HANOI UNIVERSITY

FACULTY OF MANAGEMENT AND TOURISM

HUMAN RESOURCE MANAGEMENT

ORGANIZATIONAL ANALYSIS REPORT

Tutor: Đỗ Thu Hiền

Tutorial class: Tut 01

Group: 07

Students: 2204000061 – Nguyễn Khánh Linh

2204000081 – Nguyễn Thị Hoàng Oanh

2204000020 – Nguyễn Thị Ngọc Châm

2106090010 – Nguyễn Tuyết Chinh

2204050061 – Nguyễn Thu Phương

Total word count: 1925 words

Hanoi, 15th November 2024

 ABSTRACT

Training involves an organization’s deliberate efforts to equip

employees with job-specific knowledge, skills, abilities, and
behaviors, aiming to enable their practical application in the
workplace. Many companies are facing problems in training and
assessing performance after training. In this report, we will
investigate how an organization executes and evaluates its HR
training activities and will provide insights into the effectiveness of
the HR training function, highlight areas for potential enhancement,
and give recommendations.

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 TABLE OF CONTENTS

ABSTRACT....................................................................................................................... i

I. Overiew of the company ............................................................................................ 1

II. Methodology........................................................................................................... 1

III. Diagnosis ................................................................................................................ 1

1. Overview of the company’s training and its strengths.............................................. 1

2. Limitations of online training ................................................................................... 2

IV. Prescription ............................................................................................................ 3

V. Action plan ................................................................................................................ 4

REFERENCE ................................................................................................................... 9

APPENDIX......................................................................................................................10

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 I. Overiew of the company

The organization was founded in 1979 in Taiwan, executing business in Engineering,

Procurement, and Construction (EPC). The limited corporation established a subsidiary in
Vietnam in 2001, now operates with over 200 employees and a legal capital of 3.8 million USD
(CTCI Vietnam, 2024). Since its establishment date, the company has made remarkable
progress, expanded its business to refinery, petrochemical, chemical, power, infrastructural,
and environmental projects, focused its services on engineering, procurement, construction,
and project management. The company has acquired ISO 9001:2008 and ISO 14001:2004/Cor
1:2009 for quality and environmental management systems.

In an ever-changing business landscape, the company has been enhancing its capabilities and
competitiveness through continued training courses and project executions in line with
corporate principles of “Professionalism, Sincerity, Teamwork, and Innovation”. The

organization envisions becoming a leading internationalized provider of engineering services

in Vietnam with the mission of developing professional talents, sustainable business, customer
value, and employee’s life. To achieve such a strategy, the organization emphasizes the training
program of its personnel, in a way that they should be up to date with the current knowledge
and practices of the industry, which is geared toward growth through the continued nurturing
of the employees and enhancing their skills.

II. Methodology

In this report, valuable insights were collected through interviewing and collecting information
from its website. Because of her thorough understanding of training activities in the company,
the HR manager was selected. Our questions investigated different aspects of the organization’s
HR training, including training methods, advantages and disadvantages of each method,
training policies, and obstacles in training. We also found information about company
strategies, missions, visions, and an overview of training activities through its website. We
integrated all collected information to analyze training programs in the company, its strengths
and limitations. Then, we applied theories in Human Resource Management to give
prescriptions and an action plan.

III. Diagnosis

1. Overview of the company’s training and its strengths

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The company has built and regularly updated training programs to align with market trends and
demand, especially revolution of technology. Currently, the company offers 3 types of training:
offline, online, and hybrid with 5 main methods: lectures, on-the-job, lesson&learn, knowledge
management access, and e-learning. The training methods are flexible to tailor to the content,
trainers and trainees. Lectures are commonly used in orientation training for newcomers, while
on-the-job training is the most frequently used approach, showing immediate effectiveness.
"Lessons learned" and "knowledge management access" are typically shared by experienced
employees with their colleagues. Trainers are selected depending on the course and company
resources; specialized courses are typically conducted by senior managers or company experts,
while soft skills and management skills are outsourced. Besides training courses for employees,
the company also offers programs specifically for middle managers and higher, with
increasingly specialized options for particular positions. In addition, the training program is
well-planned at the beginning of the year and takes into consideration budget and workload.
The company allocates different financial resource amounts for each type of training. Moreover,
the company chooses suitable employees for training, avoiding wasting the investment.
Employees still receive regular pay during training and those who excel and effectively apply
new skills in their work are positively evaluated, which can lead to salary raises and bonuses.

