LcA Ban Chuyen Nhan Luc 3

7/24/2019 LcA Ban Chuyen Nhan Luc 3

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+15 nm kinh nghim pht trin nng ng

15 years of continued pro-active development

+20 i tc trong nc v quc t

20 successful local & international partnerships

+100 d n v ang trin khai thnh cng

100 accomplished and on-going projects

+8,000 nhn vin tri khp cc tnh thnh ti Vit Nam

8,000 qualied staff working in all cities &

provinces in Vietnam

+100,000 d liu ng vin c sng lc

100,000 qualied candidates in structured database

+30,000 gi t vn v o to

30,000 hours of training & consulting

+100 n phm pht hnh hng nm

100 informative publications published annually

+150% tng trng doanh thu bnh qun hng nm

150% average annual revenue growth

THNH TU 15 NM PHT TRIN CA LE & ASSOCIATES15 YEARS OF ACCOMPLISHMENT OF LE & ASSOCIATES


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Tp Sch K Nim 15 Nm Thnh Lp

Cng Ty Le & Associates (L&A)

To commemorate the 15th Anniversary of

Le & Associates

On Human Capital Development 3


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6v Chin lc, khai trin chin lc/Strategy, Strategy Deployment


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BN CHUYNNHN LC3

NH XUT BN LAO NG - X HI


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8 v Vn hnh, ti u ha hiu qu/Operation, efciency optimization


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MC LC

LI TA ........................................................................................13

FOREWORD ..................................................................................15

Ch 1- CHIN LC, KHAI TRIN CHIN LC/STRATEGY,STRATEGY DEPLOYMENT

l Chuyn gic m vo thc tiPhm Th M L ................................................................19

Putting a dream into reality Pham Thi My Le ................................................................25

l T do ha lao ng AEC 2015 - c v Mt

Ng nh c ...................................................................29

l Th im cn bng (Balanced Scorecard) Ti sao cn?Ng nh c ...................................................................37

l Hai yu km cht ngi ca doanh nghip VitAlan Phan ..........................................................................41

Two common fatal weaknesses of Vietnamese enterprisesAlan Phan ..........................................................................49

Ch 2 SNG KIN, SNG TO/INNOVATIVES, INNOVATION

l

Li r trn ng mn t duyNguyn Tn K ................................................................ 59

The left turn on the old thinking trail ......................................Nguyen Tan Ky .................................................................65

l Gii php ci thin nng sut lao ng ti Vit NamNg nh c .................................................................. 69

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Solutions to improve labour productivity in VietnamNgo Dinh Duc ....................................................................73

l Lm chHuy Nam ............................................................................77

l Hiu ng v s sng to ca nhn vinTed Nuyen .........................................................................83

Proper understanding of employees creativity

Ted Nuyen .........................................................................87

l Khuyn khch s sng to bng cch ng vin v thc p

L Nguyn Minh Quang ...................................................91

Fostering creativity by inspiring and even pushingLe Nguyen Minh Quang ...................................................95

l Hy kt ni vi Th h Y

L Ngc Trm....................................................................99 Connecting with Generation Y

Le Ngoc Tram..................................................................103

l Tp trung vo kt quTrn Bng Vit ................................................................107

Ch 3 - H THNG, XY DNG H THNG/SYSTEM,BUILDING SYSTEM

l Lm m chi, chi m lmTrng Ch Dng ...........................................................117

Work in play, play at workTruong Chi Dung ............................................................123

l Xu hng tuyn dng nhn ti ph hp cng vic

hay ph hp vn haNg nh c .................................................................129

l Vn quan trng l x l thng tinTrn S Chng ..............................................................139

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Ch 4: VN HNH, TI U HA HIU QU/OPERATION,EFFICIENCY OPTIMIZATION

l To dng v kim sot nng lng hu ch cho nhn vinPaul Brown ......................................................................145

Creating and Managing Productive Energy in StaffPaul Brown ......................................................................155

l Nhn din v pht trin cc nng lc cn thit ca nh qun l

Trng Ch Dng ...........................................................165

Identifying and developing necessary capabilities for managersTrng Ch Dng ...........................................................169

l Qun tr bng s lng nghe v ng x ph hpTed Nuyen .......................................................................173

Management by means of listening and proper behavior

Ted Nuyen .......................................................................177

l V sao li thu ngoi nhn lc?Ng nh c .................................................................181

l iu hnh nhn s bng lng nhn iL Nguyn Minh Quang .................................................187

Human resource management with compassionLe Nguyen Minh Quang .................................................191

l Thu ph nhn lc - cn sng ln khng th cng liNguyn c Hng..........................................................195

Human Resource Outsourcing - An Irresistible WaveNguyen Duc Hung ..........................................................199

Ch 5 CHUYN GIAO, K THA/TRANSFER, SUCCESSION

l Pht trin nh lnh oPaul Brown ......................................................................205

Developing LeadersPaul Brown ......................................................................213

l Gia ti liPhm Th M L ..............................................................221

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Legacy to leavePham Thi My Le ..............................................................225

l Doanh nghip cha truyn con ni khng n ginTrn S Chng ..............................................................229

l 07 nm o to mt t vn giiKoichi Hori.......................................................................235

l 07 years to train a good consultant

Koichi Hori.......................................................................241

S LC NHM TC GI.......................................................247

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LI TA

Qu c gi thn mn,

Bn c ang cm trn tay cun sch Bn chuynNhn lc 3. Ln ny c s khc bit ln nht so vihai cun trc l chng ti khng ch chia s kin thcv kinh nghim ca i ng qun tr vin cao cp vcc nh t vn ca L&A, m cn c s thng thi canhng khch mi ng knh khc nh: Alan Phan, HuyNam, Koichi Hori, L Nguyn Minh Quang, Nguyn TnK, Paul Brown v Ted Nuyen.

Cc bi vit c chia lm nm ch xuyn sutcc cng on khc nhau: t vic trin khai chin lcpht trin doanh nghip bng nhiu sng kin, n xy

dng h thng qun l nhn lc v vn hnh n mtcch ti u, sau cng l chuyn giao cho b my ktha.

Bn chuyn Nhn Lc 3 cn c xut bn songng Vit Anh vi s ng gp to ln ca cc dch giv i ng duyt ni dung lan ta xa hn n nhng

c gi ngoi cng ng ni ting Vit. C gng c bitny trong nm 2015, nh du chng ng 15 nmca Cng ty L&A vi nhiu ct mc v s kin ng nhm qu v c th nhn ra trong mt s bi vit v hnhnh ca sch.

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Thnh qu t c trong thi gian qua, t mti ng 5 ngi 15 nm trc n nay trn 8,000ngi, khng lm tp th chng ti ng qun trong nimt ho m dn bc mt cch t tin v mnh m ncung ng mi.

Mi lm nm ti y d kin s c nhiu thchthc to ln hn vi L&A cng nh ngnh dch v nhnlc ni chung bi nhng thay i ton cu v cng ngh,kinh t, x hi, chnh tr, vvGn hn th c nhng hiung tt xu an chen trong th trng lao ng t doca Cng ng ASEAN, s cnh tranh ro rit hn cacc tp on a quc gia cng ngnh ang thm nhpsu vo Vit NamTuy nhin, chng ti cng nhn ra

nhiu c hi pht trin ln mt qu o mi v btu phi hp vi cc i tc quc t hng u mrng kt ni vi tri thc ca nhn loi nhm mang linhng gi tr cao hn cho khch hng.

Cng phng chm vi gii php dch v mchng ti cung cp: mang li hiu qu ti u cho doanhnghip trong vic u t vo con ngi, nhng bi vit

c tuyn chn k cng trong tp sch ny hy vng svn mang li gi tr ng dng cao cho cc doanh nghiptrong nhiu nm ti.

Ban bin tpCng ty Le & Associates

14v Li ta


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FOREWORD

Dear Esteemed Readers,

In your hand is On Human Capital Development -Volume 3, a book created to commemorate the 15thanniversary of L&A. It features contributions frommany respected guests, such as Alan Phan, Huy Nam,Koichi Hori, L Nguyn Minh Quang, Nguyn Tn K,Paul Brown v Ted Nuyen, as well as other senior L&Aconsultants and ofcers.

The essays in this book are grouped into ve topics,including how to successfully implement a businessstrategy, building and operating an efcient humanresource management system, leadership/ownershipsuccession, and more. Most essays in Vietnamese havebeen translated into English so that we can share themwith our international friends and colleagues as well.

L&A has travelled a long way, from ve people fteen

years ago to around 8,000 today. But this is the past.At this memorable milestone, we see an exciting roadahead, with many promises, but also with no lessformidable challenges to L&A and to the human resourceservice industry in general - the challenges brought onby the global changes in climate, technology, and fast

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shifting socio-economic and political conditions. L&Amust continue to adapt and grow with these changes.

The coming free market agreement of the ASEANEconomic Community will undoubtedly result in ercecompetition for work by multinational groups entering theVietnamese market. We, however, see these changing

business conditions as opportunities and have preparedto face these challenges head-on. And we are not goingit alone. Growing with us into the future are our domesticand top-tier international partners, and our esteemedclients, who share our vision.

We are hopeful that you will nd the selected writings in

this book helpful in understanding the nature of thesechallenges to realize the potential of human capital inVietnam, as well as to nd suitable solutions. We trulyappreciate your trust in us in the past years and wevalue the opportunities to be by your side in the yearsto come.

With our warmest regards,

Editorial BoardLe & Associates, JSC.

16v Foreword


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CHIN LC,

KHAI TRIN CHIN LC

STRATEGY,

STRATEGY DEPLOYMENT


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Sau khi L&A i vo gung my hot ng nnh, cung ng cc dch v t vn-o to nhn lc chodoanh nghip, nm 2009 ngi vit chia s vi Hing Qun tr v gic m ca mnh: mt cng ty chuynv truyn thng trc tuyn, tp trung vo khai thc nidung lin quan n ngh nghip, vic lm v o tocho nhm khch hng t sinh vin n qun tr vin

trung cp. Lc chng ti c mt trang web v viclm kh tt vi doanh s qung co tuyn dng t webcng nh lin kt qung co vic lm vi Bo Tui Trkhong 16 t ng, vi nhiu kh nng cng hng tcc ngun lc khc xung quanh. Lu giai on nyFacebook cn cha ph bin ti Vit Nam, LinkedIn chmi bt u lan truyn.

Chng ti m v mt m hnh kinh doanh nhm tithu ht ni dung ca cng ng chia s t tri nghimbn thn v pht trin c nhn v ngh nghip, gipcho nhng ngi khc c th hc hi nhng kin thc,k nng hiu qu trong thc t nhng kh kim ctrong lp hct khai thc cc sn phm qung co

(listing) vic lm-hc hnh ph hp i tng s cphn khc kh mn v nhu cu pht trin k nng v snghip. Cng ty i vo hot ng t 2010 v cu t mt khon vn khng h nh cho mt start-up.

