FOREIGN TRADE UNIVERSITY

FACULTY OF BUSINESS ENGLISH

-------***-------

MIDTERM REPORT
Major: Business English

THE PRACTICE OF HUMAN RESOURCES

MANAGEMENT AT URBAN INFRASTRUCTURE
DEVELOPMENT INVESTMENT CORPORATION (UDIC)

Student full name : Nguyen Hoang Lan Huong

Student ID : 1817710069
Class : English 5 – FBE – K57
Supervisor : Vu Thi Diem Phuc, MSc.

Hanoi, July 2021

 ACKNOWLEDGMENT

I would like to send my profound gratitude and express my deepest

appreciation to all those who provided me with the possibility to complete this
report. A sincere appreciation goes to my dedicated supervisor, Mrs. Vu Thi
Diem Phuc, MSc., Lecturer of Faculty of Business English, Foreign Trade
University, for giving me comprehensive instructions, detailed guidance,
suggestions, and encouragement to improve and complete this report.

Furthermore, I would like to acknowledge with much appreciation the

crucial role of UDIC’s Chairman of the Board of Directors, Mr. Giang Quoc
Trung; Managing Director, Mr. Nguyen Van Luyen; Head of administration
and organization department, Mr. Nguyen Xuan Thang, who enthusiastically
guided me during my internship at UDIC and permitted me to use all required
equipment and the necessary materials to write this report.

Finally, special thanks go to the staff, the seniors, and colleagues in the
administration and organization department at UDIC; with their support, I have
learned a lot to complete all the tasks and gain experience in the field.
 LIST OF FIGURES AND TABLES

Figure 1.1. UDIC's organizational structure

Table 2.1 Assessing the level of work completion for indirect labors at UDIC
 INTRODUCTION

1. General information about the internship

A five-week internship for the third-year students of the Faculty of
Business English at Foreign Trade University is the requirement and the first
foundation for students with basic knowledge to penetrate the market and
decide their future career path. As a result, whether the intership is paid or not,
students can earn valuable knowledge and hands-on experience, then, they can
sharpen their soft and hard skills, gain confidence, responsibilities, and have
chances to become prospective candidates in the eyes of their future employers.

This report is mainly about what I observed and learnt as an intern at

Urban infrastructure Development Investment Corporation (UDIC). Like any
business organisation, the discussion of methods to govern and motivate
employees has become a never-ending topic under those responsible for
UDIC’s personnel in the Fourth Industrialisation Revolution. Even in the
technology era, the board of directors still need to pay more attention and care
for employees if they want to keep talented veterans and find new outstanding
staff. Thus, I hope that my report can give some suitable recommendations in
UDIC’s development, specifically in its human resources management.

2. Reasons for choosing the topic

In the setting of the Industry 4.0, where a business’s competitiveness is

no longer lay in its financial advantage but more in its technology, human
resources has become more and more crucial determinants of the company’s
development and success. Moreover, with the remarkable process of
globalisation, Vietnamese enterprises have to face fierce competition from
foreign firms as well as domestic ones. To survive in this “red ocean” - the
saturated market in which the competitiveness in an industry is high, it is of
great importance for any business, corporation, or company to focus on human
resources factor if they desire to be a gamechanger who can win personnel’s
hearts, motivate them to work more efficiently, and lead them to achieve the
organisation’s goals in this chaotic market. This means that improving human
resources management not only assists an organisation in achieving its mission
but also enhancing employees’ working motivation, helping them discover
themselves and find out their core potentials.

Being aware of the growing importance of human resources

management to a business, along with the acquired knowledge given at from
the Foreign Trade University, my desire to examine what I have learned about
human resources management in a real business, and findings from the
internship at UDIC, I realize that UDIC still has problems needing solutions in
the human resources management; hence, I choose “The practice of human
resources management at Urban Infrastructure Development Investment
Corporation (UDIC)” as the topic for my report. This report presents the
details of the procedures, current situation, recommendations, and also acts as a
fundamental ground for my further investigation related to the human resources
field.

3. Objectives of the report

Basing on my observation at UDIC, the report’s main objective is to study

understand UDIC’s human resources management, then give out analyze ....
assessments and recommendations, compare the criteria I have learned from
Foreign Trade University to UDIC’s real situation to effectively and efficiently
improve UIDC’s operation.

4. Structure of the report

This report is divided into three main chapters:

Chapter 1, An Overview of Urban Infrastructure Development

Investment Corporation (UDIC), aims to provide an overview of Urban
Infrastructure Development Investment Corporation (UDIC), including its
history and development, mission, vision and core values, organisational
structure, business lines and business performance. UDIC is a one member
limited liability company, which has 50 years of establishment and still survive
and develop sustably in the market. Along with the changing of the global,
UDIC aims to expand production and business areas, and gradually develops
from “the employee” to the “owner” in the Construction industry with the
slogan “UDIC - Enhance your life”.

Chapter 2, The practice of human resources management at Urban

Infrastructure Development Investment Corporation (UDIC), gives a
detailed description of the human resources management at UDIC. Most of the
human resources management activities at UDIC is under the governance of
the Organization and Admistriative department. The work of this department
are various including organization and staff work; labor work and salary;
admistrative work, clerical work; archiving, asset, vehicele and equipment
management; trade union work; other work. In the context of the report, I This
chapter focuses mainly focus on personnel personnel training and development,
personnel evaluation and compensation activities of UDIC.

