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1. BÁO CÁO THỰC TẬP
TIẾNG ANH THƯƠNG
MẠI
INTERNSHIP REPORT
Tham khảo thêm tài liệu tại Luanvantot.com
Dịch Vụ Hỗ Trợ Viết Thuê Tiểu Luận,Báo Cáo
Khoá Luận, Luận Văn
Zalo Hỗ Trợ : 0934.573.149

2. ACKNOWLEDGEMENT
First of all, with the deepest and sincerest affection, I’d like to express my gratitude
to all the individuals and staff at TequilaTBWA Vietnam that have facilitated and
supported me throughout the process of studying and researching this topic. Especially Ms.
Trang Nguyen who has instructed me about the working process as an HR intern.
Moreover, during the time since I started studying at the school until now, I have
received a lot of care and help from teachers and friends. With the deepest gratitude, I
would like to send to the teachers at the Faculty of English - UEH (major Business English)
who have imparted valuable knowledge to us during our study time at the school. Thanks
to the guidance and teaching of the teachers, my research topic can be completed well.
My internship has lasted nearly 02 months with my initial step into practice.
Therefore, there are still many new things, and it is inevitable that I will make mistakes. I
lookforward to receiving valuable comments and suggestions so that my knowledge in this
field can be improved more completely.

3. TABLE OF CONTENTS
ACKNOWLEDGEMENT................................................................................................................1
TABLE OF CONTENTS..................................................................................................................3
LIST OF TABLES............................................................................................................................4
LIST OF FIGURES..........................................................................................................................4
EXECUTIVE SUMMARY...............................................................................................................5
CHAPTER I: INTRODUCTION......................................................................................................6
1. Profile of the organization......................................................................................................6
1.1. Company history ..............................................................................................................6
1.2. Company philosophy......................................................................................................10
2. Objectives and Internship Activities ....................................................................................11
2.1. Internship objectives.......................................................................................................11
2.2. Internship activities ........................................................................................................12
CHAPTER 2: RESEARCH & FINDINGS......................................................................................12
1. Methodology and Steps of Execution...................................................................................12
1.1. Research objectives ........................................................................................................12
1.2. Research scope...............................................................................................................13
1.3. Research methods...........................................................................................................13
2. Literature Review................................................................................................................13
2.1. Human resource management definition ..........................................................................13
2.2. Human resource management roles..................................................................................14
2.3. Human resource management aspects..............................................................................15
3. Data Analysis – Interpretation – Discussion.........................................................................18
3.1. TequilaTBWA Vietnam labor force features ...................................................................18
3.2. The factors affecting company’s human resources management ........................................24
3.3. The current situation of managing foreign workforce at the company.................................24
CHAPTER 3: CONCLUSION & RECOMMENDATIONS............................................................26

4. LIST OF TABLES
LIST OF FIGURES

5. EXECUTIVE SUMMARY
An organization, even if it has abundant financial resources and modern machinery
and technology, may fail if it does not pay attention to how to manage human resources.
We do not deny the role of other fields such as financial management, production
management, administrative management, accounting... but it is clear that human resource
management plays a very important role in every business. Any level of management must
know how to manage their employees.
Human resource management is a complex and difficult field. It is a mixture of
science and art which includes many issues such as physiological, social, ethical, etc. A
good leader needs to know how to analyze and master the environmental factors that
directly or indirectly affect human resource management.
TequilaTBWA Vietnam which is a company in the communication & advertising
industry will be the object in this report. The use of human resources to well implement
the company's strategies and goals is a complicated job and requires a lot of specialized
knowledge. Especially when this is a multinational company with diverse labor resources
including foreigners from many different cultures. I personally think that in order to be
able to utilize human resourcesto satisfythe current requirements and develop in the future,
there should be combinations of measurements from the state and from enterprises in the
management of foreign human resources.