Chng ti chuyn gic m ny vo thc t hotng doanh nghip bng cch lp mt bn chin

lc. Ch im u tin nht l thu ht ni dung chias hu ch v tng tc v pht trin c nhn v nghnghip t cng ng. Da vo , cc sng kin thchin c chia mn ra vi cc php o v ch tiuc nh lng c th cho cc phng ban trin khai.Mi vic chy sun s, chng ti tp hp c 300.000


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v21Chin lc, khai trin chin lc/Strategy, Strategy Deployment

thnh vin sau mt nm v cm thy mnh thc snm c sc mnh truyn thng x hi khi ch cnmt bi post ln din n th mt s kin ofine chn 300 ngi xc nhn ngay; v ri chng ti philun vt v tm ch ln hn t chc ofine cho cngng ny. Doanh s bt u n t cc nhn hng,cc trung tm o to d cha t mc cao nh mong

mun nhng cng lm chng ti phn chn. nh khng thng chng ti ngi hp vi tng qun l chcht, r sot cc KPI cam kt c phin xung chotng b phn t bng KPI ca cng ty theo bn ngcnh ti chnh, th trng, qui trnh v hc hi; mbo mi hot ng ang chy ng hng, khng cnhng ph phm ngun lc v ch, phn tch cc ch scha tt v a ra gii php ti u ha cc qui trnh, tchc nhn lc, ci thin nng lc Chng ti th dngbng KPI ca cng ty trn tr, ngm ngha v ni ccim sng vi nhau - ni gic m ca mnh vi nhngci hay, ci kh c tho lun v thu thp t cp di.Nhng i khng nh m!

n nm 2012, chng ti phi ng ca mngkinh doanh ny v qua mt m, cng ty phi ct gimvi chc nhn s, ch cn li mt nhm tn qun 3 ngik c bn thn ngi vit v phn tch cho thy qui mth trng ti Vit Nam b phn mnh v khng ln c th d dng pht trin m khng phi u t thmqu nhiu tin. Bi hc rt ra c t trn ny l d

c mt chin lc r rng, c tri ra mt cch hthng v c mc tiu nh lng cho tng phng ban,tng nhn s nhng s duy ch v qui m th trngtrong chin lc sn phm phn bi ton b n lcca c i ng chng ti. Trong lc du si la bng,


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chnh nh tm bn chin lc c kt ni vi cck hoch trin khai chi tit bn di m chng ti khch quan nhn ra vn ca ni ti, nhng thchthc trong xu hng th trng v nhng tr ngi mucht kh khc phc c i n quyt nh b tu;v n cng mang li s tm phc khu phc vi quytnh ng ca mng x hi ny. au lm nhng khng

th khng hy sinh v chc chn phn c th khc cngs b cht theo sm!

Nu khng nh s vng vng ca L&A trong giaion ny, ti e l mnh s xung tinh thn khng phanh.Vi 3 nhn s cn li, ti quyt tm by keo khc. Trcht ti cng cc ng s phn tch li SWOT v kim

m nhng g cn ng li t mng kinh doanh mngx hi ny nh cng ng lm ni dung, d liu ccfreelancer (cng tc vin) tip th bn hng tri di tonquc, v thy rng cng ty cn nhiu tim nng v chi cung cp dch v tip th (marketing operation)cho cc nhn hng v h cng ngy cng dnh nhiungn sch hn cho tip th mng x hi v tng tc

vi ngi mua trn knh bn hng. Sng kin dng nby cng ngh thng tin v online marketing to thcnh tranh v mang li gi tr cao hn cho khch hngtrong mng tip th ti im bn qua vic tng hiu quvn hnh trn din rng ton quc gip chng ti lyc nhiu d n t nhng cng ty a quc gia hngu ti Vit Nam. Thc s l khng d tuyn v gi

c ngi ti vo thi gian ny khi cng ty va quamt cn i phu v cn non nt trong mt ngnh cnhtranh kh gay gt. May mn c nhng chin binh thinchin v tht ch, m ngi vit v cng cm kch, cng chia s tm nhn, tin tng v cng hng khi st


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cnh qua cc thng trm sut nm nm qua gi ycng ty o chiu, t tng trng cao v ang vtqua ngng ha vn.

T chin lc tng quan, chng ti qui hoch KingBee mang li mt ming ghp quan trng c tnhthm dng lao ng lnh vc tip th trong ngnh cungng dch v thu ngoi (BPO) m khng p chn vimng sn xut do L&A v ang pht huy rt tt. Rrng gi tr ca bn chin lc v h thng qun trmc tiu chin lc khng nhng gip cng ty bit iu, i th no m cn gip linh ng iu chnh, vngtin sp li bn c khi chin lc c cha thing,chia s tm nhn n tng nhn vin, thuyt phc h i

theo v to bc ngot th v.


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that time, we had in hand a job board website and arevenue of VND 16 billion in partnership with Tuoi TreNewspapers. Its worth nothing that Facebook was notas popular and LinkedIn had just started making inroadsin Vietnam then.

We were dreaming about a business model to collect

content of sharing experience by community aboutpersonal and career development in order to help otherpeople with real knowledge and skills hardly acquiredin classes; to offer listing advertisements of recruitment

training t to audience of specic needs of skill andcareer advancement. And a new company was launchedand operated from 2010 with a remarkable amount of

investment for a start-up.

We transferred this dream into reality of the businessby creating a strategy map which was connected tospecic innovations with quantied measurements andcriteria for each department. Highest priority was givento the topic to attract as much as possible valuable

sharing content and interaction about personal andcareer development. Everything was going well andwe collected over 300,000 registrants only in one year.

A post on our forum immediately brought about some300 registrations for an ofine event; and we facedtough challenge to nd bigger and bigger venue for our

community ofines. Revenue started to come from brandsand training centers. Monthly, I had meetings with eachof the key persons to review all committed KPIs, brokendown to each department in 4 perspectives: Financial,Customer, Internal Process and Learning & Growth, allby the book, to ensure everything was moving in the


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right direction without any waste of resources, to analyzeunderperformed indicators and to put forward solutionsfor the optimization of processes, organization andcompetencies. I myself used the corporate KPI table totoss and turn and connect the lit points my dream andthe good or the bad stuff collected from and discussedwith my subordinates. But life is not a fairy tale!

In the year of 2012, we decided to close this businessand overnight we laid off several dozen of staffs leavinga team of only 3 head counts including myself becausethe analysis showed that the Vietnamese market wasfragmented and not big enough to facilitate organicgrowth without huge additional investment. The lesson

from this exercise was, despite having a clear strategysystematically rolled out to each department, each staff,a subjective thinking about market scale in productdevelopment strategy derailed the whole teams effort.What made us realize what went wrong was the strategymap with detailed implementation plans. It manifested

internal problems, market trend challenges andunsurmountable obstacles for us to reach the decisionto abandon ship. It hurt so badly but we had to sacricesunk costs and look for ways to salvage the operation.

With 03 remaining headcounts, I was determined to learnfrom the past experience to launch a new initiative. Firstly,

my team and I analyzed SWOT, counted the remainedassets from social network business, such as contentcommunity, database of nationwide trade marketingfreelancers. We realized that this business still had manypotentials and great opportunities to provide brandsMarketing Operation Service. Businesses spent much


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money for social media marketing and direct interationwith buyers on distribution channels. Our initiative wasto leverage IT and online marketing resources to createnew competitive advantages and higher added valuesto clients in trade marketing by improving nationwideoperational effectiveness. This strategy helped us winmany projects from leading multinational companies in

Vietnam. It was not easy at all for our company to recruitand keep talents in this period just after such a criticalsurgery and still young and green in a very competitiveindustry. Luckily, some capable and die-hard warriorsshared my vision, and together with me overcome theups and downs during the last 5 years.

We have nally turned the business around and set onour course for high growth. From an overall strategyfor our group of companies, KingBee now clicks to ourBPO (business process outsourcing) business masterplan as the service provider of labor intensive marketingoperation, rounding out the total turn-key humanresource solution offered by L&A.

Obviously, the strategy map and strategic objectivemanagement system helped us not only know whereand how to get back on track, but also exibly adapted,condently reshufed once the old strategy did notwork as expected; shared new business vision to staff;

persuaded them to follow and made a dramatic turn-about.


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T DO HA LAO NG AEC1

C V MTNG NH C

Xu hng dch chuyn nhn s 2015

Sau giai on vt qua khng hong ti chnh toncu, Vit Nam ang dn ly li tng trng tronggiai on 2013-2014. Nim tin dn khi phc v VitNam ang l im n hp dn ca dng vn u tnc ngoi, v cng l im n hng u cho victhu ngoi trong nm 2015 theo kho st ca Cushman& Wakeeld. Theo , chng ti nhn thy c s dchchuyn ng k trong nhu cu nhn lc bt ngun t sthay i ca dng vn u t:

Th nht, s thay i c cu ca dng vn FDIvo Vit Nam bao gm c cu ngnh ngh vi 70% vnng k tp trung vo ngnh sn xut v gia cng v ch10% chy vo bt ng sn. in hnh l cc cng ty

cng ngh cao nh LG, Samsung, Microsoft,... chuyncc nh my t Trung Quc v cc nc khc sang

1. AEC: Cng ng kinh t ASEAN (ting Anh: ASEAN EconomicCommunity, vit tt: AEC) l mt khi kinh t khu vc ca cc qucgia thnh vin ASEAN.


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Vit Nam. Ngoi ra, vn u t Nht vo Vit Nam bngn nhanh rt nhiu ngnh sn xut v dch v.

Th hai, trong lnh vc u t gin tip, cc nhu t Thi Lan thm nhp th trng phn phi s v lthng qua M&A vi cc thng v Metro, Nguyn Kim,Bs Mart, Central Mart... cng to nn mt lc cu laong ln cho ngnh ny. Theo , nhm ngnh Logisticti Vit Nam cng pht sinh nhu cu nng cp, phttrin v cng ngh ha.

Th ba, cc doanh nghip dn doanh n lctng trng v pht trin bn vng cnh tranh khclit vi cc doanh nghip c vn u t nc ngoi.Tuy nhin qu trnh m rng kinh doanh a phn khim

tn v hn ch do thiu ngun lc v ti chnh v nnglc qun tr doanh nghip. Thng qua cc thng vM&A gn y vi cc nh u t chin lc nc ngoivo cc doanh nghip ln nh Kinh , Masan, ICP,...s gip thm nhiu doanh nghip Vit c nng lc cnhtranh v m rng hot ng trong tng lai.

Th t, nhm ngnh Hospitality (Khch sn-Du

lch-Nh hng) c nh nc c bit nhn mnhtrong l trnh pht trin 2020 nhm n u hng dulch ti Vit Nam.