Chapter 3, Evaluation and recommendations to improve human

resources management at Urban Infrastructure Development Investment
Corporation (UDIC), assesses the effectiveness of human resources
management at UDIC. This includes UDIC’s achievements and limitations. In
addition, this section also discusses the specific recommendations for
strengthening this corporation's human resources management. Specifically,
there are recommendations for personnel training and development which
includes leadership and management, level of technical labor and office staff,
level of direct labor and new employees; personnel evaluation and
compensation.
 CHAPTER 1. an OVERVIEW OF URBAN INFRASTRUCTURE
DEVELOPMENT INVESTMENT CORPORATION (UDIC)

1.1. Company Overview

1.1.1. History and development
Urban Infrastructure Development Investment Corporation (UDIC) -
One Member Limited Liability Company, formerly known as Floor Leveling
Company under the governance of Hanoi Department of Construction, was
established on October 6, 1971 under Decision No. 1639/QD-UB of Hanoi
People's Committee.
On April 13, 1990, the Hanoi People's Committee issued Decision No.
1740/QD-TC, changing the name of the Ground Leveling Company to the
Infrastructure Engineering Construction Company. After 6 years of operation,
the Company continued to be renamed - Urban Infrastructure Development
Investment Company.
According to Decision No. 111/2004/QD-UB dated 20/7/2004 of the
People's Committee of Hanoi City, Urban Infrastructure Development
Investment Corporation (UDIC) was established under the model of Parent
Company - Subsidiary on the basis of Department reorganized Urban
Infrastructure Development Investment Company with members (Subsidiaries)
being state-owned enterprises, joint-stock companies, joint venture companies
under Hanoi Department of Construction, Department of Transport, etc. Public
Works Communications, Department of Industry and Hanoi Union of Import-
Export and Investment Companies (UNIMEX).
In Decision No. 3462/QD-UBND dated July 13, 2010, of the People's
Committee of Hanoi City and Certificate of Business Registration No.
0100106232 issued by the Department of Planning and Investment of Hanoi on
July 4, 2011, Urban Infrastructure Development Investment Corporation was
renamed: Urban Infrastructure Development Investment Corporation UDIC -
One Member Limited Liability Company.
 Business registration certificate: No. 0100106232 dated 04/07/2011 (1st change
registration on 04/10/2012).
- Head office address: 27 Huynh Thuc Khang - Lang Ha Ward - Dong Da
District - Hanoi City - Vietnam.
- Legal representative: Nguyen Van Luyen - Deputy Secretary of the Party
Committee, General Director of the Corporation.
- Company name: UDIC - Urban Infrastructure and Development Investment
Corporation, Limited Liability Company
- Phone: (024) 3773 3625
- Email: udic@udic.com.vn
- Website: http://udic.com.vn
- Tax identification number: 01 001 06232
- Company business: Investment, construction, production of construction
material and construction investment consulting

1.1.2. Mission, vision, and core values

1.1.2.1. Mission
UDIC continues to diversify industries, expands production and business areas,
implement production and business strategies that have been challenged by the
market over the years with the aim of gradually changing the role from being
hired to own with the main business structure is INVESTMENT -
CONSTRUCTION - PRODUCTION OF CONSTRUCTION AND
INDUSTRIAL MATERIALS - CONSTRUCTION INVESTMENT
CONSULTATION - IMPORT, EXPORT, SERVICE... in which Revenue from
investment increasingly accounts for a high proportion of total revenue. In
addition to the industries that have been and are being invested in construction
such as urban areas, industrial parks; construction of civil works, houses,
hospitals, public works, green parks, industrial works, roads, production of
bricks, commercial concrete, concrete structures prefabricated concrete... will
participate in the construction of large technical infrastructure projects such as
bridges - tunnels - national roads, medium and high voltage electric cable
 works, production of high-class sanitary ceramics, lightweight concrete,
prestressed concrete, etc.
1.1.2.2. Vision
The slogan “UDIC - Enhance your life” (UDIC Hạ tầng, nâng tầm cuộc sống)
of the Corporation has concisely and meaningfully expressed the desire to
contribute the true value to society, community as well as the employees
themselves. It is necessary to have the determination and appropriate steps to
continue to protect, encourage and preserve that brand value of the
Corporation. This meaningful content is what the member companies of the
Corporation need to pay attention to in the process of corporate restructuring.
1.1.2.3. Core values
UDIC consists of 43 Companies, where there are 6 joint venture
companies with foreign countries that have synthesized the strength of capital,
management and construction experience with a team of enthusiastic,
experienced managers, engineers, bachelors and workers. With a high skill
level of production and business activities according to ISO quality
management system, has created good products in both quality and prestige in
the market, contributing to the fast, strong and sustainable development of the
capital Hanoi in particular and the whole country in general. The following are
some outstanding values that UDIC guarantee in its development:
- Take the local community as the main factor, the motivation to develop
- Strictly comply with domestic laws, all information is transparent with
customers.
- Synchronize the working system as well as the quality of the staff. Employees
are encouraged to learn, promote their strengths, build a united corporate
culture, striving for a common goal.
- Approach and promptly apply scientific and technical advances in the industry
to bring the best product quality to customers.
- Establish close-knit relationships with customers and partners based on
consensus, mutual benefits.
- Bring the best quality and experience to the market by taking feedback and
self-improvement.

