survey 2015 P a g e | 97
Sales and Marketing Manager …… …… …… …… …… …… ……
Tour Operator …… …… …… …… …… …… ……
Tour Guide …… …… …… …… …… …… ……
13. Among those who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.
Reason for quitting
Not at all influential Extremely Influential
1 2 3 4 5
Low salary ☐ ☐ ☐ ☐ ☐
Unfit working condition ☐ ☐ ☐ ☐ ☐
Alternative work opportunity ☐ ☐ ☐ ☐ ☐
Lack of knowledge and skills ☐ ☐ ☐ ☐ ☐
Other (please specify) ....................................................
☐ ☐ ☐ ☐ ☐
14. Please indicate how important training is for your staff to improve their performance in the future by ticking the appropriate box below.
Position
Not at all important Very Important
1 2 3 4 5
Travel Consultant ☐ ☐ ☐ ☐ ☐
Product Manager ☐ ☐ ☐ ☐ ☐
Sales and Marketing Manager
☐ ☐ ☐ ☐ ☐
Tour Operator ☐ ☐ ☐ ☐ ☐
Tour Guide ☐ ☐ ☐ ☐ ☐
15. Do you have a training budget ☐Yes ☐No;
If yes, what is the percentage of the training budget within total HR budget? ..........................................................
16. For each of the position, please provide the salary level (min, average, max) and how competitive they are to the market rate
Position
Salary Range (in million VND) Relative Salary in Comparison to
Competitors
Min Average Max
Below the Market Rate
At the Market Rate
Above the Market Rate
Travel Consultant …… …… …… ☐ ☐ ☐
Product Manager …… …… …… ☐ ☐ ☐
Sales and Marketing Manager …… …… ……
☐ ☐ ☐
Tour Operator …… …… …… ☐ ☐ ☐
Tour Guide …… …… …… ☐ ☐ ☐
Future Plan
17. Do you have plan to expand the business in the next 5 years? If yes, please provide a brief description of the plan.
..................................................................................................................................................................................
..................................................................................................................................................................................
..................................................................................................................................................................................
..................................................................................................................................................................................
..................................................................................................................................................................................
Manpower Survey 2015 P a g e | 98
..................................................................................................................................................................................
MANPOWER SURVEY 2015
– EDUCATION SECTOR –
General Information
1. Name of Training Institution: ....................................................................................................................................
2. Type of Training: ☐ Tourism and Hospitality program only
☐ Comprehensive, including Tourism and Hospitality programs
3. Key contact: ................................................................... Position: .......................................................................
Address: ............................................................................................. Province .................................................
Telephone: ..................................................................... Fax: ..............................................................................
Email: ............................................................................. Website: .......................................................................
Training Programs
4. Which of the following programs are currently available. For each of the selected program, please also indicate (1) the total number of students your institution is taking, (2) program level (e.g., vocational training, college, university, master and higher), and (3) the total annual tuition and fees (in million VND).
Program 2015
No of Student
per year
Program level Approx. Annual
Tuition & Fees
VT
College
BA/BS M.S.
Food and Beverage Management ☐ …… …… …… …… …… ………………
Bar Operation & Management ☐ …… …… …… …… …… ………………
Front Office Operation ☐ …… …… …… …… …… ………………
Housekeeping Operation & Management
☐ …… …… …… …… …… ………………
Food Production ☐ …… …… …… …… …… ………………
Hotel Management ☐ …… …… …… …… …… ………………
Restaurant Management ☐ …… …… …… …… …… ………………
Tour Guiding ☐ …… …… …… …… …… ………………
Tour Operation ☐ …… …… …… …… …… ………………
English for Hospitality ☐ …… …… …… …… …… ………………
English for Travel Operation ☐ …… …… …… …… …… ………………
Travel and Tourism Management ☐ …… …… …… …… …… ………………
Tourism Studies ☐ …… …… …… …… …… ………………
Vietnam Studies ☐ …… …… …… …… …… ………………
Other (please specify)
.......................................................... …… …… …… …… …… ………………
5. Which of the following programs will be offered for the first time in the next 5 year (available in 2020). For each of the selected program, please also indicate (1) the total number of students your institution is planning to take, (2) program level (e.g., vocational training, college, university, master and higher), and (3) the estimated total annual tuition and fees (in million VND).
Program 2020
No of Student
per year
Program level Approx. Annual
Tuition & Fee
VT Col BA/BS M.S.