Th nm, vic hi nhp th trng lao ng chungca AEC c hiu lc t 2015 ny. Bo co t ILO chothy AEC s y mnh cc xu hng chuyn i c

cu hin ti. T trng vic lm ca ngnh cng nghips tng ln ti 23,5% trong tng vic lm vo nm 2025,m t trng ca ngnh dt may v xy dng tng ngl 5,7% v 8%. c bit, bo co ch ra rng, vi sm rng ng k ca ngnh mu dch v vn ti hngha, dch v s tr thnh khu vc to vic lm ch lc


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trong nn kinh t, chim 41,3% tng vic lm ca cnc. Tri li, t trng vic lm ca ngnh nng nghips gim xung cn 35,2% vo nm 2025. Tuy nhin,ngnh nng nghip vn to ra khong 22 triu vic lmcho ngi lao ng, tng 2 triu lao ng so vi bicnh khng hi nhp AEC.

Nhng ln sng ny c khuynh hng gia tng vl mt ng lc ln cho s ci thin v cht lng,nng sut lao ng thay cho th trng lao ng trcy ch yu l gia cng, ch bin da trn s lngnhn cng ng v tay ngh thp. Do , Vit Nam phinng cao k nng v trnh nhn lc bn cnh vic cithin nng sut lao ng t vic o to ti cc trng

i hc v dy ngh nhm p ng thay i trong mitrng kinh doanh mi.

Tc ng ca t do ha lao ng AEC

Hip nh AEC, c hiu lc t 31/12/2015, s mra cho Vit nam mt th trng lao ng phong ph hnkhng ch ngun cung t trong nc m c hi c

thu ht thm ngun lao ng c k nng t cc quc giaASEAN c bit vi nhm cc ngnh IT, k thut, y t,du lch, kin trc Xt v mt tch cc chung, ngun laong ny c th s gip cho lc lng lao ng trongnc phi thay i phong cch lm vic, nng cao knng, nng sut v c thm c hi nng cao thu nhpbng nhng thay i ng k trn.

Vic a ngi nc ngoi c k nng vo lmcho cc doanh nghip ti Vit Nam hin b hn ch binhiu quy nh v ro cn ca chnh ph. Tuy nhin, viHip nh AEC s khng trnh khi vic m ra nhiuc hi vic lm cho nhm lao ng c chuyn mn t


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cc quc gia ASEAN vo lm ti Vit Nam. Cc doanhnghip trong nc tip cn mt ngun lc lao ng cchuyn mn cao cho qu trnh ti cu trc nhn lc trongdoanh nghip. Nhng y cng c th l mt thch thckhng nh cho lc lng lao ng Vit Nam nu munc c hi vic lm v thng tin trong mt mi trngtt. ng nhin, lao ng tr c nng lc, gii ting

Anh ca Vit Nam c th i lm vic cc quc giakhc trong AEC. Tuy nhin, a phn ngi Vit li cxu hng mun lm ti qu hng v ngi xa nh hocdo t ti v ngoi ng.

Doanh nghip Vit Nam cn chun b g?

Vi vn m doanh nghip Vit cn phi lu tn dng ngun lao ng t cc nc v gi chnngi ti l:

- Nng cao thng hiu nh tuyn dng thu htng vin theo mt chin lc pht trin nhn lc bnvng

- u t chnh sch nhn s a dng ch khngch tp trung vo lng, thng, phc li v ngi ilm c nhiu iu khc ngoi tin chn v gn bdoanh nghip

- Tn dng vai tr nng ng ca cc cng ty tuyndng trong v ngoi nc

- Pht trin cc knh tuyn dng trc tuyn aquc gia

- u t xy dng h thng qun tr nhn s chuynnghip thay cho phng thc qun tr thun tin kmminh bch nhm nng cao hiu qu iu hnh


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- Tp trung o to nng cao nng sut lao ng,ci thin hnh vi v mi trng lm vic.

Cc vic ny phi lm nhp nhng v cng smcng tt v nhn ti ang c nhiu c hi hn ra i.Cha k n cc nhn t khc, ch bn n thu nhp th c s chnh lch kh ln gia mt cng ty c vnu t nc ngoi vi mt doanh nghip trong nccng ngnh m chng ti tng kho st nh sau:

Chc v Chnh lch thu nhp

iu hnh 40%

Qun l 36%

Chuyn mn 25%

Bn chuyn mn 15%

Dn chng trn cho thy nu khng nng cao hiuqu iu hnh, kt qu hot ng kinh doanh, nng sutlao ng, ci tin mi trng lao ng th doanh nghiptrong nc khng c phng thc hay ngun lc noc th gii quyt trit vic ci thin thu nhp chongi lao ng. Nh vy kh nng xy ra chy mu

cht xm v khng thu ht c ngun lao ng chtlng cao l hon ton kh d.

C hi no cho lao ng Vit Nam?

Mt s liu kho st ca L&A vo nhm i tngdoanh nghip c vn u t nc ngoi hot ng tiVit Nam hin ang s dng ngi lao ng nc ngoim nhim cho cc cp qun l nh sau:

iu hnh 49%

Qun l 10%

Chuyn gia k thut 3%


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nm bt c hi vng cho pht trin cnhn khng cch no khc ngoi t trang b kin thcv k nng cho chnh bn thn thng qua qu trnh oto v t o to mt cch nghim tc; trong khnng thng thongoi ng l mt trong cc iu kincn v thi lm vic chuyn nghip l iu kin c th ha nhp v c c c hi ngh nghip rng

m. C th l hy xem vic cnh tranh vi cc iudng vin Phi-lip-pin va ra trng, c o to bibn, ting Anh tt, ch yu cu mc lng khi imkhng cao hn bao nhiu so vi ng nghip Vit Naml mt mc tiu phi chinh phc cho bng c, l mtng lc t phn u.

Vic chp nhn chuyn n lm vic ti cc vngkinh t cng nghip trng im, cc khu du lch, cc trungtm phn phi ... ti Vit Nam hay trong khi AEC s tmc nhiu c hi vic lm rt tt cho lc lng lao ngtr do cc doanh nghip ngnh dch v v phn phi giutim nng ang tng cng thu ht nhn lc gii bngnhng chnh sch cnh tranh v hp dn. Tri nghim

hc hi v lm vic trong mi trng lm vic chuynnghip l mt gi tr v hnh khng bng tin ng ut lm hnh trang cho cc bc pht trin s nghip sauny.


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AEC FREE LABOUR MARKET GAIN AND LOSS

It is expected that the agreement on free labor marketof the ASEAN Economic Community (AEC) cominginto force December 31, 2015 will result in a big netinow of skilled labor into Vietnam, in IT, healthcare,engineering, tourism, rather than out of the country.This trend has been started with recent investmentby Japanese, Korean, Thai companies into domesticwholesale and retail distribution. Vietnam is ranked astop BPO destination in 2015 by Cushman & Wakeeldssurvey.

The suggested solutions for Vietnamesecompanies include a sustainable human resourcedevelopment strategy, supported by building aprofessional human resource management systemto replace the convenient but non-transparent one inorder to improve operational efciency, and the focuson training to increase labour productivity. Then,domestic companies can balance operational costsand employees income raise, and attract the high

quality labour force.

For the Vietnamese labourers, the analysisshows harsher competition in the labour market withcolleagues from AEC countries, especially in foreignlanguage mastery, professional working attitudeCareer opportunities are much available if they knowto keep improving their skills, and move to promising

industries with high labour demand.


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TH IM CN BNG(BALANCED SCORECARD)

TI SAO CN?

NG NH C

Lp k hoch chin lc cho doanh nghip l mtquy trnh khng th thiu thc y doanh nghip

pht trin. Tuy nhin, cc doanh nghip nh v vas gp thch thc trong qu trnh lp k hoch chinlc ph hp cng nh thnh lp mt t chc gn nh,c kh nng phn ng nhanh vi th trng. BalancedScorecard (BSC Th im cn bng) c kh nng giiquyt kh khn ny.

BSC l h thng xy dng k hoch v qun trchin lc, gip doanh nghip trin khai nhng chinlc hoch nh trn giy thnh nhng mnh lnh hnhng cho hot ng hng ngy ca mnh v o lnghiu qu ca cc chin lc doanh nghip t ra. Hthng ny c tin s Robert Kaplan v David Nortonthuc trng Kinh doanh Harvard a ra vo nm 1992.

Mt m hnh BSC c thit k trn bn kha cnh, gm:ti chnh, khch hng, quy trnh hot ng ni b v hchi pht trin1. Vic thit k BSC i hi phi chn

1. Cn bng gia cc mc tiu chin lc cho tng b phn mbo s pht trin hi ha, ti u cho Doanh nghip


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c t 4 n 6 thc o tt cho mi kha cnh. Mt yut quan trng trong ng dng BSC i vi doanh nghipl phi xc lp cho mnh mt bn chin lc cxem nh l kim ch nam ca doanh nghip. Bn chinlc m t chin lc ca cng ty bng mt hnh nhtrc quan v bn kha cnh trn thay v bng mt tp hs dy cm nh trc y. Xc nh c bn chin

lc th cng ty s xc lp c cc mc tiu, thco, ch tiu v bin php thc hin bng vic xc nhngn sch thc hin c th t c cc mc tiu ra. Chng ta c th m t BSC nh l cng c trinkhai chin lc ca doanh nghip c thit k nh mth thng o lng hiu qu. H thng ny chuyn tmnhn v chin lc ca t chc thnh nhng mc tiu cth, php o v nhng ch tiu r rng. Nhng php om BSC chn la phi th hin s cn bng gia bnphng din: ti chnh, khch hng, quy trnh hot ngni b, hc hi v pht trin da trn bi cnh, ngun lcv khch hng mc tiu ca doanh nghip.

Theo nh ngha ca Kaplan, ti sn v hnh ca

doanh nghip gm ngun vn v con ngi, vn tchc v vn thng tin trong ch tiu hc hi v pht trinchim n 75% ti sn ca doanh nghip. V vy, khing dng BSC s gip doanh nghip pht trin ngunnhn lc trn cc mc tiu c th nhm lin kt cc chtiu ngn sch v p ng nng lc thc hin chinlc ca cng ty. Khi ngi qun tr ngun nhn lc

tr thnh ngi lnh o hot ng kinh doanh v thayi t t duy tc nghip n thun thnh t duy chinlc di hn. y l c hi gip cho nhm cc nhqun l cp cao giao tip tt hn vi cc nhn vin camnh, gip nhn vin hiu r hn mc tiu m t chc


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hng ti v ci thin cng vic cho h theo hngng gp cho mc tiu chung . T thc tin p dngc th cho thy, nh p dng BSC m tt c nhn vinca L&A u c bit r bn chin lc ca cngty, t mi ngi u hiu v bit s cng nhau i vu, d l nhn vin v tr thp nht cng thy ctrch nhim i vi cng vic v nhng ng gp ca

h cho t chc. Trong d n t vn ca L&A, nh ngdng cng c BSC v thit lp bng im cn bng chott c nhn vin ca khch hng thng qua nhng bngkim tra danh sch (checklist) hng ngy vi cc KPIo lng c th cho nn hiu qu v nng sut ca hci thin r rt. Trin khai tt BSC s gip doanh nghipnhn thc r c s thay i l yu t sng cn vdoanh nghip phi ch ng tng bc trin khai tc mc tiu chin lc.