1.1.3. Organizational structure

Figure 1.1. UDIC's organizational structure (tên figure ở dưới figure, tên bảng
thì mới ở trên - CÓ MÔ TẢ RỒI MỚI CÓ SƠ ĐỒ, HÌNH ẢNH)

Source: UDIC’s organization and Administration Department

UDIC’s departments are organized in a typical functional structure. The
departments are divided according to their function, and employees are
classified based on their specialities.

Board of Directors
The primary role of the Board of Directors is to lead and guide the rest
of the board. The Board of Directors also serves as the direct liaison between
the board and management. The Board of Directors needs to govern all the
Corporation’s internal and external activities with the help of Head Officers,
Managers. The Board of Directors must develop solid relationships with all
Head Officers in order to lead effectively.
UDIC’s Board of Directors consists of eight people: Mr. Giang Quoc
Trung - Secretary of the Party Committee, Chairman of the Board of Directors;
Mr. Nguyen Van Luyen - Deputy Secretary of the Party Committee, Member
of the Board of Directors, Managing Director; Mr. Tran Vu Quang - Member
of the Board of Directors, Vice Managing Director; Mr. Dam Thanh Tung -
Member of the Board of Directors, Deputy General Director; Mr. Do Tien Loi -
Member of the Board of Directors, Vice Managing Director; Mr. Nguyen Huy
Tuyen - Vice Managing Director, Mrs. Dinh Thi Quynh Lan - Controller; Mrs.
Nguyen Thanh Huyen - Chief Accountant.
Managing Director
Mr. Nguyen Van Luyen is the Managing Director of UDIC. His responsibilities
are inheriting the good traditions that the Corporation had and learning from
the valuable experiences of the previous generations, building the Corporation's
staff into a united and unified block in management and administration from
top-down, meeting development requirements in the new phase.
Vice Managing Directors
There are four Vice Managing Directors at UDIC. Each Vice Managing
Director governs Parent company’s departments; independent companies; joint
ventrue companies; and subsidary companies. While the Managing Manager
operates the Corporation activities at a macro level, Vice Managing Directors
support the Managing Manager and are involved in the operation at a micro-
level. Each Vice Managing Director is assigned tasks given by the Managing
Director the task of managing and supervising departments and member
companies. With the help of the Head of departments, they report the
performance of departments, resolve internal conflicts,...
Controller
Mrs. Dinh Thi Quynh Lan is the Controller of the Corporation. She oversees
the accounting operations of a company. Her senior position generally requires
years of proven experience in various levels of accounting. She works directly
and under the Chief Accountant to ensure that critical financial information is
accurately and reliably collected, analyzed, and reported. She also helps
develop strategies based on anticipated market challenges or regulatory
changes.

Departments
Among different kinds of companies, in this report, the main focus is on
UDIC’s departments. Departments of UDIC are managed remotely by Vice
Managing Directors, and those who directly govern these eight departments are
Head of the Organization and Administration Department, Head of Planning
Department, Head of Investment and Development Department, Head of
Accounting Department, Head of Engineering and Technology Department,
Manager of Project Management Unit I, Manager of Project Management Unit
II, Head of Party and Union Department.
For example, the Organization and Administration Department’s
functions are: Advising the Board of Members and the Managing Director of
the Corporation in the field of arranging and consolidating the entire
management apparatus; planning and use of cadres; management of labour
affairs, administrative management of the Corporation, emulation and
commendation, security and defence, administrative management of the
Corporation's office, emulation and commendation, security and defence,
internal protection ministry, anti-corruption, ... to meet the requirements of
stability and development of the Corporation.

1.1.4. Business lines and business performance

1.1.4.1. Business lines
Urban Infrastructure Development Investment Corporation (UDIC) has been
gradually affirming its position as a key company of the Capital with the
capacity and prestige in the field of investment and construction of urban and
industrial park projects, industry, construction and installation of technical
infrastructure works. As a corporation, UDIC has several business lines besides
its main field. In UDIC, there are various business lines: Trade in real estate,
land usage right belonging owner, user or hirer (main); Advice, mediate,
auction real estates, land use right; Build housing of various types; Build road
civil works; Build public benefit works; Operate in other specialized
construction activities; Demolish; Prepare layout; Install electric system; Install
water supply and drainage system, heater and air conditioner; Other
construction and installation; Finalize construction and installation; Produce
fireproof products; Produce construction materials from clay; Produce concrete
and products from cement and plaster;... (Source: UDIC’s Organization and
Administration Department)
1.1.4.2. Business performance
Converging strength, experience and reputation from many companies
operating in investment, construction, construction investment consulting and
industrial production for the construction of Hanoi city, UDIC is constantly
rising in the market economy and international integration, becoming a
corporation with stable and sustainable development, strong enough to compete
domestically and internationally. Satisfy customer and market requirements.
UDIC is asserting its position step by step in the Construction market
and striving to become a popular and reputable brand in the capital construction
investment market and the whole country. This effort is proved by several
merit awards, certificates, medals, trophies and titles,... given by the
Government, Hanoi City People’s Committee, Ministry of Industry and Trade,
Vietnam Chamber of Commerce and Industry (VCCI)
*. Government
- Second Class Independence Medal (2011).
- Third Class Independence Medal (2006).
- First-class Labor Medal (2001).
- Second-class Labor Medal (1996).
- Third-class Labor Medal (1986).
- Third-class Victory Medal (1973).
*. Hanoi City People's Committee
- Decision to rank State-owned enterprises class I (2000)
- Chairman of the People's Committee of Hanoi City awarded the title of Thang
Long Cup (2009).
- The Chairman of the Hanoi People's Committee awarded the Certificate of
Merit for achievements in organizing and implementing the project to celebrate
the 1000th Anniversary of Thang Long - Hanoi.
*. Vietnam Chamber of Commerce and Industry
- Certificate of National Business Review Council certified Mr. Hoang Long
Quang - General Director of Urban Infrastructure Development Investment
Corporation to win the title of Typical Vietnamese Entrepreneur (2006).
- Certificate of National Business Review Council certified Mr. Nguyen Minh
Quang - General Director of Urban Infrastructure Development Investment
Corporation to win the title of Typical Vietnamese Entrepreneur (2009).
*. Ministry of Industry and Trade
- Certificate of Gold Brand Award (2012).
*. Trademark
- Certificate of Top 20 Famous Trademarks in Vietnam issued by Intellectual
Property Institute (2012).
- The certificate is in the Top 500 Largest Enterprises in Vietnam (2012).
1.2. Internship activities

