HRM FINAL REPORT

TABLE OF CONTENT

I. Identify at least two improvements that your company could make to its HRM practices to

improve the firm’s long-term performance…………………………3

II. Explain in detail how those practical improvements should translate into improved firm

performance……………………………………………………...3

III. Explain what practical improvements you considered but do not think would lead to as

much improved long-term performance for the firm compared to the improvements you

recommend………………………………………………….5

IV. What does the company most need to worry about (in terms of HRM) in the near future?

The company need to worry about rewarding policy in the near

future……………………………………………………………………………..7

V. Provide the name, title, and email address of your contact at the firm………..8

VI. Reference list………………………………………………………………….8

I. Identify at least two improvements that your company could make to its HRM practices to

improve the firm’s long-term performance.

Canifa recognizes the pivotal role of Human Resource Management (HRM) in overseeing

critical aspects such as recruitment, training, compensation, policy formulation, and retention

(University of Minnesota, 2016). Identifying key areas for enhancement, Canifa focuses on

refining its Human Resource practices, with a particular emphasis on recruitment and training

processes.

Philip Benson (2011) underscores the significance of recruitment, encompassing various

stages from job postings to compensation negotiations. Canifa, guided by Mr. Linh, prioritizes

innovating the selection process as a catalyst for positive change.

Similarly, "Training and Development" is highlighted as a crucial HRM activity, tailored to

meet specific organizational needs (University of Minnesota, 2016). Mr. Linh (2023)

emphasizes the continuous improvement of Canifa's employees' skills, acknowledging the

role of a robust skill set in ensuring both short-term efficiency and long-term reputation

building.

In summary, Canifa's targeted focus on refining selection and training processes within HRM

reflects its commitment to bolstering long-term performance, fostering sustainable growth,

and solidifying its standing as a trusted player in the competitive landscape.

II. Explain in detail how those practical improvements should translate into improved firm

performance.
2.1 Revitalizing Canifa's Talent Acquisition and Training Strategies for Enhanced Firm

Performance:

In the intricate realm of organizational dynamics, Itika (2011) highlights the pivotal role of

organizational analysis as the inaugural step in the hiring and selection process. This entails a

comprehensive assessment of the overall organization, delving into its goals, resource

landscape, operational efficiency, and internal environment. Subsequently, job analysis

becomes the focal point, involving the evaluation and compilation of job duties. However, the

pinnacle of this process, as identified by Itika (2011), lies in individual analysis, where a

meticulous evaluation of knowledge, skills, and competencies aligns with job objectives and

potential for development.

For Canifa, a prominent player in the fashion industry, the hiring approach is meticulously

tailored to the nature of the business. Mr. Linh (2022) outlines a strategy that allocates

approximately 70% weight to professional criteria and the remaining 30% to capabilities such

as handling situations and effective communication. The interview process, conducted in

adherence to the company's format, leverages detailed questions based on person specification

and job description forms, probing candidates' aspirations and expertise.

A notable enhancement in Canifa's selection process, championed by Mr. Linh (2022), is the

integration of real ability tests. Recognizing the common challenge of a lack of professional

expertise in the fashion industry, Canifa endeavors to hire staff not only proficient in sales but

also possessing a nuanced understanding of fashion. The incorporation of skills assessments

during recruitment serves as a valuable tool to evaluate candidates' professional acumen,

offering a strategic advantage that mitigates potential costs.

Mr. Linh (2022) underscores the importance of skilled employees in the fashion retail

landscape. Their ability to provide guidance, address customer concerns, and quickly rectify

mistakes contributes not only to customer satisfaction but also operational efficiency. The

emphasis on hiring personnel with a high level of expertise resonates with Canifa's

commitment to delivering a superior customer experience while optimizing resource

utilization.

In tandem with refined talent acquisition practices, Canifa recognizes the need to elevate its

training process to maintain balance in the face of evolving hiring practices. Drawing from the

insights of Soderlund, J. (2006), the training spectrum spans technical, high-quality, and skill

training. Soft skill training, encompassing team dynamics and interpersonal skills, emerges as

a crucial element for nurturing the all-round development of employees.

2.2 Enhance Canifa's workforce through comprehensive training initiatives:

At Canifa, where technical competence and professionalism are at the forefront of employee

selection, the company acknowledges that some employees may have less sales skills or

fashion knowledge. To address this gap, a targeted approach to skills training courses has been

implemented, aiming to empower employees with the knowledge and dexterity needed to

negotiate and interact with effective customers. Mr. Linh (2022) emphasized the accelerated

nature of this training process, based on the basic sale and fashion knowledge ingrained in
most employees, allowing them to competently resolve customer queries. about technical

issues.

