Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

QuảN Lý NhâN Sự Cao CấP NguyễN TrọNg Quý


Published on

Published in: Education, Business

QuảN Lý NhâN Sự Cao CấP NguyễN TrọNg Quý

  1. 1. Global Management Laboratory Training Program Introduction Nguyen Trong Quy Global Management Laboratory Vietnam
  2. 2. GMLVN Service Outline <ul><li>Service Outline </li></ul>Training by Layer Training by Specific Subject HRM System Development Workers, Team Leaders, Managers, Senior Managers Human Resource Management, Quality Management, Project Management Evaluation, Suggestion, OJT/QC GMLVN will provide customized services according to customer’s issue and request. Training by Layer <ul><li>Program Outline </li></ul>Training by Specific Subjects <ul><li>What is business? </li></ul><ul><li>Employee’s role and responsibility </li></ul><ul><li>Working Regulation </li></ul><ul><li>Production Basics (5S,QCDMS,4M, etc) </li></ul><ul><li>Way of Work (Teamwork, PDCA etc) </li></ul><ul><li>Problem Identification </li></ul><ul><li>Company Vision </li></ul><ul><li>Leader’s responsibility </li></ul><ul><li>Daily work/quality management </li></ul><ul><li>Leadership/ Teamwork </li></ul><ul><li>Job Instruction </li></ul><ul><li>QC Story, QC Tools </li></ul><ul><li>Problem Solving </li></ul><ul><li>Demonstrate Company Vision </li></ul><ul><li>Manager’s Responsibility </li></ul><ul><li>Daily Management </li></ul><ul><li>Our way of work </li></ul><ul><li>HRD and HRM </li></ul><ul><li>Theme setting and leading projects </li></ul><ul><li>Develop Vision </li></ul><ul><li>Plan Business </li></ul><ul><li>Deploy and Direct the plan </li></ul><ul><li>Top Management’s Leadership </li></ul><ul><li>Human Resource Management </li></ul><ul><li>The Best Place to Work </li></ul>Senior Manager Manager Team Leader Basic Problem Solving Leadership Teamwork TQM ( Total Quality Management) Project Management Human Resource Management Business Planning
  3. 3. Introduction Nguyen Trong Quy Still profit from current operation Many (70% estimated) are still weak in or lack of Human Resource Management which is considered less important than other resources &quot;It used to be that people needed products to survive. Now products need people to survive.&quot; Thousands of state own, private, FDI and join venture company in Vietnam are considering Human Resource less important than other resources such as Finance, Technology and Method because they are skill get some profit from current operation. This situation will lead to failure or bankruptcy soon without changing from bad to good and from good to better because the world is changing, others are changing and they consider people is the most important source because people make and manage other sources. Collapse Simple Difficult Good Better Change up
  4. 4. Vai trò, trách nhiệm của phòng HR & GA ROLE RESPONSIBILITY Quản lý hành chính, nhân sự
  5. 5. Vai trò Sản phẩm, dịch vụ Trực tiếp Gián tiếp Làm ra sản phẩm, dịch vụ Tiêu thụ sản phẩm, dịch vụ HR & GA Kế toán Khác Support Phạm vi Đầu tư Thời gian <ul><li>Lĩnh vực hoạt động </li></ul><ul><li>In put </li></ul><ul><li>Out put </li></ul><ul><li>Goals </li></ul><ul><li>Target </li></ul>
  6. 6. Khách hàng của phòng hành chính, nhân sự? Khách hàng nội tại Nhân viên / công nhân Lãnh đạo Quản lý ứng viên Chính quyền/Xã hội Khách hàng bên ngoài Nhà cung cấp
  7. 7. Nhiệm vụ chính của HR Tuyển dụng Đào tạo Làm việc Đánh giá, Thù lao Môi trường làm việc tốt, phát hiện/tận dụng nhân tài, động cơ làm việc cao
  8. 8. Mục đích của quản lý nhân sự là gì? Cung cấp dịch vụ của HR Kết quả Win – win - win Khả năng Kết quả Kinh doanh Dịch vụ & sản phẩm Đội Nhân viên Nơi làm việc