I worked as an intern at UDIC for five weeks. The internship has given me
tremendous opportunities to learn and get insights into the function of the
Administration and Organisation Department. Through the internship, I also
had the chance to apply knowledge learned from academic study and have real-
life experience that I could not obtain from lessons at university. Below are my
responsibilities for the internship position at the Administration and
Organisation Department at UDIC.

Clerical work, archives, administration

- Stamp, enter the book of incoming and outgoing documents and store them
according to regulations.
- Deliver documents of the Corporation to the recipient. Receive and forward
documents to the Members' Council or the General Director. Transfer
documents to functional departments for processing at the request of leaders of
the Corporation
- Manage facilities and working equipment of the Parent Company. Make a
plan to purchase equipment and submit it to the Managing Director for
approval. Carry out the inspection and inventory of assets and working
equipment of the Corporation's Office on an annual basis according to
regulations. Procurement of stationery for the production and business of the
Parent Company.
- Check whether there are any late attendances or if employees are going home
early, make a monthly attendance report with the data from a biometric system.
Other activities
- Support, advise on and implement media advertising.
 CHAPTER 2. THE PRACTICE OF HUMAN RESOURCES
MANAGEMENT AT URBAN INFRASTRUCTURE DEVELOPMENT
INVESTMENT CORPORATION (UDIC) (Mẫu đặt tên chương)

2.1. an Overview of Human resource management at UDIC

2.1.1. Functions of organizational and administrative department
● To advise and assist the Party Committee, Members' Council, and the General
Director of the Corporation on organization and personnel work.
● Advising and assisting the Members' Council, the General Director of the
Corporation in the fields of: Labor, salary; administrative, clerical, archiving; asset
management, facilities, office equipment; Emulation and Reward; protection, security
and order, security and defense; legal work; coordinate with relevant departments to
carry out anti-corruption work, inspection, examination and supervision.
● Acting as the administrative focal point of the Corporation's Trade Union,
performing the function of advising the Standing Committee and Executive
Committee of the Trade Union on trade union affairs in accordance with the Vietnam
Trade Union Charter.