T duy nhn lc l ngun ti nguyn

Tuy nhin, hin nay, BSC vn cn l phng phphoch nh chin lc kh mi m Vit Nam, bi cc

cng ty nh trong nc vn cha quen phn tch chinlc pht trin da trn bn cch nhn ca BSC. Phnln cc cng ty nh ca Vit Nam ch dng li vicphn tch im mnh, im yu trong hot ng hngnm, ri ra chin lc cho nm sau. Vic trin khaicng vic c th n tng b phn vn cn nhiu lngtng. Hn na, cc cng ty nh a phn ch tp trung

trin khai chin lc v ti chnh, doanh s ch chach trng n quy trnh ni b hay con ngi. H vnquan nim nhn vin l ngun nhn s, tc ch cnqun l s yu l lch ca h thay v xem h l ngunnhn lc, l ti nguyn ca cng ty. BSC l cng c


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trc quan sinh ng m cc doanh nghip c th ngdng, nhng ng dng nh th no cn tu thuc voquyt tm, tm nhn v cam kt ca lnh o phttrin bn vng.

Chin lc ca doanh nghip phi ly nn tng lkhch hng mc tiu xc nh gi tr cho bn nkhch hng. Khi ng dng lun cn c s pha trn canhiu ch chin lc thnh phn theo ng nh ngha cn bng ca phng php, ch khng honton hng n mt phn duy nht. Doanh nghip phichia chin lc thnh nhiu giai on, bt u t cin gin v lm dn hng nm t hiu qu tt nht.

BALANCEDSCORECARD (BSC) WHY USEFUL?

BSC (Balanced Scorecard) is a method by Robert Kaplanand David Norton to help businesses implement theirstrategy. It is a powerful competitiveness enhancer. Ithelps in properly choosing strategic themes, buildingstrategy map to record causes and effects, with regard

to four perspectives: Financial, Customer, InternalProcess and People, (now newly labeled as Learning& Growth).

It helps to communicate properly down the corporatechannels all the way to the sub-units and individuals.

This method also makes individuals aware of the

strategic value of their short and longer term tasks. Italso helps businesses make timely adjustment to theirstrategy and operating policies.


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HAI YU KM CHT NGICA DOANH NGHIP VIT

ALAN PHAN

Trong qu trnh thay i tin b, nhiu doanhnhn Vit hi ti v gt chn Achilles ca h. Ti v ccnh u t nc ngoi thng hay tr chuyn v vn ny. Theo gc nhn ca chng ti, hai khuyt imca a s doanh nghip Vit rt d xc nhn: mt lkh nng qun tr ti chnh v hai l ri ro v o c

k cng.D nhin, y ch l mt nhn xt bng quan,

cha c kho st k cng v phn tch nh lng(quantitative) hay nh cht (qualitative). Nhng cc bnno mun lm mt lun n trn gi thuyt ny, ti tin lcc d kin v s liu s chng minh tin ni trn.

i hi cn bn trong vic qun l ti chnh

Mt doanh nghip d ln hay nh, hnh thnh bngs gp vn ca c ng i chng hay thnh vin tronggia nh, u phi lu tm v tm gii php cho cc nhucu v qun tr ti chnh sau y:


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Dng tin (cash ow) cho doanh nghipRt d hiu: tin thu vo phi lun lun nhiu hn

tin chi ra. Tin thu vo gm doanh thu, tin khch trn, tin vay ca ngn hng, ca nh cung cp, cakhch hng, tin gp vn ca cc c ng, tin dtr. Tin chi ra l tt c cc chi ph nh nhn vin, vtliu, vn phng, tin n o hn, ngn hay di hn, tinu t khuch trng hay em vo bi rc,tin bi trn, tin d phng cho s c

Thnh qu ti chnh

Nu d on thu lun nhiu hn chi trong 3 thng,6 thng, 1 nm, 3 nm, 5 nm, th ti chnh doanh nghip

c th ni l vng vng, khng nhiu lo ngi.Ngoi dng tin, qun tr ti chnh cn lin quan

n vic o lng hiu qu ca doanh nghip. Nhngch s nh IRR (t l hon tri ni b), ROI (hon tritrn u t), ROA (hon tri trn ti sn), acid test (tisn ngn hn trn n ngn hn) l nhng tn hiu xc nh hiu nng ca doanh nghip so vi cc ith cng ngnh. Ngi ta b ra $1000 kinh doanhv li c $100 mi nm (10%) trong khi bn u t$10,000 ch em v $500 (5%) th nhanh hay chm,h s vt mt bn d dng.

K lut ti chnh

Trong cc doanh nghip gia nh, ti thng thchnhn cc b v gi tin hn. n b h t m, cn c vc trc gic bn nhy hn cc ng (thng c thi vungtay qu trn v s din bn b v hay lc quan v li). Dth no, phi kim sot cht ch ci ti tin (t thu nchi) khng sa vo nhng g ca hnh trnh lm


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n (lun lun hin din bt c lc no v ni no, nhtl cc quc l Vit).

Ngn sch ra phi c mi b phn tunth v thc thi; mi iu chnh phi c iu nghinchnh xc; k c vic ct gim hay gia tng v s c btthng.

D on nhu cu tng lai

Ai cng mun u t vo mt doanh nghip c khnng pht trin. D nhin phi l mt khuch trngtrong ngnh ngh ct li, khng phi em tin li cacng ty bnh ko i vt vo mt khu ngh dng v bv ca quan tng thch phong cnh kh hu ni y.

Ngi qun l ti chnh phi phn tch mi ch s u tda trn d on v phi ng v tnh kh thi.

Mi pht trin u cn vn u t, t tin li tchly ni b hay tin vay, hay tin gp vn t cc c ngbn ngoi. Ngi qun l ti chnh theo ng vai trphi duyt khn v ng vi k hoch pht trin nyt nht 6 thng trc v phi lo liu phn vn y trc khi tin hnh d n khuch trng.

Mt nguyn l quan trng khc l ng bao gidng vn vay ngn hn u t di hn.

Bo co v kim ton

Nhim v trc nht ca nh qun l ti chnh l

phi c bo co ti chnh chnh xc v kp thi cho ccc ng (d l cng ty gia nh) v cho s thu. Nhngcng ty ln cn phi lm vic cht ch vi mt cng tykim ton c lp thanh tra mi s liu. Vic bo cokim ton nu thc thi nghim tc s to nim tin choc ng v h s sn sng gp vn khi cng ty cn tin.


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y l yu t quan trng trong tnh thanh khon ca cphiu, d cng ty nim yt hay cha.

Rt t doanh nghip Vit t c ch tiu cao trongc 5 vn cn bn trn, ngay c nhng cng ty nim yt trn sn nhiu nm. Ti y, vai tr ca ngiGim c Ti Chnh (CFO) rt m nht v quyn hnhchi thu, ngn sch, quyt nh u t, i khi ngay cvic son tho bo co ti chnh cng thng nm gntrong tay ngi Tng Gim c (CEO) hay b v cang ta.

Khi qu u t nc ngoi n thm c s cakhch hng, ngi chng ti mun nghe nhiu nht lv CFO. Cc v CEO thng ch lp i lp li nhng g

chng ti c trn brochure hay website, khng gmi l. Cc chi tit v s liu v cch thc qun tr tichnh cho chng ti mt tm nhn chnh xc v chinlc hn v cng ty. Tic thay khng my doanh nghipVit thu hiu iu ny.

i hi cn bn v o c k cng

Mt kha cnh yu km khc l s cu th, v tmca doanh nhn Vit trong vic xy dng mt vn hacng ty da trn cn bn di hn, o c v chunmc cao cp. Vic th hin gi tr mm ca doanhnghip thng thu gn vo cc PR hay l hi honhtrng ph trng, ban pht hun chng, nh bng

cho tn tui c nhn, v cc quan chc chng lngthay v cho nhu cu ca khch hng, s sng to casn phm hay s bn vng ca thng hiu.

Tm nhn di hn v tp trung

Ngi qun l doanh nghip phi bit r tm nhn


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v gii hn ca cng ty c mt k hoch pht trinlu di v bn vng. Khng mt hnh trnh kinh doanhno m khng gp trc tr v thch thc. V vy, ngilnh o phi bit r ch n ca doanh nghip vvng tay li trc cc cn sng ln nh thng lmlch phng hng.

Mi th thut chp git, ly ngn nui di, i tt nuc th to hiu ng nht thi, nhng sm mung, cc tr chi ngn hn ny s c tc hi ln l lmdoanh nghip i qu xa ra khi mc tiu v vng voly li ca tnh th.

S tha mn ca khch hng

Mt doanh nghip hin i sng v cht v khchhng. Sn phm phi thch hp v ci tin thng trc p ng nhu cu lun thay i ca khch hng. Dchv hu mi phi hon thin gi s trung thnh cakhch hng. Yu t sng to l cch to thch th chokhch hng bin h thnh mt cng c truyn b snphm ra cc cng ng x hi.

Tm li, khch hng l ti sn ln nht ca doanhnghip. V nn kinh t Vit da trn ban pht bng lcca quan chc, cc doanh nhn Vit thng c ci nhnmo m v u tin phc v. cng l l do ti sao ccdoanh nghip ln ca Vit Nam vn cha kh nng cnh tranh trn bin ln.

Tn trng cc c ng thiu s

Mi cng ty, d c vit ra thnh vn bn hay khng,phi c mt cng lnh mi thnh phn nhn vintheo m vn hnh. Nh mt quc gia c hin php,tuyn ngn v dn quyn, cc b lutdoanh nghip


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phi c cng lnh, chin lc v iu l khng bri lon khi gp kh khn hay khi c thay i v b phnqun l.

Mt yu t quan trng trong cng lnh l s tntrng quyn li ca cc c ng yn lng (silent) haythiu s (minority).

Nhiu v qun l Vit khng hiu rng tin gp vnt chnh ph (DNNN), hay c ng cng chng (public)hay qu v cc u t c nhn; ngay c vn vay tngn hng l tin ca ngi khc (OPM) khng phitin ca ring mnh. H thoi mi qu mc vi chi thu,n gn nh phm php. Hon ton khng trchnhim, iu quan tm duy nht l s h cnh an ton

khi ht nhim k hay khi b ui. y l ri ro ln nhtthng lm cc nh u t nc ngoi chn tay khiquyt nh u t.