Recognizing the diverse needs of the contemporary business landscape, Canifa places an

innovative emphasis on both hard and soft skills training. While technical and professional

expertise form the foundation of employee competencies, the company acknowledges the

need to enhance soft skills, such as competently handling different situations and

communicating continue effectively. Mr. Linh (2022) asserts that prioritizing training in these

areas is important, especially when employees may not excel in interpersonal dynamics.

Strategic investments in training yield benefits that go beyond individual qualifications

(Jehanzeb, K. and Ahmed Bashir, N., 2013). According to Mr. Linh (2023), customers tend to

trust and support a company more when that company's employees not only have solid

professional knowledge but also demonstrate the ability to communicate and respond

quickly. . This alignment of technical capabilities with refined soft skills creates a compelling

competency and customer-centric narrative, driving a stronger connection between the

business and its customer base. me.

While recognizing each employee's unique working style, Canifa recognizes the importance

of building a harmonious work environment. In addition to professional qualifications and

technical knowledge, the company also introduces additional teamwork training initiatives.

The company envisions these programs as tools that foster connections between team

members, allowing them to understand each other better and collaborate seamlessly. This

could help the firm in aching higher goal (Khalid Bhatti, K. and Masood Qureshi, T., 2007).
This comprehensive training approach not only immediately addresses skills gaps, but also

contributes to the overall goal of creating an engaged and high-performing workforce. By

combining technical expertise with advanced soft skills and fostering a collaborative work

environment, Canifa positions itself not only as a center of professional excellence but also as

an organization that values development. comprehensive development of employees. This

strategic investment in human resources is poised to deliver lasting benefits to Canifa's long-

term success in the dynamic fashion industry.

III. Explain what practical improvements you considered but do not think would lead to as

much improved long-term performance for the firm compared to the improvements you

recommend.

In the complex tapestry of organizational dynamics, the University of Minnesota (2016)

emphasizes the importance of retention, an approach that goes beyond simple employee

retention into the realm of motivation and motivation. promote a sense of commitment

beyond the temporary nature of work. However, as Mr. Linh (2022) noted, the current

recruitment landscape poses challenges, with employees often choosing to quit mid-job due to

a perceived lack of interest. This view is echoed by Quynh Nhu (2022), who observes that the

young workforce, especially Generation Z, absorbs knowledge quickly but has a lower

threshold for long-term commitment to an organization. sole position.

While retention is undeniably important to organizational stability, Linh (2022) offers a

nuanced perspective, asserting that early adoption of retention policies is prudent. may not
necessarily contribute to long-term effective benefits. The reason lies in the lack of concrete

assurance that employees who are still undergoing comprehensive training sessions covering

both soft and hard skills will not leave suddenly. Therefore, implementing an employee

retention policy is envisioned as a strategic move, taken when an employee has demonstrated

long-term commitment and dedication to the company over a specific period of time. can.

Compared to tangible improvements in selection processes and training programs, Mr. Linh

(2022) describes employee retention as a simpler benefit that the company provides to its

employees. Although selection and training are also considered benefits, they require

reciprocity. Employees invest effort and dedication to reap the rewards, boosting motivation

and personal growth. Cultivating this symbiotic relationship is not simply an organizational

benefit but also a worthy reward for individual commitment.

In the complex dance between employee development and organizational success, knowledge

and skills acquired through training act as catalysts for personal growth. This sentiment is

expressed by the idea that individual improvement contributes to the overall growth of the

company. Success, as Mr. Linh (2022) emphasizes, is a result that can only be achieved

through a combination of individual effort and dedication.

By their nature, strategic retention measures serve as the linchpin in the delicate balance

between employee commitment and organizational performance. Recognizing the ever-

evolving workforce landscape, Canifa views retention as a strategic tool, ensuring that the

workforce is deployed thoughtfully to reap its full benefits. dedicated and skilled workers on

the journey towards sustainable success.

IV. What does the company most need to worry about (in terms of HRM) in the near future?

The company need to worry about rewarding policy in the near future.