6. CHAPTER I: INTRODUCTION
1. Profile of the organization
1.1. Company history
TequilaTBWA Vietnam
● Address: 4th Floor, No. 09 Dinh Tien Hoang, Da Kao Ward, District 1, Ho Chi
Minh City
● Tel: +84 2838239987
● Email: info.vn@tequila.com
● Website: https://www.tequila.com.vn/vi/ https://tbwa.com/
TBWA was established in 1970, headquartered in New York, USA, is a branch of
the parent corporation Omnicom Group Inc. This is the world's largest media and
advertising group with brands such as BBDO, DDB, TBWA, DAS, OMG… Omnicom
Group Inc. operates in the fields of advertising, marketing services, specialized media,
interactive media, digital media, public relations, retail marketing services and promotion
consulting. With total 2007 sales of $12.7 billion, Omnicom Group Inc. world leader in
advertising, marketing - communication and was voted by Forbes magazine as one of the
largest corporations in the US. TBWA Group has been present in Vietnam since 2006 by

7. establishing a company with 100% foreign capital. For nearly two years, TBWA Vietnam's
operations have progressed smoothly with large customers such as Vinamilk, Vietnam
Brewery Limited, Adidas, Standard Chartered, etc. However, those are just "above the line"
programs (promotion, marketing through mass media). Keith Smith, Global President of
TBWA, said that Vietnam's advertising market stillhas a lotof potentials and TBWA needs
to act now to seize the opportunity, especially for the "below the market. line” (other forms
of promotion and marketing not related to mass communication). And, the best way for
TBWA to quickly expand its operations in the Vietnamese market, according to Mr. Smith,
is to shake hands with an experienced domestic enterprise that has established a similar
"infrastructure system" to be complementary to each other. Below are some outstanding
print ads and campaigns that TBWA Vietnam has implemented:

8. On December 11, 2008, Biz Solutions Company, a company specializing in
marketing and brand activation in Vietnam, announced the cooperation with TBWA
Advertising Group of America. If TBWA is considered a martial arts giant in the global
arena, then Biz Solutions is a giant in the fields of Marketing, Events, Public Relations

9. (PR) in Vietnam. Male. Starting from an office with only 2 employees, in 2008, Biz
Solutions is proud to be one of the few marketing and event companies with a nationwide
network of offices (Ho Chi Minh City, Hanoi, and 9 other provinces) with more than 200
employees. Biz Solutions has been working with big clients such as Kimberly Clark
(Kotex), British American Tobacco, MobiFone, Nokia, Dumex. This strategic partnership,
starting with a new name Biz Tequila, will create a synergy between the martial arts giant
and the experienced giant in the Vietnamese market. Tequila is a famous brand with
advertising programs "below the line" in the world. Tequila currently has 48 offices in 34
countries and has many big customers such as Canon, Beiersdorf, Samsonite, Masterfoods,
Singapore Airlines...When coming together, both of them believed in a bright future, a big
goal that will be conquered in the near future, which is to make Biz Tequila become the
largest integrated marketing communications group in Vietnam (Integrated Through The
Line Communications).

10. 1.2. Company philosophy
TBWA possessesan ultimate weapon that is the Disruption philosophy, also known
as the Disruption Day Framework (understood as breaking the limit). Disruption was
created by Mr. Jean Marie Dru, president, and CEO of TBWA worldwide.
“To grow, you have to think about a larger future. A larger share of the future very
seldom comes from an extrapolation of the present. That is what Disruption is all about.
Disruption is about discovering new larger futures.”
It can be said that this is the thinking guideline that TBWA applies to all of its
creative ideas. "Breaking all limits" says that if you only follow the rules and traditional
thoughts, then by default people cannot bring different results. The rapid development of
technology and technology has made today's products quite similar to each other, making
the concept of advertising based on product salience less effective in the competitive
landscape. modern painting. Therefore, according to the Disruption Day Framework, we