Thm vo , thay v mt chnh sch thng tin tonb v kp thi (on-time full disclosure) theo nh lut nh,nhiu nh qun l che giu, tr hon, sa i hay sngto thng tin trnh nhng phn ng tiu cc cho v trv quyn li ca h. Tic thay, y c v l lnh vc duynht h c nhiu sng to.

o to v thng tin i ng nhn vin

Bn phn php l v nhu cu gi nhn vin giil mt vn . Tuy nhin, trn gc cnh to pht trin

bn vng, doanh nghip cn to cho i ng cn bmt nim tin vo tng lai ng di ca doanh nghipv cc quyn li nh km. Ngoi lng bng v nhucu v thng tin, cc nhn s u mun tham d vothnh cng sau cng ca n v.


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Hai v kh m cc doanh nghip Vit hay thiu stso vi nc ngoi l cc chng trnh hun luyn lintc, v cc quyn mua c phiu (options) gi bucnhn vin vo vi cng ty trong hp tc lu di.

Nhng trn ht, ban qun l phi i x cng bngtrong mi hnh ng v phn on, khng phn bit linh gia nh hay x hi, hon ton da trn k nng vthnh qu ca nhn vin.

Li ch cho x hi v ngha v vi tha nhn

Sau cng, mt doanh nghip phi c ngha v vicng ng x hi chung quanh. Nu khng to ra mtng gp gi tr no, t nht doanh nghip cng phi

tn trng mi trng sinh hot ca ngi dn v gianh h. Nhng t nn gy nhim trong khng kh,trn sng bin, thm vo cc mc nc ngm, vic xl rc thi, rc y t nguy him, ting n v an ton giaothngl nhng k cng khng nhng ch quan trngtrn phng din php l m cn l mt ngha v thhin o c ca doanh nghip.

Mt tm gng khc doanh nghip soi mtmnh l khng la bp hay coi thng khch hng bngnhng qung co sai lc, gi di, nhng hng nhithng hiu, nhng khuyn mi bp bm, nhng PRto sc khng cn thit hay vu khng v i th.

Ni tm li, trn lut php ca ngi, cn c lut

php ca tri. Ca ci, danh vng, ngay c quyn lc,u l tm b. Chng ta ch hnh phc v doanh nghipch c th thnh cng khi chng ta tun th lut tri,d trn bt c tn ngng hay nim tin no.

Trong khi doanh nhn thng than phin v c ch


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TWO COMMON FATAL WEAKNESSESOF VIETNAMESE ENTERPRISES

ALAN PHAN

During the process of renovation, many Vietnamesebusinessmen have asked me to point out their commonweaknesses. Foreign investors and I also often discussthis issue. According to our observation, two visible awsof most Vietnamese enterprises are: weak nancialmanagement capability and the risk of ethical lapses.

This observation is intuitive and hypothetical, and hasnot been thoroughly investigated both qualitatively andquantitatively. However, if anyone would like to worktowards a thesis in light of this hypothesis, I believe dataand facts can be found to prove the statement above.

Basic requirement for nancial management

An enterprise no matter how big and whether publicly orprivately - owned, must pay attention and nd solutions tothe following nancial management demands:


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Cash ow for enterprises:

It is easy to understand that the in-ow of moneymust always greater that the out-ow of money. Thein-ow of money consists of turnover, debt paid bycustomers, bank loans, payments from suppliers, fromstockholders, etc. and from reserve. The out-ow of

money includes administrative overheads, materials,ofce, short- and long-term payables, investment fundfor development, lobbying money, reserves, etc.

Financial achievement

If receiving is forecasted to be greater than spending

in 3 months, 6 months, 1 year, 3 years, 5 years, thenthe enterprises nance is said to be stable, not to beconcerned.

Apart from cash ow, nancial management involvesthe measurement of enterprise effectiveness. Indexessuch as Internal Rate of Return (IRR), Return On

Investment (ROI), Return On Assets (ROA), acid test,etc. are the signals that indicate efciency of enterprisesas compared with their competitors in a sector. If theyinvest $1000 and earn $100 annually (10%) while youinvest $10 000 to only earn $500 (5%), then sooner orlater they with outperform you.

Financial regulation

In family enterprises, I prefer to see the wives keepingthe money. Women are often scrupulous, pragmaticand sharper minded than men (who often overspend,keep face, and are unreasonably optimistic). The pocket


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of money must always be controlled strictly by all means(from receiving to spending), not to fall into traps on yourbusiness journey.

The budget planning must be fullled and implementedby all departments; any adjustment must be examinedaccurately, including curtailing or increasing for unusual

events.

Demand projection for future

Everybody would like to invest in an enterprise withdevelopment capacity. It must surely be a developmentwithin the companys domain, not to use surplus money

of a bakery company to invest in a resort to meet theCEOs wifes fancy of that place. Financial managersought to analyse every investment indicator based onthe projection and must get approval on its feasibility.

Every development needs investment from internalaccumulation saving, or loans from external shareholders.

Financial managers must fulll their role to endorse andagree with this development plan at least six months inadvance and must prepare adequate investment capitalbefore implementing a development project.

Another important principal is never use short termcapital to invest for the long term.

Reporting and auditing

The rst and foremost duty of a nancial manager isto have accurate and on-time nancial report availablefor shareholders (even with family company) and for


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the tax department. A big company needs to cooperatewith an independent auditing company to inspect on thedata. An auditing report if performed seriously wouldwin credibility from shareholders and they are willing tocontribute money when the company needs it. This isimportant factor for the stock liquidity, even when thecompany has already been on the stock market or not.

Very few Vietnamese enterprises obtain high levels for theabove mentioned 5 basic issues, even with companiesthat have already been on the stock market for manyyears. At this point, the role of the Chief Financial Ofcer(CFO) is very ambiguous and the power on spending,investment decision or even nancial report is in the

hands of the CEO or his wife.

When foreign investment fund come to visit its customers,the person we would like to listen to the most is the CFO.The CEO just repeats what we read on the brochureor website, nothing new. Details about gures andnancial management method give us a more accurate

and strategic view about the company. It is a pity thatnot many Vietnamese companies understand this.

Basic requirement for regulating business ethics

Another weak aspect is the carelessness and lack ofconsideration of Vietnamese businessmen in building a

company culture on the long term basis with high levelof ethical standard. The performance of soft value ofenterprises is normally embedded in pubic relation (PR)activities or glamorous festivals, issuance of medals,promoting companys ofcers as well as supportinggovernment ofcers, etc. instead of paying attention


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to customers demand, production creativity or brandname sustainability.

Long term vision and focus

Enterprise managers must know the vision and limitationof their companies to have a long term and sustainable

development. No business journey faces no challengesand obstacles. Therefore, the leaders must know thetargets of their companies to sail them rmly through bigtreacherous waves.

The shortcuts or unsustainable tactics can have someinitial effects but sooner or later the short-term games

will have a bad inuence in deviating businessesfrom their targets and getting themselves stuck in thesituational mess.

Customers satisfaction

A modern entrepreneur lives and dies for its customers.

Its products must be improved frequently to meet thecustomers changing demands. The after-sales servicemust be perfect to keep customers loyalty. Creativityis what make customers happy and become a tool tocommunicate products to the society.

In short, customers are the biggest assets of businesses.

Due to distorting ways business is conducted, i.ebidding for government ofcials personal favor,Vietnamese businessmen often misplace their businesspriorities. Thus, it is also the reason why Vietnamesebig businesses are not strong enough to compete onthe world market.


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Respecting the minority shareholdersWritten or not, each company has its set of principlesfor all staffs to follow. A country has its institutions,human right declaration, laws, etc., businesses musthave principles, strategies, and regulations, etc. so asnot become chaotic when facing problems or changingmanagement team.

One critical factor of the principles is to respect the rightsof the silent minority.

Many Vietnamese managers do not understandthat money from the Government (in state-ownedbusinesses), or public shareholders, or private funds, or

even the capitals of the banks is other peoples money(OPM). They are so casual with the money in and outthat they may violate the law. They are irresponsible, justcare about how to land safely when retiring or beingdismissed. This is the biggest risk which discouragesthe foreign investors from the investing.

In addition, instead of an on-time full disclosurepolicy as regulated by the law, many managershide, delay, revise or make up information to avoidreactions unfavourable to their positions and rights.Unfortunately, this seems to be the eld where theyare really creative.

Training and promoting the staff

It is difcult to perform duties and retain good staffs.However, regarding sustainable development,businesses need to create a trust in their staffs in the


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While businesses often complain about the governmentrigidity and cumbersome bureaucracy or the customerspenchant for cheap products, or the deterioration of theglobal economy, etc. we need to look back at ourselvesto overcome the basic weaknesses to renovate tocompete successfully


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SNG KIN,SNG TO

INNOVATIVES,

INNOVATION


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58v Sng kin, sng to/Innovatives, innovation


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v59Sng kin, sng to/Innovatives, innovation

LI R TRI

TRN NG MN T DUY

NGUYN TN K

Con ngi vn bn cht l lun bo v nhng gmnh cho l ng. Hy tp ng ni khng khi nghec cc kin tri vi suy ngh ca mnh

Hng ngy nh Qun l thng xuyn phi x lcc s c, vn xy ra trong hot ng sn xut kinhdoanh ca doanh nghip. gii quyt vn trctin cn phi thu thp thng tin, phn tch, tm nguyn

nhn, a ra cc gii php, ri sau l la chn, thchin v nh gi. Trong cc qu trnh ny, theo kinhnghim thc tin th vic a ra c nhiu gii phptheo nhiu hng khc nhau l rt quan trng. Khi nh Qun l c nhiu phng n la chn hn. Thnhng thc t khi i tm gii php chng ta thng db cun theo cc li mn t duy thng thng v khi

s mt i c hi c c cc gii php t ph. Vngay c khi chng ta s dng phng php hp nhm,cng tho lun cng him khi c c mt cch giic o,...

a phn khi c 1 gii php trong u th rt kh


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tm thm c 1 gii php khc c lp vi n. honton l tm l bnh thng ca con ngi. Vy philm th no y? Trong trng hp ny li khuyn canh pht minh thin ti Edison, v nguyn nhn cathnh cng vn cn nguyn gi tr: ch c 1% l do khnng thin ph, cn 99% l do rn luyn. Vy, phi rnluyn vic suy ngh sng to nh th no? Bn hy bt

u bng nhng cu hi cho nhng vic n gin nhttrong sinh hot hng ngy. Ti sao phi lm cch ny?Cn c cch khc ngoi cch ny khng? Nu lm cchkhc th sao? Hy tm ra tht nhiu gii php thc skhc nhau trc khi phn tch v la chn.