2.1.2. Duties of Organizational and Administrative department

2.1.2.1. Organization and staff work
● Take the lead in researching, advising and proposing to the Members' Council,
the Board of General Directors to develop plans for the organization of the
management and administration apparatus, the organization of production and
business structure, and the arrangement of staff to suit the needs of the Company. in
line with the situation of production and business development of the Corporation.
Carry out procedures for establishment, organization, reorganization, merger;
dissolution; bankruptcy of affiliated units as prescribed by law…
● To assume the prime responsibility for or coordinate with departments,
divisions and units under the Corporation and its member companies in advising the
Standing Board of the Party Committee, the Executive Committee of the Party
Committee, the Members' Council and the General Director of the Corporation.
Company on the following tasks: Evaluation, planning, training, fostering,
appointment, re-appointment, transfer, rotation, resignation, dismissal, commendation,
discipline, retirement for officials of the Board of Directors The Standing Committee
of the City Party Committee, the Party Personnel Committee of the City People's
Committee and the Standing Board of the Party Committee of the Corporation are
managed (government positions and managers of the Corporation's state capital in
member companies).
● Manage the personnel files of the Standing Board of the City Party Committee,
the Party Personnel Committee of the City People's Committee, and the Standing
Board of the Party Committee of the Corporation managed (government positions and
managers of the State capital portion of the Corporation at Member companies).
2.1.2.2. Labor work, salary
● Assume the prime responsibility for, and coordinate with departments,
divisions and units in, elaborating labor use plans and annual salary plans and
submitting them to the General Director of the Corporation for approval. Periodically
organize the inspection, supervision, guidance and assessment of the situation of labor
use, salary payment of the units to summarize and report to the Corporation's leaders
to propose solutions to overcome. existence, limited.
● Assume the prime responsibility for, and coordinate with the Planning and
Procurement Department and the Finance and Accounting Department in guiding the
formulation, approval of plans, inspection and control, and approval of the annual
salary settlement of the enterprise.
● Calculating and proposing the distribution of wages to employees at the
Corporation's office; distribute welfare and bonus funds to employees according to the
promulgated Regulation on the distribution of wages and bonuses.
● Organize labor recruitment and manage labor files according to the
Corporation's regulations.
● Preside over and coordinate with related departments and divisions to plan and
organize training programs, refresher courses, and annual training courses of the
Corporation.
● Preside over and coordinate with relevant departments, divisions, and units to
organize the annual promotion exam for employees. Implement the process of
considering salary increases for employees.
● Monthly, to urge enterprises and centers to calculate social insurance premiums
for employees to review, summarize and report to the General Director of the
Corporation for signing, approval and deductions according to regulations.
● Implement the settlement of regimes and policies for employees in accordance
with the provisions of the Labor Code. Monitor and resolve regimes and policies on
social insurance, health insurance, occupational accidents, retirement, termination of
labor contracts and other regimes and policies related to benefits, obligations to
employees.
● Monitor the implementation of regulations and labor rules of the Corporation
and propose solutions to handle violations, report to the Corporation's leaders.
2.1.2.3. Administrative work, clerical work, archiving
● Organizing reception, opening ceremony, welcoming guests; organizing and
serving meetings, working and receiving guests of the Corporation; Presiding over the
organization and service of congresses, conferences, seminars, parties, traditional
meeting programs of the Corporation; groundbreaking events, inaugurating works and
projects of the Corporation.
● Manage, organize the implementation and provide guidance on clerical and
archival work; Managing seals, outgoing and incoming dispatches according to the
Corporation's regulations; Check administrative formalities and procedures in the
issuance of documents of the Corporation; express delivery of documents of the
Corporation to the place of receipt; Managing the Corporation's archives.
2.1.2.4. Asset, vehicle and equipment management of the Corporation's
office block
● Purchase, manage and distribute stationery, tools and tools to serve the working
needs of the Office Division of the Corporation;
● In charge of logistics to serve the work programs of the Corporation's leaders
and accompanying employees;
● Issuing travel papers, recommendation papers for work according to
regulations;
● Manage and dispatch passenger cars to serve leaders of the Corporation and
departments, divisions and units according to work needs.
● Perform the monitoring and payment of fuel costs, warranty, maintenance,
maintenance and repair of passenger cars.
2.1.2.5. Trade Union work of the Corporation
● Having the function of advising and assisting the Leaders of the Corporation,
the Board of Directors, directly and regularly with the Standing Committee of the
Corporation to work directly with the Vietnam General Confederation of Labor, the
Thanh Hoa Labor Confederation. On the streets of Hanoi, the Vietnam Construction
Trade Union deployed and implemented the guidelines and policies of the Party and
State, taking care to protect the legitimate rights and interests of workers;
● Coordinate with the Executive Committee of mass organizations to advise the
Executive Committee of the Party Committee to lead and direct the activities of trade
unions and unions throughout the Corporation.
● Organizing the implementation of clerical work, document storage; Receive,
issue and manage incoming and outgoing documents and documents of the
Corporation's Trade Union.
● Drafting and preparing the contents related to the meetings of the Standing
Committee, the Executive Committee of the Trade Union of the Corporation.
● Develop and organize the implementation of work programs and plans under
the direction of the Standing Board, Executive Committee of the Trade Union.
Drafting documents for the Standing Committee, Executive Committee of Trade
Union to approve and sign before promulgating.
● Organize, develop, reward and discipline trade union members.
● Instructing lower-level trade union organizations to prepare documents,
documents and personnel for the congress at all levels to ensure compliance with
principles and procedures.
● Guide the implementation of documents and operations to the trade unions;
summarizing, evaluating, classifying organizations and rewarding departmental trade
union organizations.
● Coordinate the collection and payment of trade union fees and expenses
according to regulations.
● Carry out propaganda and education at the request of the superior trade union.
● Perform a number of other tasks at the request of the Standing Board,
Executive Committee of the Trade Union of the Corporation.
2.1.2.6. Other work
● Lead the study or coordinate in drafting the rules and regulations on the
management of production and business activities in each field.
● Advise and assist the Emulation and Reward Council and Disciplinary Council
of the Corporation; emulation, commendation and discipline.
● Advise and propose the implementation of press and media advertising.
● Manage, monitor and guide the protection, security and order, security and
defense, militia and self-defense forces of the Parent Company. Coordinating with
local authorities and police in the protection of security, order and social safety at the
Corporation's office.
● Monitor, handle letters, complaints, denunciations, receive citizens related to
the functions and tasks of the department; Advise and assist the Board of Members,
the General Director of the Corporation in the company anti-corruption work.
● Coordinating with relevant departments to organize the reception of inspection
and examination delegations of state functional agencies to inspect and examine the
Corporation.
● Participate in the Labor Protection Council, the Commanding Committee for
Fire Prevention and Control, the Commanding Committee for Flood and Storm
Control and Search and Rescue.
● Organize annual health checks for employees of the Parent Company.
● Preside over and coordinate with the Trade Union of the Corporation's office to
organize tours and vacations for employees of the Parent Company.
● Carry out legal consulting work at the request of the Corporation's leaders.
● The focal point for the implementation of sponsorship and support programs;
support for the charity and social funds; and social security work under the direction
of the Corporation's leaders.
● Coordinating with departments, divisions, and affiliated units in the
Corporation to provide fully and promptly necessary information related to the
performance of functions and tasks of the Department.
● Other tasks assigned by the Corporation's Leaders.