In the field of organizational management, Mejia, Balkin, and Cardy (2012) introduced the

concept of Pay-for-Performance systems, commonly known as incentive systems. These

systems operate on the premise of three fundamental assumptions. First, the recognition that

individual and team contributions to a company vary based on their actions and quality of

performance. Second, it must be recognized that individual performance significantly affects

the overall success of the company. Finally, it is imperative to reward employees based on

their performance to attract, retain and motivate high-performing individuals while ensuring

equity throughout the workforce. The essence of this approach is deeply rooted in the belief

that employees who contribute more and excel in their roles deserve to be adequately

compensated.

In Canifa's unique context, where specialist staff are recruited to benefit development, the

challenge arises in formulating a salary policy appropriate to the similar nature of their roles.

As Mejia, Balkin, and Cardy (2012) highlight, employees' perceptions of fair and merit-based

pay directly influence their loyalty, effort, and propensity to explore alternative employment

opportunities. their position. Canifa, recognizing the potential consequences of unfair wage

policies, was forced to address this challenge strategically.

Recent data compiled by unions with a foundation wave, as reported by Quynh Nga and Lan

Anh (2022), signals a broader industry trend. Some 667 businesses are expected to reduce
working hours for 271,736 employees, and an additional 88 businesses plan to cut 15,769

employees in December and the first months of 2023. This impending reality highlights the

potential risk of staff reduction, a challenge that Canifa, like many other businesses, faces.

others, may struggle in the near future. Therefore, building a reasonable salary policy is not

only a matter of retaining potential employees but also a strategic imperative for the

sustainable development of the company.

As Canifa seeks to navigate the complex landscape of potential redundancies, a well-thought-

out salary policy will play a key role in employee retention and thus overall performance.

company. Companies must proactively offer solutions to mitigate risks and foster an

environment where employees feel respected and compensated fairly. This strategic approach

to compensation not only protects against the potential loss of valuable talent, but also

strengthens Canifa's position as a desirable place to work, promoting sustainable growth and

recovery in an ever-evolving industry

V. Provide the name, title, and email address of your contact at the firm.

Name: Mai Hoang Linh

Position: Employee at Canifa’s HR Department

Gmail: linhmh@canifa.com .

VI. Reference list:

1. Itika, J.S. (2011) *Fundamentals of Human Resource Management: Emerging Experience

from Africa.* African Studies Center.

2. University of Minnesota (2016) *Human Resource Management.*

3. Soderlund, J. (2006) "HRM in project-intensive firms: Changes and Challenges." *Human

Resource Management,* pp. 249-265.

4. Benson, P.G. (2011) *Emerging Themes in International Management of Human

Resources.* Information Age Publishing.

5. Jehanzeb, K., & Ahmed Bashir, N. (2013) "Training and Development Program and its

Benefits to Employee and Organization: A Conceptual Study." *European Journal of Business

and Management,* 5(2), pp. 243-250.

6. Khalid Bhatti, K., & Masood Qureshi, T. (2007) "Impact Of Employee Satisfaction,

Employee Commitment And Employee Productivity." *International Business Research

Papers,* 2(3), pp. 54-68.

7. Mejia, L.R.G.; Balkin, D.B.; Cardy, R.L. (2012) *Managing Human Resources 7th ed.*

Pearson.
8. Quynh Nga; Lan Anh. (2022) "Stabilize the labor market, ready for the recovery period in

2023". Available at: [link](https://congthuong.vn/on-dinh-thi-truonglao-dong-san-sang-cho-

giai-doan-tai-phuc-hoi-trong-nam-2023-231238.html ) (Accessed: December 16, 2023)

9. Quynh Nhu. (2022) "Human resources bosses decipher whether or not Gen Z even bothers:

Get bored quickly and often jump jobs?" Available at: [link](https://cafebiz.vn/cac-sep-nhan-

su-giaima-co-hay-khong-chuyen-gen-z-ca-them-chong-chan-va-hay-nhay -

viec20220627182253.chn) (Accessed: December 16, 2023)

Workshop 1
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• Recruitment & Selection: hire the employees who fit with the goal of the company
help reducing time and cost.
• Training & Development: by helping employees in learning and development ,
company can give their employees motivation to perform better in work.
• Compensation & Benefits: give employees the good profit can make them feel please
then retain top performace and reduce turn over.
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• Safety & Health: care about safety and health of employees not only ensuring the
productive work environment but also saving the business cost.
• Employees & Labor Relation: maintaining relationships at work help aching higher
tagerts by creating a kind and friendly work atmosphere.
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Workshop 2
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Workshop 3

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Workshop 4

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