L nh Qun l chng ta khng ch suy ngh mt

mnh, phi lm sao mi ngi, cc cng s ca mnhcng ngh, cng lo th mi thnh cng v t hiu qucao trong cng vic. Hai ci u hn mt ci u, thnhng nu ci u kia hay cc ci u khc trong cngty u ngh theo hng ca Sp th lc chng khcg mt dn hp xng suy ngh m mnh l ging htchnh, cn li l dn ng ca ph ho. y bn hy

hnh dung mnh s phi l mt nhc trng ch huy dnnhc vi nhiu loi nhc c khc nhau. Bn thn tml nhn vin khng mun ngh khc Sp, phn t tis sai, phn s Sp pht lng v dm ni khc . Kinhnghim cho thy cc li gii tt nht thng xut phtt cc tng ca cp di, t nhng ngi trc tipthc hin cng vic, v n gin chnh h l ngi nm

bt cng vic tt nht. Vng, trong lc ny y, kh nngsuy ngh, t duy sng to theo cc hng c lp mchng ta luyn tp s pht huy tc dng. Con ngivn bn cht l lun bo v nhng g mnh cho lng nn khi nghe ni nhng iu ngc li u s


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phn i ngay t trong tim thc. Kinh nghim cho thyhy tp ng ni khng ngay khi nghe c cc kintri vi suy ngh ca mnh. Hy tp ngh rng iu l c th v ngh cch thc hin chng. y hyp dng li suy ngh theo quan im nh gi h thngISO l i tm s ph hp, ch khng phi c tnh tms khng ph hp. Nu rn luyn c cch suy ngh

theo cc hng khc nhau, thm ch hon ton c lpvi nhau v cng vi kh nng c v, khuyn khchi ng ca mnh ni ra cc tng, cc gii php thkhi nht nh s c lc chng ta tm c gii phpmang tnh t ph, sng to. Ngoi ra c mt im rtquan trng, l thng cc tng khi nhn vin ara mi ch l cc tng th cha hon chnh, ngilnh o cn phi cng mi ngi pht trin thm thmi c th tr thnh gii php (nu ph hp). Nu phnbc cc tng ny ngay t u, lm sao c th c chi pht trin thnh gii php c. ng t lm mtcc c hi c c nhng gii php mang tnh sngto.

Khi c 1 tng hay 1 phng n m a phnhay theo logic thng thng u cho l ng, vi tcch l ngi dn dt cuc suy ngh tp th, chng tahy hng mi ngi gt ngay gii php ny ra khiu, thm ch khng bn bc n n na. C gng tmkim nhng kh nng c th khc, cng nhiu cng tt.Cng ng vi so snh cc phng n mi ny vi ci

cho l ng ban u. Cn khuyn khch mi ngit do ni, ng b qua mt tng no, thm ch nc th hi in r. Nh vy, s c c nhiu giiphp khc nhau v cc thnh vin trong cuc hp uthy rng mnh u c quyn trnh by v u c


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THE LEFT TURN ON

THE OLD THINKING TRAIL

NGUYEN TAN KY

By instinct, people always defend what seems right to

them. Try not to say no to ideas contrary to ours

Each day, managers have to deal with incidents andproblems in the business operation. To solve problems,they have to collect information, analyze, nd the rootcauses, suggest and then choose solutions, implementand evaluate them. From practical experience, it iscritical, in these processes, to have various solutions ofdifferent approaches. Then, managers can have morechoices. However, on looking for solutions, we areeasily swift along the routine old track of thinking andlose the chance to have breakthrough ideas. Even ingroup discussions, rarely do we come up with a unique

answer...In most of the cases, once there is already a solutionin our mind, it will be very difcult to nd anotherindependent solution. This is completely normal humanmentality. So what should be done? Then, the advice by


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Edison - the talented inventor - on the root of success isstill fully applicable: 1% gifted, 99% trained. Thus, howto train creative thinking? Lets begin with questions forthe simplest things in your daily life. Why should it bethis way? Any other ways? What if it is done in anotherway? Try to nd out so many different solutions beforeanalysis and selection.

As managers, we should not be the only think tank buttry to get our co-workers think and care together, thatwill bring about success and high performance. Twoheads are better than one, but if the other or all theother heads in the company also think the same wayas the boss does, it is no better than a thinking choir in

which we are the lead singer while the rest are just partvoices. In this situation, you have to put yourself in theshoes of a conductor for an orchestra of many differentinstruments. Employees themselves hardly want tothink differently partly because of their fear of makingmistakes and partly being afraid of displeasing the boss.Experience shows that the best solutions often comefrom the staffs who have hands-on experience and agood mastery of the specic jobs. Now, the creative andindependent thinking capacity being well-trained will beput into full operation. Human nature is to defend whatis already regarded correct, on hearing unconventionalthings, we will reject them subconsciously. Try not to say

No on hearing ideas different from yours. Try to thinkthose are quite possible and nd ways to do them. Tryto apply the thinking as per ISO evaluation system lookfor the tness, dont look for the untness. If managerscan train themselves to think from many perspectives,even in quite independent ways and to motivate people


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to articulate their ideas and solutions, they can denitelyreach creative and breakthrough solutions. Besides,an important thing to notice is that ideas proposed bythe staff may be just crude and incomplete; managersneed to work with their teams to tune them into goodsolution (if suitable). If these ideas are rejected rightfrom the beginning, how to have a chance to develop

them into workable solutions. Dont deprive yourself ofthe opportunity to have creative solutions.

When there is an idea or solution considered correct bymost people or common sense, as the thinking leaderof the team, you should direct people to put it out oftheir mind. Try to get other possibilities, as many as

possible. Dont try to compare these new alternativeswith the original correct one. Encourage people to talkfreely, dont overlook any ideas, even the crazy ones.Therefore, there will be different solutions and all theteam members will realize that they have the right to putforward their ideas and are listened to. Then, they will bemore condent to propose what seem really weird atrst. It is completely possible that due to these differentideas, we can go to a turning point in our businessactivities. The world has witnessed many of such things.Sony is a typical example. When people were listeningto music with a huge cassette player at home, SonysPresident suggested that people could listen anywhere,

anytime with a small player by their side. This gave birthto really successful Walkman.

Moreover, it is a huge encouragement to staff whentheir ideas are listened to by the boss and others, thendeveloped into a perfect solution, applied to bring about


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good results for the company. They will feel their realcontribution to the companys development and success;a feeling of happiness and pride that cannot be boughtby money. The ever biggest happiness for managers isto build up a team which can not only work for but alsothink for them, more intelligently and productively.

Obviously, nothing is easy as human will naturally reactagainst ideas different from their so-called right ones.We need to train ourselves so as not to reject in themind. Otherwise, we will destroy the budding ideas andleave us thinking and talking by ourselves with old-routine solutions; the team are just the implementers.The fact that we can afford this and make other people

do it together means we possess an excellent collectivethinking. One more thing, the absurd and independentideas will not always be successful. It is such a greatsuccess to have some right ones out of ten. For the rest,you will feel like wasting time to listen to nonsense. Butdont be discouraged because besides at times havingwonderful solutions for ever better results, you will reapthe greatest benets of a collaborative effort. That is thereward for your own effort.


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GII PHP CI THIN

NNG SUT LAO NGTI VIT NAM

NG NH C

Thun li v kh khn cho nh u t ncngoi trong nm 2015

n 2015, chnh ph Vit Nam sp hon tt cctha thun a phng nh TPP, AEC, v s c nhiuci cch v hnh lang php l v chnh sch u i

dnh cho cc nh u t nc ngoi trong lnh vccng ngh, dch v, sn xut to iu kin thun licho vic thu ht cc nh u t vo Vit Nam. Bncnh , s n nh v mt kinh t chnh tr cng vi thtrng hp dn hn 90 triu dn a s tui vng,sc tiu dng ln l nhng u im trong vic pht trinkinh doanh ti Vit Nam. Tuy nhin mt vn ng

quan ngi l hu ht cc lnh vc u t nc ngoithm dng lao ng lm gia cng hng ha nn chi phlao ng cnh tranh v nng sut lao ng cao l haiyu t quan trng m bo hiu qu kinh doanh chonh u t.


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Nng sut lao ng mt tr ngi lnMt trong nhng vn lm chn bc cc nh

u t nc ngoi l nng sut lao ng ca Vit Namang thuc nhm thp nht Chu Thi Bnh Dng.Do bn cht vic kinh doanh lp rp gia cng thm dnglao ng v ph thuc vo sc ngi hn l tri thc nnnng sut lao ng thp nh hng nghim trng tigi tr gia tng cho rt nhiu doanh nghip u t ncngoi.

Chi ph lun tng hng nm t 10 -15% do hiuchnh mc lng cho ngi lao ng cha k cc chiph khc cng tng theo nhng nng sut lao nghng nm bnh qun hin ch lun tng di 10%. Nh

vy v bn cht qua mi nm hiu qu hot ng cadoanh nghip gim xung.

ng nhin, php o nng sut cn c nhiutham s khc ngoi k nng, kin thc, sc khe cangi lao ng nh cng ngh, qui trnh, u tvb nh hng bi cht lng qun l gio dc o to

v qui hoch ngun nhn lc tm v m. Thc t chothy nng sut lao ng trong doanh nghip c vn ut nc ngoi thng cao hn mt bng chung ca ccdoanh nghip trong nc v h v ang ch ng xl nhiu trong s cc yu t ny.

u l gii php hu hiu?

Trong khun kh bi vit ny, xin khng bn nnhng gii php lin quan n v m v qui trnh cngngh v u t.

Nh vy, gii quyt mt phn ln bi ton nyi hi doanh nghip phi lin tc ci tin v nng cao


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hiu qu hot ng bng qui hoch hp l v gim thiudi d lao ng, nng cao k nng nhn vin v c bitl thay i hnh vi v thi quen lm vic thiu tnh cngnghip. Song song , cc chnh sch qun l hiu qucng vic c nhn v i ng cn phi c p dngnhm gip cho i ng lao ng hng n vic n lcgia tng nng sut ci thin thu nhp. Tm li, doanh

nghip v ngi lao ng cng cam kt hng ti hiuqu cao hn trong mi hp tc cng c li.

Tic l khng t nh u t qu chy theo cc mctiu kinh doanh v li nhun m t nh vic o to vpht trin ngun nhn lc cho trung v di hn, khngp dng chnh sch lng thng da trn s gia tng

nng sut lao ng bn vng, nn kh xy dng cmt i ng nhn s c k nng chuyn mn cao vitinh thn ci tin lin tc.

Mt s doanh nghip a quc gia hng u trnth gii tri nghim hot ng nhiu nm VitNam lun cam kt lin tc c ngn sch dnh cho ccchng trnh ci tin nng cao qun tr cng nh nngsut lao ng. Cc gii php v cc chng trnh hnhng lun c cao v tnh ton trn hiu sut ut (ROI) nn h s thu c li ch t chnh cc khonu t ny mt cch thng minh v di hn.