Manpower Survey 2015 P a g e | 99
Food and Beverage Management ☐ …… …… …… …… …… ………………
Bar Operation & Management ☐ …… …… …… …… …… ………………
Front Office Operation ☐ …… …… …… …… …… ………………
Housekeeping Operation & Management
☐ …… …… …… …… …… ………………
Food Production ☐ …… …… …… …… …… ………………
Hotel Management ☐ …… …… …… …… …… ………………
Restaurant Management ☐ …… …… …… …… …… ………………
Tour Guiding ☐ …… …… …… …… …… ………………
Program 2020
No of Student
per year
Program level Approx. Annual
Tuition & Fee
VT Col BA/BS M.S.
Tour Operation ☐ …… …… …… …… …… ………………
English for Hospitality ☐ …… …… …… …… …… ………………
English for Tour Operation ☐ …… …… …… …… …… ………………
Travel and Tourism Management ☐ …… …… …… …… …… ………………
Tourism Studies ☐ …… …… …… …… …… ………………
Vietnam Studies ☐ …… …… …… …… …… ………………
Other (please specify)
.......................................................... …… …… …… …… …… ………………
Teaching staff
6. Please provide the total number of your teaching staff in the following departments in terms of their gender, qualification (degree level and VTOS certification, and employment status.
Departments Total
Gender Highest
Qualification The number of
staff have VTOS Certification
Status
M F BA MA PhD
Full-time
Part-time
Hospitality Management Department …… …… …… …… …… …… …… …… ……
Restaurant Management Department …… …… …… …… …… …… …… …… ……
Tour Operation (including Tour Guide) Department …… …… …… …… …… …… …… …… ……
Food Production Department …… …… …… …… …… …… …… …… ……
English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… …… …… ……
Other (please specify) ............................................. …… …… …… …… …… …… …… …… ……
Other (please specify)
............................................. …… …… …… …… …… …… …… …… ……
Other (please specify)
............................................. …… …… …… …… …… …… …… …… ……
Other (please specify)
............................................. …… …… …… …… …… …… …… …… ……
7. Please indicate the total number of teaching staff you plan to recruit in the next 5 years in terms of sources (i.e., from training institutions or industry), qualification, and employment status.
Departments Total
Sources Qualification Status
Uni. and College
Industry BA MA PhD Full-time
Part-
time
Hospitality Management Department …… …… …… …… …… …… …… ……
Restaurant Management Department …… …… …… …… …… …… …… ……
Manpower Survey 2015 P a g e | 100
Tour Operation (including Tour Guide) Department …… …… …… …… …… …… …… ……
Food Production Department …… …… …… …… …… …… …… ……
English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… …… ……
Other (please specify) .......................................................... …… …… …… …… …… …… …… ……
Other (please specify)
.......................................................... …… …… …… …… …… …… …… ……
Other (please specify)
.......................................................... …… …… …… …… …… …… …… ……
Other (please specify)
.......................................................... …… …… …… …… …… …… …… ……
8. Please indicate the number of teaching staff left your school in the past (i.e., 5 year, 3 year, and last year) and the reasons for their turnover.
Department
Turnover Types of Turnover (among those who left
the organization during the last 5 year)
Last 5
year
Last 3
year
Last 1
year Quit
Discharge
Retirement
Layoff
Hospitality Management Department …… …… …… …… …… …… ……
Restaurant Management Department …… …… …… …… …… …… ……
Tour Operation (including Tour Guide) Department …… …… …… …… …… …… ……
Food Production Department …… …… …… …… …… …… ……
English (including English for Hospitality and Tourism) Department …… …… …… …… …… …… ……
Other (please specify) .......................................................... …… …… …… …… …… …… ……
Other (please specify)
.......................................................... …… …… …… …… …… …… ……
Other (please specify)
.......................................................... …… …… …… …… …… …… ……
9. Among those teaching staff who chose to quit, please indicate how each of the following factors influence their turnover decision by ticking the appropriate box below.
Not at all influential Extremely Influential
1 2 3 4 5
Low salary ☐ ☐ ☐ ☐ ☐
Unfit working conditions ☐ ☐ ☐ ☐ ☐
Alternative work opportunity ☐ ☐ ☐ ☐ ☐
Lack of knowledge and skills ☐ ☐ ☐ ☐ ☐
Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐
10. Please indicate how important training is for your teaching staff in each of the following areas in the next 5 years by ticking the appropriate box below.
