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HR PLANNING

In human resource planning, Viettels HR managers focus on the effective use of


forecast information to minimize the surplus or shortage of employees, and to
establish a balance between the supply and demand for qualified employees.
Forecasting
Around October of each year, based on the planning guidelines of the Group, HR
Department conducts the HR plan for next year. Human resource managers at
Viettel use trend analysis and scenario analysis for forecasting. Trend analysis is a
quantitative technique that allows the company to predict possible HR demand
based on current conditions and changes in the business. For example, Viettel
analyzes the series of recent HR changes and uses this information to extrapolate
future HR needs. A current trend that shows an increasing demand for human
resources indicates a larger workforce requirement in the future. Viettels human
resource management uses trend analysis to determine HR needs along with the
companys global expansion. Scenario analysis is Viettels qualitative technique for
forecasting HR demand. Scenario analysis involves analyzing different
combinations of variables to predict HR demand for each resulting scenario. In
addition, Viettels human resource management uses the Delphi method to ensure
adequate human resources in establishing new branches, stores or other facilities.
For example, HR experts can opine about the HR needs in opening a new branches
in other country, such as Laos. The companys human resource management
applies the Delphi method to estimate the number of employees needed in each
type of job, such as technical job, manager job, and sales jobs. In this way, Viettel
uses a combination of quantitative and qualitative techniques for forecasting HR
demand.
Surplus & Shortage of Employees

Viettels human resource planning includes forecasted surpluses and shortages of


human resources. Such information is used for recruitment and scheduling. The
labor norm system is being used in Viettel Group. The HR plan is finished later
compared to other plans of the Group. Based on criteria of the actually labor used
in subordinate units in previous year and labor norm system, HR department would
estimate how many labors with the qualification, quality, skills to be able to
complete their assigned workload during the plan year. In addition, HR department
collect and analyze the data until 31st December of previous year about labor scale
(actual labor and labor manning); labor structure by qualification, gender, function,
in the form of labor contract; the number of recruited, the numbers of transferred,
layoffs, retirements. Since then, HR department determines the level of response of
the existing number of employees for production and operation plan.
Balancing Supply and Demand.
Viettel balances HR supply and demand by adjusting the compensation strategy
and recruitment efforts. These adjustments are based on trends in internal human
resource demand and the rate of applicant entry. Thus, the firms human resource
management uses the following approaches to balance HR supply and demand:
1.

Changes in recruitment

2.

Changes in compensation

3.

Work overtime

Changes in recruitment are Viettels main approach to balance HR supply and


demand. The companys human resource management changes the recruitment rate
to address workforce requirements. Viettel can easily adjust its recruitment efforts
without significantly impacting financial performance. In prioritizing changes in

recruitment to balance HR supply and demand, Viettels human resource


management minimizes changes in the firms compensation strategy. On the other
hand, changes in compensation are also used to prevent an imbalance in HR supply
and demand.Viettels compensation strategy is designed to minimize HR
expenditure. When HR supply becomes inadequate, Viettels last resort is to
increase wages to attract more applicants. Viettels human resource management
uses this second approach to effectively compete in the labor market. In addition,
to deal with labor shortage, Viettel had to require the employees to work overtime,
even Saturday or until 21h00 of each day in week.
ACCESSMENT
The combination of Viettels HR management approaches for forecasting,
identifying issues with surplus and shortage of employees, and balancing of human
resource supply and demand effectively supports the human resource needs of the
firm. Viettel uses conventional methods and techniques together with advanced
information systems to analyze human resource data to support human resource
management decisions.
RECOMMENDATION
Firstly, Viettel should improve the capabilities of staffs whom do planning from
subordinate units to meet the job requirements, not only for HR planning staffs but
also operation planning staffs. Because of HR plan is established bases on the basis
of operation plans, if those plans are good, the HR plan would be high accuracy. To
improve the level of capability of planning staffs, the Group should nominate the
planning staffs to involve specialized training course on planning.

Secondly, HR management should establish the HR plan based on the results of


HR demand forecasting. The forecasting of HR demand should be conducted
systematically, based on the demand of production and operation. Currently, the
annual HR demand forecasting of Viettel is conducted mostly by trends analysis
and experience method. To improve the accuracy and authenticity of HR plan,
Viettels HR management should combine both of qualitative and quantitative
methods, using scientific methods to forecast such as trend analysis, regression
correlation method.
Thirdly, HR management should master the strategic orientation, the network
development plan, long-term and short-term plans of the Group. The objectives,
strategies, and policies of Group are foundations of building HR plan because the
HR planning is preparing the workforces step to implement the strategic business
objectives.
Fourthly, HR management should often perform the evaluation of quality and
quantity of existing workers. The evaluation of quality and quantity will identify
the strengths, weaknesses, and difficulties of human resources. Therefore, to build
a good HR plan, HR management needs to investigate, assessment the labor
according to criteria such as labor scale, labor structure by capability, function, age,
gender, skills, experiences, competency,.