Bn cnh , vic s dng hiu qu cc ngun lcca i tc cung ng dch v o to, tuyn dng, thu

ngoi nhn lc ti Vit Nam gp phn gia tngnng sut ca h trong th trng ni a. Thun li lnnht l nhng n v ny c kinh nghim v c sn cch thng cng c c cng ngh ha nn vn nhlng v qun l ht sc minh bch. Lm nh vy, htn dng s hiu bit v c th v vn ha kinh doanh


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ti Vit Nam cng nh kh nng bn a ha gii phpca i tc trong vic qui hoch v nh mc lao ng,o to, ng vin v qun l nhn lc ti a phng.

ng nhin, li gii trn vn cho bi ton ci thinnng sut lao ng khng ch t pha qun tr vi m cadoanh nghip m cn phi t qun l v m ca nhnc v gio dc, o to, qui hoch ngun nhn lcTrong khi cc bin php v m ny mt rt nhiu nm c c kt qu k t khi thc s bt u x l chng,doanh nghip khng th ch m cn phi t thn vnng. Gii php theo trit l i bn cng c li vi ngilao ng, tt hn na th c s tr gip ca i tc aphng, th a phn kt qu thy c ngay trong vi

thng.


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SOLUTIONS TO IMPROVELABOUR PRODUCTIVITY

IN VIETNAM

NGO DINH DUC

Advantages and disadvantages to foreign investorsin 2015

In 2015, Vietnamese Government is going to seal thebilateral agreements such as TPP, AEC and hasreformed legal passage and favorable policies for

foreign investors in the elds of technology, services,production, etc., creating advantages to attract investorsto Vietnam.

Moreover, the political and economic stability and anattractive market of over 90 million people in the goldenages and of large consumption are the remarkable

advantages to grow business in Vietnam. However,most of the foreign invested companies engage inlabour intensive processing thus, competitive labor costand high productivity are the key factors to ensure thebusiness efciency for investors.


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Labour productivity a huge obstacleOne of the biggest issues making foreign investorshesitant is that Vietnamese labour productivity belongsto the lowest group in Asia Pacic. Because theirbusiness of processing and assembling are labourintensive and dependant more on labour force thanknowledge, low labour productivity affects badly to theadded values of so many foreign investors.

The labor cost always increases by 10 15% annuallydue to the salary raise besides other inating costs;however, current labour productivity per capita alwayshas kept improving fewer than 10%. Therefore, thecorporate operational efciency decreases year afteryear.

Certainly, the productivity measurement results frommany factors rather than skills, knowledge, health of thelaborers, such as technology, process, investmentand is inuenced by the quality of education and training

management and human resource planning at macrolevel. Reality shows that labour productivity in foreigninvested enterprises is normally higher than the normof local companies because they have been proactivelytackled with many of these factors.

Which are effective solutions?

This writing opts to ignore the solutions for macromanagement, technological process and investment.

Thus, to solve the big part of this problem requiresbusinesses to continuously improve and increase their


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Certainly, the answer to the problem of labourproductivity improvement comes not only from corporatemicro management but also from macro managementof education, training and human resource planningWhile these macro measures will take years to deliverfrom the moment of execution, businesses can not waitto nd their own ways. The approach of bringing benets

to all concerned will mostly bring about good results ina short time.


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LM CH

HUY NAM

1. Lm ch l khi nim tng c nhc n nhcm. Nhng c l khng t dp ta cng nghe ai ni...chn khi nhc n chuyn lm ch. Chn cml iu ng tic! Tuy nhin, tht may ch l vn

k thut, l li tip cn li mn, h ho sung hoc pt n iu. Cch truyn tng gio iu s hn chs cm th v nim lm ch, cn tng chuynti n iu c th gy mo m cho tng bi cnh mkhi nim ny mun truyn t. Lm ch khng cn lnhng cha quen, c nhng cn mi, bit ri nhngcha hiu ht... Vy lm ch th no?

Lm ch trc tin ngha l khng lm khch. Khinim ny dn cho hng t duy l ngi nh. Lmch vi t cch l ngi nh th d c cm nhn cquan hay x nghip l nh. Ngi Nht h lm vy!Tnh cm ngi nh lm cho ta khng ngi ha nhp,yu v gn b ni lm vic hn. Nh m cc khong

cch cng s c thu hp. Lm ch vi phong thingi nh ta c mt tinh thn lm ch thot thai v cngsinh. V ti l mt thnh vin ang sng, chia s v cchia s vi nh , ti t thy mnh c trch nhim vini ti lm vic. Mt khi thc vai tr lm ch ca tihnh thnh nh vy th ti s thc hnh vai tr mt


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cch t nhin. Khng n o cng iu, nhng lc notinh thn lm ch y cng mi nh cm nng.

Nu c nui dng tt th tinh thn ny s tsanh si ny n, khng cn o p. Bng khng ngc lis l vng ln qun. V d, v lo ngi nhn vin khnglm ch m ta c hm i nu li khu hiu lm ch mtcch v hn s l so rng. Hoc, mun c ngi nhm ta li x s theo kiu b trn ri phn xung th nyth n... s d l cch y h v pha khch. Cng skh hin thc mt tinh thn lm ch tp th nu tngngi lm ch khng thy mnh trong . Khng lngi nh th nhn vin s km thch th, cn doanhnghip s kh n gn vi ci nht th. Lm ch rt gn

gi ch khng tru tng...Lm ch c quan x nghip l mt tnh t p

cn c gieo ht, mc mm. khng l chic o,cng chng phi iu rn... T th lm ch ca nhnvin c c t qu trnh sinh hc nh vy s cho lngt trng, nim t ho, gip pht trin thc gn gi, xydng cc gi tr chung cho tp th ang dung np h.

l mt tinh thn lm ch tp th ch thc! Cc gitr c trng ca t chc nh m tch t, gip hnhthnh vn ha t chc hay vn ha doanh nghip.

2. Lm ch ch c vy thi ? Khng, ch l mtgi tr lm ch, l khi nim x hi quan trng nhng db xao lng vo bi cnh giao thi. t xut v cm nhnlm ch theo tip cn l ngi nh trn y gip ta hiubn cht vn tt hn, ng thi gn gi cc gitr khc.

V phng din s nghip, khi nim lm ch gira v khuyn khch mt t duy chuyn nghip. Lm ch


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l nm vng v qun xuyn cng vic hay ngh nghip.C th, chng hn khi ngi ta nhc n nim lmch thit b hay cng ngh l mun c cc chuyn giacho mt n v hay mt ngnh kinh t. Thut ng ting

Anh gi khi nim ny l mastering. Tinh thn lm ch y l ng lc vn ti hon thin, gip tng cnhn tin b, t chc hin t, x hi pht trin.

Khi nim lm ch ny i hi mi ngi trong tchc phi lun rn luyn, t trau di, tm ti, nghincu... p ng yu cu cng vic hay v tr hnh s,nht l khng lc hu hay b o thi. Xem vy, viclm ch v tay ngh hay kin thc ny s b sung thitthc cho tinh thn lm ch theo khi nim l ngi nh.Nhng khi nim lm ch ny khng ch dng li vicnm vng hay qun xuyn, m xa hn cn hm lmtrn, l s sm vai tt hay chu ton. Khi t c khnng lm ch nh vy ta ng thi c th kim sotc hnh vi. Cc c nhn s hnh ng t tin hn, uytn t chc nh c nng cao.

D cho lun c khuyn khch, khi nim lm

ch ny cng thng c t thc ch khng phi dos o p ngoi lai. l thc th cng cn phi gieov dng. Nhng khng n gin nh khi nim lmch trc, y cn c to iu kin thc t hnv c th phi chm sc nhiu. S tng tc trong nlc vn ln, v qu trnh lm ch cng vic hay nghnghip trong mt t chc, c th s to ra s cnh tranh

hay sng lc. Nhng iu ny khng c g xu v nglo ngi c, v n gip cc n v, mt cng ng hay xhi mnh hn, lnh mnh hn.

3. Bc qua phm tr kinh t, khi nim lm chs chnh l ch s hu. y l khi nim c bn nht,


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li rt thc t do c tnh cm go. Tuy vy, gi tr lmch ny tng c qu trnh nhn nhn chng n gin,khng sun s... Nhng nh c s trn tr ca x hi,cui cng th con ng lm ch ny cng c mra. Ngy nay quyn s hu c xc nh, xc lpr qua cc khung lut (giao dch dn s, kinh t thngmi, doanh nghip), in hnh nh Lut Doanh Nghip.

Vic nhn nhn ch s hu c minh nh. V d,ch s hu doanh nghip nh nc (DNNN) l Nhnc, ch s hu cng ty c phn l cc c ng, v.v...Kh nng nh at ny tng chng cn cn gii thch,v hu nh ai i lm th t cng hiu, nhng khng chcai cng c th thu hiu. L bi, do nn kinh t tp trungbao cp ko di, khi nim lm ch ny b ln qua

ln li qu lu gia ngha v x hi v ng c kinh t.T cch hiu n gin (khng tch bch), khi nimlm ch l ngi nh (lm ch tp th) c v nh btrn chung vi khi nim ch s hu v ti sn. Tnhtrng ny c th a y n cc hnh ng hay nhnnhn tiu cc: Mt mt, c s c lm dng ti sn nhnc (s hu); mt khc, th hay o p tinh thn lmch qua cung cch cng iu ch khng theo o lngi nh.

Nhn chung, nh bi cnh vn ng tch cc vc phn nh, ngy nay c ba khi nim lm ch trn c th tn ti ng thi trong mt doanh nghip. Ccch s hu lun to iu kin c mt doanh nghip

dung np tt c nhn vin l ngi nh. i ng nginh ny t n lc v c to iu kin vn ln lmch tay ngh v kin thc cng pht trin. i vicc cng ty c phn, c bit l ti cc DNNN c cphn ha, ngi lao ng cn c th va l c ng,c u i mua hay tng c phn... S an quyn


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ny cho php ta ngh n mt bi cnh cng ty tt pv vng mnh. Tuy nhin, y li l mt bi cnh giaothi khc na cn c nhn dng r v hiu ng c hnh x ng. L v, thc t khng t ngi nay vncha hiu hay khng phn bit c vic h thc hincc vai tr lm ch ca mnh th no.

Lm ch cch no th vn rt cn v gn gi nhcm. Cu chuyn cn s nng hi...

OWNERSHIP

The author introduced three kinds of ownership froman employees perspective.

The rst kind is the employees step by step realize that

they have to take ownership of their jobs in order toaccomplish the most and realize their full potential, andhence get the most out of their jobs. Business ownersneed to help build this culture together with theiremployees.

Flowing from the rst, the second meaning ofownership is that employees do their best to master the

technology, starting with their job and then their careerand nally prepared to take care of activities relatedto their organization. The employee becomes trulyinvolved not only in their job but also the environmentwhere they work.

The last kind is the economic and legal ownershipof the organization, by laws turning employees into

stockholders, part owners of the company.But the very rst thing necessary to make all this happenis for the majority owner, the one with managementpower, to commit him/herself to this concept and make

sure everyone buy into it.