2.2. Personnel training and development

Besides the mission of improving the capabilities of the Parent
company’s staff through training courses, the company also focuses on training
workers directly at the construction site and training technical workers. Along
with that training, UDIC continues to provide capacity management training
courses for personnel in management roles at the company in order to foster
sustainable development
The demand for personnel training and development arises when UDIC
develops new industries, new jobs require personnel with new skills and
expertise; or the company needs assessment for the qualifications and capacity
of existing employees to meet the output results; or the company wants to fulfil
the personnel’s abilities that should be in accordance with the job description;
or it assists personnel to keep pace with the growth of the field, and society; or
when UDIC’s employees have desires to learn and improve their personal
qualifications.
The company's personnel training process for different positions has
four basic steps: Identify training needs; create a training plan; conduct training
courses; and evaluate post-training inspection. These are all the most basic and
necessary steps of personnel development training. For each different position,
there will be a different training plan.
Regarding training methods, the company mainly applies three methods.
Firstly, self-training and coaching by mentors, fostering job theory, guiding job
performance and supervising implementation. This method is usually applied to
direct workers, technical workers at the construction site and some
probationary employees. The second method is outsourcing, hiring consultants
to train for less specialized areas of the company such as driving,
advertisement, event organizations, or training for the board of directors who
need more skills and qualifications to govern the company. Thirdly, training is
conducted by state management agencies such as tax agencies, fire fighting and
prevention, etc. In addition, heads and deputy heads of departments and the
board of directors, managing director, vice managing directors, controllers will
be sent to take management classes, various financial and technical
domestically and abroad refresher courses.

2.3. Personnel evaluation and compensation

2.3.1. Personnel evaluation
Clearly, personnel assessment is an important step how ??? in human
resource management of any business. UDIC conducts a monthly human
resource assessment, and the terms of the evaluation are specified in the
document "Regulations on assessing the level of work completion" of the
company.
For indirect employees (except for key staff), the company's human
resource assessment is carried out by a form assessment by the head of the
department. He or she is directly in charge of assessing indirect labors. For key
personnel (such as managing directors, vice managing directors, chief
accountant, controller), they will be assessed by the Chairman of the Board of
Directors. The evaluation of personnel through job completion assessment is
done through four criteria, which are the level of diligence of a labor in the
month; the level of specific tasks completion assigned in the month (quantity,
quality, and progress of assigned work); the level of compliance with
regulations on safety and environment; the level of compliance with labor
regulations and related regulations of law (or discipline). Specifically, the
evaluation is done according to the work efficacy table specified in Article 7 of
the "Regulation on evaluating the level of work completion" of UDIC. more
detailed discussion

Table 2.1 Assessing the level of work completion for indirect labors at UDIC

Name of employee???
Criteria

Criteria Percent Rating by 10 point scale

The level of diligence 50 > 25 work days = 10 points

of a labor in the month (0.4 points/work day)

Days off in the month (annual leave,

public holidays and New Year's holidays
according to state regulations and
individual leave as prescribed in the
Collective Labor Agreement
(0.4 points/work day)

The level of specific 40 Maximum point = 10 points;

tasks completion Not completed task assigned = - 2.5
assigned in the month points.
(quantity, quality, and Minus maximum = -10 points
progress of assigned
work)

The level of 5 Maximum point = 10 points;

compliance with
regulations on safety Violation = - 5 points
and environment

The level of 5 Maximum point = 10 points;

compliance with labor
regulations and related Violation = - 5 points
regulations of law (or
discipline)

Total 100 Total over 9.0: Rated A

Total from above 7.0 to 9.0: Rated B
Total 7.0 or less: Rate C

Source: UDIC’s organization and Administration Department

After completing the evaluation form according to the above criteria,

people in charge of the evaluation will classify personnel according to 3 levels
corresponding to 3 main categories: grade A (good completion of the work,
assigned tasks), grade B (complete assigned tasks/work, some errors that
reduce efficiency compared to requirements), grade C (Failure to complete
assigned tasks/work due to subjective errors, causing economic losses) The
company's economy/reputation has not reached the level of discipline). In
addition, for personnel who have achieved grade A and have excellent
achievements (such as efforts to complete difficult or new projects/tasks with
high efficiency), the heads of departments recommend the managing director
(in the recommendations/recommendations section of the evaluation form)
approve for grade A+ or A++ or A+++. With different evaluation levels, there
will be different salaries and bonuses to ensure fairness as well as
encouragements for employees to try harder at work.

2.3.2. Compensation
2.3.2.1. Financial compensation
The principle of the company's salary payment is receiving a suitable
salary according to the job, the position; encouraging employees who have the
capacity, professional qualifications, working experience to stay with the
company and always successfully complete the assigned tasks. The salary paid
to the collective or individual employees is based on the productivity, quality,
efficiency and contribution level of the collective or individual employees to
ensure fairness in the company.
With that salary system, once a month (the latest is on the 15th of every
month), personnel will receive a monthly salary including basic salary and
additional payment. In which, the basic salary is the salary determined
according to the salary scale, the salary table according to the job or position of
the company, used to enter into the Labor contract, as the basis for paying the
employee's salary, social insurance, health insurance, unemployment insurance;
settlement of other regimes and benefits for employees in accordance with the
law (wages during annual holidays, New Year's holidays, individual leave with
pay, work stoppage,...). Supplemental salary is an additional salary that cannot
be determined in advance with a specific amount of money, used to make
monthly payments based on the employee's working process and work
performance.
Furthermore, the company has other bonuses payment such as overtime
wages and nighttime wages which are paid in accordance with the provisions of
the Labor Code and guiding documents; wages of holidays, public holidays and
New Year's holidays in accordance with the company's regulations and the
Labor Law; salary in special cases for senior managers who are experienced
and greatly contribute to the business, etc.