11. have to use the media to highlight, differentiate or break outdated products and boring,
traditional ways of communication.
Today is very different from the past, markets have changed and business grows
even faster in the internet age. To survive, businesses must not resist change, seize the
opportunity in the changing environment to develop, but if everything changes they will
fail and they will also fail if they do not accept the change. Disruption philosophy is to face
new challenges, empowering customers to create breakthroughs in their business models,
services, and communications. Disruption creates a focal point for the brand, it is a way for
customers to see the same, traditional things happening in the industry and also a way for
them to find a new directiondifferent from the old way of doing things. exponential growth,
setting new rules for the business of our customers and their industry, challenging
competitors with a distinct structure, forming a new foundation for their vision, goals the
customer wants to achieve.
The advertising campaign for Adidas can be seen as a good example of the success
of applying this philosophy to creative advertising. As everyone knows, Adidas, Nike or
Reebok are major sports shoe brands in the world. Usually, brands often choose top sports
stars to promote their products. However, when Adidas came to TBWA, the two sat
together to find creative ideas for a new advertising campaign. And interestingly, the
Disruption philosophy has led to a breakthrough thinking: Why have to be famous sports
stars when the sport is for everyone. The message "Impossible is Nothing", which means
that everyone has weaknesses, but for Adidas, that weakness has no meaning, has been
conveyed by Adidas to everyone through advertising and marketing activities by TBWA.
2. Objectives and Internship Activities
2.1. Internship objectives
In the trend of global integration, the world economy has many great changes.
Vietnam's labor market has also become more flexible and diverse, international migration

12. is a concern of many countries including Vietnam, and the flow of foreign workers into
Vietnam is increasing. The reason why foreign workers in Vietnam are increasing is due
to the rapid increase of foreigninvestment in Vietnam, leading to an increase in the demand
for foreign workers entering Vietnam to work. In addition, Vietnam has many new
industries and fields that require experienced and specialized foreign workers to take on
jobs that cannot be met by domestic human resources. Therefore, this will be an
opportunity as well as a challenge for human resource managers in the future. This was
chosen as my internship topic with the aim of consolidating theoretical knowledge learned
at school as well as having a more specificview in a real environment about a phenomenon
of labor diversity becoming more and more popular. should be as popular as it is today.
Since then, I have prepared the necessary skills in a multicultural working environment
and have thought about measures to promote the benefits that this resource brings to the
organization. Besides, Through the specific case of Tequila, I will realize my opportunity
in the field of Human Resource management - a field that I really love and want to try after
graduation.
2.2. Internship activities
……………
CHAPTER 2: RESEARCH & FINDINGS
1. Methodology and Steps of Execution
1.1. Research objectives
To focus on researching, understanding the organizational structure, human
resource situation, and grasping the principles and procedures in human resource
management at Ly Thuy company. Based on this fact, the management makes comments,
assessments, and recommendations to improve human resource management at the
company.

13. 1.2. Research scope
The topic was researched at Tequila/TBWA Vietnam on human resource
management policy for foreigners working in the company.
1.3. Research methods
✔ Observing the actual situation combined with direct discussion with the person in
charge of administration, as well as summarizing the specific work in which they
are involved, from which to analyze and make comments.
✔ Collecting data and reports from the Human Resources Department and the
Accounting Department
✔ Referring documents
✔ Interviewing foreign personnel who are directly working at the company
2. Literature Review
2.1. Human resource management definition
Human resourcesinclude all individuals involved inany activity of the organization,
regardless of their role. Human resources are attached to every organization be it a
manufacturer, insurance company, government agency, hospital, university, church labor
union, airline whether big or small, simple or complex. Human resources are present
throughout every department and any level of management must be carried out according
to the following steps: planning, organizing, leading and controlling their human resources.
Therefore, it requires leaders to know how to manage their human resources. On that basis,
the concept of human resource management can be proposed as follows:

