Xây dựng văn hóa doanh nghiệp nhằm nâng cao chất lượng nguồn nhân lực trong các doanh nghiệp nhỏ và vừa Việt Nam
INTERNATIONAL CONFERENCE: DEVELOPMENT OF SMALL AND MEDIUM ENTERPRISES
IN VIETNAM IN THE CONTEXT OF INDUSTRIAL REVOLUTION 4.0
BUILDING THE CULTURE OF ENTERPRISES TO IMPROVE THE
QUALITY OF HUMAN RESOURCES IN SMALL AND MEDIUM
ENTERPRISES IN VIETNAM
Nguyen Quoc Thang and Dao Van Anh,
University of Finance and Business Administration
Abstract:
The adaptive capacity of Vietnamese small and medium-sized enterprises (SMEs) to the
development of Industry 4.0 is still low. One of the outstanding reasons is the quality of human
resources. To improve and enhance the quality of human resources in SMEs, many synchronous
solutions are needed; In particular, it is necessary to attach importance to building an enterprise
culture towards human values so that it can exploit and promote the potential of each employee.
The paper focuses on the orientation of building a culture of high trust in people to contribute to
solving labor problems of SMEs in Vietnam when facing the challenges of phase 4.0.
Key word: Small and medium enterprises, corporate culture, Human Resources
XÂY DỰNG VĂN HÓA DOANH NGHIỆP NHẰM NÂNG CAO CHẤT LƢỢNG NGUỒN
NHÂN LỰC TRONG CÁC DOANH NGHIỆP NHỎ VÀ VỪA VIỆT NAM
Tóm tắt:
Năng lực thích nghi của các doanh nghiệp vừa và nhỏ (SMEs) Việt Nam đối với sự phát
triển của cuộc Cách mạng Công nghiệp 4.0 còn thấp. Một trong những nguyên nhân nổi trội là
chất lượng nguồn nhân lực. Để cải thiện và tăng cường chất lượng nguồn nhân lực trong SMEs
cần đến nhiều giải pháp đồng bộ; trong đó, cần chú trọng xây dựng một nền văn hóa doanh
nghiệp hướng đến giá trị con người để có thể khai thác và phát huy tiềm năng trong mỗi người
lao động. Bài viết tập trung bàn về định hướng xây dựng một nền văn hóa tin cậy cao độ vào con
người để góp phần giải quyết những khó khăn về vấn đề lao động của SMEs tại Việt Nam khi
đương đầu với những thách thức của giai đoạn 4.0.
Từ khóa: Doanh nghiệp vừa và nhỏ, văn hóa doanh nghiệp, nguồn nhân lực.
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Introduction
According to the General Statistics Office (2017), the number of small and medium-
sized enterprises in Vietnam accounts for 98.1%, although the number is dynamic but the
competitiveness of small and medium-sized enterprises (SMEs) ) have a lots of restrictions.
Finding and building advantages for these enterprises to catch up and develop sustainably in the
context of the fast changing industry 4.0 is a difficult problem. To solve this problem, the idea of
competing with human resources and talents is a very wide direction because people are a
special asset of every business. This property is the root of all other assets and is "living", ie
always developing in width and depth. This is also the judgment of a leading economist: ―If we
build a competitive advantage, it must be something that our customers and competitors cannot
copy. That is manpower. " (Dave Ulrichi, International Conference "Rethinking Human
Resources and Talents", 2017, Ho Chi Minh City). However, in order to create favorable
conditions for employees to become the competitiveness of Vietnamese SMEs, building a
business culture for people, towards human values is a top priority. The relationship of business
culture and workers can be compared to fish with water. Developing an enterprise culture that
has high trust in people is creating good water for swimming fish. Based on the above
assumptions, the following article will focus on analyzing some data on current HR problems of
SMEs in Vietnam, then assessing the solutions to resolve these difficulties through public
Corporate culture instrument.
1. Current situation of human resource quality in small and medium-sized enterprises in
Vietnam today
According to the latest provincial competitiveness index (PCI) the percentage of
Vietnamese enterprises that face difficulties in recruiting workers is quite high: 28% (PCI
Report 2018 - pci2018.pcivietnam.vn). For startups (usually SMEs), this is even higher.