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HIU NG V S SNG TO

CA NHN VIN

TED NUYEN

Hu ht chng ta u hiu rng sng to l tin pht trin kinh doanh nhng lm th no khuynkhch s sng to trong nhn vin? y l cu hi khngn gin vi nhiu nh qun l. Bui tr chuyn ngn ving Ted Nuyen, Tng gim c Cng ty OPAL Vietnam,ngi c hn 17 nm kinh nghim lm vic cho IBM trncc lnh vc qun l bn hng, tip th, pht trin kinh

doanh v pht trin sn phm ti th trng M v quct, s mang n cho chng ta nhng kinh nghim tronglnh vc ny.

ng nh gi th no v s sng to ca nhn vintrong kinh doanh?

Theo ti, ch sng to dng trong ngh thut ph

hp hn. Cn trong kinh doanh, s sng to thng ch nhng kin mi, gii php mi, cch lm mi, quytrnh mi v nhng ci mi hy vng cui cng smang li kt qu tt v doanh thu, li nhun. Tht ra,mun pht trin kinh doanh th cn c hai yu t: (1)s ci tin (improvement): lm vic tc nhanh hn,


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gi thnh r hn v hiu qu tt hn v (2) s i mi(innovation): lm mt iu g mi hoc khc (vi cimnh thng lm).

u l yu t quyt nh yu t sng to trong kinhdoanh, phi chng l do mt hoc vi nhn vin c nngkhiu c bit?

Nhiu nh qun l thng ngh cc ngi sao lngi s quyt nh tnh sng to ca nhm, t chc.Nhng thc t mt nhn vin rt gii nhng c c tnhkhc bit vi nhng ngi trong nhm c th gy rcri cho vic qun l. Chnh v vy, ngi tuyn dng nnchn nhng ngi c k nng ng thi c s ha hpv vn ha t chc, doanh nghip.

Chng ta cn hiu rng sng to trong kinh doanhkhng m h nh trong ngh thut. l nhng giiphp m mt nhm ngi tm ra sau qu trnh lm vicn vi nhau, nhm tng doanh thu, tng li nhunqua lm vic nhanh hn, tt hn, r hn, mi hn, khchn. c bit, mun c ci tin, chng ta phi nhn vo

tng th cc vn ca t chc cho ra tng mihoc tm kim cc cc tng doanh nghip khc(c cho l ph hp) ng dng vo doanh nghipmnh. Nh vy, yu t quan trng ca s sng to trongnhn vin chnh l nh qun l. Anh ta l ngi tp hpnhm nhn vin, to ra mt mi trng lm vic tn ty,ht lng mi c c s sng to trong kinh doanh.

Theo anh th mt ngi cp trn khng c khnng sng to c th to ng lc cho nhn vin sngto khng?

C th. V sng to l qu trnh mi ngi cng lmvic n v a ra nhng cch thc lm vic, phng


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n kinh doanh, ging nh mt i bng vy. V saos xut hin ca mt hun luyn vin mi to nnmt i bng chi hay hn, ln hng nhanh hn? l v ngi hun luyn vin bit cch lm cho c i tnguyn luyn tp chm ch v chi ht mnh ginhthng li. Mt doanh nghip hay t chc cng vy, chkhi nhn vin lm vic tn ty, ht lng mi c c s

sng to, hay ni ng hn l c c improvementv innovation.

Ngi qun l s khi dy s sng to nhn vinbng cch no, t kinh nghim ca anh?

Nhiu doanh nghip nhn mnh tin v vn hadoanh nghip cnh tranh trong vic gi chn nhn ti.

Nhng tht s, quan trng nht vn l mt ngi cptrn bit lng nghe v i x cng bng vi tt c nhnvin. Ch khi c ng x bng tnh yu thng vcm thng t lnh o th nhn vin mi cng hin, tnty v lm vic hiu qu hn.

M s ht lng ca nhn vin phi c xy dng

trong qu trnh lu di bi cch ng x ca cp trni vi cp di ch khng phi ngy mt, ngy hai.Chnh v vy, ti cho l mt qu trnh hc hi v rnluyn lu di ca ngi qun l. Cn nh, giai onmi c ln v tr Gim c bn hng ca IBM, ti tptrung nhiu vo qun l kinh doanh, t ch tm n qunl con ngi. V vy, ti gn nh tht bi trong nm

u v nhm kinh doanh t doanh thu nhng nhn vinkhng c s tin b. Sau bi hc , ti dn hcc cch lng nghe, ng x ng mc v to nimtin t nhn vin v ch nhiu hn vo yu t ngunnhn lc.


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Ngi cp trn c nn khuyn khch cc tngmo him?

D nhin, cp trn nn khuyn khch tt c tngt nhn vin, mo him hay khng l t cch nhn cami ngi. Tuy nhin, mun bit c mt tng cmo him hay khng th thay v mt nhiu thi gian bn ci th hy bt tay vo lm. Mt trong nhng cch trin khai tng sng to l hy lm nhng thnghim nh, r v nhanh nh gi tng mi, cchlm mi. cng l cch khuyn khch s sng to ttnht.

Cm n anh v nhng kinh nghim hu ch trn.


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PROPER UNDERSTANDINGOF EMPLOYEES CREATIVITY

TED NUYEN

Most of us do know that creativity is the foundation forbusiness development, but how to inspire creativity

among employees is still somehow a mystery. Thisremains as a not-easy-to-answer question to manymanagers. A short talk with Ted Nuyen, General Directorof OPAL Vietnam, who possesses over 17 years ofworking experience in Sales, Marketing Management,Business Development and Product Managementat American and international markets, may reveal

practical lessons for this matter.

What do you think about company staffs creativity inbusiness?

To me, creativity is better for art. In business, creativityis actually referred to new concept, new solution, new

way of working, or new process... and those new thingsare expected to bring good results in terms of revenueand prot. In fact, there are two must to develop abusiness: (1) improvement: faster working rate, cheaperprice and better performance (2) innovation: doingsomething new or different (from things we usually do).


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What are factors that dene business creativity? Arethey from one or several specially talented employees?

Many managers think that star employees are decisiveelements of a team or an organization. Still, a reallyefcient employee with different personalities to otherteam members may cause troubles to management. It is

for this reason that recruiter should choose candidateswho are not only skilled but also bear harmony withorganization and business culture.

It should be known that business creativity is not asabstract as artistic creativity. It is a set of solutionsset out by a group of people after working out how to

conduct teamwork effectively in order to generate moresales and revenue by means of faster, better, cheaper,newer and more distinct methods of working. Especially,innovation requires one to look at everything in the bigpicture of an organizations issues or looking for ideasfrom other corporates (which deemed to be appropriate)to apply in his or her company. Thus, an important

element of employees creativity is the manager. He isthe one who gather the employees, create a completelydedicated and loyal working environment, in order toinitiate business creativity.

In your opinion, is an uncreative superordinate able toinspire creativity among his subordinate?

Yes, he could. Because, creativity is about working outthe best way to work together and come up with methodof working or running business, just like a soccer team.Why does the emergence of a new coach make a soccer


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team play their games better, climbing more ranks? Itis because the coach knows how to make the wholeteam dedicate themselves to hard work and trainingand give their best to achieve ultimate victory. So doesa company or an organization; creativity could only beproduced once employees work with all their hearts andminds, achieving improvement and innovation, in

other words.

From your experience, how could a manager inspirecreativity among his employees?

Many companies emphasize money and competitivebusiness culture in retaining their employees.

Nevertheless, the most important thing that mattersis a superior who is willing to listen and treat all hissubordinates fairly. Only when being managed withsuch caring and compassion from their managers thatthe staffs decide to contribute and dedicate more of theirefforts to produce more efciency.

The loyalty of an organizations members must bebuilt through a long time by behaviors of superordinatetowards subordinate, not just in one day or two. Forthat reason, I believe that is a long process of learningand practicing from the managers side. When I had

just been promoted to Sales Manager at IBM, my focuswas business management, not human management.Consequently, I almost failed in the rst year as oursales team achieved sales target but no development.

After that lesson, I have learned how to listen, behaveproperly, build trust from my employees and pay moreattention on human resource element.


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Should superordinate encourage risky ideas?

Of course, superordinate should encourage all kinds ofideas from their employees, as risk is just a matter ofpersonal perception. However, instead of spending a lotof time to nd out whether it is risky, turn it into reality.One of many ways to implement creative ideas is to

conduct small, cheap and quick experiment to assessnew concept and new methods. It is also the best wayto encourage creativity.

Thank you for your useful tips.


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KHUYN KHCH S SNG TO BNG

CCH NG VIN V THC P

L NGUYN MINH QUANG

Hu ht cc doanh nghip u nu cao yu t sngto trong qu trnh lm vic ca nhn vin. Tuy nhin,lm sao nhn vin c ng lc pht huy ht sc sngto ca mnh trong cng vic, hn l bi ton khngd dng vi nh qun l. T nhng chia s th v sauy ca anh L Nguyn Minh Quang, Tng gim cCng ty Bachy Soletanche Vit Nam, chng ta s c

thm nhng kinh nghim qu v cch pht huy s sngto trong nhn vin, nht l trong ngnh xy dng.

Theo nh gi ca anh th s sng to trong kinhdoanh cn thit nh th no?

Sng to l yu cu tt yu ca s pht trin nichung, khng ring g trong kinh doanh. C th hiu

rng sng to l cho ra i nhng phng php mi cng vic hiu qu hn, tit kim cng sc, chi ph, thigian... Trong ngnh xy dng th sng to l tm ra ccgii php mi tit kim nguyn vt liu, thi gian thicng m vn p ng yu cu cht lng cng trnh.Nhn vin mi cp bc u cn tm ra cho mnh mt


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phng php mi mi ngy cng vic hiu qu hn, chnh l yu cu sng to trong cng vic ca minhn vin. Nhim v ca nh qun l l to ra mt mitrng kch thch t duy sng to ca cp di, khng suy ngh li mn, lc hu n su vo suy ngh canhn vin.

L mt nh qun l lu nm, anh kch thch tnhsng to cho nhn vin trong cng ty nh th no?

Mi ngi trong cng ty cng xy dng mt thiquen t cu hi: C cch no c th lm cng vicny tt hn khng? v dn tr thnh mt nt vn haca doanh nghip. Cp trn thng khng a ra cc tng m ch gi cho nhn vin suy ngh v cch gii

quyt vn . Chng hn, khi mt nhn vin ngh:Vi vn ny, sp cho em xin cch gii quyt ththng khng nhn c cu tr li. Cch lm ng lnhn vin s a ra mt s hng gii quyt kh thi cp trn la chn. V ngi qun l ch h tr nhnvin gii quyt tt hn vn ca anh ta ch khng giiquyt thay.

Bn nng ca con ngi thng hng n cucsng thoi mi, d chu ch khng ai mun i mt vikh khn c. Ch khi tn ti trong mt mi trng khcnghit nn buc con ngi mnh vn ng sng to tn ti. V vy, khuyn khch nhn vin sng to ngha lt

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