14. Human resource management is the overall coordination of activities of planning,
recruiting, selecting, maintaining, developing, motivating, and creating favorable
conditions for human resources to operate through the organization. , in order to achieve
the strategic goals and vision of the organization.
The factor that helps us to know whether an enterprise is working well or not doing
well, successful or unsuccessful is its human resources, specific people with enthusiasm
and initiative. Everything else, such as machinery and equipment, material wealth, and
technology, can be bought, learned, and copied, but humans cannot. Therefore, it can be
affirmed that human resource management plays an essential role in the existence and
development of enterprises. In enterprises, human resource management belongs to the
main function of managers, helping managers achieve goals through the efforts of others.
Managers have the role to make policies, guidelines and guidelines for the development of
the business, sothe administrator must be a visionary with professional qualifications. high.
The person who implements the policiesand guidelines set forth by the administrator is the
field staff. Whether the job performance is completed well or not depends a lot on the
employee's capacity, so it can be said that all governance is ultimately the management of
people.
2.2. Human resource management roles
Human resource management contributes to solving the socio-economic aspects of
labor problems. It is a common problem of society, all economic activities in general come
to a goal sooner or later to make workers enjoy the fruits of their work.
Human resource management is associated with every organization and any
organization should have a human resources department. Human resource management is
an important element of the management function, it has roots and branches spread
throughout every organization. Human resource management is present in all departments,
any level of management has employees under them, so there must be human resource

15. management. The human resource management style creates a cultural atmosphere for an
enterprise. This is also one of the decisive factors for the success or failure of a business
Human resource management has a great role to play in the business activities of an
enterprise, it is a deep-seated activity inside the business but determines the business results
of the business.
2.3. Human resource management aspects
2.3.1. Job analysis
There are three steps in job analysis:
● Defining job description includes a listing of duties, functions, work relationships,
working conditions, inspection and supervision requirements and standards to be
achieved when performing the job (Human Resources Management by Nguyen Huu
Than, Statistical Publishing House 2008).
● After defining the job description, the human resource manager needs to make a job
description. The description table includes the job identification (such as job name,
job code, manager, etc); nature of the work (the relationships in the work
performance, responsibilities, the working conditions).
● Job standard description is the minimum acceptable standard conditions that a
person needs to have to complete a certain job such as professional skills, foreign
language - computer skills, education level, experience…
2.3.2. Human resource planning
Human resource planning is the process of a systematic review of human resource
requirements to ensure that an organization has the right number of people with the right
skills.

16. 2.3.3. Human resource recruitment
Employee recruitment is the process of attracting qualified people from various
sources to apply for a job. The manager realizes that more human resourcesare needed and
takes steps to recruit employees. Recruiting costs a lot of time and money, so the board of
management must ensure that they are using the most effective recruiting methods and
resources. From the above characteristics, the concept of employee recruitment can be
introduced. Employee recruitment is the process of selecting the right candidates and
assigning the right people to the job and the candidate will develop his or her ability to do
the job.
There are many sources of recruitment such as advertising, school relationships,
labor agencies, headhunters, interns, employee referrals, self-applied candidates and other
methods. The chosen method should be based on the strategy of using personnel, the
orientation of the company's vision, budget, professional ability, and leadership.
2.3.4. Training & Development
Personnel training includes activities aimed at improving an individual's skills or
abilities for the current job, and development includes activities that prepare employees to
keep up with the organizational structure as it changes and develops. However, internal
and external factors constantly influence training requirements, so any training and
development program needs to be dynamic and ongoing.
For some new organizations, employee training is the most urgent and important
task. Because even installing a sophisticated system of machinery without an operator
becomes useless. Businesses are currently living in a period of information explosion and
the pace of change is taking place at a breakneck speed today. The need for training and
development is more urgent than ever, and at the same time, administrators must see the
trend of development in the coming years, and apply training and development programs