  9. 9. Động Cơ Làm Việc you can take a horse to the water but you cannot force it to drink
  10. 10. Thuyết nhu cầu của MASLOW MASLOW THEORY Ước mơ, sáng tạo Tự trọng, tự tin, thành quả, người khác kính trọng Tình bạn, giađình, quan hệ riêng tư Sức khỏe, công việc, nguồn lực, đạo đức, gia đình, tài sản… Ăn, uống, ngủ, nghỉ, … Thể chất An toàn Tình cảm & sở hữu Kính trọng Hoàn thiện Cấp thấp Cấp cao
  11. 11. Lecture Schedule Practice Schedule Expected Results Training and Practice Approach Understand basic roles and responsibility of leaders, and experience how to contribute to company’s success through practice Objective Throughout 12 days of training classes, participants will experience QC activity and present result report Overview Sample Schedule 12 days Nov QC Activity <P-D-C-A> Year 2008 July October September August November 4. Continue Improvement 1.Basics 3. Conduct Project 2.Action Planning 2 16 2 13 27 11 30 Understanding of Manufacturing Management Develop Abilities of Analysis and Planning Develop Ability of Day to Day Management Practice Standardization and Visualization 15 17 19 Situation Analysis Target Setting Root Cause Analysis Implement Counter Measure Review results, Standardize Continuous Improvement 8 22 Conduct Activity by team of 5 to 7 members By conducting actual project at the same time with the lecturers, participants will not only obtain knowledge but also be able to understand how to apply to their daily work
  12. 12. Training Program Overview Mangers Team Leaders Basics (Workers) 3 2 1 GMLVN proposes customer specific program according to customer issues and requests Topics 3 days 3 days 3 days 2 days 3 days Days (Sample) Participants <ul><li>Demonstrate way of work </li></ul><ul><li>Work from customer point of view </li></ul><ul><li>Day to day management </li></ul><ul><li>Deploy company direction </li></ul><ul><li>Create better place to work </li></ul><ul><li>Manager’s role and responsibility </li></ul><ul><li>Manager’s leadership and communication </li></ul><ul><li>Demonstrate company philosophy </li></ul><ul><li>QC Story, QC Tools </li></ul><ul><li>TQM Basic </li></ul><ul><li>Problem Solving </li></ul><ul><li>Develop Report, Presentation </li></ul><ul><li>Basic manufacturing management </li></ul><ul><li>Leader’s role and responsibility </li></ul><ul><li>Basic quality management </li></ul><ul><li>Day to day management </li></ul><ul><li>Develop team members </li></ul><ul><li>Teamwork </li></ul><ul><li>Company regulation and manner </li></ul><ul><li>Basic way of doing work </li></ul>Deploy company direction to each sections, and lead divisions toward achieving goal Develop members, and achieve and improve day to day production and quality goal As a core member of the team, lead the team toward achieving goal As a member of the team, contribute to team’s goal As an employee follow regulations and standards, and achieving own target Objectives <ul><li>Improve effectiveness and efficiency </li></ul><ul><li>Company growth and individual development </li></ul><ul><li>Mind set to work </li></ul><ul><li>Better Human Relationship </li></ul><ul><li>How to propose ideas </li></ul><ul><li>Self Development </li></ul><ul><li>Company’s mission and employee’s contribution </li></ul><ul><li>Target setting, Planning </li></ul><ul><li>Communication </li></ul><ul><li>Joy of work </li></ul><ul><li>Best utilize strong point and personality </li></ul>