Recently, the company accelerated the application of online training by using GTS training
system. This e-learning course allows employees access to up-to-date training materials
conveniently without geographical barriers and time limitations. Additionally, GTS also
includes satisfaction surveys and evaluation tracking functions which enable managers to
supervise the effectiveness of their trainees’ learning. Each position will be matched to a
specific course, enabling employees to complete training flexibly according to individual
timelines, with established course deadlines. Online training is mandatory across all positions
and employees are reminded to complete the course through emails and a monthly report
summarizes course participation is visibly circulated across the company. While online training
brings many benefits, it also presents a few limitations.

2. Limitations of online training

While online training brings numerous benefits, the company’s program still faces some
limitations. One of the major disadvantages is the lack of interaction between trainers and
trainees, along with the monotonous content. Most of the content is delivered through videos
and PowerPoint slides that emphasize theoretical and technical concepts, which can make the
learning process boring and unappealing for employees. Especially, the absence of direct

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interaction between trainers and trainees often leads to passive learning. These problems lie not
only in the training content but also in trainee engagement. According to the HR manager,
although online courses are mandatory and have monthly visible reports for the company,
employees do not fully engage and understand the importance of online training courses;
especially, employees are usually reluctant to change and participate in transformational
courses. Therefore, employees do not allocate time to complete the course or resort to
superficial participation; in some cases, employees even seek others to complete the training
on their behalf. Consequently, around 10% of employees did not accomplish the required online
training, with some needing multiple email reminders. Lack of engagement affects employees’
ability to implement their training on the practical job, leading to a waste of the company’s
time and resources.

The limitations of online training programs make it difficult to evaluate their effectiveness
accurately. Currently, the company uses two kinds of methods to assess the effect of online
courses, which are evaluation by tests and surveys. The company relies on surveys to determine
how favorable, engaging, and relevant employees perceive the training to be. Tests are also
used to evaluate the degree to which employees gain the targeted knowledge, skills, and
attitudes through the courses. However, tests and surveys do not fully ensure the validity and
reliability of training course overtime. Additionally, feedback surveys are often ineffective, as
Vietnamese employees, especially those in lower-level roles, tend to resistance to give
authentic responses and avoid providing direct criticism, leading to difficulty in assessing
problems in online training and identifying areas that need improvement and upgrade. The HR
manager said that at present, the company conducts post-test once a year after online training
and approximately 8-10% of employees fail the post-training assessment and must retake the
course.

To sum up, online training evaluation is always a difficult topic for the company, especially
measuring effectiveness after training. Training is truly effective when and only when
employees clearly understand their tasks and functions in the organization. To achieve this
awareness, orientation training before training is extremely important. However, surveys and
tests cannot ensure the reliability and validity of online training assessments.

IV. Prescription

The company should focus on implementing the "Principles of Learning" to boost engagement
in their training programs to make content online training more engaging and interesting for

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trainees. Besides, just reading through slides or watching videos, trainees could dive into
simulations, case studies, and role-playing activities that feel like real-world situations. This
way, they are not only learning the material but also experiencing how it applies in practical
ways. Moreover, adding elements of gamification such as quizzes, challenges, and scenario-
based tasks can foster engagement by giving learners a sense of accomplishment and
competition, making the training more compelling and relevant. For an even greater impact, a
blended learning model that combines online modules with On-The-Job training further
strengthens engagement, as it allows trainees to immediately apply what they have learned,
reinforcing understanding and skill retention.