17. that prepare to cope with changes in the future. However, this change must bring practical
effects and help make the organization more stable. The question that is always asked for
managers is "What are the training needs of the company?" and "What goals does the
company want to achieve through its training and development efforts?".
2.3.5. Employee performance evaluation
Evaluating employee performance is an important activity in human resource
management. This assessment not only has the meaning of appraisal, but also has the
meaning of recognizing the ability and achievements of employees in a certain period of
time. It is the key to help the company have a basis for planning, recruiting, selecting and
developing personnel. Successful human resource management is largely due to the fact
that the company knows how to evaluate the contributions of its employees. This
assessment is the basis for rewarding, motivating or disciplining as well as helping
managers to pay employees fair wages.
To evaluate the performance of employees, the administrator cannot act arbitrarily
and spontaneously. First of all, managers must understand what performance appraisal is,
must master the evaluation process, understand and set goals. At the same time, managers
must master the methods of assessing work performance in both theory and practice.
Responsibility for performance appraisal varies from agency to agency and,
depending on the level of the evaluator, can be done on a monthly, quarterly or year-end
basis. There are many assessment methods based on: scale, rating, recording and important
events, written assessment, work standard, behavior based assessment.
2.3.6. Compensation and benefits
Compensation and benefits are the rewards that individuals receive in exchange for
their labor. Compensation policy is a strategy to stimulate labor and motivate employees
to maintain, strengthen and develop a long-term workforce with the company. Therefore,
this policy must be flexible to change according to social circumstances, the ability of each

18. company, compared with other companies and units in the same industry, in order to have
an appropriate salary policy. Benefits are also known as financial indirect compensation.
Benefits consist of two main parts: benefits prescribed by law and benefits voluntarily
applied by companies, partly to motivate employees to work, and partly to retainand attract
talented people to work for the company. There are 4 factors affecting the C&B policies,
which are company environment, labor market, job characteristics and employee's ability.
3. Data Analysis – Interpretation – Discussion
3.1. TequilaTBWA Vietnam labor force features
The chart below shows the personnel structure of TequilaTBWA Vietnam based
on the ratio of foreign employees to Vietnamese employees. It can be seen that about a
quarter of employees at the company are foreigners. This is quite a large percentage
corresponding to 7 people out of 35 people.
Figure 1: The percentage of foreign employees
According to number 2 below, out of 35 foreigners, 66% are men and 34% are
women. Through interviews with some employees, the reason is explained that it is easier

19. for men to go to another country to work than women when they have less problems with
their families.
Figure 2: Gender structure of foreign employees
Based on the criteria of literacy level (figure 3), among 35 foreign employees, the
highest proportion are those with a master's degree, up to 74%, equivalent to 25 people,
followed by 14% with a doctor's degree. Through this, it can be seen that the majority of
foreigners working at the company have a high level of education and expertise.

20. Figure 3: Literacy structure of foreign employees
According to figure 4, we can see the feature of age range of expats in
TequilaTBWA. Most of them are 30-39 years old (63%), followed by 18-29 years old
(17%)

21. Figure 4: Age structure of foreign employees
Based on job position criteria, they are divided into three groups: manager, team
leader and employee. It can be seen that nearly half of the foreigners are managers (49%)
and team leader (43%) while there are only 9% of them are ordinary employees. It shows
that mainly foreigners are here to take charge of high positions in company.

22. Figure 5: Job position structure of foreign employees
About the recruitment process, it can be seen the below are the main sources to
recruit foreigner. Standing at the first rank is headhunter which is 10 people, and then the
second rank is social network (8 people) and the last one is parent company (7 people).

23. Figure 6: Sources of foreigner recruitment
The below table shows the differences between foreigners and non-foreigners
according to different groups. The average income of foreigners’ average is 15,500,000
higher than non-foreigners. Among the foreigners, there is gaps in gender, literacy, age and
position. It can be implied that the older has higher salary than the elder, male foreigners
than female ones, and the ones who have higher experiences will get higher salary.
Figure 7: The average income of foreigners and non-foreigners according to
categories (Source: salary range published in recruitment news/ Unit: VND)
Foreigners' average
income 46,000,000
Non-foreigners'
average income
30,500,000
Gender gap
Male
49,207,025
Male 18,254,556
Female
42,792,975
Female 12,245,444
Literacy gap
Bachelor
31,608,330
Bachelor 10,321,456
Postgraduate
36,125,050
Postgraduate 19,046,622
Master
46,321,140
Master 37,448,700
Doctor
69,945,480
Doctor 55,183,222
Age gap
18-29
31,005,980
18-29 12,064,533
30-39
39,206,946
30-39 22,044,780