  13. 13. Level up HRM Items Recruitment Training / Development Assignment Evaluation Compensation Standard Set up standard Follow standard Regulation, attitude/behavior, safety, 5S teamwork Job & Performance Completion Payroll, award system Labor law Challenge Standard to be adjusted periodically Set up training system (OJT, Off-JT, OCT) Job Rotation (JR – part of company) Ability, attitude/behavior Payroll, award systems to be proposed Labor law + 1 Ideal Always meet human resource demand Maintain and develop OJT, Off-JT, OCT system Job Rotation (JR – company wide) 360 0 Maintain salary, award system competitive Labor law + 2 Motivation Identify, develop talents Good working environment
  14. 14. Lecturers Introduction GMLVN will provide practical lesson by Vietnamese professionals with Japanese support Kenji Hachiya Fumitomi Suda Doan Tuan Hai Toshio Mitsutomi Nguyen Trong Quy Pham Van Hai Japanese Lecturers Vietnamese Lecturers Vu Hong Phong Hideaki Iijima Vuong Hoang Vu <ul><li>11 years working experience including 8 years in HONDA Vietnam </li></ul><ul><li>Production management and cost management specialist </li></ul><ul><li>11 years of working experience at HONDA Vietnam subsidiary </li></ul><ul><li>Proven experience of human resource development at working site </li></ul><ul><li>More than 30years experience at HONDA, HONDA Vietnam </li></ul><ul><li>HR and Admin specialist </li></ul><ul><li>Born in HCMC. Familiar with language and culture of Vietnam </li></ul><ul><li>20 years experience in Business Consulting </li></ul><ul><li>Extensive knowledge in Manufacturing, Retail, Service industries </li></ul><ul><li>Certified Public Accountant of Japan </li></ul><ul><li>Director of Project Management Association of Japan </li></ul><ul><li>8 years of working experience at Japanese and other foreign invested companies </li></ul><ul><li>HRM Professional </li></ul><ul><li>Numerous experience in solving HR related problems and implementing HRM system </li></ul><ul><li>15 years of working experience including 7 years in HONDA Vietnam </li></ul><ul><li>KAIZEN and TQM Professional </li></ul><ul><li>Talented and humorous lecturing </li></ul><ul><li>More than 30 years experience at HONDA as HRM director </li></ul><ul><li>World wide HRM experience such as Vietnam, USA, UK, Africa, China, India </li></ul><ul><li>HRM and TQM Professional </li></ul><ul><li>11years of working experience at HONDA Vietnam subsidiary </li></ul><ul><li>KAIZEN and QC Activity professional </li></ul><ul><li>Proven experience in supervising and leading team activities </li></ul><ul><li>More than 30 years experience at Kao and Kao Vietnam </li></ul><ul><li>His specialty covers Factory design and construction, production and quality management, and training </li></ul>
  15. 15. Training Topics by Layers
  16. 16. Manager Workshop <ul><li>Manager’s role and responsibility </li></ul><ul><ul><li>Ideal manager </li></ul></ul><ul><ul><li>Management Ability </li></ul></ul><ul><ul><li>Manager’s leadership </li></ul></ul>4H <ul><li>Management Ability </li></ul><ul><li>Leadership Model </li></ul>Topic 1 Days (Sample) 3 days Deploy company direction to each sections, and lead divisions toward achieving goal Objectives Place Company Site Manager Participants Content Request Hours Tool etc. Topic <ul><li>Demonstrate Company Philosophy </li></ul><ul><ul><li>Company Philosophy </li></ul></ul><ul><ul><li>Philosophy demonstration examples </li></ul></ul><ul><ul><li>Talk philosophy in out own words </li></ul></ul>2H Topic 2 <ul><li>Manager’s way of doing work </li></ul><ul><ul><li>Manager’s way of doing work </li></ul></ul><ul><ul><li>Way of work to be shared with members </li></ul></ul><ul><ul><li>Manager’s day to day management </li></ul></ul>4H <ul><li>Cap-Do 、 PDCA </li></ul><ul><li>DST - PDCA </li></ul><ul><li>1 