The document discusses understanding the new workplace and recognizing and rewarding employees. It outlines objectives of understanding new work environments, managing new entrants, cultural orientation, workplace structures, and recognition/rewards. Key findings include changing work practices, downsizing requiring increased productivity, influence of technology, and challenges of attracting and retaining talent. The document also provides a case study of Haison Company, which implemented an HR system of performance-based compensation and bonuses to attract, retain, and foster loyalty among employees while continuing to improve job satisfaction.

1. UNDERSTANDING THEUNDERSTANDING THE
NEW WORKPLACENEW WORKPLACE
Recognizing andRecognizing and
Rewarding employeesRewarding employees

2. AGENDAAGENDA
1.1.Objectives-1 slideObjectives-1 slide
2.2.Findings -6 slidesFindings -6 slides
3.3.Business casesBusiness cases -5 slides--5 slides-
Mr HaiMr Hai
4.4.Results-Results-2 slides – Mr Hai2 slides – Mr Hai
5.5.Recommendations-Recommendations- 44
slides (Lanh + Khuong)slides (Lanh + Khuong)
6.6.References-1 slideReferences-1 slide

3. ObjectivesObjectives
 To understand new work environment
 To manage the new entrants into the workf
 To manage cultural orientation
 To structure workplaces
 To recognize work and reward

4. The new work environment
- Work place practice is changing: mergers and
acquisitions.
- Corporate down size the employees - few
people have to perform more – increase
profitability.
- Changing incentive plan – no longer base on
short term schemes.
- Reward and recognition do influence worker’s
attitude to productivity and organizational
competitiveness.
-Introduction of technology and its adaptation by
the organization and employees.
- The challenge for traditional employees from
the new age “free agent”

5. New entrants into workforce
- Changes in male and female labor forces
- Former welfare recipients seek full time
employment with skill to meet entry level
requirement.
- Unsatisfied employees were not happy with their
income comparison with minimum federal income
standards.
- Satisfied employees fell productive and
worthwhile despite of their low income.
- Fresh graduates

6. New entrants into workforce
(cont.)
- Immigrants placed important parts in
workforce as its various cultures,
value, ethnic traditions with fresh
ideas, new desires.

7. Cultural orientation
- Impact of media on future workforce.
- Young people are not happy about their welfare
whereas parents, faculty and society spent little
time to develop meaningful relationship.
- Working pressure leads to negative behaviors
on workforces.
- Challenges for managers to operate the
organization in difficult situation.

8. Structures of workplaces
- Traditional organization were serve structure,
hierarchies.
- Traditional organization transformed into team
based systems (– timely and fast response, …)
- Organizational structure depends on their goals,
purposes and processes.
- The main goal is to set up order and systematic
pathways, to achieve desired outcomes.
- The best structure is to match the needs of
marketplace with company system.

9. Recognizing and rewarding
 - Listening to employees

10. Refer onlyRefer only How toHow to
implement Incentive plansimplement Incentive plans
 Link the incentive with your strategy
 Make sure effort and reward are related
 Set effective, measurable standards
 View the standard as a contract with your
employee
 Gain employees’ support for the plan
 Emphasize long-term as well as short-term
success
 Build a positive corporate culture
 Adopt a commitment-oriented approach

11. Case Study: Haison Company
 Background:
 Haison was found in 2000 as a private
company in Vietnam by Pham Duc Hai
 Proving Industrial Solutions for industrial
plants in Oil and Gas, Power,
Petrochemical and Process Industries
 Doing projects and distribute products

12. HR Issues and Solutions
 To attract talents in this hi-tech industry is
quite tough job as Haison do not have
“Big Brandname” like MNCs in the
industry, e.g. ABB, Siemens, Honeywell
 Solution: We have to train fresh
engineers and also send them to
overseas to learn from our partners

13. HR Issues and Solutions
(continued)
 To retain talents is another challenging
job as those fresh engineers advanced,
they will start looking for more
opportunities in big MNCs, who could
give higher compensation package and
also “reputation” whether real or
perceived ones…
 Solution: Apply a new HR R&R system

14. What is the HR R&R system?
 We implement the compensation system
based on performance as well as efforts.
 For sales people, the income is a mix of
basic salary and sales commission
 For staff, we give an indirect annual
bonus based on the performance of the
whole company (measured by EBIT)

15. But still more issues unsolved!
 Senior employees need more job
enhancement opportunities…
 At the same time, they are not very keen
on implementing changes that may bring
the opportunities to them because of their
fear of job insecurity.
 Solution: need to find change agents…

16. Results
 By applying HR R&R practices, we have
been able to attract talents and retain our
people, foster loyalty with company
 Teamwork is now become our culture
and the performance evaluation is not
only based on individual success but also
on the overall achievement of company

17. Results (continued)
 We still need to find a better system to
enrich the job satisfactions of our
employees by job rotation, enlargement
 We are building a system that establish
and track a career path for our staff and a
succession plan for the company
 Facilitate cross functions communication
and team building activities in Haison