24. 40-49
48,508,165
40-49 34,046,110
50-59
65,278,909
50-59 53,844,577
Position gap
Manager
66,041,314
Manager 52,015,564
Team leader
47,041,314
Team leader 25,211,008
Employee
24,917,372
Employee 14,273,428
3.2. The factors affecting company’s human resources management
….
3.3. The current situationof managing foreignworkforce at the company
3.3.1. Current human resource planning
Based on actual needs, department heads together with the board of directors and
human resourcesdepartment will determine or forecasthuman resource needs based on the
proposed project or business strategy. Every year, the company regularly evaluates the
personnel of each department and then conducts training, development, promotion,
demotion or job transfer. The company always encourages diversity and breakthroughs in
advertising and communication ideas, so having a diverse human resource is always a
focus. Especially recruiting foreigners with high professional qualifications and ability to
understand diverse cultures.
3.3.2. Current job analysis
The job analysis at the company is conducted by the department heads, the method
being applied is sample/observation/reference from the parent company. After collecting

25. enough information and data, the department heads will conduct analysis to come up with
standards. From here, it can be seen that the company has made a clear and reasonable job
description and job standards for foreigners with the English version. However, the job
analysis has not been done in-depth, and there is no specialized department to take charge.
3.3.3. Current recruitment
The company's recruitment of foreign personnel is implemented effectively when
combining many different sources and especially with the support from the global TBWA
company, with the transfer of quality human resources who have high professional
qualifications and good management skills.
3.3.4. Current recruitment
Recruiting a foreign employee to meet the needs of the company is very difficult
and expensive, so to use this labor source most effectively, adapt to the continuous change
of the environment. As well as grasping the development of science and technology, each
company must regularly take care of the training and development of personnel. Aware of
this problem, the company has organized training and human resource development for
foreign personnel according to their own goals and methods.
For senior managers, the company nominates to participate in programs, events
abroad to grasp new trends around the world, or invites experts in consulting. For potential
employees, they can participate in advanced and intensive courses to develop skills
combined with thematic online learning sessions during the Covid-19 pandemic.
Especially for foreign employees, the company implements many training, sightseeing and
travel programs so that they can adapt and integrate into the Vietnamese culture. Through
this, it can be seenthat the company's training program is designed methodically, according
to each specific object, which not only helps employees improve their professional skills
but also shows a deep concern for employees. However, besides that, TequilaTBWA

26. Vietnam does not have a specific method to evaluate training effectiveness when many
training courses have high costs.
3.3.5. Current personnel evaluation, compensation & benefits
Evaluating job performance is difficult and very important because it is the basis for
managers to pay, reward, motivate and discipline. Especially when the company has both
domestic and foreign staff, it is easy to compare the capacity and salary.
As a company in the field of advertising and communication, employees will be
evaluated based on their breakthroughs in work, customer satisfaction, sense of
accomplishment, attitude to those around them and long-term commitment. This
assessment is carried out monthly with evaluations from subordinates, managers,
colleagues, customers and suppliers. In general, the company has built a multi-dimensional
assessment program; however, the evaluation still lacks accuracy and depends heavily on
the subjective factors of the person performing the assessment.
Based on those assessments, the company builds a salary system that shows that the
given numbers are completely based on the situation of labor market research, job
characteristics, ability employee performance and company responsiveness. However, it
can be seen that there is a difference between the income of foreigners and Vietnamese at
the company, which easily leads to dissatisfaction of Vietnamese employees. For other
bonus and penalty policies, foreign and Vietnamese employees at the company have same
policy, which are applied according to the company's regulations.
CHAPTER 3: CONCLUSION & RECOMMENDATIONS