sheet best, 1 hour best </li></ul><ul><li>3 Real, Visualization </li></ul><ul><li>Customer point of view </li></ul><ul><li>3 S 、 Exemption Mgmt </li></ul>Topic 3 <ul><li>Direction Deployment </li></ul><ul><ul><li>Basics of direction deployment </li></ul></ul><ul><ul><li>Brake down direction </li></ul></ul><ul><ul><li>Develop action plan </li></ul></ul>3H <ul><li>Direction Deployment </li></ul><ul><li>PDCA Chart </li></ul>Topic 4 <ul><li>Create Better Place to Work </li></ul><ul><ul><li>Day to day demonstration of ideal behavior of manager </li></ul></ul><ul><ul><li>Better Place to Work </li></ul></ul>3H <ul><li>Good Communication </li></ul><ul><li>Good Instruction </li></ul><ul><li>Recognition and Appraisal </li></ul>Topic 5
  17. 17. Team Leader Workshop <ul><li>Manufacturing Management Basics </li></ul><ul><ul><li>Manufacturing management basics </li></ul></ul><ul><ul><li>Management resources in manufacturing </li></ul></ul><ul><ul><li>Team leader’s role and responsibility </li></ul></ul><ul><li>QCDMS(E) </li></ul><ul><li>4 M </li></ul>Topic 1 Days (Sample) 3日間 Develop members, and achieve and improve day to day production and quality goal Objective Place Company Site Team Leaders Participants Contents Request Hours Tool etc. Topic <ul><li>Team leader’s leadership </li></ul><ul><ul><li>Expectation to team leaders </li></ul></ul><ul><ul><li>12 roles and responsibility </li></ul></ul><ul><ul><li>Team leader’s leadership </li></ul></ul><ul><li>Safety, Quality etc. </li></ul><ul><li>Leadership model </li></ul><ul><li>Shared leadership </li></ul>Topic 2 <ul><li>Communication </li></ul><ul><ul><li>Better communication </li></ul></ul><ul><ul><li>Conflict management </li></ul></ul><ul><li>Communication skill </li></ul><ul><li>Mutual Understanding </li></ul>Topic 3 <ul><li>Job Instruction </li></ul><ul><ul><li>Leader’s role is to develop people </li></ul></ul><ul><ul><li>Job Instruction ( TWI-JI) </li></ul></ul><ul><ul><li>Develop training plan </li></ul></ul><ul><li>TWI-JI </li></ul><ul><li>Training Plan Chart </li></ul>Topic 4 <ul><li>Quality Management and Improvement </li></ul><ul><ul><li>Quality management </li></ul></ul><ul><ul><li>PDCA management and quality improvement </li></ul></ul><ul><ul><li>Quality maintenance and management </li></ul></ul><ul><ul><li>Team leader’s quality management role and QC tools </li></ul></ul><ul><li>TQM </li></ul><ul><li>PDCA </li></ul><ul><li>Control Items </li></ul><ul><li>QC Story </li></ul><ul><li>QC Tools </li></ul>Topic 5
  18. 18. Fundamental Workshop -1 <ul><li>Teamwork </li></ul><ul><ul><li>Basic rules to work in team </li></ul></ul><ul><ul><li>Benefits of team work </li></ul></ul><ul><li>Teamwork </li></ul><ul><li>Discussion rules </li></ul>Topic 1 Days (Sample) 3 days As an employee follow regulations and standards, and achieving own target Objective Place Company Site Workers, Team leaders Participants Contents Request Hours Tool, etc Topic <ul><li>Regulation and Manner </li></ul><ul><ul><li>Regulation and Manner </li></ul></ul><ul><ul><li>Importance of regulation and manner </li></ul></ul><ul><ul><li>Follow regulation and manner </li></ul></ul><ul><li>Regulation, Manner, Behavior </li></ul>Topic 2 <ul><li>Way of Doing Work </li></ul><ul><ul><li>Points in doing work </li></ul></ul><ul><ul><li>PDCA </li></ul></ul><ul><ul><li>PDCA operation </li></ul></ul><ul><li>PDCA </li></ul><ul><li>Standard </li></ul>Topic 3 <ul><li>Improve Effectiveness and Efficiency </li></ul><ul><ul><li>Importance of effectiveness and efficiency </li></ul></ul><ul><ul><li>Steps of improvement </li></ul></ul><ul><li>5W2H </li></ul><ul><li>KAIZEN </li></ul>Topic 4 <ul><li>Company growth and Individual Development </li></ul><ul><ul><li>Work for your self </li></ul></ul><ul><ul><li>Challenge with Target </li></ul></ul><ul><ul><li>Workshop1 summary </li></ul></ul>Topic 5