2.3.2.2. Non-financial compensation

In addition to the above salary and bonus regimes, the company also
cares about the employees’ spiritual life and conditions for promoting their
personnel capacity. Regarding the working time, UDIC applies an 8-hour
working day, a 2-hour lunch break, starting from 7:30 a.m. in summer and 8:00
a.m. in winter, and working hours of workers directly at the construction site
will be more flexible. Public holidays and New Year are off according to the
regulations of the state, moreover, there are special holidays (still receive
payment) such as filial piety, illness, etc.
 The cohesion and interest in the employee's life in the company is of
great concern. Employees' birthdays in the company are remembered and
celebrated by the human resources department (the Administration and
Organization department) once a month. The board of directors and managing
director in the company often visit their employees and workers’ homes on
holidays and Tet. In the summer, the company will organize two vacation trips
for employees. At the end of each school year, the company celebrates and
encourages the employees’ daughters or sons who have good academic
achievements. With those specific actions, specific compensation, it can be
seen that the company has devoted great attention to the spirit and real life of
its personnel.
 CHAPTER 3. EVALUATIONS AND RECOMMENDATIONS TO
IMPROVE HUMAN RESOURCES MANAGEMENT AT URBAN
INFRASTRUCTURE DEVELOPMENT INVESTMENT
CORPORATION (UDIC)

3.1. Evaluation of Human resource management at UDIC

3.1.1. Achievements
In general, UDIC has built and implemented quite fully the basic human
resource management activities necessary for an organization. These activities
are focused, planned, and systematic, suitable for the mission and vision of
UDIC.
In terms of personnel training and development, there is a hierarchy in
training and the division between new employees, direct workers, managers,
and senior leaders. This helps the training process become more in-depth,
qualified, and professional, avoids the gap between training and practice; for
example, the trained thing is not applied, and the knowledge needed for the job
is not qualified. Moreover, it can be seen that the more the board of directors
and the managing director are well trained, the more likely that they are
exposed to many experts and the more opportunities that they expand their
relationships. This benefits the company and helps develop personal
qualifications, which will motivate employees to work harder to receive
incentives in terms of training and personnel development.
Regarding employees’ evaluation and compensation, the company has
been strict when publicly issuing clear regulations from definitions, objects,
regulations, appendices, examples on calculating workday points, salary by
position, classification, etc. Moreover, personnel in the company can self-
control their working hours or workday points and know how to calculate their
monthly income by themselves. Evaluations are made entirely by heads of
departments and approved by senior managers but are publicly shown to
employees to maintain fairness. In addition to the basic salary and
bonusaccording to ability, , the “hot” bonus helps create motivation for
employees. Moreover, the non-financial compensations are reasonable and
competitive to other companies to keep the veteran staff and the potential
talented ones. Thanks to the company’s cohesion policies, cultures, the concern
of the board of directors about the employees’ compensation, UDIC has
become a desirable workplace for many employees.

3.1.2. Limitations challenges

Besides the achievements in human resource management activities,
UDIC still has difficulties and limitations that need to be overcome in each
segment and stage of the operation process.
Firstly, personnel training and development evaluation is not based on
the job description, so the assessment is quite general. Along with that, the
evaluation is entirely done by the upper management, which is lack of
objectivity, because employees are not given chances to evaluate themselves
and evaluate the people at the same level. In addition, the personnel evaluation
only takes place from one side, which is, from the senior managers, without the
reverse evaluation from employees to employees, from the board of directors to
the managing director, vice managing directors, and vice versa. In contrast,
personnel evaluation should be an effective method for employees to express
their opinions with senior managers and motivate people to have self-
directedness in learning, and refresh themselves.
Seccondly, in terms of compensation, the board of directors in UDIC
mainly focus financial support, and pay less attention to non-financial
compensation. This requires the company's Union department to work more
actively to protect the the lawful rights or interests of employees. Time
spending on visits, funerals, filial piety, periodic health check-ups,... other
human-rerated activities to connect all members of the company should be
organized more often and more professional. By recieving the caring from the
board of directors in general, and the Union department in particular,
employees will work harder and more efficiently, work wholeheartedly, which
finally benefits both the company and themselves.
3.2. Recommendation for Human resource management at UDIC
After a deep dive in the current situation of human resource
management activities of UDIC as well as analyzing and evaluating the
advantages and disadvantages of these activities, it can be seen that the
company has quite successed in building amethodical and reasonablethe human
resource management system. However, in order to keep up with the general
development trend of the market economy and improve competitiveness, the
company needs to further enhance its human resource management. Therefore,
below are some proposed solutions to minimize and overcome limitations in
human resource management activities.

3.2.1. Recommendations for personnel training and development

The company's training decentralization is being done reasonably, so in order
to improve the effectiveness of this decentralization, it is necessary to go into
depth and offer specific solutions for each level of training. Moreover, at all
levels, detailed training models for each position should be built to serve as a
database for human resource activities, to make training plans based on actual
needs, company’s develpoment plans and personnel output goals.