To deepen learners' understanding and enhance their interaction with the content, companies
should also emphasize pre-training preparation and orientation. Before the course begins,
providing a clear outline of the program’s objectives and practical applications can reduce
resistance to change. Orientation can foster a collaborative environment where trainees feel
encouraged to share insights, contribute ideas, learn from each other’s experiences, and foster
an understanding of online training courses aligning with the company’s goal and employee’s
career paths. Additionally, appointing "change champions" within departments can support this
effort by advocating for the program, demonstrating its positive impact, and fostering a culture
of innovation. By creating a supportive environment that values both collaboration and
practical application, organizations can ensure their online training programs are engaging,
impactful, and effective in driving long-term skill development.

To evaluate the effectiveness of online training courses, alongside testing and immediate on-
the-job application, the company should assess whether employees are transferring effectively
their new knowledge and skills when they return to their roles. Additionally, the company also
conducts semi-annual follow-up sessions to evaluate the progress of employees and identify
any skills that have diminished or need improvement; concurrently providing constructive
feedback. By reinforcing performance improvement and semi-annual follow-up sessions, the
company emphasizes the importance of training courses among employees. Lastly, the
company should measure whether the training programs, subsequent support, and
accountability packages align with organizational goals through return on investment

V. Action plan

Based on diagnosis and prescription, we planned an action with 7 steps with target, duration,
participation, detailed action, potential risks and solutions.

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Duration: 1 year

Partipants: online internal employees, manager, HR department

Target and Potential Risks

Steps Participation Action
Duration and Solutions
Target: Find the
Risk: not
obstacle when
Step 1: Survey accurate
learning online Post surveys on
for employees online trainees opinion
online training
to evaluate and trainers Solution: keep
Duration: 1 forum
online training confidential,
week
anonymously

Top Manager,
middle-manage
meet to
communicate
Risk: not fully
Target: Foster about new
engaged
the role of KSAOs in jobs
Step 2: Trainer and Solution: open
leaders in and the way to
Leader’s trainees discussion, and
training convey the
discussion (leaders) well-planned
Duration: 1 importance of
schedule,
day training with
content
organization
goals and
employees’
career path
Target: increase Design game- Risk:
Step 3:
engagement and based online complexity and
Develop a
commitment of Online trainees training with obstacles to
game-based
employees quizzes, some
course in the
challenges, and participants,

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online training Duration: 1 scenario-based employees may
program month (develop tasks. lose interest
gaming overtime
system); 3 Solution: keep
months gamification
(application in design simple
online training) and intuitive,
provide clear
instruction,
support with
unfamiliar of
participants;
regularly update
game elements,
add new
challenges.
Risk:
employees not
Orientation,
willing to
giving guidance
collaborate
Target: raise about the
Solution: create
awareness of course,
a comfortable
training courses motivating the
atmosphere,
Step 4: and interaction, Trainer: leaders employee to
give rewards,
Orientation reduce Trainees participate and
incentives when
reluctance understanding
participating,
Duration: 1-2 the neccessity of
link training to
days training;
organization
encourage
goals and
contribution
employee’s
career path.

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 Target: apply Trainees
for new KSAOs participate in a
from online new actual
Risk: applying
training courses project and
new KSAOs in
to meet the transfer new
real-life case
Step 5: Join in needs of the Trainees KSAOs into real
Solution: The
new practical current new Managers life; manager
leader
project project; easily observes the
supervises,
evaluate online project process
gives guidance,
training results to check
and feedback
Duration: 6 whether trainees
months apply for new
KSAOs
Risk: time-
consuming,
ignore
intangible
benefit
Solution: assess
Target: measure
Measure the periodic ROI
the efficiency
Step 6: outcome of the assessments
and Manager of the
Measure of project instead of every
effectiveness of project and HR
return on compared to the training; report
online training department
investment cost expended both tangible
Duration: 1
on training. and intangible
week
(improved
morale, work
better…);
follow-up
sessions
regularly.
Step 7: Follow- Target: Managers and recording, a Risk: time-
up session reinforce trainees short discussion consuming, low

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learning, to check how participation
address KSAOs employees Solution:
gaps apply new emphasize
KSAOs importance,
Duration: twice overtime reward,
a year convenient
time, flexible
methods

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 REFERENCE

CTCI Vietnam. (2024). CTCI Vietnam. [Link]. [Link]

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 APPENDIX

INTERVIEW QUESTIONNAIRE

Question 1. In what specific situations does the company decide to organize training? (e.g.,
technological changes, employee relations, market changes, etc.)