Program
Not at all important Extremely Important
1 2 3 4 5
Food and Beverage Management ☐ ☐ ☐ ☐ ☐
Bar Operation & Management ☐ ☐ ☐ ☐ ☐
Front Office Operation ☐ ☐ ☐ ☐ ☐
Housekeeping Operation & Management
☐ ☐ ☐ ☐ ☐
Food Production ☐ ☐ ☐ ☐ ☐
Hotel Management ☐ ☐ ☐ ☐ ☐
Restaurant Management ☐ ☐ ☐ ☐ ☐
Manpower Survey 2015 P a g e | 101
Tour Guiding ☐ ☐ ☐ ☐ ☐
Tour Operation ☐ ☐ ☐ ☐ ☐
English for Hospitality ☐ ☐ ☐ ☐ ☐
English for Travel Operation ☐ ☐ ☐ ☐ ☐
Travel and Tourism Management ☐ ☐ ☐ ☐ ☐
Tourism Studies ☐ ☐ ☐ ☐ ☐
Vietnam Studies ☐ ☐ ☐ ☐ ☐
Other (please specify)
.......................................................... ☐ ☐ ☐ ☐ ☐
11. Please indicate the level of influence of the following factors on the quality of your training programs by ticking the appropriate box below.
Not at all influential Extremely Influential
1 2 3 4 5
Lack of teaching staff ☐ ☐ ☐ ☐ ☐
Teaching staff lack of effective teaching skills
☐ ☐ ☐ ☐ ☐
Teaching staff lack of practical and industry experience
☐ ☐ ☐ ☐ ☐
Lack of quality (practical and industry-oriented) training curriculum
☐ ☐ ☐ ☐ ☐
Low student quality ☐ ☐ ☐ ☐ ☐
Students lack of effective learning skills
☐ ☐ ☐ ☐ ☐
Poor training facilities ☐ ☐ ☐ ☐ ☐
Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐
Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐
12. Please indicate the importance of the following solutions in improving the quality of your training programs by ticking the appropriate box below.
Not at all important Extremely Important
1 2 3 4 5
Training teaching staff on effective teaching skills
☐ ☐ ☐ ☐ ☐
Recruiting teaching staff from the industry
☐ ☐ ☐ ☐ ☐
Training curriculum audited by experts from the industry
☐ ☐ ☐ ☐ ☐
Internship opportunities from the industry for teaching staff
☐ ☐ ☐ ☐ ☐
Internship opportunities from the industry for students
☐ ☐ ☐ ☐ ☐
Improving on-campus training facilities
☐ ☐ ☐ ☐ ☐
Conducting placement program for students
☐ ☐ ☐ ☐ ☐
Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐
Other (please specify) .......................................................... ☐ ☐ ☐ ☐ ☐
Manpower Survey 2015 P a g e | 102
Reference
ASEAN Mutual Recognition Arrangement on Tourism Professionals. (2012). ASEAN Member States.
ESRT Programme. (2013). Manpower and Training Needs Analysis of Vietnam Tourism Industry. Hanoi.
Fundamentals of Human Resource Management. (2010) (4 edition). New York: McGraw-Hill/Irwin.
Grant Thornton. (2012). Vietnam Lodging Industry Hotel Survey 2012. Hanoi.
Grant Thornton. (2013). Vietnam Lodging Industry Hotel Survey 2013. Hanoi.
Grant Thornton. (2014). Vietnam Lodging Industry Hotel Survey 2014. Hanoi.
Landy, F. J., & Conte, J. M. (2009). Work in the 21st Century: An Introduction to Industrial and Organizational Psychology. John Wiley & Sons.
Manpower Group. (2012). Building a High-Skilled Economy: The New Vietnam. Hanoi.
Stamper, C. L., & Van Dyne, L. (2003). Organizational citizenship: A comparison between part-time and full-time service employees. The Cornell Hotel and Restaurant Administration Quarterly, 44(1), 33–42.
Training in Organizations: Needs Assessment, Development, and Evaluation. (2001) (4 edition). Belmont, CA: Cengage Learning.
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Word Bank. (2014). Skilling up Vietnam: Preparing the workforce for a modern market economy Vietnam Development Report 2014.
World Tourism Organization. (2014). UNWTO Annual Report 2013. Madrid.
World Tourism Organization. (2015). UNWTO Annual Report 2014. Madrid.