Specifically, for businesses whose operating time is less than 5 years, the difficulty in
recruiting personnel is 31%.
The analysis of difficulties in recruiting labor increases with the size of internal capital
also shows that SMEs:
- Group of enterprises with capital of less than 1 billion: 26%
- Group of enterprises with 1-5 billion capital scale: 28%
- Group of enterprises with 5-10 billion capital scale: 27%
- Group of enterprises with capital scale of 10-50 billion: 30%
- Group of enterprises with capital scale of VND 50-100 billion: 31%
It is difficult to recruit enough workers in terms of quantity and quality assurance.
According to Manpower Group's Total Workforce Index, only about 5% of the English-speaking
workforce and the skilled workforce account for only 10.4%. The ratio of research and
development employees per 1,000 employees is a modest figure: 2%. This is much lower than
that of Thailand: 27% of the workforce is fluent in English, 14% is a skilled labor force and the
proportion of R&D staff is 3%.
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Indicators
Extent of staff training
Ranking
81
115
128
104
91
Quality of vocational training
Skillset of graduates
Ease of finding skilled employees
(Source: The Global Competitiveness Report 2018)
The situation of labor in Vietnamese enterprises is also reflected in a number of
component indicators of the Global Competitiveness Report 4.0 (GCI 4.0) - The Global
Competitiveness Report 2018 of the World Economic Forum. Specifically:
If we know that the results of Vietnam's GCI index in 2018 is 77, the figures related to
the human resource situation above show that they are factors that drag Vietnam's rankings
down.
Above are some figures reflecting the labor situation in Vietnam enterprises in general
and SME enterprises in particular.
2. The relationship between corporate culture and the quality of human resources in
Vietnam
What really connects the parts of the business body. What unites the behavior of
everyone in that business. Is that just a technology? Or is it something deeper and more
meaningful? That is the corporate culture.
In general, the corporate culture includes an organic set of common values and behaviors
within the business. Corporate culture is the self-regulation of the behavior of each member of
the business without the need for hard controls. A good, appropriate corporate culture will have a
direct impact on helping employees in that business cohesion, creativity, sincerity and
enthusiasm. Not just income and reputation, but also the corporate culture environment that will
make employees loyal and devoted. It must be an environment in which they feel their
professional life is close to the values they really value.
With Industry Revolution 4.0, workers can have enormous power. He could know what
his boss knew and even more. These intellectual workers can only accompany the business if the
culture of that business only shows them the meaning of dedication, sincerity and creativity.
Because any human being wants to contribute to something meaningful. And when they turn that
desire into an engine, a huge energy source containing strong creativity will be released. It must
be a culture that values people and believes in their hidden potential.
Dr Stephen Covey, a leading economist, often asks his audience listeners: "How many
people in this room agree that the majority of the workforce in your organization is more
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talented, more creative, more creative and dynamic than the current job requirements or even
allowed to use? ‖. He realized that most people raised their hands to agree. This story spreads the
message that most organizations, including businesses, have not exploited the full potential of
the workers themselves.
Looking back at the current state of the relationship between corporate culture and
personnel difficulties in Vietnamese enterprises, in the face of the 4.0 revolution, we can see
quite clearly. Specifically, here are a few indicators that show this aspect:
Indicators
Reliance on professional management
Cooperation in labour - employer relations
Attitudes toward entrepreneurial risk
Willingness to delegate authority
Diversity of workforce
Ranking
124
92
93
110
91
Multistakeholder collaboration
97
(Source: The Global Competitiveness Report 2018)
These indicators show that Vietnam is in very low rankings in terms of these criteria. It
seems that Vietnamese executives are not willing to trust their employees (Vietnam ranks 110
for the question of high level management willingness to delegate to subordinates). At the same
time, the promotion of personnel is not based on human values (Vietnam ranks 124th for the
question of who holds the important positions in the company - usually relatives or friends
without care about quality, morality (1 point - lowest score) or mostly professional managers
chosen for achievements and qualifications (7 points - highest score)).
