F11-074 - Nguyen Tri Thanh.v.1.1.docx

Forecasting workforce requirements monitoring and

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Forecasting Workforce Requirements - Monitoring and managing work environments, practices and culture to ensure that employees are protected from health hazards and accidents - Providing services such as catering or recreational facilities, individual counselling and support (eg for illness, forthcoming redundancy or retirement, personal health problems) Job Analysis & Job Design Building a strong bank is one of the important personnel innovation strategies of VietinBank, aiming to build a team of highly qualified staff, enthusiasm and responsibility. VietinBank always appreciates and appreciates the contribution of talented individuals in leadership positions that play a big role in the development of the bank. Employee Relations - Managing informal and formal relationships with employee representatives (trade unions and staff associations); collective bargaining on terms and conditions; resolving collective disputes; implementing consultative committees and partnership agreements - Informing employees about matters relevant to their work or of interest or concern to them - Employee voice: creating consultation opportunities for employees to contribute to decision-making in matters affecting them and their work 4.2 ‘Best Fit’ approach or ‘Best Practice’
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Table from(tutor2u, 2018) Examples A group of employees will exist people who finish their jobs, some of whom not only accomplish the task, but exceed the expectations, but those who fail. Best Practices, we will choose the best person to do the job. An example of best fit: In case of Liberation Day and International Workers Day fall on Saturday and Sunday, workers are allowed to absent on the next two days. 4.3 Hard and Soft models of HRM Hard HRM Soft HRM More cost-effective workforce, particularly if labour is used efficiently Higher employee costs may leave business at a competitive disvantage Quicker-decision making by senior managers Higher levels of motivation & productivity Higher absenteeism; higher labour turnover, difficulties with employee retention Lower absenteeism; lower labour turnover, higher employee retention Potential damage to business reputation Benefit to business of reputation as a great place to work
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Appendix C Vietinbank’s Stakeholders Group of stakeholders Interest Active to satisfy their interest Power(high/low) Stockholders - Stable dividends in the long run - Capital growth - Stock price and profitability - Continuation of business - Pay dividends on time - Increase stock value - Consider carefully investments High influence because they exceedingly impact the business of the bank Employees - Salary - Job satisfaction - Pay salary on time Low influence (hard HRM) Trade Unions - Employee problems - Take part in decision- making process - Follow company strategy - Scheme for helping the employees Medium influence and power Competitors - Compete with Vietinbank on many aspects - No activity is required Low power, low influence Major Customers - Receiving products and services with good relationship between price and quality -
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