  19. 19. Fundamental Workshop -2 <ul><li>Mind Set to Work </li></ul><ul><ul><li>5 mind sets (Activeness, Ideas etc.) </li></ul></ul><ul><ul><li>3 responsibility (Accomplish tasks, Be flexible to accomplish etc.) </li></ul></ul><ul><li>Reaching Out </li></ul>Topic 1 Days (Sample) 2 days As a member of the team, contribute to team’s goal Objective Place Company Site Workers, Team Leaders Participants Contents Request Hours Tool, etc Topic <ul><li>Human Relationship </li></ul><ul><ul><li>Good human relationship (working relation, personal relation) </li></ul></ul><ul><ul><li>Respect individuals </li></ul></ul><ul><li>Respect Individuals </li></ul>Topic 2 <ul><li>Propose Ideas </li></ul><ul><ul><li>Steps to propose ideas </li></ul></ul><ul><ul><li>Points of view to find ideas </li></ul></ul><ul><ul><li>How to proceed discussion </li></ul></ul><ul><li>Muri, Muda, Mura </li></ul><ul><li>QC Story </li></ul>Topic 3 <ul><li>Self Development </li></ul><ul><ul><li>Self Development </li></ul></ul><ul><ul><li>Importance of self development </li></ul></ul><ul><ul><li>Learning opportunities </li></ul></ul>Topic 4
  20. 20. Fundamental Workshop -3 <ul><li>Company Mission and Employee Contribution </li></ul><ul><ul><li>Company’s goal and organization </li></ul></ul><ul><ul><li>Expectation to employee </li></ul></ul><ul><ul><li>Company growth and individual development </li></ul></ul><ul><li>Company Resources </li></ul><ul><li>Business Functions </li></ul>Topic 1 Days (Sample) 3 days As a core member of the team, lead the team toward achieving goal Objective Place Company Site Workers, Team Leaders Participants Contents Request Hours Tool, etc Topic <ul><li>Target Setting and Planning </li></ul><ul><ul><li>Company goal and team goal </li></ul></ul><ul><ul><li>Steps for target setting and planning </li></ul></ul><ul><ul><li>Individual achievement and team achievement </li></ul></ul><ul><li>SMART </li></ul><ul><li>5W2H </li></ul>Topic 2 <ul><li>Communication </li></ul><ul><ul><li>Difficulties in communication </li></ul></ul><ul><ul><li>Better communication </li></ul></ul><ul><ul><li>Communication skills </li></ul></ul><ul><li>2 way communication </li></ul><ul><li>Communication skill </li></ul>Topic 3 <ul><li>Joy of Work </li></ul><ul><ul><li>Self Actualization </li></ul></ul><ul><ul><li>Maslow’s hierarchy of needs </li></ul></ul><ul><ul><li>Workplace for joy of work </li></ul></ul><ul><li>Hierarchy of Maslow </li></ul>Topic 4 <ul><li>Utilize Strong Points and Personality </li></ul><ul><ul><li>Strong Points and Personality </li></ul></ul><ul><ul><li>Identify our strong points and personality </li></ul></ul><ul><ul><li>Respect others </li></ul></ul>Topic 5
  21. 21. Steps to conduct workshop GMLVN will propose appropriate workshop according to company issues and requests. Understand Requirement <ul><li>Current Issues </li></ul><ul><li>Class of participants </li></ul><ul><li># of Participants </li></ul><ul><li>Work Schedule </li></ul><ul><li>Expected days, periods </li></ul><ul><li>Other requirements </li></ul>Propose Workshop <ul><li>Approach </li></ul><ul><li>Program Contents </li></ul><ul><li>Schedule </li></ul><ul><li>Quotation </li></ul>Finalize Workshop Plan <ul><li>Discuss and finalize workshop plan </li></ul>Prepare for Workshop <ul><li>Notify to participants </li></ul><ul><li>Accommodate work schedule </li></ul><ul><li>Training space, facility arrangement </li></ul>Conduct Workshop Lead by customer