When corporate culture is influenced primarily by senior executives, such a low
confidence level of employees will lead to the consequence that employees will not strive to
accompany their businesses. in difficult times. This is shown in rank 92 for the answer to the
question asking the description of the relationship between the employee and the employer (the
lowest score is 1 = generally confronted and the highest is 7 = cooperation in general).
Vietnamese executives also do not like the culture of sharing ideas, innovation, research
and development among company members, between companies and between companies and
universities. The low rank of this indicator shows a high degree of distrust in others.
Thus, through some analysis of the relationship between corporate culture towards
human values with recruitment as well as the use of personnel and the situation in Vietnam, it is
possible to see the need to develop a Corporate culture highly relies on people to be evident. This
is a difficult direction but not an impossible problem.
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3. Orientation to build corporate culture to improve and enhance the quality of human
resources in SMEs in Vietnam today
According to an economist, building corporate culture means "creating good water
sources for swimming fish". Business is a living body made up of intelligent people who live and
grow. When aware of this, senior management will have to create the right conditions, a good
atmosphere for development and opportunity. Here are a few directions that contribute to the
development of a corporate culture that relies on human values:
- If senior managers want to build a culture of high trust need to do more than rhetoric
because workers will soon realize. The first is that the administrator must build a set of core
values, and then when implemented in detail, the set of behaviors and regimes in the enterprise
must be directed to that set of values. People-oriented principles must be implemented for all
structures and systems of the businesses they manage. It will have to be specific in how
managers collect information, how to pay salaries, pay bonuses to employees, promote
employees, etc.
- A culture of extreme trust towards the principles that govern all relationships between
people and people and people and businesses. Such as: Justice, honesty, sincerity, trust. When
businesses have a culture of high trust, hard times, deep trust and mutual concern will become a
force to cope with reality instead of dispersion and division. Senior managers must value these
principles more than their own businesses.
- Administrators 4.0 need to have both personality and capacity. Therefore, in order to
become a nucleus of an enterprise culture for people, they must constantly improve their
capacity, develop new skills, learn and grow as themselves. The process of character
development and the professional level of politics must be really deep and continuous. However,
this is actually easier said than done because to really learn, the administrator must admit that he
is ignorant and inferior.
- Senior managers will have to attract many people from a large gathering both inside and
outside the enterprise to participate in the process of running the business. They themselves will
have to have vision, passion and intense desire. This inspiration, once shared by everyone in the
business, unleashes a tremendous amount of human energy.
- Change the way of looking at jobs. Current work has lost the meaning of working with
a boss. The job is shifting towards working with many bosses, working for yourself (like social
work, study or something else). As such, the labor force will change in the direction of key
figures working full-time and seasonal, part-time or contract workers. Similarly, managers also
need to change the view that workers must necessarily work for the company. With Industry 4.0,
there can be employees and jobs that can work from home.
- The traditional view of managing people tightly through very long and detailed job
descriptions that make workers feel like a machine or a tool in the hands of business owners so
there is no space for creativity to arise. Moreover, when workers realize that life is for living, in
addition to working, there are many other things, they will no longer enthusiastically accompany
the business.
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- If you want to recruit and use smart people and tend to think independently,
administrators need to give them a lot of responsibility, a lot of authority. Otherwise they will
leave the business because no one wants to become someone else's robot or tool. To do so,
administrators must have faith in people. Because how can a senior manager empower a
employee if he doesn't trust him?
- Labor and their extraordinary creative capacity must be considered as real assets of the
enterprise. Many senior managers still hold that the voting rights, the right to influence the
business policies of the company belong to them and the shareholders need to change. Enterprise
workers need to be empowered because they are, after all, the real assets of this Industry
Revolution 4.0. That said, the senior management of the business needs to divide the right to
speak to people who have so far been deprived of the right to participate in the business-oriented
process: young people, newcomers, peripheral parts, ...
Therefore, it can be said that for SMEs in Vietnam to overcome human resource
difficulties, change is inevitable. Instead of concluding, the article was quoted by Goethe - a
German celebrity: ―If we treat a person as if he were the person he should be and could become,
he I will become someone like that. " It must be a guideline for building a trustworthy, self-
reliant, open, and supportive corporate culture towards human values.
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9. Michael Morcos, Organisational Culture: Definitions and trends, November 2018,
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