Question 2. What methods does the company use to assess current knowledge and skill gaps
among employees to determine the need for training?

Question 3. Are the training programs led by the company's senior management or
outsourced to external providers?

Question 4. What policies does the company have in place to motivate employees to
participate in training programs?

Question 5. On average, how many training sessions does the company organize in a year?

Question 6. I understand that the company is using the GTS system for online training.
Could you share more about the benefits and limitations of this software?

Question 7. The company currently implements five training methods (lectures, On-the-Job
Training (OJT), Lesson & Learn, e-learning, and knowledge management access). How
would you evaluate the effectiveness of these methods in developing essential skills?

Question 8. The company is pursuing strategies such as achieving global standards and
sustainable development. How do you ensure that the current training methods align with
the organization’s objectives and overall strategy?

Question 9. How has the organization’s training methods developed over the years? What
changes have been made due to shifts in industry standards or internal needs?

Question 10. How have changes in training methods (due to technological advancements or
other factors) improved or affected the training outcomes? For example, during the Covid
period, how did the company adapt its training methods?

Question 11. Has the company encountered any challenges during the training process?

Question 12. Do the company's training programs help improve work performance and
enhance employee capabilities? If so, how?

Question 13. Is the feedback from employees regarding the training programs positive?

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Question 14. As you mentioned, evaluating the results of training is a common challenge for
many companies. Could you share more insights on this issue?

Question 15. Do employees face difficulties in applying what they have learned to their actual
work? If so, could you share the reasons behind this?

Question 16. Does the company encounter any challenges in managing training costs? Do the
training programs provide value that matches the expenses incurred by the company?

Question 17. Has the company ever changed its methods for evaluating training outcomes?

Question 18. Is the company planning to change any training methods to improve
effectiveness?

Question 19. What criteria does the company use to select employees for training programs?

Question 20. What privileges do employees receive while participating in training? For
example, are the training hours counted as work hours, or are there bonuses provided?

Question 21. How do you evaluate the effectiveness of each of the five training methods in
terms of employees applying them to their work? Which method does the company use
most frequently?

Question 22. How do training programs differ between company levels (senior management,
middle management, and staff)? Does the company have specific courses dedicated to
leadership training?

Question 23. What is the number of employees participating in online courses, the completion
rate of registered courses, and the satisfaction rate of employees with online courses?

Question 24. What percentage of the company’s total budget is allocated to training activities?
What challenges does the company face in distributing the training budget? Which costs
account for the largest proportion in the training process?

Question 25. What gaps do you perceive in the interaction between trainers and trainees in
online courses? Has the company tested any measures to improve this interaction?

Question 26. In your opinion, what factors lead to participants feeling the need to complete
online courses superficially or rely on others to take the courses for them? Could you share
some feedback from participants about their feelings when attending online courses?

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Question 27. Do you think the content of current online lectures is designed to engage and
interest learners, or is it primarily focused on technical knowledge and theory? How does
the company manage employees’ online learning?

Question 28. How do you assess the effectiveness of online training programs? Are there
specific criteria for evaluation?

Question 29. Does the company conduct cost-benefit evaluations of its online training
programs? If so, what are the typical results? Do employees perceive the value of training
for their work? What feedback do they provide?

Question 30. After completing online training, does the company have any catch-up activities
to review skills, knowledge, and how employees have applied what they learned to their
work? How often are these catch-up activities conducted?

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 PERFORMANCE EVALUATION

1 Nguyễn Khánh Linh 100%

2 Nguyễn Thị Hoàng Oanh 100%
3 Nguyễn Thị Ngọc Châm 100%
4 Nguyễn Tuyết Chinh 100%
5 Nguyễn Thu Phương 100%

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