3.2.1. Leadership and management level / Training ... should be ....

The board of directors is the core of the company because they have a decisive
role in the success or failure of ..... UDIC is aware of this, so the company has
launched a training program suitable to the professional expertise of each
employee at different management levels, creating a deeper specialization. The
training of senior management and key technical staff sshould be given special
importance. Therefore, it is necessary to continue to open training programs or
create conditions for leaders and managers to attend seminars and classes of
experts in related fields.
3.3.2 Level of technical labor, office staff / further / .... studying and
practicing... is key to.....
For technicians and office staff who have been with the company for
years, have been attuned to the working environment and familiar with the
work of the business, they still need further training to improve their capacity
and efficiency of problem solving. At the same time, the company needs to
understand the training and development aspirations of these personnel to meet
at a level that is both suitable for the individual and useful for the company's
overall work. However, it is necessary to achieve the output standards after
training for these personnel by dividing to small levels (can be divided into
level 1,2,3 or elementary, intermediate, and advanced depending on the
assessment of the enterprise), accompanied by different levels of compensation
to motivate individuals to learn and develop themselves.
Moreover, ethe board of directors, heads of departments need to pay
attention to the enthusiasm, effort and development ability of these personnel in
order to select excellent people, gradually train them management skills, then,
promote them to higher positions or put them to new departments to learn new
skills in the future. This change should also depend on the wishes and
aspirations of the employees.

3.3.3 Level of direct labor and new employees / screening ........

For new employees, the company needs to focus on the qualifications of
the personnel and the actual working experience depending on the position,
especially engineer or managing positions. This raises the general level of
qualifications in the company and save the company's training costs with new
employees in complex positions, which require a lot of knowledge about the
actual work or expertise knowledge. At the same time, the probationary phase
should be remained in the recruitment process to help screen candidates as well
as reduce training load.
The direct workers often have low education level but are the ones who
directly bring the production value of the company. Therefore, there are two
training issues that the company needs to concern with this level of labors,
which is awareness and skill level. Attention should be paid to in-depth training
for direct employees according to the Labor Law and the company's
regulations, ensuring that employees perform voluntarily and consciously as
possible. In terms of skill level, the company's choice of direct tutoring is
correct, but it is not enough. UDIC needs to provide these workers with a basic
amount of theoretical knowledge necessary for practice to better understand the
work of these employees and thereby solve their issues better. Additionally, the
company can support a part of tuition fees for workers who directly go to
vocational training, intermediate education, to achieve skill improvement.

3.2.2. Recommendations for personnel evaluation and compensation

3.2.2.1. Personnel evaluation
To help evaluate personnel more detailed and effective, it is necessary to
have a complete and accurate criteria table based on the job description.
Currently, when the company does not have specific job descriptions, building
a weekly and monthly work plan to maintain assessment according to the level
of job completion is crucial; . however, this is only a temporary measure.
Next, further expand the assessment is highly recommened. In addition
to letting higher-level management evaluate the subordinates, personal self-
assessment, peer assessment and superior evaluation should be included into
the personnel evaluation process. The self-assessment is for the staff to revise
what they have done in the past month, recognize the effort they put in to
compare themselves with the assessment of the manager and the amount of
salary received. The evaluation of people at the same level is to improve the
competitiveness in the working environment because competitive environment
can create greater sustained effort. The evaluation of the heads of departments
both shows fairness and can ensure that they do not only focus on pleasing the
superiors without caring for the subordinates, serving as a basis for the heads of
departments to enhance themselves. Of course, to ensure fairness, anonymous
reviews can be applied to peer reviews and management reviews. Although
there may be downsides, these assessment methods have many advantages
worth applying.

3.2.1.2. Personnel compensation

Currently, the company's financial compensation policy is quite
complete, organized and clear. In addition to highly encouraging incentive
policies, there should be a regulation on direct sanctions. When personnel do
not complete the target work, this not only affects the personnel (not getting
enough salary) but also affects the work of other people and the overall work of
the whole company. Therefore, there should be separate regulations on fines,
which can be applied for decreasing bonuses and wages, depending on the
severity of the violation. The sanctioning regulations should not only be
formal, but be deterrent.
The company needs to pay more attention to non-financial
compensation. As mentioned above, having a specific training program for
employees is worth taking into consideration attention to. Training can be
regared as a natural reward that employees can receive, for example,
participating in seminars of famous speakers is also a very attractive form of
reward for emplyees. Rewards for employees should be public with recognition
and praise from others. Although this is only a formal aspect, it still has a great
impact on employee morale because employees have the desire to be
recognized and satisfaction with what they deserve.
 CONCLUSION

In the context of the rapidly growing economy, the competition between

enterprises in general, and construction and trade enterprises, in particular, is
becoming fiercer, so ???? human resource management is an urgent issue that
any business should focus on. Effective human resource management brings
economic development, and vice versa affects the activities and goals of the
enterprises. Therefore, any company needs to have appropriate human resource
management strategies to bring the greatest benefits to itself. With skilled and
well-invested human resources, businesses can increase their competitiveness
and strengths in the market.

After 50 years of operation, UDIC has made its own development,

gradually entered the large market. Along with developing its main business
field (Investment - Construction - Production of Construction and Industrial
Materials - Construction Investment Consultation - Import, Export, Service),
investing in modern machinery, new science and technology, UDIC has also
recognized the importance of human resources and made remarkable
achievements in managing human resources. A human resource operation
process has been built suitably for UDIC’s structure and business situation,
finance with much investment spent on human development; therefore, the
company now has a solid foundation to solve human resources problems and
have sustainable growth.

Based on the theories and through analyzing the current situation of

human resource management activities at UDIC, the company needs to
determine long-term goals for human resource management in the future based
on target business activities of the company; thereby, harmoniously coordinates
the human resource management apparatus, for example, developing in
multiple aspects, solving the remaining problems from its roots. Besides, the
company should continue promoting creativity in all human resource
management activities but should not ignore basic rules for assessment such as
human working processes and the Labor Law, and the company’s regulations.
To conclude, if these solutions come into effect, hopefully, they will help
UDIC become a hard-to-beat competitor in the construction market.